BOARD OF DIRECTORS MEETING MEMBERS€¦ · 4. PRESENTATION / DELEGATION 4.1 PRESENTATION: JIM TOVEY LAKEVIEW CONSERVATION AREA UPDATE Jesse de Jager, Conservation Lands Planner will

BOARD OF DIRECTORS MEETING

Friday, December 13, 2019CVC Administration Office

1255 Old Derry Road, Mississauga, ON

MEMBERS

K. (Karen) Ras (Chair)T. (Tom) Adams (Vice Chair)

J. (John) BrennanS. (Stephen) DaskoJ. (Johanna) Downey

A. (Ann) LawlorM. (Matt) MahoneyM. (Martin) MedeirosT. (Tom) Nevills

M. (Michael) PalleschiG. (Grant) PetersR. (Ron) Starr

Pages

1. APPROVAL OF AGENDA

Recommended Resolution:RESOLVED THAT the agenda be approved as distributed.

2. DECLARATION OF CONFLICT OF INTEREST

3. MINUTES OF PREVIOUS MEETING

Recommended Resolution:RESOLVED THAT the minutes of the 541 s t meeting of the Credit Valley ConservationAuthority held November 8, 2019 be approved.

4. PRESENTATION / DELEGATION

4.1 PRESENTATION: JIM TOVEY LAKEVIEW CONSERVATION AREA UPDATE

Jesse de Jager, Conservation Lands Planner will give a presentation tomembers on the above mentioned subject.

Recommended Resolution:RESOLVED THAT the presentation entitled "Jim Tovey Lakeview ConservationArea Update" presented by Jesse de Jager, Conservation Lands Planner bereceived.

4.2 PRESENTATION: PRIVATE LAND STEWARDSHIP

Lisa Brusse, Manager, Landowner Outreach will give a presentation tomembers on the above mentioned subject.

Recommended Resolution:RESOLVED THAT the presentation entitled "Private Land Stewardship"presented by Lisa Brusse, Manager, Landowner Outreach be received.

5. BUSINESS ARISING FROM MINUTES

6. NEW BUSINESS STAFF REPORTS

6.1 DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONSTO SHORELINES & WATERCOURSE APPLICATIONS

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Recommended Resolution:RESOLVED THAT the Development, Interference with Wetlands andAlterations to Shorelines and Watercourse applications, pursuant to OntarioRegulation 160/06, as approved by staff, be received and appended to theminutes of this meeting as Schedule 'A'; and further

THAT the staff approvals for each be endorsed.

6.2 JIM TOVEY LAKEVIEW CONSERVATION AREA UPDATE 14

A report on the above mentioned subject as submitted by Jesse de Jager,Conservation Lands Planner; Kate Hayes, Sr. Manager, Restoration andManagement; and Jeff Payne, Deputy CAO and Director, Corporate Services isincluded in the agenda package as Schedule 'B'.

Recommended Resolution:THEREFORE BE IT RESOLVED THAT the report entitled “Jim ToveyConservation Area Update” be received and appended to the minutes of thismeeting as Schedule ‘B’; and further

THAT staff be directed to report back as required on further progress of PhaseII and Phase III activities.

6.3 CONTRACT OVER $100,000: CONSTRUCTION TENDER FOR TURTLECREEK BRIDGE AND BOARDWALK REPAIRS

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A report on the above mentioned subject as submitted by Jesse de Jager,Conservation Lands Planner; Eric Baldin, Manager, Land Planning andManagement; Terri LeRoux, Sr. Manager, PARCS; and Jeff Payne, Deputy

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CAO and Director, Corporate Services is included in the agenda package asSchedule 'C'.

Recommended Resolution:WHEREAS the Turtle Creek Bridge, Boardwalk and Beach are undergoingcontinual flooding, erosion and structural failure and require restoration toaddress urgent health and safety and environmental concerns;

THEREFORE BE IT RESOLVED THAT the report entitled “Contract Award forRattray Marsh Turtle Creek Bridge, Boardwalk and Beach Restoration Project”be received and appended as Schedule ‘C’ to the minutes of this meeting; and

THAT staff be directed to pursue the award of a contract to R&M ConstructionLtd. in the amount of $139,930 plus HST to undertake the restoration of theTurtle Creek bridge, boardwalk and beach; and further

THAT a 15% contingency be added to the internal CVC Purchase Order toallow staff to administer and manage unforeseen circumstances or scopechanges associated with construction.

6.4 UPDATE ON 2019 RESERVE BALANCES 29

A report on the above mentioned subject as submitted by Jeff Payne, DeputyCAO and Director, Corporate Services is included in the agenda package asSchedule 'D'.

Recommended Resolution:RESOLVED THAT the report entitled, “Update on 2019 Reserve Balances” bereceived and appended to the minutes of this meeting as Schedule ‘D’; andfurther

THAT the CAO and the Director of Corporate Services continue to contribute toreserves to support the long-term sustainability of the corporation.

6.5 CVC CASH FLOW ANALYSIS 33

A report on the above mentioned subject as submitted by Jeff Payne, DeputyCAO and Director, Corporate Services is included in the agenda package asSchedule 'E'.

Recommended Resolution:RESOLVED THAT the report entitled, “CVC Cash Flow Analysis” be receivedand appended to the minutes of this meeting as Schedule ‘E’; and

THAT the CVCA Board of Directors endorse the staff recommendation toestablish an approximate target ratio of 30% cash-on-hand to 70% invested;and further

THAT the CAO and the Director of Corporate Services have the authority tocomplete the necessary transfer of $3 million from cash to investment as set

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out in the report.

6.6 2020 BUDGET UPDATE – PEEL REGION LEVY 38

A report on the above mentioned subject as submitted by Roger Tharakan, Sr.Manager, Financial Services; and Jeff Payne, Deputy CAO and Director,Corporate Services is included in the agenda package as Schedule 'F'.

Recommended Resolution:WHEREAS the CVC Board of Directors endorsed the CVC 2020 Budget onSeptember 13, 2019 under Resolution #76/19; and

WHEREAS Peel Regional Council requested CVC to present options regardinga reduction of $77,804 from the 2020 CVC Budget; and

WHEREAS CVC presented an option on December 5, 2019 to Peel RegionalCouncil in accordance with Peel Regional Council Resolution 2019-1056;

THEREFORE BE IT RESOLVED THAT the report entitled “2020 BudgetUpdate – Peel Region Lev”’ be received and appended to the minutes of thismeeting as Schedule ‘F’; and

THAT the staff report back to the Board of Directors at the time of final CVCBudget approval regarding the outcome of Peel Region 2020 Budgetdeliberations; and

THAT the CVC Board of Directors supports, in principle, the reduction of$77,804 requested by Peel Regional Council from the Peel Special BenefitingLevy; and further

THAT the General Levy and the Shared Special Levy for all fundermunicipalities, including Peel Region, remain unchanged as endorsed by theCVC Board under resolution 76/19.

6.7 DOCUMENT AND RECORDS MANAGEMENT SYSTEM PROCUREMENT 45

A report on the above mentioned subject as submitted by Moheb Ekladios,Sr.Manager, Information Technology, Information Management, Infrastructure andFacilities; and Jeff Payne, Deputy CAO and Director, Corporate Services isincluded in the agenda package as Schedule 'G'.

Recommended Resolution:WHEREAS the current state of corporate information management is notsustainable nor reflective of standards related to documents in the care andcustody of the corporation; and

WHEREAS document management was identified as a significant element ofthe CVC Digital Strategy; and

THEREFORE BE IT RESOLVED THAT the report entitled “Documents andRecords Management System” be received and appended as Schedule ‘G’ to

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the minutes of this meeting; and

THAT staff be directed to pursue the award of a 5-year contract to XeroxCanada in the amount of $442,000 plus HST to undertake the implementationof a document and records solution including maintenance services; andfurther,

THAT a 10% contingency be added to the internal CVC Purchase Order toallow staff to administer and manage unforeseen circumstances or scopechanges associated with the project.

7. CORRESPONDENCE/INFORMATION ITEMS DISTRIBUTED TO MEMBERS

7.1 CORRESPONDENCE: TOWNSHIP OF AMARANTH RESOLUTION 50

Resolution from Susan Stone, CAO/Clerk-Treasurer for the Township ofAmaranth regarding exit clauses for conservation authorities.

7.2 CORRERSPONDENCE: TOWNSHIP OF AMARANTH RESOLUTION 53

Resolution from Susan Stone, CAO/Clerk-Treasurer for the Township ofAmaranth regarding Nottawasaga Valley Conservation Authority levies.

7.3 CORRESPONDENCE: APPROVAL OF CVSPA ASSESSMENT REPORT 56

Letter from Jeff Yurek, Minister of Environment, Conservation and Parksapproving the Credit Valley Source Protection Area assessment report andsource protection plan for the CTC Source Protection Region.

7.4 BRIEFING NOTE: INDEPENDENT REVIEW OF CURRENT FLOODMITIGATION AND LAND USE PLANNING POLICIES

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Briefing note from John Sinnige, Associate Director Watershed Management;and Tim Mereu, Director, Watershed Management regarding the independentreview of current flood mitigation and land use planning policies in Ontario byDoug McNeil, Special Advisor on Flooding.

Recommended Resolution:RESOLVED THAT the information items presented at the 542 n d meeting of theCredit Valley Conservation Authority held December 13, 2019 be received.

8. NOTICE OF MOTION

9. QUESTION PERIOD

10. OTHER BUSINESS

11. MEETING ADJOURNED

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SCHEDULE ‘A’ PAGE -1-

2019-12-13

DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS TO SHORELINES & WATERCOURSES APPLICATIONS (STAFF APPROVED, FOR BOARD OF

DIRECTORS’ ENDORSEMENT)

A) APPLICATION # 19/259

OWNER: AGENT: PROPERTY LOCATION:

40 Ferndale Park Road Part Lot 32, Concession 3 WHS Town of Caledon

APPLICATION: Development in the Regulated Area for the purpose of

constructing a second story addition to an existing dwelling and to complete the construction of the foundation.

WARD: C 2

B) APPLICATION # 19/266 OWNER: AGENT: ORM Custom Build PROPERTY LOCATION:

928 Lynnrod Court Part of Lot 21, Concession 3 SDS City of Mississauga


constructing a new two-storey house, garage, driveway, and associated grading.

WARD: M 2

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C) APPLICATION # 19/131 OWNER: Mayfield McLaughlin Developments Inc. & Cedar City

Developments AGENT: David Schaeffer Engineering Ltd. PROPERTY LOCATION:

Part Lot 18, Concession 2 WHS Town of Caledon

APPLICATION: Development in the Regulated Area for earthworks and a

diversion channel to facilitate a residential development. WARD: C 1

D) APPLICATION #: 19/253 OWNER: AGENT: PROPERTY LOCATION:

16033 Mississauga Road Part Lot 4, Concession 4 WHS Town of Caledon

APPLICATION: Development in a floodplain to facilitate construction of a

driveway. WARD: C 1

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E) APPLICATION #: 19/270 OWNER: AGENT: Canam Engineering Inc. LOCATION: 82 Vista Green Crescent

Part Lot 13, Concession 3 WHS City of Brampton


constructing a new below grade entrance.

WARD: B 6

F) APPLICATION #: 19/269 OWNER: Enbridge Gas Inc. AGENT: LOCATION: 502 Richey Crescent

Part Lot 12, Concession 3 SDS City of Mississauga

APPLICATION: Development in the Regulated Area for the purpose of installing

a gas service. WARD: M 1

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G) APPLICATION #: 19/214 OWNER: AGENT: Wellings Planning LOCATION: 13423 Highway 7

Part of Lot 23, Concession 8 Town of Halton Hills

APPLICATION: Development in a Regulated Area to facilitate grading,

watercourse crossing, stormwater management facility and outlet in relation to subdivision T 86/023.

WARD: H 2

H) APPLICATION #: 19/180 OWNER: AGENT: Matthews Design & Drafting Services LOCATION: 25 Beaver Street

Part Lot 20, Concession 9 Town of Halton Hills

APPLICATION: Development in the Regulated Area associated with the

floodplain of the Credit River for the purpose of constructing a second storey addition, rebuild 261ft2 of the main floor, a 276ft2 main floor addition, with a rear deck, front porch and detached garage with breezeway. Replace existing septic system in same location.

WARD: H 2

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I) APPLICATION #: 19/278 OWNER: AGENT: Four Seasons Sunrooms LOCATION: 753 The Grange Sideroad


APPLICATION: Development in the Regulated Area to facilitate the

construction of a sunroom addition. WARD: C 1

J) APPLICATION #: 19/279 OWNER: Kingsmen (Lakeshore) Inc. AGENT: C.F. Crozier & Associates LOCATION: 1060-1115 Douglas McCurdy Common

Part Lots 12 & 16, Concession 2 City of Mississauga

APPLICATION: Development in the Regulated Area for the purpose of installing

ESC. WARD: M 1

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K) APPLICATION #: 19/198 OWNER: AGENT: LOCATION: 1074 Haig Boulevard

Part Lot 2, Concession 7 SDS City of Mississauga

APPLICATION: Development in the Regulated Area to facilitate site grading

and the construction of a deck. WARD: M 1

L) APPLICATION #: 19/283 OWNER: Orlando Corporation AGENT: Orlando Corporation LOCATION: 6065 Millcreek Drive

Part Lot 27, Concession 6 WHS City of Mississauga

APPLICATION: Development in the Regulated Area for the purpose of grading

for the construction of an industrial building. WARD: M 9

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M) APPLICATION #: 19/281 OWNER: AGENT: LOCATION: 3 Gordon’s Creek Court

Part Lot 30, Concession 5 Town of Halton Hills


constructing a 3.5m x 6.1m rear deck and stairs. WARD: H 2

N) APPLICATION #: 19/166 OWNER: AGENT: Design Fine Ltd. LOCATION: 0 Hurontario Street


APPLICATION: Development in the Regulated Area to facilitate the

construction of a driveway.

WARD: C 1

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O) APPLICATION #: 19/286 OWNER: AGENT: LOCATION: 36 Trafalgar Road

Part Lot 23, Concession 7 Town of Erin (Hillsburgh)


replacing a septic system. WARD: N/A

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SCHEDULE ‘B’ PAGE -1-

2019-12-13

TO: The Chair and Members

of the Board of Directors, Credit Valley Conservation

SUBJECT: JIM TOVEY LAKEVIEW CONSERVATION AREA UPDATE PURPOSE: To update the Board of Directors of CVC on progress for the

creation of Jim Tovey Lakeview Conservation Area BACKGROUND: The Jim Tovey Lakeview Conservation Area (JTLCA) (formerly Lakeview Waterfront Connection) is an initiative by CVC, the Region of Peel and Toronto and Region Conservation Authority (TRCA) to restore the eastern Mississauga shoreline by creating a new 26-hectare (64 acre) waterfront conservation area. Phase I of the initiative was authorized by the CVC Board of Directors (the “Board”) in January 2012 through Resolution 17/12 (and furthered in October 2013 through Resolution 98/13) and involved the completion of a feasibility study and an environmental assessment to obtain authorizations and permits. In 2015, the Board directed staff to enter to into Phase II agreements for project implementation (Resolution #71/15) and authorized CVC land acquisition activities to secure land and water lots required for the new lakefill land form. Under the Phase II agreement, the Region of Peel provides funding for the construction and restoration of the new landform and its development as a public waterfront conservation area, to be owned and managed by CVC. TRCA acts as the general contractor for construction and CVC undertakes restoration, compliance monitoring, communications, land acquisition and public realm and habitat design. In October 2016, CVC Staff were directed through Resolution #74/16 to provide as-needed reports to the Board on overall progress and project-related activities. Staff have conducted several update activities, including a renaming process where the Board approved “Jim Tovey Lakeview Conservation Area” (Resolution #70/18) as the memorial name of new conservation area in honour of the late councillor and CVC Board member. The most recent Board update activity has been the project site tour held on June 7, 2019.

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ANALYSIS: Status of Construction and Restoration for JTLCA Phase II Construction of the landform feature is proceeding quickly due to the availability of concrete rubble and the pace of incoming fill generated from Region of Peel infrastructure projects as well as private sector fill sources, notably the Lakeview Community Partners’ donation of concrete from the former Lakeview Generating Station. TRCA estimates that the overall construction is on schedule with a completion date in 2025, if the current pace is maintained. Progressive restoration of the landform, undertaken by CVC, is also proceeding with seeding and plantings in the first few cells and the aquatic planting of both Serson East and West wetlands completed. The site is divided into a series of in-water areas that are referred to as ‘cells’. Creating the perimeter of the cell is the first step using rubble to infill the lake. Once the cell is closed (no longer open to the lake), retained water is then pumped out of the cell and infilled to create the features (land form, wetlands or restored water courses). Schedule ‘B’, Appendix 1 (attached) contains annotated mapping of the current status of landform construction and cell progression. In general, the following milestones are highlighted:

Construction Serson channel within JTLCA landform (completed 2019) Cell 1 (98% complete) Cell 2 (95% complete) Applewood wetland (anticipated completion late 2019) Armourstone revetment (anticipated completion: late 2020) Applewood channel within JTLCA landform to commence in

January 2020 Applewood outlet to commence in January 2020 North off shore island core completed with armouring

scheduled to commence in July 2020.

Restoration and Plantings

Serson wetland (42,850 aquatic units planted 2018 and 2019) Cells 1 and 2 (2255 trees and shrubs planted 2017 and 2019) Applewood wetland (41,250 aquatic units in mid-2021)

Fill metrics reported by TRCA show that 58% of total fill is already in place as of October 2019. TRCA also projects that total revenue from tipping fees (money charged to dump clean fill on site) from Region of Peel and Private sources will exceed original estimated revenue, based on remaining site capacity at same unit rate.

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Fill Volumes

Region of Peel Fill Total Truck Loads (10m3/Truck) 73,374 Total Volume 733,740 m3

Estimated Total Volume Required 1,294,243m3 57% Complete

Private Fill

Total Truck Loads (10m3/Truck) 26,048 Total Volume 260,480m3 Estimated Total Volume Required 405,928m3 64% Complete Phase III Public Realm and Habitat Grading Refinement for Phase In 2018, project partners identified the need to revisit JTLCA grading and public realm designs to ensure they are in keeping with the expectations of the public and project stakeholders, and ensure it reflects the ‘personality’ of its namesake. Design refinements intended to ‘elevate’ the quality of finished design fall outside the scope of the Phase II agreement and represent the first steps of a Phase III, which would also include the operations and management phase of the project. CVC staff have identified savings in the Phase II budget achieved through outside grants (e.g. Swim Drink Fish), and Peel staff have agreed that these efficiencies may be used to fund the landscape design refinement. CVC staff undertook a public request for proposal process to obtain a landscape architecture firm to work with CVC and its partners on JTLCA design refinement and have awarded a contract to Brook McIlroy Inc in the amount of $226,843 +HST (non-levy, Phase II funds). Their scope of work includes their unique Indigenous Design Studio, which is led by indigenous designers who will work with our partners, the Mississaugas of the Credit, to create meaningful indigenous placemaking on the landscape – which was an important aspect of the project for Jim Tovey himself. Concurrent to this 2020 design process, CVC staff will be undertaking discussions with Peel staff on formalizing the framework for the overall Phase III agreement. COMMUNICATIONS PLAN: The existing communications plan for JTLCA is being implemented. New signage installed at Marie Curtis Park is informing waterfront trail users about the project. Throughout 2020, communication focus will be on increasing project awareness through social media. Planning for Morphology 2021 will also be initiated in 2020 and will provide an additional opportunity to profile the JLTCA project. Lakeview Community Partners Limited and Swim Drink Fish have expressed an interest in collaborating in the planning and launch of Morphology 2021.

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FINANCIAL IMPLICATIONS: The cost of public realm and habitat grading refinement is provided by the Region of Peel under the JTLCA Phase II Agreement. No CVC levy funds are used and there is no financial impact to CVC. CONCLUSION: Construction progress on the landform is on schedule due to the availability of concrete rubble and the pace of incoming fill generated from Region of Peel infrastructure projects as well as private sector fill sources. Restoration activities undertaken by CVC are on-track and proceeding on pace with cell filling and wetland creation schedules. CVC staff have retained the landscape architecture firm Brook McIlroy Inc. to undertake a final design process to refine the public realm and habitat grading in the amount of $226,843 +HST (non-levy, Phase II funds). Funding for this work is being paid for through efficiencies and savings in the Phase II construction and restoration budget. Negotiations with Region of Peel on the framework for the JTLCA Phase III Agreement will be ongoing in 2020. RECOMMENDED RESOLUTION: THEREFORE BE IT RESOLVED THAT the report entitled “Jim Tovey Conservation Area Update” be received and appended to the minutes of this meeting as Schedule ‘B’; and further THAT staff be directed to report back as required on further progress of Phase II and Phase III activities. Submitted by:

____________________________ ____________________________ Jesse de Jager Kate Hayes Conservation Lands Planner Senior Manager,

Restoration and Management

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____________________________ Jeff Payne Director, Corporate Services Recommended by:

__________________________ Deborah Martin-Downs Chief Administrative Officer

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JIM TOVEY LAKEVIEW CONSERVATION AREALandform Construction Progress

SCHEDULE ‘B’, APPENDIX 1

SCHEDULE B, APPENDIX 1 PAGE 1

2019-12-1319

JTLCA Cell Progression Plan

SCHEDULE B, APPENDIX 1 PAGE 2

2019-12-1320

SCHEDULE ‘C’ PAGE -1-

2019-12-13



SUBJECT: CONTRACT OVER $100,000: CONSTRUCTION TENDER

FOR TURTLE CREEK BRIDGE AND BOARDWALK REPAIRS

PURPOSE: To request approval by the Board of Directors of CVC for staff

to award a contract for the restoration of the Turtle Creek bridge, boardwalk and beach at Rattray Marsh Conservation Area – Authorization of a Construction Services Contract Exceeding $100,000

BACKGROUND: Rattray Marsh Conservation Area is situated on the shore of Lake Ontario in Mississauga. Home to a rare natural cobble beach and the last remaining lakefront marsh from Toronto to Burlington, Rattray Marsh offers a unique urban natural experience. Rattray also features a designated non-cycling section of the 3000 km-long Great Lakes Waterfront Trail and an extensive boardwalk along the trail make hiking and nature viewing accessible to visitors of all abilities. Access to Rattray Marsh is provided through Jack Darling Park to the northeast at Turtle Creek, as Rattray Marsh has no parking facilities. This entrance is the single busiest access point across in CVC’s entire conservation area system, welcoming upwards of 300,000 people per year. Starting in 2017, record high Lake Ontario levels and intense wave action have resulted in ongoing damage to the Turtle Creek bridge and boardwalk which has required extended trail closures and annual emergency repairs. Schedule ‘C’, Appendix 1 (attached) contains photos of the damage from 2017 and 2018. In Spring 2019, CVC retained Shoreplan Engineering to complete coastal modelling of the shoreline, evaluate options, and produce an engineered bridge and boardwalk design for long term safety and resiliency. As a result of critical servicing infrastructure under the trail (Region of Peel, and Enbridge buried utilities) and natural feature constraints, CVC must rely on at-grade construction to secure the boardwalk and protect the infrastructure against lake-based damage. The preferred design option will involve raising the northeastern elevation of the existing steel bridge at Turtle Creek to a safe level above flooding (Schedule ‘C’, Appendix 1 contains drawings illustrating the scope of work). In addition, the existing boardwalk section between the bridge and Jack Darling Park will be replaced and protected with a

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flood-proof and climate-resilient stone armouring solution that will reduce maintenance costs and long-term closures for health and safety purposes. ANALYSIS: Repeated high water levels and damage to infrastructure has exposed the public and CVC to elevated risk. A long-term solution is required for health and safety, visitor experience and climate resiliency. Staff recommends proceeding with the plan developed by Shoreplan Engineering to restore the Turtle Creek bridge, boardwalk and beach to address ongoing health and safety issues, maintenance costs, and frequent services interruptions and closures for visitors. Based on the recommendation of CVC’s consultant, invitation to participate in the tender process for construction of the project was extended to four (4) qualified contractors with experience in coastal rehabilitation work in sensitive natural environments. The tender was issued on November 20th and was open for a 1.5-week period with submission due on November 29th. Of the five prequalified and invited contractors, three firms responded and submitted bids. The table below provides a summary of the submitted bids:

Firm Total Bid* Proposed Duration

R&M Construction Ltd. $139,930 2 Weeks – March 2-13, 2020

Sunshine Design & Construction $157,380 5 Weeks – January/February 2020

Grade Control Ltd. $234,500 8 Weeks – March 22-May22, 2020

*Prices do not include HST.

Based on lowest bid price and shortest construction duration, CVC staff recommends award of the contract to R&M Construction Ltd to undertake the Turtle Creek bridge, boardwalk and beach restoration project in the amount of $139,930 exclusive of HST. The internal CVC purchase order for the contract should contain an additional 15% contingency that CVC staff will administer to manage unforeseen circumstances or required scope changes associated with construction. Upon contract award, CVC staff will develop and install project signage at key points at Rattray Marsh and Jack Darling Park to advise visitors of the trail closure March 2nd -13th, 2020. Due to the confined nature of the site construction and the relatively short disruption period, no temporary access will be provided during the two-week period. An early March date for construction capitalizes on low seasonal visitation (minimize impacts to visitors), reduces impacts associated with construction access and staging (i.e. frozen conditions), and ensures that the new trail section is ready for potential high-water conditions in the spring and summer of 2020.

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COMMUNICATIONS PLAN: Communications to conservation area users via signage, CVC website, and social media will be required to manage access and safety issues on site. The contractor will be responsible for on-site safety signage but additional project signage, including notice of the two-week closure, will be provided by CVC. FINANCIAL IMPLICATIONS: Funds in the amount of $139,930.00 plus HST to retain R&M Construction Ltd. to undertake the work are available from the Peel Special Benefitting Levy account 401-461 ‘Capital Projects – Peel.’ The design and contract administration costs (contract with Shoreplan Engineering) have already been accounted for out of the same 401-461 account in the amount of $19,500 +HST. CONCLUSION: CVC staff is requesting Board approval to award a contract in the amount of $139,930 plus HST to R&M Construction Ltd. to undertake restoration of the Turtle Creek bridge, boardwalk and beach at Rattray Marsh Conservation Area. CVC staff will manage the overall project, but contract administration and site inspections will be provided by Shoreplan Engineering through an existing design and consulting service contract. The restoration of the bridge, boardwalk and beach will address ongoing health and safety issues, maintenance costs, and frequent services interruptions and closures for visitors due to high lake levels. RECOMMENDED RESOLUTION: WHEREAS the Turtle Creek Bridge, Boardwalk and Beach are undergoing continual flooding, erosion and structural failure and require restoration to address urgent health and safety and environmental concerns; THEREFORE BE IT RESOLVED THAT the report entitled “Contract Award for Rattray Marsh Turtle Creek Bridge, Boardwalk and Beach Restoration Project” be received and appended as Schedule ‘C’ to the minutes of this meeting; and THAT staff be directed to pursue the award of a contract to R&M Construction Ltd. in the amount of $139,930 plus HST to undertake the restoration of the Turtle Creek bridge, boardwalk and beach; and further, THAT a 15% contingency be added to the internal CVC Purchase Order to allow staff to administer and manage unforeseen circumstances or scope changes associated with construction.

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Submitted by:

____________________________ ____________________________ Jesse de Jager Eric Baldin Conservation Lands Planner Manager, Land Planning & Mgmt.

____________________________ ____________________________ Terri LeRoux Jeff Payne Senior Manager, PARCS Director, Corporate Services Recommended by:


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SCHEDULE ‘C’, APPENDIX 1

Photos of Damage (April 2017 and April/May 2018):

SCHEDULE 'C', APPENDIX 1 PAGE 1

2019-12-1325


2019-12-1326

CONSTRUCTION SITE PLAN


2019-12-1327

CONSTRUCTION CROSS SECTIONS


2019-12-1328

SCHEDULE ‘D’ PAGE -1-

2019-12-13



SUBJECT: UPDATE ON 2019 RESERVE BALANCES PURPOSE: To update the CVC Board of Directors on the current balances

of CVC’s various reserves. BACKGROUND: Reserves and reserve funds are established under approval of the Credit Valley Conservation (CVC) Authority Board of Directors. Reserves support long-term financial stability and prudent financial planning. The purpose of a reserve is to set aside funds to help offset future capital needs, obligations, pressures and costs. A reserve can cover both capital (example: fleet reserve) and operating (example: parks revenue offset reserve). The reserve is drawn down to cover necessary expenditures associated with the purpose of the reserve. The benefit of reserves includes:

- Provide for life-cycle replacement of assets; - Support a state of good repair of assets; - Reduces unanticipated pressure on cash-flows; - Reduce range of fluctuations in levy; and - Supports longer term financial planning.

Prior to 2018, CVC had a limited number of established reserves. The most notable ones were reserves for computer, vehicle and equipment replacement. Because of long-standing funding pressures, the authority has had limited financial capacity to create and fund new reserves to address ongoing capital asset and operating pressures. In recognition of these reserve gaps, staff identified key areas where the authority does not have specified reserves and brought forward these recommendations to the Board in 2018 for approval. As a result, the Board approved the establishment of four new reserves for real time gauges; facilities (major structures); parks revenue and conservation areas (minor structures) under Resolution #53/18. The management of reserves falls under the authority of the CAO and the Director of Corporate Services. Any use of funds from a reserve shall be authorized by designated program staff and finance staff as set out in the reserve procedure. An annual report will be provided to the CVC Board that will outline reserve transactions including contributions and drawdowns. The CAO and the Director of Corporate service shall maintain reserve management procedures, as amended from time to time. Any amendments to the CVC Reserve Policy shall require Board approval. CVC staff continue to work with Region of Peel staff on asset management planning. An annually a state of good repair assessment is completed on major assets to identify short- and long-term asset financial needs. A full asset management plan is in development.

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ANALYSIS: Specified Named Reserves CVC currently has a limited number of established reserves (see Table 1) that are identified on the financial statements. In 2019 there has been a net growth in the specified reserves by just over $209,000, The reserves in place include the following: Table 1: Current Specified Reserves

Reserve By name/purpose

Reserve Balance

@ Jan 1st, 2019 ($)

Approved 2019

Reserve Contributions

($)

Draws from Reserves @

Oct 31st, 2019 YTD

($)

Projected Reserve Balance @ Dec 31st, 2019

($)

Equipment 551,112 76,672 (16,684) 611,100

Vehicles 441,645 213,870 (25,269) 630,246

Computers 223,807 46,828 (223,807) 46,828

Gauges * 300,000 97,500 (0) 397,500

Facilities (Major Structures) * 150,000 10,000 (0) 160,000

Parks Revenue * 25,000 10,000 (0) 35,000

Conservation Area (Minor Structures) * 75,841 20,000 (0) 95,841

Land Acquisition/Management MNRF 36,770 0 (0) 36,770

Jacquith Property 8,060 0 (0) 8,060

Credit Valley Trail 2,736 0 (0) 2,736

TOTAL 1,814,971 474,870 (265,760) 2,024,081

These reserves were approved by the Board of Directors at the November 9, 2018

meeting under Resolution #53/18.

Reserve Drawdowns Three of the reserves noted in Table 1 (equipment, vehicles and computers) have annual contributions from program accounts based on usage of assets and anticipated replacement cycle determined based on the specific asset. All had drawdowns in 2019. As part of the ongoing digital transformation, there was a drawdown of the computer reserve for the lifecycle replacement of all CVC staff computers. The CVC computer fleet had reached an age of five (5) years or end of life and significant hardware failures were starting to occur. By the end of the second quarter of 2019 all hardware was replaced. Drawdowns in the equipment and vehicle reserves were planned life cycle replacements. There were several vehicle replacements that were delayed in 2019 considering uncertainty with proposed provincial government changes to the Conservation Authorities Act. Contributions to Reserves Contributions to reserves are approved as part of the annual budget process and are informed by lifecycle management data, the state of good repair reports as well as asset management information that identifies short- and long-term needs related to maintaining

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assets. Additional opportunities for reserve contributions may be identified if at year end there are funds that could be allocated to reserves based on an assessment of priorities. State of Reserves The reserves for equipment, vehicles and computers are adequate and sustainable based on the current funding levels. The work to create an asset management plan will inform the appropriate level of funding for the gauge and the major/minor infrastructure reserves (three of the specified reserves) that are underfunded at this time. The parks revenue reserve is just over 2% of the 2019 budgeted annual revenue and is designed to address lost revenue during times of unfavorable operating conditions (mainly weather related) that negatively impact conservation area (park) revenues. Ideally our goal is to grow this reserve to about 10% of annual budgeted revenue. This will be funded through the transfer of funds that exceed revenue targets during favourable operational years. The MNRF and Jacquith property reserves are legacies resulting from how the lands were acquired and expenditures are restricted under the terms of those land acquisitions. Staff are looking for options that would allow drawdown and closure of these two reserves. The Credit Valley Trail (CVT) reserve is, currently, aspirational. Cash Reserves As of October 31, 2019, the approximate level of CVC cash reserve was $2.96 million. A cash reserve serves the function of supporting cash flows and to address any urgent or unanticipated expenditure that cannot be accommodated within the approved budget (e.g. emergency response – ice storm). CVC has a Board approved investment policy that ensures all reserve funds are invested in a manner that allows for flexibility to access the funds as the need arises. The policy also addresses obtaining reasonable return balanced against approved risk tolerance levels. It is anticipated that in total, the current reserves (specified and cash reserves) as of December 31, 2019 will be approximately $5 million.

COMMUNICATIONS PLAN: There are no communications implications associated with this update to the CVC Board. FINANCIAL IMPLICATIONS: The reserves for equipment, vehicles and computers are sustainable based on the current funding levels. The work to create an asset management plan will inform the appropriate level of funding for the gauge and the major/minor infrastructure reserves in future budgets. Efforts will be made to increase the parks revenue reserve using funds that exceed budgeted revenues. Contributions to reserves are included within the draft 2020 budget. Additional opportunities for reserve contributions may be identified at year end, if there are funds that could be allocated to reserves based on an assessment of priorities.

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CONCLUSION: The establishment of reserves demonstrates the commitment of the authority to address gaps and to begin to implement long term financial planning. Staff will continue to look for opportunities during annual budget cycles to make reserve contributions. Further, ongoing asset management work will quantify the reserve gaps and further funding needs. Having adequate reserves is essential to mitigate levy impacts for our funders. Overall 2019 represents positive growth in CVC reserves with additional reserve contributions budgeted for in 2020. RECOMMENDED RESOLUTION: RESOLVED THAT the report entitled, “Update on 2019 Reserve Balances” be received and appended to the minutes of this meeting as Schedule ‘D’; and further THAT the CAO and the Director of Corporate Services continue to contribute to reserves to support the long-term sustainability of the corporation. Submitted by:

_________________________ Jeff Payne Director, Corporate Services Recommended by:


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SCHEDULE ‘E’ PAGE -1-

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SUBJECT: CVC CASH FLOW ANALYSIS PURPOSE: To provide the CVC Board of Directors with a cash flow

analysis of CVC bank transactions from 2017 and 2018. BACKGROUND: At the April 12th, 2019 CVC Board of Directors meeting, board members approved the draft 2018 year-end audited financial statements. These statements included figures related to year end cash and short-term investment balances. During this meeting, a question was raised regarding the ratio of cash-on-hand vs. short-term investments. At the end of 2018, the ratio was 74% cash-on-hand versus 26% invested. It was suggested that CVC’s cash-on-hand at year-end was too high relative to the amount that was allocated to investments and that more of this idle cash should be put into investments that could potentially generate more income for the organization. In order to address this concern, CVC finance staff conducted a detailed cash flow analysis using two years of historical bank transactions (2017 and 2018) to not only gain further insight into the timing of cash inflows and outflows throughout a typical year but also to determine optimal levels of cash-on-hand that CVC should be carrying at any given time. Cash flow management practices at CVC have traditionally focused on simple periodic monitoring of cash balances and monthly bank reconciliations. While these are important activities, in and of themselves they do not assist in making informed decisions related to allocation of cash to investments while ensuring that CVC maintains a certain degree of liquidity in order to pay bills on time. It is also important to note that CVC does not have a dedicated resource for ‘treasury function’ given the size of the organization. At one-point in time Peel had provided treasury services to CVC but, Peel determined this was not permissible. At the time a decision was made to utilize services through Scotiabank (the corporate bank) to facilitate investments with the goal of obtaining higher returns.

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ANALYSIS: The following tables are a summary of the detailed cash flow analysis that staff conducted using bank transactions from 2017 (Table 1) and 2018 (Table 2).

Table 1: 2017 Cash Flow Analysis $(000's)

Q1 Q2 Q3 Q4 TOTALS

Opening Balance 7,572 5,144 3,926 4,834

Inflows

Municipal Levies 2,136 6,034 5,899 9,528 23,597

Other Revenues 2,086 1,448 1,748 1,915 7,198

Total Inflows 4,222 7,482 7,648 11,443 30,795

Outflows

Accounts Payable (1,851) (2,239) (1,966) (2,411) (8,468)

Payroll & Other (4,799) (6,461) (4,773) (5,098) (21,131)

Total Outflows (6,650) (8,701) (6,739) (7,509) (29,599)

Closing Balance 5,144 3,926 4,834 8,768

Table 2: 2018 Cash Flow Analysis $(000's)

Q1 Q2 Q3 Q4 TOTALS

Opening Balance 8,768 5,937 4,608 5,931

Inflows

Municipal Levies 2,213 6,263 6,175 9,778 24,428

Other Revenues 1,862 1,224 2,309 1,809 7,205

Total Inflows 4,075 7,487 8,484 11,587 31,633

Outflows

Accounts Payable (2,431) (3,076) (2,370) (2,995) (10,872)

Payroll & Other (4,475) (5,741) (4,791) (5,919) (20,926)

Total Outflows (6,906) (8,817) (7,161) (8,914) (31,798)

Closing Balance 5,937 4,608 5,931 8,603

In comparing the two tables, it is evident that the pattern of cash inflows and outflows is similar for 2017 and 2018. The average monthly cash balance over the two years was between approximately $5 million to $6 million dollars per month. Bank transactions between January 1st, 2019 and October 31st, 2019 continue to exhibit the same patterns.

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The single largest component of cash inflows are the Region of Peel quarterly levy payments, which average around $4.4 million dollars per quarter. The final quarterly levy payment from Peel usually occurs in December of every year. This is the primary reason for the inflated year-end cash balances observed. The results arising from this cash flow analysis has provided confirmation that CVC’s operating bank account has ample liquidity throughout any given year to meet its monthly financial obligations (i.e. payroll, vendor invoices etc.) Based on this confirmation, staff recommend that additional funds be allocated to investments to achieve a ratio of approximately 30% cash-on-hand versus 70% invested. Based on existing cash balances, this would translate into an additional $3 million dollars allocated to investments. As a supplement to the cash flow analysis exercise, staff also compared 2018 rates of return on its operating checking account against the 2018 returns that could have been realized on various investment vehicles offered through the ONE investment program (municipal investment pool). The ONE investment program offers participating municipal organizations the opportunity to pool their deposits together to access professionally managed investment products (supports treasury function for CVC). CVC’s current banking relationship is with Scotiabank. In 2018, CVC earned a weighted average rate of return on its operating checking account of 1.65%. This figure was benchmarked against the 2018 rates on various ONE investment products outlined in Table 3

Table 3: 2018 Rates of Return on ONE Fund Investment Products

INVESTMENT PRODUCT

2018 Rate of Return

ONE Fund HISA 2.09%

ONE Fund Money Market 1.65% before fees

ONE Bond Portfolio 1.95% before fees

ONE Universe Corporate Bond Portfolio 1.60% before fees

ONE Equity Portfolio -1.90%

Table 3 shows that the rate of return from the Scotiabank operating account (average 1.65%) is in line with several of the options from ONE investment program (+/- fees). The $3 million identified from the cashflow analysis will be transferred to the higher return ONE Fund HISA investment product. This product is aligned with the risk

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threshold approved by the CVC Board and is a fund available to municipalities across the province. COMMUNICATIONS PLAN: Not applicable. FINANCIAL IMPLICATIONS: The results arising from this cash flow analysis has provided confirmation that CVC’s operating bank account has ample liquidity throughout any given year to meet its monthly financial obligations (i.e. payroll, vendor invoices etc.). Based on the analysis of cashflows, staff recommend that additional funds be allocated to investments to achieve a target ratio of approximately 30% cash-on-hand versus 70% invested. This translates into an additional $3 million dollars allocated to investments from cash as a result of cashflow analysis. The funds will be transferred to the approved ONE Fund HISA investment product. Funds in the investment remain available to the corporation as the fund is not a fixed/locked term investment product. This ensures financial flexibility balanced against investment return at an acceptable level of risk for a public organization. The net gain from the investment (difference between 1.65% and 2.09% on $3.0 million) is a return of approximately $13,000 per year, keeping in mind that returns on any investment will fluctuate and service fees may apply. CONCLUSION: The analysis conducted of CVC’s cash inflows and outflows during 2017 and 2018 revealed that year-end cash balances were higher than monthly averages due to the timing of the final quarterly levy payment received from the Region of Peel, which is approximately $4.4 million and is normally received in the month of December. This translated to a high cash balance on the year-end financial statements due to the cash injection occurring late in the forth quarter. CVC has not historically engaged in detailed cash flow analyses, which limited its ability to determine the optimal level of cash to keep on hand in order to ensure it had adequate liquidity to cover monthly expenses. Going forward, staff will continue to conduct and refine its cash flow analysis techniques as a best practice. This will ensure that the cash available for daily operations is not needlessly excessive in order to meet monthly cash flow needs.

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RECOMMENDED RESOLUTION: RESOLVED THAT the report entitled, “CVC Cash Flow Analysis” be received and appended to the minutes of this meeting as Schedule ‘E’; and THAT the CVCA Board of Directors endorse the staff recommendation to establish an approximate target ratio of 30% cash-on-hand to 70% invested; and further THAT the CAO and the Director of Corporate Services have the authority to complete the necessary transfer of $3 million from cash to investment as set out in the report. Submitted by:

_________________________ Jeff Payne Director, Corporate Services Recommended by:


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SCHEDULE ‘F’ PAGE -1-

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SUBJECT: 2020 BUDGET UPDATE – PEEL REGION LEVY PURPOSE: To inform the Board of Directors of CVC of a change in the Peel

Region Special Benefiting Levy amount. BACKGROUND: The Region of Peel provides approximately 92% of Credit Valley Conservation (CVC) Authorities funding. Annually the Region of Peel sets a target for its budget and for funded agencies, including CVC. The 2020 budget target for agencies was set by Peel Regional Council on May 9, 2019 under Resolution 2019-413. The target for CVC was set at 3.4%. At the September 13, 2019 meeting of the CVC Board of Directors a report was presented titled “2020 Budget Endorsement”. This report was approved under CVC Board Resolution #76/19. The CVC proposed budget met the 3.4% target set by the Region of Peel. At the October 11, 2019 CVC Board of Directors meeting a report was presented titled “Impact of Current Value Assessment (CVA) on Board Endorsed 2020 Budget”. The purpose of this report was to provide an update of the levy apportionment based on the CVA data provided by the Ministry of Environment, Conservation and Parks on September 16, 2019. The report was approved under CVC Board Resolution #91/19. This report did not change the budget target of 3.4%, it only adjusted the levy apportionment. Subsequently there was a meeting of Peel Regional Council held on November 14, 2019 where Peel Regional Council Resolution 2019-1056 was considered and passed seeking to reduce the proposed Regional tax increase from 1.7% to 1.5%. In a correspondence (see Schedule ‘F’, Appendix 1) from the Office of the Regional Clerk, CVC was asked to reduce its levy request by $77,804. Finally, on Thursday, December 5, 2019 CVC presented our draft budget to Peel Regional Council. The budget was presented as endorsed by the CVC Board on September 13, 2019 under Resolution #76/19. CVC also presented the impact of the reduction of $77,804 to the 2020 CVC budget. At this time Peel Regional Council has received the CVC budget presentation and Peel Region budget deliberations continue.

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ANALYSIS: Upon receipt of the correspondence from Peel Region, CVC Finance staff considered how we might implement the requested change. A complicating factor in receiving this request from Peel Region so late in our budget process was all budget information had already been submitted to Halton Region, the report to Halton Region Council was finalized and CVC was finalizing our delegation to Halton Council for December 4, 2019. To address the request from Peel Region the least impactful approach to the overall budget was to find reduction options within the Peel Special Benefiting Levy. Table 1 below sets out the impact on the Peel Levy should Peel Council approve the change through its budget deliberation process. Table 1 – Peel Only Special Benefiting Levy Change

Levy Funding By Peel

2019 Approved Budget $

2020 Proposed Budget $

Variance 2020 vs 2019 Budget* $ %

General Levy 8,588 8,876 288 3.35

Special Levy (before reduction) 15,289 15,813 524 3.43

- Special Levy (reduction) -78 -78

Special Levy (Adjusted) 15,289 15,735 446 2.92

Total Levy after Reduction 23,877 24,611 734 3.07

The $77,804 will be deducted from Peel only Special Levy account for capital. The reduction will impact available capital funds for works in Peel Region. It is important to note that both the General Levy and Shared Special Levy target for all funder municipalities, including Peel, remains at 3.4% as endorsed by the CVC Board in September. The total levy for Peel at 3.07% reflects a reduction in a Peel Special Benefiting Levy account. Any variation in the levy per centage by municipality is simply reflective of the apportionment. COMMUNICATIONS PLAN: There are no communications implications of this report. FINANCIAL IMPLICATIONS: The financial impact of the requested reduction in funding from Peel Region is not confirmed at the time of this report as budget deliberations at the Peel Region continue.

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Should the reduction request of $77,804 be approved through Peel’s budget process the impact will only be to a Peel Special Benefiting Levy account and the funding for capital works in Peel Region. General Levy and Shared Special Levy do not change for any of the funder municipalities, including Peel Region. At the time of final approval of the CVC 2020 Budget in February a report will be prepared by staff that will address the outcome of budget deliberations at Peel Region and if the Peel Special Benefiting Levy has been reduced by $77,804. CONCLUSION: At the December 5, 2019 Peel Regional Council meeting CVC presented the 2020 CVC Budget as approved by the CVC Board on September 13, 2019. In addition, as requested by Peel Regional Council, CVC also presented the impact of a $77,804 reduction to the budget. The option presented would reduce only the Peel Special Benefiting Levy. The CVC Board endorsed 3.4% target would remain unchanged for the General Levy and Shared Special Levy for all funder municipalities, including Peel Region. RECOMMENDED RESOLUTION: WHEREAS the CVC Board of Directors endorsed the CVC 2020 Budget on September 13, 2019 under Resolution #76/19; and WHEREAS Peel Regional Council requested CVC to present options regarding a reduction of $77,804 from the 2020 CVC Budget; and WHEREAS CVC presented an option on December 5, 2019 to Peel Regional Council in accordance with Peel Regional Council Resolution 2019-1056; THEREFORE BE IT RESOLVED THAT the report entitled “2020 Budget Update – Peel Region Lev”’ be received and appended to the minutes of this meeting as Schedule ‘F’; and THAT the staff report back to the Board of Directors at the time of final CVC Budget approval regarding the outcome of Peel Region 2020 Budget deliberations; and THAT the CVC Board of Directors supports, in principle, the reduction of $77,804 requested by Peel Regional Council from the Peel Special Benefiting Levy; and further THAT the General Levy and the Shared Special Levy for all funder municipalities, including Peel Region, remain unchanged as endorsed by the CVC Board under resolution 76/19.

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Submitted by:

__________________________ __________________________ Roger Tharakan Jeff Payne Senior Manager, Financial Services Deputy CAO & Director, Corporate

Services Recommended by:


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SUBJECT: DOCUMENT AND RECORDS MANAGEMENT SYSTEM

PROCUREMENT PURPOSE: To request approval by the Board of Directors of CVC for staff

to award a contract for Documents and Records Software and Services Exceeding $100,000

BACKGROUND: At the July 13, 2018 Board of Directors meeting, the staff recommendation to bring the IT services in house, was supported and Resolution #66/18 was approved. Prior to this decision IT services had been provided by the Region of Peel based on a fee for service model. This model addressed the basic IT needs of the corporation but did not support a more holistic and strategic approach to planning and decisioning IT needs. To address this gap CVC has developed a digital strategy that guides investments in technology and information management. At the July 12, 2019 Board of Directors meeting, staff provided an update report to the Board on the numerous projects and deliverables that facilitated establishing IT services at CVC (Resolution #64/19). In July staff was happy to report that the transition from Peel had been successful and that work was progressing on schedule to address the many system upgrades and hardware rollout. A critical success factor for the CVC Digital Strategy, beyond the transfer of basic services, hardware and system upgrades, was the implementation of new solutions that supported enhancements and addressed long standing gaps. One of the biggest gaps that CVC has had relates to document and records management. Under the Region of Peel contract CVC did explore the system that the Region of Peel had deployed but there were licensing complexities given CVC was essentially a tenant in the Region of Peel environment. The other concern was the solution used by the region was a large enterprise tool that was significantly more complex versus the needs of CVC. The direction set for the corporation is to significantly increase digital and electronic workflows, processes, information and records management while at the same time reducing our reliance on paper-based documentation. This change in direction will improve efficiency for staff, formalize our document management, allow for automation

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opportunities and improve the flow and accuracy of information within the organization and externally. ANALYSIS: CVC has no document and records solution (system) and CVC retains significant paper record holdings dating back to the origins of the authority. The staff currently rely on an unstructured file share environment (shared drives). Every effort has been made to ensure there is a file structure (department/program/service/employee) as well as file access governance (permissions to view/read/write and audit). The current model is not sustainable, inefficient and not reflective of standards related to documents in the care and custody of the corporation. Based on initial research CVC staff determined they would consider a range of options from cloud based (vendor provided), private cloud based (3rd part hosted, CVC exclusive environment), SaaS (Software as a Service) and locally hosted or any combination thereof. Staff also determined that we were looking for end-to-end solutions including paper document scanning, copy/scan hardware (MFDs), software, universal search capabilities, flexible taxonomy, workflows, process approvals, web interface, lifecycle management, legal hold capabilities, audit capabilities, automated lifecycle management and service level agreement (SLA) terms. Priority was also placed on usability of the tool and if it was intuitive, user friendly and the interface was familiar to users in a Windows environment. Based on the defined scope of the needs staff researched various vendors to compare available solutions against the list of preferred functionalities and services. Staff also researched the professional capabilities of the solution providers based on the needs of CVC given the current status of our information management environment. Staff also reviewed the hardware options that would best align with the various solutions considered. Finally, staff also considered the interoperability of the solution and its ability to integrate with other existing CVC infrastructure investments. CVC initiated a request for information (RFI) process by identifying six vendors for consideration. Two were screened out at an early stage. The first because it was designed for large organizations and it was overly complex. The second was screened out because it required too many human resources (staff or consultants) to build and maintain the environment. Advancing to the next stage, invitations were extended to four qualified vendors as permitted under the CVC purchasing procedure. Four vendors responded to the invitation and provided demos along with product and services information based on some or all the needs identified by CVC. Based on a wide range of options presented, CVC selected our system requirements; at this point one of the vendors did not advance based on the demo. The remaining three vendors continued to the next stage of the process and engaged in further discussions with staff about options and pricing. Based on the results of the RFI process, CVC selected one vendor, Xerox Canada utilizing the DocuShare solution. The selected vendor can address all the identified

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needs and has proven its ability to do so through product demonstrations. Staff have also conducted reference checks and they validate this is the right solution for the size of our business, our level of IM maturity, user experience, effectiveness and value. The most cost-effective deployment is to host the solution on the current infrastructure and not to utilize cloud options. There are no additional infrastructure upgrades required to support this tool as the original IT architecture of the CVC infrastructure environment considered future IM needs. Table 1 sets out the price for the project. Given the scope of the work the annual pricing is being set for five years with renewals occurring annually. Year one will incur the software and project cost with subsequent years only incurring maintenance costs with a fixed price for five years. The vendor has provided pricing based on the estimated volume of paper to be scanned and OCR (optical character recognition/searchable) as well as professional services and IT staff training so CVC staff can develop the workflow and process functionality with or without vendor support. Table 1 – Pricing

Item Cost ($) – contract is annual renewal

Year 1 Year 2 Year 3 Year 4 Year 5

Software & Project (acquisition/install) 67,000

Scanning Services (paper holdings) 150,000

Professional Services/Training (workflows and processes) 100,000

Annual Maintenance 25,000 25,000 25,000 25,000 25,000

Total per year 342,000 25,000 25,000 25,000 25,000

Total yr. 1 with 4 one yr. renewals 442,000

Contingency (10%) 44,200

Total before tax 486,200

HST 63,206

Total with tax 549,406

The plan is to start work with the vendor immediately upon board approval to finalize the contract and set out the project plan for implementation. CVC has operated for over 60 years and modernizing our documents and records will take sustained effort over several years to implement program by program throughout CVC. COMMUNICATIONS PLAN: The implementation timelines and changes will be communicated to CVC staff as necessary to support the work. Staff will be provided with any necessary training as it relates to upgrades resulting from the work.

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FINANCIAL IMPLICATIONS: It is recommended that Xerox Canada be awarded the project in the amount of $442,000 (exclusive of applicable taxes). It is also recommended that a contingency of 10% be approved for this project. Sufficient funds are available in the Corporate Services budget, accounts 401-452, 601-601, 601-607 and through program cost centre recoveries as necessary. Annual maintenance costs as set out in Table 1 will occur over the duration of the project and will be accounted for in future budget years. CONCLUSION: CVC currently has no documents and records management system and relies on shared drives for storage. The current model is not sustainable, inefficient and not reflective of standards related to documents in the care and custody of the corporation. Staff conducted a very robust RFI process to select Xerox Canada to provide an end-to-end solution for information management for CVC. Work will commence immediately to implement the solution. RECOMMENDED RESOLUTION: WHEREAS the current state of corporate information management is not sustainable nor reflective of standards related to documents in the care and custody of the corporation; and WHEREAS document management was identified as a significant element of the CVC Digital Strategy; and THEREFORE BE IT RESOLVED THAT the report entitled “Documents and Records Management System” be received and appended as Schedule ‘G’ to the minutes of this meeting; and THAT staff be directed to pursue the award of a 5-year contract to Xerox Canada in the amount of $442,000 plus HST to undertake the implementation of a document and records solution including maintenance services; and further, THAT a 10% contingency be added to the internal CVC Purchase Order to allow staff to administer and manage unforeseen circumstances or scope changes associated with the project.

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Submitted by:

__________________________ Moheb Ekladios Sr. Manager, Information Technology, Information Management, Infrastructure and Facilities

___________________________ Jeff Payne Deputy CAO and Director, Corporate Services Recommended by:


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BRIEFING NOTE

CREDIT VALLEY CONSERVATION 1255 Old Derry Road, Mississauga, Ontario L5N 6R4

Tel: (905) 670-1615 Fax: (905) 670-2210 1-800-668-5557

December 6, 2019 To: Karen Ras (Chair) Tom Adams (Vice Chair) John Brennan

Stephen Dasko Johanna Downey Ann Lawlor

Matt Mahoney Martin Medeiros Tom Nevills

Michael Palleschi Grant Peters Ron Starr

From: John Sinnige & Tim Mereu

cc

Re: Independent Review of Current Flood Mitigation and Land Use Planning Policies in Ontario

In response to the floods of 2019, particularly in northern and eastern Ontario, the provincial government completed an independent review of Ontario’s current flood mitigation and land use planning policies. To complete the review the province retained a Special Advisor on Flooding, Doug McNeil P.Eng., of Winnipeg Manitoba. The report is well summarized by the following quote from Mr. McNeil:

The development of the modern floodplain policy in Ontario, the watershed approach, the conservation authority model, and the flood standards have been extremely effective at reducing flood risks, especially in new greenfield development areas… While these policies and mitigative activities have made Ontario a leader across Canada, it is clear that Ontarians continue to be significantly impacted by flood events and the costs associated with these impacts continue to mount.

Within the report there are no comments or recommendations that are critical of the conservation authorities. Also, there are no comments or recommendations that would result in a significant change to our mandate as it relates to flooding or would reduce provincial funding. However, there are a number of recommendations that may impact how floodplains are regulated. Further, there are a number of recommendations generally directed at MNRF that will help CVC to better fulfil its mandate through clarity and updated provincial guidance. Following his review Mr. McNeil developed 66 recommendations. This brief to CVC Board of Directors focuses on the recommendations relevant to CVC’s scope and mandate. For each category the key recommendations are in italics followed or preceded by our comments. The categories include:

Legislation, Regulation and Planning: This category of recommendations has the highest potential to impact how CVC regulates floodplains. However, until the province issues updated regulations in support of the revised Conservation Authorities Act (part of Bill 108) the extent of any impacts it is unclear.

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Funding: Recommendations specific to funding speak to the need to maintain existing funding, and in some cases consider multi-year funding and perhaps additional funding in support of updating floodplain mapping.

Flood Forecasting and Warning: The report includes a series of recommendations intended to improve Ontario’s capacity in flood forecasting and warning. The recommendations, generally directed at MNRF, address data collection, monitoring, and clarity of roles and responsibilities.

Provincial Policies and Guidelines: Existing provincial guidelines for floodplain mapping are dated. Further, MNRF no longer provides expertise that can be shared among all conservation authorities. The independent review addresses the need for MNRF to update its guidelines to reflect current technology, science, and climate change consequences.

Other: There are also a series of recommendations that are of broad interest to conservation authorities, and address topics such as conservation and restoration, transfer of knowledge from conservation authorities to municipalities that lack conservation authorities, and investment in flood-related projects.

Legislation, Regulation and Planning

Recommendation Comment

#1) That the MNRF proceed as expeditiously as possible to finalize its proposed regulation under the Conservation Authorities Act and submit it to Cabinet for approval.

This recommendation is referring to the fact that the province has not updated or developed regulations specific to Bill 108 and the revised Conservation Authorities Act. It does not recognize that we have an existing regulation which we consider satisfactory for our purposes. Until the new regulations are in place, CVC continues implement the current regulations. The proposed regulations, and our participation in their development, are critical to how we operate moving forward. The Flooding Advisor made this recommendation in the context of flooding issues. He did not review other functions of CAs.

#15) That the Province consider adopting legislation that will require flood risk properties to be identified in some way that is publicly accessible, at the very least on the property title, to ensure that prospective buyers are aware.

This recommendation may impact the manner that we share our floodlines, however it has been our intention to make our floodlines more accessible through our web site.

#3) That the following be incorporated into the Provincial Policy Statement:

The reference to “impacts of a changing climate” throughout the Provincial Policy Statement helps to bring it to everyone’s attention and should be included in the preamble as well.

Either in the body of the PPS or in the definitions section, reference should be made specifically to the

This recommendation reflects a need for greater emphasis on climate change and provides clarity that conservation authorities are the regulatory body to enforce natural hazard policies.

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requirement for conservation authorities to regulate development activities in hazardous lands as required in the Conservation Authorities Act.

#2) That the MNRF consult with the conservation authorities on their application of the hazards-based approach and the risk-based approach to managing flooding. #25) That the MNRF review and update the appropriate technical guides, with consideration of a new category permitting development in hazardous lands along large inland lakes, rivers and streams, and along the Great Lakes/St. Lawrence River utilizing flood protection land forms and/or other forms of flood protection and floodproofing methods with very strict requirements and conditions. Further, consideration should be given to enshrining this concept in legislation or in a regulation along with other structural methods that are now permitted in non-hazard lands or Special Policy Areas.

A risk-based approach to managing flooding may be a significant change for all conservation authorities. Currently we prohibit new development and regulate existing development within our floodplains. A risk-based approach would open the door in some cases to development within the floodplain. With respect to recommendation #25, the report states “Some municipalities are considering the use of “flood protection landforms” to open hazardous areas up to new or intensified development“ and cites the lands of the Lower Don River as an example. The report also details the numerous disadvantages of this approach including flooding and erosion risks as well as high costs. Due to the inherent risks with this approach, the report recommends that if this approach is to be utilized, it should be done under a strict set of rules enshrined in legislation and regulations since the current regulation technically does not allow nor give technical guidance to this approach (the Lower Don was an exception). Although this risk based and floodproofing approaches have merit in some cases (e.g., Special Policy Areas), the province should proceed with extreme caution. CVC believes that greenfield development should continue to follow the hazard approach.

#13) That the Province consider legislative amendments that clarify the permissions under the Conservation Authority Act and the land use approvals in accordance with the Planning Act as they relate to development in hazardous areas.

This recommendation refers to real or perceived conflicts that can arise between regulatory and municipal planning decisions. Differences between municipal planning and CA permitting requirements were noted by some stakeholders as causing conflicts between regulatory and municipal planning decisions. Some stakeholders commenting during the review questioned the ability of a CA to refuse an approval for projects previously approved under the Planning Act. This is particularly important when balancing growth and the management of hazards in municipalities with very specific growth targets. At this point it is unclear what amendments could be enacted to address this.

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Funding


#32) That the Province continue to fund the Water Erosion Control Infrastructure (WECI) and consider adopting a multi-year budget.

Historically this program has funded 50 percent of our dam repairs. We are encouraged that it is recommended that the program be continued and made more flexible through multi-year funding. However, the fund amount has remained static for some time and as infrastructure ages, greater investment in the program is needed to ensure the timely ability to assess and rehabilitate water management infrastructure.

#7) That the federal government be encouraged to extend the National Disaster Mitigation Program (NDMP) or develop a successor program, so that municipalities, conservation authorities and Ontario can undertake or update floodplain mapping in all critical areas.

Over the past four years we have received $1 million from NDMP and would welcome a further extension to our program to enable to us to expedite update of all of our floodline maps as well as assist municipalities with the design and implementation of flood mitigation works in high flood risk areas.

#66) That the Province maintain, at a minimum, the current level of funding in departmental budgets and programs related to everything flood (i.e. existing approval processes and associated policies and technical requirements, floodplain mapping, maintenance of flood infrastructure, satellite imagery, etc.)

Current annual provincial funding to CVC operations is less than $100,000. This recommendation also refers to funding of provincial government programs and staffing. CVC is disappointed that the Advisor did not recommend additional investment rather than maintaining status quo. For many years we have been identifying to the province that the $7 million provided provincially to CAs was totally inadequate

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Flood Forecasting and Warning


#42) That the Province update the flood forecasting and warning guidelines, providing clarity on roles and responsibilities (conservation authorities, MNRF district offices, municipalities) and provide examples of the systems, from simple to complex, with recognition that each system should be designed to reflect the local watershed characteristics and resources.

The report provided a series of recommendations directed at the province that are specific to improving flood forecasting and warning across the province. These recommendations specifically address improvements in data collection and monitoring. Collectively these recommendations will aid all conservation authorities in their flood forecasting initiatives.

Provincial Policies and Guidelines


(#4) That the MNRF update floodplain mapping technical and implementation guidelines recognizing new technology and approaches for flood hazard and flood risk mapping, and that the MNRF collaborate with conservation authorities on this initiative.

These recommendations speak to the Province providing better technical and policy guidelines. For example, current guidance for floodline mapping and hazard line development is more than 30 years old. There are no standards to consider climate change, it is difficult to update design storms used for floodplain mapping that reflect the types of severe storms we have been experiencing, and current provincial policy does not adequately account for the role of storm water management facilities in mitigating flood risk. We have been advocating for many of these documents for years and welcome the emphasis on getting them updated.

#5) That the Province update its technical guides pertaining to floods and natural hazards. This should include undertaking a review of the flood event standards... with a view to providing for current science and climate change…

#6) That the Province establish a working group with provincial departments, conservation authorities and municipalities to prepare a multi-year approach to floodplain mapping.

#9) That the Province consider establishing a provincial custodian for floodplain mapping information and make the necessary updates to policies, regulations and legislation.

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Other


#17) That the Province support municipalities and conservation authorities to ensure the conservation, restoration and creation of natural green infrastructure (i.e. wetlands, forest cover, pervious surfaces) during land use planning to reduce runoff and mitigate the impacts of flooding.

There are several recommendations that speak to strengthening the natural environment, applying conservation authority expertise, or funding flood mitigation projects. CVC has long advocated for the inclusion of green infrastructure as an essential component of watershed and water management

#12) That the MNRF consider working with Conservation Ontario and the Association of Municipalities of Ontario to determine how the experience and information developed by municipalities and conservation authorities of identifying hazardous areas can be transferred to municipalities without a conservation authority.

#31) That the Ministry of Infrastructure work specifically with the MNRF on the design of future intakes of the Green stream of the Investing in Canada Infrastructure Program to ensure flood-related projects are eligible.

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