BOARD OF DIRECTORS MEETING · PRESENTATION / DELEGATION 4.1 FLOOD OF FEBRUARY 2018 -...

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BOARD OF DIRECTORS MEETING

Meeting #: Date: Location:

527 May 11, 2018, 9:15 a.m. CVC Administration Office 1255 Old Derry Road, Mississauga, ON

MEMBERS: N. (Nando) Iannicca Chair

D. (Don) MacIver Vice Chair T. (Tom) Adams J. (John) Brennan G. (Gail) Campbell D. (David) Cook J. (Johanna) Downey B. (Bob) Inglis M. (Martin) Medeiros M. (Michael) Palleschi K. (Karen) Ras R. (Ron) Starr

STAFF PRESENT: D. (Deborah) Martin-Downs CAO M. (Mike) Puddister Director, Watershed Transformation G. (Gary) Murphy Director, Planning & Development

Services G. (Gayle) Soo Chan Director, Watershed Knowledge T. (Tim) Mereu Director, Watershed Management J. (Jeff) Payne Director, Corporate Services T. (Tamara) Chipperfield Corporate Secretariat C. (Claudia) Kasperowicz Administrator, CAO's Office M. (Mark) Thompson Sr. Manager, PARCS E. (Eric) Baldin Manager, Land Planning &

Management C. (Christine) Zimmer Sr. Manager, Water & Climate

Change Science OTHERS PRESENT: Rosemary Keenan (Sierra Peel),

Daisy Radigan (P.O.W.E.R.), Wayne Kelly (Ontario Heritage Trust), Mark Critch (Lake Simcoe Region Conservation Authority), Andrew Douglas (University of Guelph)

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1. APPROVAL OF AGENDA

38/18 Moved By John Brennan Seconded By David Cook

RESOLVED THAT the agenda be approved as distributed.

CARRIED

2. DECLARATION OF CONFLICT OF INTEREST

Councillor Brennan declared a conflict with item #6.7 and refrained from voting.

3. MINUTES OF PREVIOUS MEETING

39/18 Moved By David Cook Seconded By John Brennan

RESOLVED THAT the minutes of the 526th meeting of the Credit Valley Conservation Authority held April 13, 2018 be approved.

CARRIED

4. PRESENTATION / DELEGATION

4.1 FLOOD OF FEBRUARY 2018 - CHARACTERISTICS AND CONSEQUENCES

Tim Mereu, Director, Watershed Management will gave a presentation to the members on the above mentioned subject.

40/18 Moved By Bob Inglis Seconded By Don MacIver

THAT the presentation entitled "Flood of February 2018 - Characteristics and Consequences" presented by Tim Mereu, Director, Watershed Management be received.

CARRIED

5. BUSINESS ARISING FROM MINUTES

6. NEW BUSINESS STAFF REPORTS

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6.1 DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS TO SHORELINES & WATERCOURSE APPLICATIONS

41/18 Moved By Don MacIver Seconded By John Brennan

RESOLVED THAT the Development, Interference with Wetlands, and Alterations to Shorelines & Watercourses applications, pursuant to Ontario Regulation 160/06, as approved by staff, be received and appended to the minutes of this meeting as Schedule ‘A’; and further THAT the staff approvals for each application be endorsed.

CARRIED

6.2 PEEL CLIMATE CHANGE PARTNERSHIP - UPDATE ON THE COMMUNITY CLIMATE CHANGE PARTNERSHIP AND PLAN

Attached as Schedule 'B' is a report on the above mentioned subject as submitted by Christine Zimmer, Sr. Manager, Water and Climate Change Science; and Gayle Soo Chan, Director, Watershed Knowledge.

42/18 Moved By Don MacIver Seconded By Karen Ras

WHEREAS the Peel Climate Change Partnership’s renewed Community Climate Change Plan is an important step forward in demonstrating the joint leadership and commitment to building a sustainable and resilient future for communities across Peel Region and within the Credit River watershed.

RESOLVED THAT the report entitled “Peel Climate Change Partnership Progress Update” be received and appended to the minutes of this meeting as Schedule ‘B’; and

THAT the Board of Directors support the continued efforts by CVC staff to work with partner organizations on the renewed Community Climate Change Plan to adapt to and mitigate the effects of climate change within Peel Region; and further

THAT staff provide an annual update on the progress of the Community Climate Change Plan.

CARRIED

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6.3 2017 CONSERVATION AREAS UPDATE

Attached as Schedule 'C' is a report on the above mentioned subject as submitted by Mark Thompson, Sr. Manager, PARCS; and Jeff Payne, Director, Corporate Services.

43/18 Moved By John Brennan Seconded By Don MacIver

RESOLVED THAT the report entitled “2017 Conservation Area Update” be received and appended to the minutes of this meeting as Schedule ‘C’.

CARRIED

6.4 MEMORIAL NAMING FOR THE LATE JIM TOVEY

Attached as Schedule 'D' is a report on the above mentioned subject as submitted by Jesse de Jager, Conservation Lands Planner; Jon MacMull, Supervisor, Marketing and Communications; Kate Hayes, Manager, Aquatic Restoration and Management; and Jeff Payne, Director Corporate Services.

44/18 Moved By David Cook Seconded By Don MacIver

WHEREAS Jim Tovey was a passionate champion for the environment, a CVC board member and a watershed resident who passed away before his work was done; and

WHEREAS the Lakeview Waterfront Connection (LWC) arose from the vision and direction of Jim Tovey and naming the future conservation area is a fitting tribute to Jim Tovey’s legacy; therefore

RESOLVED THAT the report entitled “Memorial Naming for the late Jim Tovey” be received and appended to the minutes of this meeting as Schedule ‘D’; and

THAT the new conservation area currently known as the Lakeview Waterfront Connection be named in Jim Tovey’s honour; and further

THAT the Board of Directors authorize staff to consult with the Tovey family and the community on an appropriate name and memorial design elements at the conservation area.

CARRIED

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6.5 CHELTENHAM BADLANDS MANAGEMENT AGREEMENT

Attached as Schedule 'F' is a report on the above mentioned subject as submitted by Mark Thompson, Sr. Manager, PARCS; and Jeff Payne, Director, Corporate Services.

45/18 Moved By Johanna Downey Seconded By Don MacIver

WHEREAS OHT are the owners of the property commonly known as the Cheltenham Badlands; and,

WHEREAS OHT is seeking a partner to effectively manage the day-to-day operations of the Badlands site; and,

WHEREAS CVC operates conservation areas near the Badlands site; and,

RESOLVED THAT the report entitled “Cheltenham Badlands Management Agreement” be received and appended to the minutes of this meeting as Schedule ‘E’; and

THAT the CVC Board of Directors direct CVC staff to enter into negotiations with the OHT for an agreement to undertake the daily operation of the Badlands site on behalf of OHT; and further

THAT subject to reaching agreement, on the terms and conditions satisfactory to the CAO for the operation of the Badlands site, CVC staff be authorized to enter into said agreement for a period of no greater than three (3) years.

CARRIED

6.6 AUTHORIZATION TO APPLY FOR ASSET MANAGEMENT FUNDING

Attached as Schedule 'F' is a report on the above mentioned subject as submitted by Mark Thompson, Sr. Manager, PARCS; and Jeff Payne, Director, Corporate Services.

46/18 Moved By John Brennan Seconded By Don MacIver

WHEREAS CVC is in the process of updating its inventory and assessment of its tangible capital assets; and,

WHEREAS there is a funding available to help defray some of the costs of doing this work through the Federation of Canadian Municipalities’ Municipal Asset Management Program; and,

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WHEREAS it is a requirement for the Board of Directors to have an official resolution supporting the application for this funding; and,

WHEREAS the Region of Peel is in support of CVC making this funding application

RESOLVED THAT the report entitled “Authorization to apply for Asset Management Funding” be received and appended to the minutes of this meeting as Schedule ‘F’; and

THAT the Board of Directors of Credit Valley Conservation Authority authorizes staff to apply for a grant from the Federation of Canadian Municipalities’ Municipal Asset Management Program for ‘Bridge and Culvert Inventory and Assessment’.

CARRIED

6.7 2018 CVC PROVINCIAL OFFENCES OFFICER ROSTER

Attached as Schedule 'G' is a report on the above mentioned subject as submitted by Mark Thompson, Sr. Manager, PARCS; Jeff Payne, Director, Corporate Services; and Gary Murphy, Director, Planning and Development Services.

Councillor Brennan declared a conflict an refrained from voting on this item.

47/18 Moved By Don MacIver Seconded By Bob Inglis

RESOLVED THAT the report entitled “2018 CVC Provincial Offences Officer Roster” be received and appended to the minutes of this meeting as Schedule ‘G’; and

THAT the CVC Board of Directors approves:

THAT Eric James, Jakub Kilis, Liam Marray, Tyler Slaght and Ken Thajer be (re)affirmed as designated Provincial Offences Officers permitted to enforce Section 28 under the Conservation Authorities Act and the Provincial Offences Act; and further

THAT Charlie Brady, Brian Kristy, Bill Lidster, Eric Mailloux, Evan Orme, David Orr, David Riseborough and Yasmine Slater be (re)affirmed as designated Provincial Offences Officers permitted to enforce Section 29 under the Conservation Authorities Act, Provincial Offences Act and the Trespass to Property Act.

CARRIED

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6.8 MODIFICATION OF AN AUTHORIZED PROFESSIONAL SERVICES CONTRACT - WARWICK NURSERY OFFICE ADDITION

Attached as Schedule 'H' is a report on the above mentioned subject as submitted by Mike Puddister, Deputy CAO and Director, Watershed Transformation; and Jeff Payne, Director, Corporate Services.

48/18 Moved By Don MacIver Seconded By John Brennan

WHEREAS CVC authorized the award of the Warwick Nursery office addition design and contract administration to ACI Inc. for $83,910 plus a contingency of $4,740.00; and

WHEREAS the consultant encountered additional design changes and additions required by the approving agencies which were beyond control of the consultant and resulted in additional cost for sub consultants input and disbursements; and

WHEREAS CVC’s staff have reviewed and certified the additional costs incurred by the consultant as being legitimate;

THEREFORE BE IT RESOLVED that the report entitled “Modification of an Authorized Professional Services Contract – Warwick Nursery Office Addition” be received and appended as Schedule ‘D’ to the minutes of this meeting; and further

THAT The CVC Board of Directors approves the increase of purchase order #13830 by an additional amount of $40,000.00 to pay the outstanding invoices of ACI and the sub consultants of $29,380.00 and allow a contingency of $10,000.00, all taxes included.

CARRIED

7. CORRESPONDENCE/INFORMATION ITEMS DISTRIBUTED TO MEMBERS

7.1 PRESENTATION: FLOOD OF FEBRUARY 20-21, 2018

Presentation entitled "Flood of February 20-21, 2018" presented by Tim Mereu, Director, Watershed Management.

7.2 PRESENTATION: UPDATE ON COMMUNITY CLIMATE CHANGE PARTENERSHIP AND PLAN

Presentation entitled "Update on Community Climate Change Partnership and Plan" presented by Christine Zimmer, Sr. Manager, Water and Climate Change Science.

7.3 PRESENTATION: ONTARIO HERITAGE TRUST - CHELTENHAM BADLANDS

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Presentation entitled "Ontario Heritage Trust" presented by Wayne Kelly of the Ontario Heritage Trust.

8. NOTICE OF MOTION

9. QUESTION PERIOD

10. OTHER BUSINESS

Deborah Martin-Downs commented that the Credit Valley Conservation Foundation Gala last night was very successful and exceeded the fundraising goal for the event. Board members who were able to attend thanked CVC and the foundation for a wonderful evening.

Mayor MacIver thanked the Board and CVC staff for supporting him in his recent election as Vice Chair of Conservation Ontario.

11. MEETING ADJOURNED

On motion the meeting was adjourned at 11:25 a.m.

SCHEDULE ‘A’ PAGE -1-

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

DIRECTORS’ ENDORSEMENT)

A) APPLICATION # 17/315

OWNER: AGENT: Kariouk Associates PROPERTY LOCATION:

18750 Heart Lake Road Part Lot 17, Concession 2 EHS Town of Caledon

APPLICATION: Development in the Regulated Area for the purpose of

constructing a two storey dwelling, garage and septic system.

WARD: C 1

B) APPLICATION # 18/002 OWNER: City of Mississauga AGENT: HDR Corporation PROPERTY LOCATION:

Dundas Street West over the Credit River Part Lot 3, Range 1 CIR City of Mississauga

APPLICATION: Development in the Regulated Area and Alteration to a

Watercourse to facilitate the repair of the west bank of the Credit River south of Dundas Street.

WARD: M 6, 7, 8

SCHEDULE ‘A’ PAGE -2- 2018-05-11

DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS TO

SHORELINES & WATERCOURSES APPLICATIONS (STAFF APPROVED, FOR BOARD OF DIRECTORS’ ENDORSEMENT)

C) APPLICATION # 18/070 OWNER: City of Brampton AGENT: Planmac Engineering Inc. PROPERTY LOCATION:

Elgin Drive over Fletcher’s Creek Part of Lot 2, Concession 1 WHS City of Brampton

APPLICATION: Development in a Regulated Area to facilitate bridge repairs

on Elgin Drive over Fletcher’s Creek. WARD: B 3

D) APPLICATION #: 18/072 OWNER: AGENT: PROPERTY LOCATION:

150 Coastline Drive Part Lot 14, Concession 4 WHS City of Brampton (Toronto Twp.)

APPLICATION: Development in a Regulated Area to facilitate the

construction of a new pool. WARD: B 6


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E) APPLICATION #: 18/073 OWNER: City of Mississauga AGENT: Shoreplan Engineering Ltd. LOCATION: St. Lawrence Park

Part Lot 4, Range 1 CIR City of Mississauga

APPLICATION: Development in the Regulated Area to facilitate repairs of

damaged shoreline protection. WARD: M 1

F) APPLICATION #: 18/074 OWNER: City of Mississauga AGENT: Shoreplan Engineering Ltd. LOCATION: JJ Plaus Park

Part Lots 7 & 8, Range 1 CIR City of Mississauga

APPLICATION: Development in the Regulated Area to facilitate repairs of

damaged erosion protection. WARD: M 1




G) APPLICATION #: 18/077 OWNER: Hydro One Inc. AGENT: City of Mississauga LOCATION: 1109 Lakeshore Road East (Hydro Corridor)

Part Lot 7, Concession 2 SDS City of Mississauga

APPLICATION: Development in the Regulated Area to facilitate the

construction of a new pedestrian trail. WARD: M 1

H) APPLICATION #: 18/068 OWNER: AGENT: Nature’s Wave Pools & Spa LOCATION: 15 Nature’s Landing Drive

Part Lot 1, Concession A Township of East Garafraxa


construction of a swimming pool, site grading, retaining walls and patio.

WARD: N/A


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I) APPLICATION #: 18/066 OWNER: AGENT: Lumon Canada Inc. LOCATION: 1809 Willow Way

Part Lot 4, Concession 4 WHS City of Mississauga


construction of upper and lower patio covers. WARD: M 6

J) APPLICATION #: 18/059 OWNER: Region of Peel AGENT: Ainley Group LOCATION: Phedora Drive Easement over Sheridan Creek


APPLICATION: Development in a Regulated Area to facilitate installation of a

400mm and a 600mm watermain using trenchless technology. WARD: M 5




K) APPLICATION #: 18/046 OWNER: Region of Peel AGENT: Ainley Group LOCATION: Wiseman Court over Sheridan Creek


APPLICATION: Development in a Regulated Area to facilitate installation of a

300mm watermain using trenchless technology. WARD: M 2

L) APPLICATION #: 18/069 OWNER: AGENT: Ultimate Building Design LOCATION: 1492 Marshwood Place



reconstructing the existing rear yard deck. WARD: M 2


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M) APPLICATION #: 18/062 OWNER: AGENT: Pioneer Pools LOCATION: 127 Upper Canada Court

Part Lot 13, Concession 11 Town of Halton Hills

APPLICATION: Development in the Regulated Area to facilitate construction

of a pool, pool equipment and stone patio. WARD: H 2

N) APPLICATION #: 17/013 REVISED OWNER: AGENT: Rockhaven Homes LOCATION: 138 Rexway Drive


APPLICATION: Development in the regulated area to facilitate the construction

of a single family dwelling, deck, patio and associated landscaping.

WARD:

H 3




O) APPLICATION #: 18/081 OWNER: AGENT: LOCATION: 1326 Contour Drive



constructing a 24’ x 14’ rear deck and stairs. WARD: M 2

P) APPLICATION #: 18/012 OWNER: AGENT: FRAM + Slokker LOCATION: 73 Ben Machree

Part Lot 12, Range 1 CIR City of Mississauga


constructing a 4.22m x 4.7m one storey rear addition. WARD: M 1


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Q) APPLICATION #: 18/003 OWNER: Region of Peel AGENT: RV Anderson Associates Ltd. LOCATION: Queen Street bridge and culvert over Shaw’s Creek and

Tributary Part Lot 23, Concession 3 WHS Town of Caledon

APPLICATION: Development in a Regulated Area and alteration to a

watercourse to facilitate replacement of a bridge and culvert on Shaw’s Creek and a tributary.

WARD: C 1

R) APPLICATION #: 18/043 OWNER: AGENT: Dalerose Homes LOCATION: 19842 Main Street

Part Lot 23, Concession 4 WHS Town of Caledon (Alton)


constructing a 19’ x 24’ two storey rear addition. WARD: C 1

SCHEDULE ‘A’ PAGE -10- 2018-05-11



S) APPLICATION #: 18/071 OWNER: Four X Development Inc. AGENT: RAND Engineering Corporation LOCATION: Part Lot 7, Concession 5 WHS

City of Brampton APPLICATION: Grading in the Regulated Area of the Credit River to facilitate

the construction of a residential subdivision. WARD: B 6

T) APPLICATION #: 18/085 OWNER: AGENT: Jameson Pool Landscape Inc. LOCATION: 6699 Blackheath Ridge

Part Lot 9, Concession 3 WHS City of Mississauga

APPLICATION: Development in the Regulated Area to facilitate construction of

a pool, patio and associated landscaping. WARD: M 11

SCHEDULE ‘A’ PAGE -11- 2018-05-11



U) APPLICATION #: 18/026 OWNER: Enbridge Gas Distribution Inc. AGENT: LOCATION: McLaughlin Road South of Whitepoppy Drive

Part Lot 17, Concession 2 WHS City of Brampton

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

a gas main. WARD: B 2 & 6

V) APPLICATION #: 18/027 OWNER: Enbridge Gas Distribution Inc. AGENT: LOCATION: 14369 Creditview Road

Part Lot 29, Concession 3 WHS Town of Caledon (Cheltenham)

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

a gas line. WARD: C 2

SCHEDULE ‘A’ PAGE -12- 2018-05-11



W) APPLICATION #: 18/084 OWNER: AGENT: LOCATION: Part 3 of Plan 61R-21173 Winston Churchill Boulevard

Part Lot 17, Concession 11 Town of Erin


construction of a single family dwelling, site grading and septic system.

WARD: N/A

X) APPLICATION #: 17/269 OWNER: Town of Halton Hills AGENT: LOCATION: 17 River Street and 41 School Lane


APPLICATION: Development in the floodplain and Regulated Area to facilitate

the replacement of two pedestrian bridges.

WARD: H 1

SCHEDULE ‘A’ PAGE -13- 2018-05-11



Y) APPLICATION #: 18/086 OWNER: AGENT: Robt. Noble Ltd. LOCATION: 85 Isabella Street

Part Lot 28, Concession 6 WHS Town of Caledon


replacement of a septic tank. WARD: C 2

Z) APPLICATION #: 18/089 OWNER: AGENT: LOCATION: 4 Fidelity Avenue


APPLICATION: Development in the Regulated Area to facilitate construction of

a below grade entrance. WARD: B 6

SCHEDULE ‘A’ PAGE -14- 2018-05-11



AA) APPLICATION #: 18/064 OWNER: AGENT: Gemini Pools LOCATION: 9274 Wellington Road 22

Part Lot 23, Concession 6 Town of Erin


construction of a pool, cabana, pool house, retaining wall and associated landscaping.

WARD: N/A

BB) APPLICATION #: 18/052 REVISED OWNER: AGENT: SHAFE Design Construction LOCATION: 37 Nova Scotia Road


APPLICATION: Development in the Regulated Area to facilitate

construction of a concrete pathway and below-grade basement apartment entrance.

WARD: B 6

SCHEDULE ‘B’ PAGE -1-

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TO: The Chair and Members

of the Board of Directors, Credit Valley Conservation

SUBJECT: PEEL CLIMATE CHANGE PARTNERSHIP - UPDATE ON

THE COMMUNITY CLIMATE CHANGE PARTNERSHIP AND PLAN

PURPOSE: To inform the Board of Directors of CVC of the progress

made through the Peel Climate Change Partnership BACKGROUND: In 2009, under the leadership of the Region of Peel, the City of Brampton, City of Mississauga, Town of Caledon, Credit Valley Conservation Authority, Toronto and Region Conservation Authority, and the Region of Peel formed the Peel Community Climate Change Partnership to develop a multi-agency climate change strategy. This was in response to ‘the urgent need to respond to climate change at the local level’ and was guided by senior representatives from each of the partners. In 2011, the Peel Climate Change Strategy was presented to the Councils and Boards of each of the partners with the following vision and mission.

Vision- A region where everyone does their part to mitigate and adapt to climate change by leading greener lifestyles, embracing a low carbon economy, and enhance and protect our natural system. Mission- To work collaboratively with our municipal partners, conservation authorities, residents, and businesses to combat climate change at the local level.

Working collaboratively, many actions from the strategy have been completed such as the development of a climate trends and futures report, cross sector community climate change vulnerability assessments, and a community greenhouse gas emissions inventory. Member organizations all have or are in the process of developing their own climate change plans and initiatives consistent with their organizational mandates. CVC is in the process of updating its 2008 Climate Change Strategy to reflect advancements in science, progress made to date, and to guide the future. The Community Climate Change Partnership (the partnership) has a renewed plan to support their joint efforts to adapt to and mitigate the effects of climate change within


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Peel Region focusing on identifying those areas where combining our efforts will have a larger and more efficient impact. ANALYSIS: In 2017, the partnership was renewed with senior leadership staff participation from the partners and the creation of a five year plan to focus on the following four strategic areas:

1. Low Carbon Communities 2. Flood Resiliency 3. Green (Natural) Infrastructure 4. Public Education and Awareness Initiatives

Actions planned for 2018 are currently underway. Mapping has been identified as a key priority to strategically identify areas for the greatest collective impact to:

Increasing the number and use of electric vehicle charging stations on public and private property and reducing energy use in residential neighborhoods

Reducing flood risk in high priority areas Increasing the number of healthy trees to reduce surface temperature and other

co-benefits Increase public awareness of the partnership actions and climate change

activities that the public can take to reduce their carbon footprint and build flood resiliency.

COMMUNICATIONS PLAN: The partnership is developing a Public Education Strategy to create common messaging and leverage existing partner resources and programs to support priority strategies. CVC staff will report to the CVC Board on the partnership progress annually. FINANCIAL IMPLICATIONS: The partner organizations have identified resources to begin the implementation of the plan in 2018 and are working collectively to identify financial needs over the next five years to complete the deliverables identified within priority strategies. Partners have also committed to seeking external grant funding to support collective actions. CONCLUSION:

In 2009, the Climate Change Partnership established its strategic approach for taking action on climate change and it is recognized that there are opportunities to build upon


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these early successes. The renewed Community Climate Change Plan is a forward-looking action plan to guide joint efforts in adapting to and mitigating climate change. The renewal of this action plan is an important step forward in demonstrating the joint leadership and commitment to building a sustainable and resilient future for communities across Peel Region. Collaborating in partnership on climate change is an effective and efficient way to prepare and plan to address community and corporate climate change impacts over the long-term. This collaborative approach to planning has demonstrated value by creating new ways to transfer knowledge, manage risks, align priorities, and leverage funding opportunities. RECOMMENDED RESOLUTION: WHEREAS the Peel Climate Change Partnership’s renewed Community Climate Change Plan is an important step forward in demonstrating the joint leadership and commitment to building a sustainable and resilient future for communities across Peel Region and within the Credit River watershed. RESOLVED THAT the report entitled “Peel Climate Change Partnership Progress Update” be received and appended to the minutes of this meeting as Schedule ‘B’; and THAT the Board of Directors support the continued efforts by CVC staff to work with partner organizations on the renewed Community Climate Change Plan to adapt to and mitigate the effects of climate change within Peel Region; and further THAT staff provide an annual update on the progress of the Community Climate Change Plan. Submitted by:

__________________________ __________________________ Christine Zimmer,P.Eng Msc.Eng Gayle SooChan Senior Manager, Water and Climate Director, Watershed Knowledge Change Sciences


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Recommended by:

__________________________ Deborah Martin-Downs Chief Administrative Officer

SCHEDULE ‘C’ PAGE -1-

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SUBJECT: 2017 CONSERVATION AREAS UPDATE PURPOSE: To inform the Board of Directors of CVC of the status of the

Conservation Areas BACKGROUND: The Credit Valley Conservation Authority (CVC) owns and/or manages 61 properties comprised of almost 2,800 hectares (7,100 acres) of land. Of the 61 properties, CVC concentrates most of its efforts on ten (10) key properties (known as the ‘Core 10’). Four (4) of the ‘Core 10’ properties are actively managed (Island Lake, Belfountain, Terra Cotta, Ken Whillans) in terms of having specific facilities, programs and special events requiring dedicated staff. CVC also has a few properties that it manages on behalf of other agencies (e.g. Ontario Heritage Trust) and through easements. All but one of the properties CVC owns in the City of Mississauga (Rattray Marsh Conservation Area) is managed by the City on behalf of CVC. Over the past decade the PARCS group (the staff who acquire new lands, prepare management plans, monitor visitors, construct new capital works, undertake capital repair / maintenance, plan for capital replacement, perform daily / seasonal operational activities, provide recreational programming and plan / deliver special events in CVC’s conservation areas) have made concerted efforts to improve and expand the offerings at CVC conservation areas. This has resulted in a steady increase in both the number of visitors and revenues while also continually providing a high-quality visitor experience. ANALYSIS: There were countless good news stories coming out of our conservation areas in 2017. Below are but a few of the highlights:


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Visitation Was Better Than Expected Despite a bitterly cold maple syrup season and a generally cold and wet summer, the conservation areas saw a larger than expected level of visitation. While the conservation areas did not see as many visitors as in 2016, the overall tendency is continued growth. In fact, over the past eight (8) years, visitation has more than doubled! Staff continue to seek out new, better and different ways of attracting more visitors to our conservation areas by providing a greater range of programs, facilities and special events.

Revenues Were Up In 2017 the conservation areas brought in combined revenues of $1,183,077. This represents 116% of the budgeted amount. This success, which again exceeded the previous year’s revenues, was in spite of the poor weather conditions as well as shifts in the management of some of these active conservation areas. For example, in 2017 CVC started to discourage ‘day camping’ at Belfountain Conservation Area by directing large picnicking groups to other locations such as Island Lake CA and Terra Cotta CA.

Event Permits Were Also Up Events at CVC conservation areas, which include activities such as photo shoots, weddings, and picnics, have been steadily increasing over the past five (5) years. In fact, the number of permits issued has nearly doubled during this time period. It is expected this trend will only continue to grow as the availability of the amphitheaters at Island Lake, Terra Cotta and Belfountain become better known.

2010 2011 2012 2013 2014 2015 2016 2017

Credit Valley ConservationTotal Conservation Area Visitation 2010 to 2017

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

2017 Conservation AreaBudgeted versus Actual Revenues

Budget

Actual

124 132

177

206224

0

50

100

150

200

250

Total Number of Event Permits by Year

2013

2014

2015

2016

2017


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Memberships Between 2008 and 2015, CVC had its own, unique membership program (Our Credit) where it had grown from 225 to 756 memberships. In 2015, CVC and TRCA launched a joint membership program (Conservation Parks) giving access to all CVC and TRCA properties. While the number of total Our Credit memberships has declined slightly since 2015, the number of Conservation Parks – Family and Conservation Parks – Individual memberships have grown. Over the past three (3) years the overall membership has grown from 783 in 2015 to 847 in 2017 which represents an 8.2% growth over this period.

Land Acquisitions The land securement portfolio has always been very active at CVC. At any one time there can be upwards of 15 to 20 active properties. During 2017, the Morely property was one of the most active. A 15 acre parcel located on the east side of Main Street north of the Village of Alton, the Morely Property contains a significant section of the Caledon Lake Provincially Significant Wetland Complex (map to right). The parcel will become part of the Caledon Lake Forest Conservation Area which is now over 585 acres in size. Closing is expected in the first half of 2018.

Conservation Parks - IndividualConservation Parks - Family

Our Credit - Total

0

200

400

600

2015 2016 2017

Memberships


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Belfountain Conservation Area Over the past three years CVC has been undertaking two (2) major studies for the Belfountain Conservation Area: 1. Dam/Head Pond EA 2. Management Plan The Dam/Head Pond work at Belfountain CA is now in detailed design phase. This includes designs for: lowering the dam by approximately 1m removing the sluice gate reclaiming the lands in the head pond

area replacing the concrete bridge replacing the Pond Loop boardwalk refurbishing the cultural fountain The management plan is proceeding to final consultation with approval being sought from the Board by the end of 2018.

Credit Valley Trail The Credit Valley Trail (CVT) is a major initiative at CVC. The vision is to create a 100 km trail extending from the headwaters of the Credit River just outside of Orangeville to the river mouth at Port Credit. The CVT will follow the Credit River and link the communities along the way while also providing access to other trails systems (Caledon Trailway, Bruce Trail, Elora Cataract Trailway). Throughout 2017, PARCS staff were integrally involved in the crafting of the strategic plan. Commencing in 2018, PARCS staff will also be involved in the work on the detailed route delineation, experience planning and community engagement activities. CVC PARCS staff will also be acting as the CVT Project Coordinator until this permanent position is filled later in 2018.


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Island Lake CA Amphitheatre The amphitheater at Island Lake Conservation Area was completed in 2017 with the addition of the roof. The amphitheater is designed to be used for a variety of purposes including weddings, theatrical productions, concerts, cultural activities and other special events. The next step is to develop a more formalized seating area facing the stage. Over the 2017 season the amphitheater hosted an Orangeville Theatre live event, the Canada Day concert, movie nights and served as a wedding venue. The opening year was a great success.

Awards Credit Valley Conservation won two (2) awards in 2017 for the covered amphitheater at the Island Lake Conservation Area. The first award, for innovation, was presented at the annual Conservation Areas Workshop held at Geneva Park near Orillia. This award is important as it shows the respect CVC has gained from colleagues at other conservation authorities. The second award, also for innovation, was received at the 2018 Headwaters Tourism Awards Ceremony. This award was “… presented to the tourism business, organization or individual that develops the most innovative new tourism product, service or process, or the most innovative new approach to an existing tourism product, service or process that positively impacts the tourism business or the tourism industry as a whole.”


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Partnerships – Property Management Over the past three (3) years CVC has been actively participating in the drafting of the management plan for the Cheltenham Badlands. In 2017, CVC PARCS staff worked collaboratively with the Ontario Heritage Trust to construct a new boardwalk at the top of the Cheltenham Badlands feature. This partnership is being expanded to include additional trail works in 2018 as well as a proposed agreement for CVC to operate the Badlands site by the end of the summer 2018.

Partnerships – TRCA In 2017 CVC and the Toronto and Region Conservation Authority (TRCA) continued to ensure that income was not a barrier to accessing our conservation areas. The primary means of doing this is to grant free access to anyone arriving by any means of ‘active’ transportation (e.g. walking, cycling, transit). In addition, CVC and TRCA increased the number of passes to our conservation areas through the municipal libraries from 71 to 125. CVC and TRCA also combined forces on a variety of marketing initiatives and special events.

Partnerships – Tourism CVC PARCS staff are becoming increasingly involved in local tourism initiatives. Staff have also participated in a number of tourism-related workshops and symposiums gaining greater insight from a local, regional, provincial, national and even an international perspective. Of particular note was CVC’s involvement in workshops related to rural tourism, sustainable tourism, responsible tourism, trail-based tourism and special events.


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Canada 150 In 2017, as all of Canada celebrated the country’s 150 birthday, Credit Valley Conservation (CVC) and Toronto and Region Conservation (TRCA) launched the 150 Days of Giveaways with Conservation Parks contest. Up for grabs were 1,867 one-year ‘Family & Friends’ Conservation Parks memberships to celebrate the 150th anniversary of Confederation. There was a huge response to this program and all of these memberships were given away. At the time of the contest 50% signed up for CVC newsletter, greatly increasing our ability to directly connect with our visitors. The ability to email visitors is important to support our ongoing efforts to increase awareness, attendance and revenues. We will not know until late this 2018 how many of the those who won memberships decided to renew in 2018.

Automated Trail Counter Program In 2017 the monitoring group within the PARCS Division made major advances in the automated trail counter program. The focus was on improving the estimates of the number of visitors to our Core 10 properties. This work included collecting over 355,000 hourly data values from 44 different access points. It also involved analyzing over 500,000 photographs against 21,300 detailed data records. All of this information, a total of over 2,275,000

records collected over the past eight

years, is now housed in an improved database which provides even more reliable visitation estimates.


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Visitor Information During the course of 2017 staff collected nearly 8,500 postal codes from our four (4) active conservation areas: Conservation Area Postal Codes Belfountain 2,525 Terra Cotta 1,351 Island Lake 2,934 Ken Whillans 1,664 Total 8,474

This volume of postal codes allows us to have a high degree of confidence as we investigate where our visitors come from, what demographic characteristics are and how best to engage them. In 2018 CVC will be taking this data and applying it to the 2016 Census dataset using the Prizm5 market segmentation system available from Environics Analytics.

Issues The CVC conservation areas continue to grow in terms of visitation and revenues. However, as the population in the south of the watershed continues to grow, there is an ever increasing demand for opportunities to experience natural, historic and cultural amenities and partake in a variety of outdoor recreation activities. With greater visitation it is becoming increasingly difficult to ensure our existing conservation areas are not overused which would result in a poorer visitor experience and greater negative impacts on the environment. On the land securement side, there are limited funding sources to match the Region of Peel and Region of Halton land securement funding in order that CVC may increase the number and size of our conservation lands so as to appropriately meet the increased demand. Opportunities to secure properties for the Credit Valley Trail will be top of mind for our new acquisitions and will require staff time and access to funds to allow for speedy resolution. Similarly there are limited funding sources available to help with the replacement of aging capital facilities and historic / cultural amenities or for the creation of new capital facilities and programming. Support for conservation areas through municipal parks funding or development charges could be an option to support CA development and management. COMMUNICATIONS PLAN: There are no communications implications for this project.


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FINANCIAL IMPLICATIONS: There are no financial implications of this report. CONCLUSION: CVC’s conservation areas are, to many visitors, the ‘face’ of the conservation authority. Residents, day trippers and tourists alike get their impression of CVC and what it stands for when they attend one of our conservation areas. As the number of visitors continues to grow CVC must ensure it manages these lands so as to protect what is sensitive while at the same time providing opportunities to appreciate the natural and cultural features and also enjoy suitable recreation activities. RECOMMENDED RESOLUTION: RESOLVED THAT the report entitled “2017 Conservation Area Update” be received and appended to the minutes of this meeting as Schedule ‘C’.

Submitted by:

__________________________ __________________________ Mark Thompson, Jeff Payne, Senior Manager, PARCS Director, Corporate Services Recommended by:


SCHEDULE ‘D’ PAGE -1-

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SUBJECT: MEMORIAL NAMING FOR THE LATE JIM TOVEY PURPOSE: To report back to the CVC Board of Directors on memorial

naming options for Jim Tovey BACKGROUND: With the recent and untimely passing of Jim Tovey, Mississauga Ward 1 Councillor, Peel Regional Councillor and member of the CVC Board of Directors, on January 15th, 2018, the CVC Board directed staff to report back with potential options with which CVC could appropriately honour his life and legacy. CVC staff undertook a review based on direction from the January 19, 2018 CVC Board of Directors meeting to determine available opportunities on CVC lands and assets, and coordinated with the City of Mississauga that had similarly undertook an evaluation of memorial naming options for municipal assets, as directed by City Council. The review of available options focused on the fittingness to the legacy and impact of the late Jim Tovey in his role as a champion for the community and the environment, as well as his connection to the waterfront and Great Lakes conservation. In particular, Jim’s visionary role in the regeneration of the Lakeview community and its waterfront was central to finding an appropriate honour. For CVC, the major project which is synonymous with Jim Tovey is the Lakeview Waterfront Connection (LWC), an initiative with 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) natural waterfront conservation area. The LWC project arose out of the passion and vision of the late Jim Tovey, who saw an opportunity to restore access and habitat to a degraded and inaccessible part of the shoreline in Mississauga’s Lakeview community. Through his staunch support, Jim pushed the project forward at all three organizations, cementing the partnership and ensuring unanimous support at Peel Regional Council. Accordingly, staff focused on naming options for LWC and its features as the most appropriate, available and fitting opportunity through which to honour him with memorial naming. City of Mississauga staff likewise considered available opportunities within Ward 1 that were aligned with Jim Tovey’s projects and passions; options included sections of the waterfront trail, future parks to be developed through Inspiration Lakeview or Inspiration Port Credit, the OPG Western Pier, and elements of the Small Arms Building renovation.


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City staff also concluded that the most appropriate memorial naming option resides with CVC at the Lakeview Waterfront Connection. However, a thoughtful and appropriately scaled gesture was also available to the City at the adjacent Lakefront Promenade Park (LPP) (owned by CVC and Peel and leased to the City of Mississauga) on a small hill overlooking the OPG lands where Jim, while out walking his dog Jake, first envisioned a different future for the community and the lakeshore. On April 25th 2018, the City of Mississauga Council endorsed a staff report that recommended the LPP hill be named “Jake’s Walk” and also that the CVC Board should consider naming LWC in Jim Tovey’s honour. The Council report attached as Schedule ‘D’, Appendix 1 contains other important biographical information and related memorial processes led by the City of Mississauga and the Region of Peel ANALYSIS: Naming the Lakeview Waterfront Connection in Jim Tovey’s honor is befitting to his legacy and foundational role in the establishment of the LWC. Jim Tovey was a passionate champion for the environment and his community. His vision and energy drove the project forward and he is indisputably the reason that the new conservation area is being created. Jim made the connections between the excess fill from regional infrastructure projects, the impacted and inaccessible shoreline, and the future growth and regeneration of Mississauga’s Lakeview community. He brought together community members, politicians of all levels of government, and public servants to see the bigger picture for the Lakeview shoreline – that there was a once in lifetime opportunity to correct the mistakes of the past and chart a better future. Jim worked closely with community associations and constituents to generate lasting support and advocacy for the project and a more environmentally sustainable waterfront. He left a lasting legacy on the shoreline that must be recognized and celebrated. The LWC communication plan highlights the need to transition LWC from a project to a place – as the land form is constructed, it transitions from a conceptual initiative into a conservation area, and a name is an important part of realizing that identity. The communication plan for LWC had previously outlined some potential avenues to explore naming options, including a public vote on name options, and also recommended community and partner consultation. Similarly, CVC’s Asset and Event Naming guideline (which applies to CVC-owned lands) establishes guidelines for naming conservation areas or their features (trails, buildings, assets, etc.) and outlines a few important considerations, including ensuring that naming reflects matters such as: geographic location / area, historic / cultural significance, unique features, functional descriptions, and recognition and/or commemoration opportunities. These guidance documents provide a thoughtful scope in which to generate potential fitting names. Early consultation with the LWC Community Liaison Committee, which is comprised of local residents and stakeholders, indicated an affinity for the community name of ‘Lakeview’ and a strong connection to the waterfront and Lake Ontario. Consultation with Indigenous partners, including the Mississaugas of the Credit, opened pathways to consider Indigenous naming opportunities for features in the conservation area – applying Anishinabek names to establish place making and contributing to the process


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of reconciliation. Staff recommends that there are opportunities to include indigenous place making into a refined public realm, including potential creation of ceremonial space at the new conservation area which would provide a meaningful connection to the water and natural environment. This will work seamlessly with overarching property-level naming that celebrates Jim Tovey’s vision and accomplishments. Staff recommend that in generating a fitting memorial name for the conservation area several key aspects should be considered, including:

- Fittingness to Jim Tovey’s personality and vision - Aspects of the project – connections, habitat, conservation - Sense of place - Geographic or feature indicator (waterfront, Lakeview, marshes, point, etc.) - Concise (4 words should be target) and reads naturally - Sets expectations about user experiences - Includes ‘Conservation Area’ to ensure consistency with CVC’s other properties,

CVC’s Regulation 102 and alignment with the network of conservation areas across Ontario

Therefore required core elements of the future name should reflect:

Jim Tovey’s name; the geographic location of the land; and its identity as a CVC conservation area.

As per the CVC Naming Guidelines, and consistent with the LWC Communications Plan, the memorial name should include “Conservation Area” as its formal designation. This indicates its status as land administered under the Conservation Authorities Act and distinguishes the conservation purposes and features of the land, as opposed to parks, which have a much broader suite of potential uses and features. Staff also recommends that a geographic indicator, such as ‘Lakeview’ or ‘Waterfront’, be included in the memorial name to clearly indicate the conservation area’s location and dominant experience. The geographic element is important for mapping, orientation and marketing of the conservation area and should give future users a sense of the outdoor experience should they choose to visit. The LWC project is intimately related to the restoration and connections along the Lake Ontario waterfront in the historical community of Lakeview, and any geographic indicator must be in keeping with this locational truth.

Naming the property in honour of Jim Tovey aligns well with local user expectations and CVC’s expected philosophy of use for the property. Naming will reflect and celebrate Jim’s role in the process and present an opportunity to inform park visitors about the restoration process that he envisioned and led.


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COMMUNICATIONS PLAN: Further consultation is required with the Tovey family and with the community to ensure that a memorial name is appropriate and supported. Staff recommend that focused consultation with the LWC Community Liaison Committee, and with other community stakeholders close to the project or the late Jim Tovey, should occur over the next four months. Communication with the Tovey family will continue to occur throughout and the consultation period, and will be managed by the CAO’s office. Staff proposes to report back to the Board on the preferred memorial name by August 24th, 2018 and to seek authorization to formally assign the name to LWC within the current term of the CVC Board. Staff will continue to work with City of Mississauga and with members of the community to coordinate activities that involve celebration of Jim Tovey or LWC, in accordance with the LWC Communications Plan. It is anticipated that a public announcement of the intent to name the new conservation area after Jim Tovey will be made in early June at a community event. FINANCIAL IMPLICATIONS: There is no additional direct financial impact to CVC for this recommendation. The chosen memorial naming will be integrated into the Communication Plan and future public realm elements (signage, memorials) etc. CONCLUSION: Staff are recommending that the Lakeview Waterfront Connection is the place to honour Jim Tovey, befitting his legacy and foundational role in the establishment of the LWC. Further consultation with the Tovey family and with the community is required to ensure an appropriate name is chosen that reflects Jim Tovey’s personality, the geography of the area and the identity of the land as a conservation area. RECOMMENDED RESOLUTION: WHEREAS Jim Tovey was a passionate champion for the environment, a CVC board member and a watershed resident who passed away before his work was done; and WHEREAS the Lakeview Waterfront Connection (LWC) arose from the vision and direction of Jim Tovey and naming the future conservation area is a fitting tribute to Jim Tovey’s legacy; therefore RESOLVED THAT the report entitled “Memorial Naming for the late Jim Tovey” be received and appended to the minutes of this meeting as Schedule ‘D’; and


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THAT the new conservation area currently known as the Lakeview Waterfront Connection be named in Jim Tovey’s honour; and further THAT the Board of Directors authorize staff to consult with the Tovey family and the community on an appropriate name and memorial design elements at the conservation area. Submitted by:

__________________________ __________________________ Jesse de Jager Jon MacMull Conservation Lands Planner Supervisor, Marketing and Communications

__________________________ __________________________ Kate Hayes Jeff Payne Manager, Aquatic and Wetland Director, Corporate Services Restoration and Management Recommended by:


SCHEDULE 'D', APPENDIX 1 PAGE 1

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SCHEDULE ‘E’ PAGE -1-

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SUBJECT: CHELTENHAM BADLANDS MANAGEMENT

AGREEMENT PURPOSE: To request approval by the Board of Directors of CVC to enter

into an agreement to manage the Cheltenham Badlands on behalf of the Ontario Heritage Trust

BACKGROUND: The Cheltenham Badlands (Badlands) is a natural landscape feature located in Caledon, Ontario. The main feature is exposed bedrock that is visible because of agricultural activities that caused erosion. The soil and rock layers are highlighted by the red or terra cotta colours that are found naturally in this area. The Badlands site is owned by the Ontario Heritage Trust (OHT). According to the OHT website:

“The site is a provincially significant Area of Natural and Scientific Interest and one of the most recognizable and visited natural heritage landmarks in southern Ontario …”

The site is a well-known tourist destination, particularly during the fall colours season. Because of the amount of visitation, the site has experienced some negative impacts to the feature (accelerated erosion) and, as a result, the site has been closed to the public for the past three and a half years. During the closure OHT has been working on a management plan and has undertaken various sites works to help limit the impacts resulting from the visitation. OHT has a large portfolio of properties but is a relatively small provincial agency. As such, OHT often seeks local partners to manage and operate their sites. Currently OHT has an agreement with the Bruce Trail Conservancy (BTC) to manage the site however most of the BTC’s efforts are focused on the management of the trails on the site. Over the past three and a half years CVC staff has been actively involved in the Cheltenham Badlands Management Plan process. This has been in the form of providing expert direction and opinion on the best long-term management and operation of the site. During this period various partners have been working with OHT to provide features designed to better manage the site once it reopens including:


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Partner Activity OHT Closed down Badlands site until such time as a management

plan was prepared and site features were installed to better manage the visitor traffic on site

Multi-sector Various groups and agencies have provided thoughtful and insightful input into the OHT management plan process

Region of Peel Constructed a 33 car and 2 bus asphalt parking lot located on the northeast portion of the site

Region of Peel Constructed a cement sidewalk linking the parking lot with the top of the Badlands feature

Region of Peel Created a single accessible parking spot adjacent to the top of the Badlands feature

Region of Peel Completed road works along Olde Base Line adjacent to the Badlands site so as to better control and manage traffic along this stretch of road.

CVC Under an agreement between OHT, BTC and CVC, managed the construction of a ~60m (200 ft) by 3.7m (12 ft) boardwalk (viewing platform) located at the top of the Badlands feature

CVC Managed a contract to identify trail improvements which reflect the special characteristics of the Badlands site.

OHT Prepared interpretive signage so that visitors have a better appreciation of the Badlands site.

ANALYSIS: In relatively close proximity to the Badlands site are three CVC operational properties: Ken Whillans (5 KM); Belfountain (8 KM) and Terra Cotta (8 KM). CVC is a local operator of trails, conservation areas, cultural sites and a provider of outdoor programing. We also work in partnership with the BTC in a number of areas across the CVC watershed. In addition, CVC has an existing agreement with OHT for the management of two other nearby properties in our watershed. The strategic plan for CVC sets out under Goal #8, Direction #2 the following:

Goal #8 Expand partnerships and build new business models to increase organizational resilience and capacity. Direction #2 Where appropriate, work with our municipal, provincial and federal partners to share management of public lands for more efficient and effective use of combined resources.


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Based on the CVC strategic plan it is clear the proposed agreement with OHT for the Badlands management is aligned with a Board approved strategic direction. Further, we have existing relationships with OHT, BTC and our municipal partners that make us a logical agency to be considered to manage this site when public visitation is reopened. The OHT has asked CVC to consider two (2) roles in advance of the re-opening of the Cheltenham Badlands site:

1. Manage a contract to undertake improvements to the trail network so as to provide a circular trail connecting the parking lot and the viewing platform (capital works). CVC would be able to recover staff costs and OHT would pay the capital cost.

2. Manage the daily operation of the Badlands site (operations) under agreement that would see CVC recover revenues from parking and receive payment from OHT with the goal of covering all CVC costs associated with site management.

Item 1 is a continuation of the work CVC has already done on this site (capital works for a viewing platform and entry trail section with CVC staff cost recovery). The second request, the daily operation of the Badlands site, involves a greater degree of commitment as it essentially adds another very active park into CVC’s current responsibilities. Generally, OHT is asking CVC to undertake various daily ‘operational’ activities such as:

daily seasonal opening and closing of the site garbage collection / disposal trail inspections / maintenance health and safety inspections parking lot management visitor information collection (trail use and parking lot use)

The current model is to have all of these ‘operational’ tasks paid for out of the revenues arising from the management of the parking lot. The terms of the agreement are expected to be:

Three (3) year trial period (with options to extend the agreement period) OHT would lead long-term planning of the Badlands CVC would be responsible for day-to-day operations of the Badlands BTC will have an opportunity to assist in the management of the site Funds for needed capital works would be provide by / through OHT Operating expenses would be covered by parking fees


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As with any new working arrangement there are both potential risks and opportunities for all parties. The table below summarizes these.

Risks Mitigation Traffic will have to be managed near and on site, there have been challenges with the site in the past Parking revenue may not cover all operating costs based on the one parking lot that has been developed on site Potentially insufficient staff resources to address visitor peak volumes to the site (new additional resources)

Talks have started with OPP and Town of Caledon to manage traffic during peak periods (weekends during the fall) CVC looking at a number of parking management systems, additional parking capacity is included in future phase Potential to use on-call casual staff and/or re-assign existing staff from other duties (leverage incremental capacity)

Strengths Opportunities Three (3) operating CVC properties (Terra Cotta, Belfountain, and Ken Whillans) in under a 10 km radius. CVC has track record of being able to work with local businesses CVC has local dedicated and well-trained conservation area staff and infrastructure to support this site CVC has well-develop experience in on-site programming

CVC could build on synergies between these sites by promoting them as a cluster of conservation areas Work with local businesses to foster tourism growth and economic development This model may also be applied at other local sites that require CVC land property management skills Programming could be set up on Badlands site

Staff have concluded that the risk is manageable and that opportunities to leverage existing resources and tourism potential should be pursued. COMMUNICATIONS PLAN: As the owners of the Badlands site, the OHT is the primary party responsible for providing / coordinating communications regarding the Badlands. CVC will develop a communications plan in cooperation with OHT once there is an operational agreement for the site in place. Having a well-informed communications plan for the operation of this site will be important to the community and the overall experience for the visitors. FINANCIAL IMPLICATIONS: The financial model is to have the operational costs covered by the operation of the parking lot. The expectation is that with a high demand to access the site, the anticipated


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amount of daily turnover (short stay) and a reasonable price point (~$10 / visit), CVC should be able to cover its operational costs. It is important to note that the site was not previously managed so there is little visitor data (how many, times, dates) so operational assumptions are being made at this stage and will be closely monitored going forward. CONCLUSION: CVC manages properties for other organizations, including the OHT, at little or no cost as these sites require minimum amount of staff time and effort. This proposal, however, would be a different level of commitment on a site which is a regional and provincial attraction. From many perspectives it makes sense for CVC to take on the management of the Badlands property on behalf of OHT; specifically CVC has:

three (3) active conservation areas within a short distance of the Badlands; well trained and seasoned staff who able to undertake the daily operations, site

capital development and monitoring of visitors; the organizational infrastructure to support the management of the Badlands; and CVC already has management agreements with OHT on other properties

RECOMMENDED RESOLUTION: WHEREAS OHT are the owners of the property commonly known as the Cheltenham Badlands; and, WHEREAS OHT is seeking a partner to effectively manage the day-to-day operations of the Badlands site; and, WHEREAS CVC operates conservation areas near the Badlands site; and, RESOLVED THAT the report entitled “Cheltenham Badlands Management Agreement” be received and appended to the minutes of this meeting as Schedule ‘E’; and THAT the CVC Board of Directors direct CVC staff to enter into negotiations with the OHT for an agreement to undertake the daily operation of the Badlands site on behalf of OHT; and further THAT subject to reaching agreement, on the terms and conditions satisfactory to the CAO for the operation of the Badlands site, CVC staff be authorized to enter into said agreement for a period of no greater than three (3) years.


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Submitted by:



SCHEDULE ‘F’ PAGE -1-

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SUBJECT: AUTHORIZATION TO APPLY FOR ASSET

MANAGEMENT FUNDING PURPOSE: To request approval by the CVC Board of Directors to apply

for Municipal Asset Management Program funding from FCM for the purposes of supporting CVC’s capital asset management assessment.

BACKGROUND: The requirement to report the condition and value of various types of tangible capital assets has changed over the past few decades. More recently (2009), the requirement through the Public Sector Accounting Board (PSAB) has been to include these assets on the books of government agencies and bodies. In response to this accounting requirement, CVC undertook a comprehensive inventory of the assets in its possession at that time and reported the results on their books commencing 2010. The extent and quality of the work undertaken by CVC staff was supported by CVC’s external auditors. Since that time, information on CVC’s tangible capital assets has been updated annually in accordance with PSAB standards as assets were acquired, modified or disposed of. Since the original PSAB exercise, CVC has recognized it needs to develop and implement a fulsome capital asset management program. The estimated value of current CVC assets is over $50 Million. Staff has initiated a joint undertaking with the Region of Peel to update the assessment of CVC tangible capital assets leveraging the skills and knowledge available from regional staff and their consulting network. In 2017 Region of Peel staff, at the request of CVC staff, undertook an assessment of the structures (buildings) located on CVC properties. This work was completed in 2017. Undertaking this reassessment carries with it some costs for which CVC will be responsible (specialized consulting services, some staff time, travel expenses). Region of Peel staff has identified funding through the ‘Municipal Asset Management Program’ (MAMP) offered by the Federation of Canadian Municipalities (FCM) that CVC is eligible to apply for. This funding source can be used to help defray expenses for this work. ANALYSIS: There are two (2) eligible lead applicant categories under the MAMP:


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1. Municipal governments

2. Municipal partners applying in association with a municipal government

According to Section 3 ‘Funding and Project Scope’ of the MAMP Funding Guide:

“The maximum MAMP contribution to a project is $50,000. However, the average contribution is expected to be approximately $35,000 …”

Section 4 of the same document states: “Recipients may only apply for one project in any fiscal year (April–March). Applications for follow-on projects in other years may be submitted, subject to availability of funding. However, FCM will give preference to first-time applicants, to ensure maximum reach across Canada.”

This report seeks authorization from the CVC Board of Directors to apply for this FCM funding as a condition of making the MAMP application is that the body making the application must include a letter authorizing staff to make the application. Region of Peel staff are currently coordinating efforts to undertake the inventory and assessment of bridges and culverts during the 2018 field season. CVC has a number of these assets located on a number of properties that require assessments. The following activities will be undertaken with the grant funding:

Review of historic inventory (tabular data, photographs) of bridge and culvert assets

Classification of bridge and culvert assets Identification of priority bridge and culvert assets Site visits to each of the identified priority bridge and culvert assets Technical inspection and assessment of the condition of each bridge and culvert

asset Valuation of each bridge and culvert asset to determine future replacement costs Develop and implement a data management of the bridge and culvert asset data Produce a long term strategic asset management plan for bridges and culverts

The application for the MAMP funding would be made to help defray some of the costs associated with the assessment of these assets. Region of Peel supports CVC in this application and is willing to provide a letter in this regard to attach to the funding application. COMMUNICATIONS PLAN: There are no communication implications for this project.


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FINANCIAL IMPLICATIONS: Undertaking an update to the inventory, assessment and valuation of CVC’s tangible capital asserts will require funding to contract the necessary specialized skills and knowledge to undertake the work. CVC is partnering with the Region of Peel to take advantage of some of their in-house expertise and through contracted services. Initial estimate of the cost of undertaking the inventory, assessment and valuation of CVC’s bridge and culvert assets is approximately $20,000. An additional $20,000 is estimated to be the value of the CVC and Region of Peel staff time on this project. Complementary funding for this work is available in CVC’s 2018 operating budget. If this funding source proves successful for CVC we will look to access this funding in future years to support asset class assessments related to dams, flood and erosion control works, channel and stabilization infrastructure, along with cultural assets. These other asset classes are not included at this time because the maximum eligible funding available is only sufficient to address the bridge and culvert assessments. CONCLUSION: CVC prepared an initial tangible capital asset inventory and assessment in 2010 in response new PSAB accounting requirements. Since then, CVC has updated its asset inventory on an annual basis as assets were added, significantly changed or disposed of. CVC recognizes it is in the best interest of the corporation to increase the accuracy of the asset data. Region of Peel staff are assisting CVC through both direct support and contracted services. Throughout this process CVC is seeking external funding sources to help defray some of the costs which will be incurred as part of this work. RECOMMENDED RESOLUTION: WHEREAS CVC is in the process of updating its inventory and assessment of its tangible capital assets; and, WHEREAS there is a funding available to help defray some of the costs of doing this work through the Federation of Canadian Municipalities’ Municipal Asset Management Program; and, WHEREAS it is a requirement for the Board of Directors to have an official resolution supporting the application for this funding; and, WHEREAS the Region of Peel is in support of CVC making this funding application RESOLVED THAT the report entitled “Authorization to apply for Asset Management Funding” be received and appended to the minutes of this meeting as Schedule ‘F’; and


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THAT the Board of Directors of Credit Valley Conservation Authority authorizes staff to apply for a grant from the Federation of Canadian Municipalities’ Municipal Asset Management Program for ‘Bridge and Culvert Inventory and Assessment’. Submitted by:



SCHEDULE ‘G’ PAGE -1-

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SUBJECT: 2018 CVC PROVINCIAL OFFENCES OFFICER ROSTER PURPOSE: To request approval by the Board of Directors to designate

CVC staff as Provincial Offences Officers BACKGROUND: Section 1(3) of the Provincial Offences Act establishes all classes of employees of CVC as potential Provincial Offences Officers for the purpose of enforcing the Conservation Authorities Act, R.S.O. 1990, c. C.27, as amended, the Trespass to Property Act, R.S.O. 1990, c. T.21, as amended, and the Highway Traffic Act, R.S.O. 1990, c. H.8, as amended (other acts may apply). The Boards of individual authorities, at their discretion, may designate staff to enforce these acts. To assist the CVC Board in this process, criteria were established to guide them in their recommendations. In 2002, a policy was approved by the Board of Directors concerning the designation of Provincial Offences Officers at Credit Valley Conservation (Resolution #33/02). The CVC policy outlines the qualifications for designation and is aligned with the Conservation Ontario requirements. On February 19, 2010 the Conservation Ontario Council - Committee of the Whole received a report entitled “Regulatory Compliance Committee - Status Report and Protocol for Conservation Authority Designation of Provincial Offences Officers”. In this report it identified that:

“Conservation Ontario Council endorsed the formation of a Conservation Ontario Regulatory Compliance Committee (RCC) in October 2008 to provide a forum for developing the tools for and capacity of our front-line staff to ensure the highest standards of professionalism in dealing with the public and our regulatory authority.”

Within this same report it noted the Regulatory Compliance Committee (RCC) had made the following recommendations, which were subsequently approved by the Conservation Ontario Council, as follows:

“Essential Requirements for Officer Candidates: The following criteria shall be satisfied when appointing an employee as an “officer” for enforcing Section 28 and / or Section 29 of the Conservation Authorities Act:

1. The officer shall provide proof of a clean criminal record check (immediately prior to their appointment)


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2. The officer shall be adequately trained* in the legislation they are to enforce (i.e. Conservation Authorities Act, Provincial Offences Act, Trespass to Property Act).

*Provincial Regulatory Compliance Foundations Training (or equivalent training) is the most familiar option that has been utilized by Conservation Authorities.”

ANALYSIS: This report identifies those CVC staff who currently meet the essential requirements to be designated as Provincial Offences Officers and are recommended to be (re)affirmed as designated Provincial Offences Officers as set out in Schedule ‘G’, Appendix 1 to this report. COMMUNICATIONS PLAN: There are no communications implications resulting from this program. FINANCIAL IMPLICATIONS: Costs associated with training Provincial Offences Officers and the operation of CVC’s enforcement program are contained in account codes 201-203 (for Planning staff) and account 401-406 and 401-462 (for PARCS staff). RECOMMENDED RESOLUTION: RESOLVED THAT the report entitled “2018 CVC Provincial Offences Officer Roster” be received and appended to the minutes of this meeting as Schedule ‘G’; and THAT the CVC Board of Directors approves:

THAT Eric James, Jakub Kilis, Liam Marray, Tyler Slaght and Ken Thajer be (re)affirmed as designated Provincial Offences Officers permitted to enforce Section 28 under the Conservation Authorities Act and the Provincial Offences Act; and further THAT Charlie Brady, Brian Kristy, Bill Lidster, Eric Mailloux, Evan Orme, David Orr, David Riseborough and Yasmine Slater be (re)affirmed as designated Provincial Offences Officers permitted to enforce Section 29 under the Conservation Authorities Act, Provincial Offences Act and the Trespass to Property Act.


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Submitted by:

__________________________ __________________________ Mark Thompson, Jeff Payne, Senior Manager, PARCS Director, Corporate Services

___________________________ Gary Murphy, Director, Planning and Development Services Recommended by:


SCHEDULE ‘G’, APPENDIX 1 2018-05-11

Consolidated List of 2018 Provincial Offences Officers as

Designated by the CVC Board of Directors Primary Area

Name Title

Section 28 James, Eric Junior Regulations Officer Section 28 Kilis, Jakub Senior Planner, Environmental Assessment Review Section 28 Marray, Liam Senior Manager, Planning Ecology Section 28 Slaght , Tyler Regulations Officer Section 28 Thajer, Ken Regulations Officer Section 29 Brady, Charlie Superintendent, Property Management (South Zone) Section 29 Kristy, Brian Enforcement Officer (Watershed) Section 29 Lidster, Bill Manager, Conservation Parks (North Zone) Section 29 Mailloux, Eric Superintendent, Property Management (North Zone) Section 29 Orme, Evan Asst. Superintendent, Conservation Parks (South Zone) Section 29 Orr, David Superintendent, Conservation Parks (South Zone) Section 29 Riseborough, David Asst. Superintendent, Conservation Parks (North Zone) Section 29 Slater, Yasmine Superintendent, Conservation Parks (North Zone)

SCHEDULE ‘H’ PAGE -1-

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SUBJECT: MODIFICATION OF AN AUTHORIZED PROFESSIONAL

SERVICES CONTRACT - WARWICK NURSERY OFFICE ADDITION

PURPOSE: To seek the approval from the CVC Board of Directors to

modify purchase order #13830 for an additional amount of $40,000.00

BACKGROUND: On April 1, 2016 CVC entered into a professional services contract with ACI Architects Inc. to provide architectural services for the final design drawings for the office addition to the nursery workshop at Warwick Conservation Area. ACI Architects Inc. were awarded the previous contract for the design and contract administration for the construction of the nursery workshop building which was completed in 2014. The ACI Inc. office addition contract included the architectural design for the building and the management of the sub consultants for the structural engineering, soil engineering, mechanical, electrical and plumbing engineering, septic system design, preparation coordination and printing of site plans for site plan submission and approvals and the detailed construction drawings and specifications for building permit securement. The ACI contract also includes the overall contract administration (including preparation of tender documents, certification of payments, responding to contractor requests, preparation of site reports, and the final review). The total contract price for this work was $83,910.00 plus HST. A 5% contingency of $4,740 was included in the purchase order. This brought the total contract price to $99,599.00. The first submission of the Warwick office addition for site plan approval was made to the Town of Caledon on August 3, 2016. The plans were also circulated to the Town of Caledon Building Department and the Region of Peel for review. Final comments from the various departments in the Town of Caledon and the Region of Peel were received by ACI Inc. on November 1, 2017. As a result of the initial review, additional site design and building requirements were requested by the Town and the Region of Peel that were not anticipated during the planning and design phases of the proposal. The following changes had to be addressed prior to a re-submission to the town:


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Region of Peel The Region requested a daylight triangle at the corner of Olde Base Line and Heart Lake Road as well as a 0.3 meter reserve along the property frontage of Olde Base Line Road, requiring changes to the site plan, prior to granting their approval. Town of Caledon The Town of Caledon Fire Services determined that due to the rural nature of the property and the total size of the entire building (existing and new), two 50,000 L. water underground storage tanks were now required for fire protection. The Building Department required upgrades to the septic system as per Ministry of Environment and Climate Change and they also required changes to the building design related to a new universal washroom. CVC To support corporate information technology (IT) it was recommended that we modify the internal office layout to provide additional floor space and the associated mechanical and electrical revisions. In addition, staff recommended minor modifications to the existing locker rooms. As these unforeseen issues came up, ACI and the consultants worked diligently toward revising and updating site and building plans, CVC staff worked on the land dedication agreement for the region and had a new property survey prepared. These revisions required additional time and expenditures by ACI for new site plan drawings, revised detail design drawings, coordination meetings and additional disbursements beyond the initial contract amount established in early 2016. ANALYSIS: As the revisions were being carried out, the primary goal was to provide the second submission to the Town of Caledon as soon as possible. The final plans were submitted to the town on September 22, 2017. Final site plan approval was granted on November 15, 2017 and the building permit was issued shortly thereafter. The construction tender documents were prepared and the contract was awarded to Landmark Builders as approved on July 14, 2017 by the CVC Board of Directors under Board Resolution #65/17:

BE IT RESOLVED THAT the report entitled, “Contract Over 100k – Warwick Nursery Office Building Addition” be received and appended to the minutes of the meeting as Schedule ‘D’; and THAT the contract for the construction of the Warwick Nursery Office Building Addition in the amount of $1,752,539.60 (HST included) be awarded to Landmark Builders (2000) Inc.; and further THAT staff be directed to work with the contractor to find efficiencies during the construction to keep costs controlled or reduce construction costs.


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Construction of the office addition commenced in December 2017 and footings were poured this past February during a mild spell. The contractor was able to save money in haulage as he was able to carry out work prior to half load restrictions on town roads coming into effect. Invoicing for additional drawings and additional time expended was submitted by ACI intermittently along with proper documentation. The additional approved work has now exceeded the original purchase order amount and needs to be modified to account for outstanding invoices from the consultants and any future disbursements that may arise during the construction phase of the office addition. A CVC Board of Directors resolution is now required as the new purchase order modification will bring the contract amount over $100,000. The purchase order is being increased to cover the outstanding invoices and carry a further contingency of $10,000 to allow rapid response to additional unforeseen circumstances. An increase in the purchase order of $40,000 would cover the extra expenses incurred by the various approving agencies and allow for any further contingencies under this contract.

Cost HST Total Original Contract 83,910.00 10,908 94,818 Contingency 4,740.00 included 99,599 Invoices outstanding from ACI sub consultants

26,000

3,380

29,380

Additional 10% Contingency on Original Contract PO modification New Contract Total

10,000

10,000

40,000

139,599 COMMUNICATIONS PLAN: No communications plan is proposed. FINANCIAL IMPLICATIONS: The design work has been completed and site plan approval and building permits have been secured. Outstanding invoices for the original and/or extra work will be owed to ACI Inc. and their sub-consultants. Sufficient funds are available in the Watershed Transformation Department budget account #301-327.


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RECOMMENDED RESOLUTION: WHEREAS CVC authorized the award of the Warwick Nursery office addition design and contract administration to ACI Inc. for $83,910 plus a contingency of $4,740.00; and

WHEREAS the consultant encountered additional design changes and additions required by the approving agencies which were beyond control of the consultant and resulted in additional cost for sub consultants input and disbursements; and WHEREAS CVC’s staff have reviewed and certified the additional costs incurred by the consultant as being legitimate; THEREFORE BE IT RESOLVED that the report entitled “Modification of an Authorized Professional Services Contract – Warwick Nursery Office Addition” be received and appended as Schedule ‘H’ to the minutes of this meeting; and further

THAT The CVC Board of Directors approves the increase of purchase order #13830 by an additional amount of $40,000.00 to pay the outstanding invoices of ACI and the sub consultants of $29,380.00 and allow a contingency of $10,000.00, all taxes included. Submitted by:

________________________ __________________________ Mike Puddister Deputy CAO Jeff Payne Director of Watershed Director Corporate Services Transformation Recommended by:


To CVC Board of DirectorsMay 11, 2018

Flood of February 20-21, 2018Characteristics and Consequence

INFORMATION ITEM #7.1 PAGE 1

2018-05-11

Types of Floods

• Not every 100 years, but rather:

– One percent chance each year

– 70 percent chance in 100 years

How often does a 100-year flood occur?

HOWEVER…

A 1:100 year flood occur at least once a year in Ontario, and possibly every five years in the Credit River watershed.


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February 21-22: Both Spring Freshet and Ice Jam

TEM

PERATU

RE (

°C)

RAIN

FALL (

mm

)FLO

W R

ATE (

cm

)

16 mm 17.2 mm 5.6 mm

-[10 year]

-[50 year]

-[20 year]

Feb 19 Feb 20 Feb 21 Feb 22


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Inglewood Charles St. Erin

Inglewood Charles St. Erin


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Meadowvale

Ice Jams – Cause and Effect


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Ice Jam Sequence

19:29

19:30 20:00

16:00

Typical Ice Jam

Locations


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Hydrograph at Meadowvale

Feb 19 Feb 20 Feb 21 Feb 22

Meadowvale Ice Jam

Raceway

100-year+ at CVC Garage


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Meadowvale Park Damage

TerracottaIce Remnants


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Media Coverage

• Two stories on CP-24 regarding Meadowvale Flooding

• Interviews on City TV, Weather Network, and CBC Toronto

• Globe and Mail Coverage

• Primary purpose is to monitor, predict, and communicate

• In the field action is a municipal responsibility

• Starts with issuance of:

– Water Conditions Statement

– Flood Watch

– Flood Warning

• On-going communication with EMOs

• Participation in Regional Emergency Operation Centres (EOC)

Liaison with Emergency Service


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• Staff redundancy and advanced warning

• Data collection and organization

• Operations Centre

• Risk mapping

• Enhanced flood forecasting

• Flood Manual

Future Improvements

Update Flood Team Roles and Responsibilities (draft)


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questions?

inspired by nature


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We’ve All Seen This One Before…

• This is a slide with text on

one side

• And an image on the other

side

• Isn't this exciting?

• The layout provides equal

focus on text block and

image content


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CVC Board of Directors

May 11, 2018

Gayle Soo Chan, Director, Watershed KnowledgeChristine Zimmer, Senior Manager, water and Climate Change Science

Update on Community Climate Change Partnership and Plan

Outline

• The Partnership

– Forming the partnership in 2009

– Partnership Deliverables

• Partnership Renewal and development of the Community

Climate Change Partnership Plan

• Next Steps


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In 2009, the Community Climate Change partnership was

formed to develop an intergovernmental climate change

strategy.

The Partnership

Partnership Deliverables

• In 2011, the partnership developed the Peel Climate Change

Strategy.

• Project focused working groups, with representation from across

the partnership, were formed to assist with the completion of

Peel Climate Change Strategy actions noted below.


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Partnership Renewal

• In 2017, the Community Climate Change Partnership reassessed the

current state of the partnership and refocused efforts in areas where the

partners can collaborate to make the greatest collective impact.

Predictable Purposeful

COMMUNITY CLIMATE CHANGE PARTNERSHIP PLAN

• The renewed plan is a forward-

looking action plan to guide joint

efforts

• The renewal of this action plan is

an important step forward in

demonstrating the joint

leadership and commitment to

building a sustainable and

resilient future for communities

across Peel Region


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Low Carbon Communities

We will work together to reduce community greenhouse gas emissions by….

Increasing the number anduse of electric vehiclecharging stations

Reduce energy use inpriority areas


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Flood Resiliency

We will work together to strengthen our integrated approach to water

management to reduce flood risk in priority areas by…

Striking the right balance

Green Natural Infrastructure

We will work together

to increase the number

of healthy trees in

priority areas for:

• Heat resiliency for

public health

• Improved social and

environmental

benefits


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Public Education

We will work together

to raise public

awareness of the local

impacts of climate

change and the actions

needed to transition to

a low carbon and

resilient future.

Next Steps: Mapping Priority Areas

• Mapping exercise to identify priority areas and actions for each strategy

• Identify opportunities to seek joint external funding to support strategies

• Identify collective budget requirements to meet Strategy Deliverables


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CVC Board Resolution

• RESOLVED THAT the report entitled “Peel Climate Change

Partnership Progress Update” be received and appended to the

minutes of this meeting as Schedule ‘B’; and

• THAT the Board of Directors support the continued efforts by

CVC staff to work with partner organizations on the renewed

Community Climate Change Plan to adapt to and mitigate the

effects of climate change within Peel Region; and further

• THAT staff provide an annual update on the progress of the

Community Climate Change Plan.


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1

Ontario Heritage Trust

1

The Ontario Heritage Trust – the province's heritage agency – is dedicated to identifying, protecting, renewing and promoting Ontario’s rich and diverse

cultural and natural heritage that has influenced and continues to shape our society for the benefit of present and future generations.


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3

Existing OHT and CVC Partnerships

Willoughby Jacquith


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Cheltenham Badlands Master PlanPublic Meeting #4 April 5, 2018

Master Plan Process

Inventory and

Analysis

• Background Review

• Identification of Significant Views within the Property

• Research of Cultural Heritage of the Property

• Environmental Analysis

• Identification of Priority Protection Areas

Site Concepts

• Development of Site Concepts in Consultation with the Public, Partners, and Stakeholder Groups

• Development of the Master Plan

• Incorporating Feedback from the Public, Partners and Stakeholder Groups

Master Plan Approvals

• Submit the Master Plan to the Niagara Escarpment Commission and the Ministry of Natural Resources and Forestry

CONSULTATION

• Public Meeting #1, October 2015

• Online Public Feedback Survey

• Public Meeting #2, January 2016

CONSULTATION

• Community Forums, April 2016 – June 2016

• Public Meeting #3, June 2016

CONSULTATION

• Public Meeting #4, April 5, 2018

Final Site Concept


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Cheltenham Badlands Master PlanPublic Meeting #4 April 5, 2018

Implementation

Phase 1:

Basic Infrastructure – Accessibility

Improvements

Phase 2:

Expanding Visitor Experience –

Viewing and Plateau Areas

Phase 3:

Maximizing Visitor Experience –

Creditview Parking Lot


2018-05-11

BOARD OF DIRECTORS MEETING · PRESENTATION / DELEGATION 4.1 FLOOD OF FEBRUARY 2018 -...

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