BOARD OF DIRECTORS MEETING - Credit Valley Conservation · 2020. 1. 14. · J. (Jennifer) Dougherty...

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BOARD OF DIRECTORS MEETING

Meeting #:

Date:

Location:

541

November 8, 2019, 9:15 a.m.

CVC Administration Office

1255 Old Derry Road, Mississauga, ON

MEMBERS: K. (Karen) Ras (Chair)

T. (Tom) Adams (Vice Chair)

J. (John) Brennan

S. (Stephen) Dasko

A. (Ann) Lawlor

M. (Matt) Mahoney

T. (Tom) Nevills

M. (Michael) Palleschi

G. (Grant) Peters

REGRETS: J. (Johanna) Downey

M. (Martin) Medeiros

R. (Ron) Starr

STAFF PRESENT: D. (Deborah) Martin-Downs CAO

G. (Gayle) Soo Chan Director, Watershed Knowledge

T. (Tim) Mereu Director, Watershed

Management

J. (Jeff) Payne Director, Corporate Services

J. (Josh) Campbell Director, Planning &

Development Services

J. (John) Sinnige Associate Director, Watershed

Management

T. (Tamara) Chipperfield Corporate Secretariat

C. (Claudia) Kasperowicz Administrator, CAO's Office

M. (Maureen) Pogue Sr. Manager, Marketing &

Communications

K. (Kate) Hayes Sr. Manager, Restoration &

Management

A. (Aviva) Patel Sr. Manager, Ecology &

Monitoring

D. (Dorothy) DiBerto Sr. Manager, Planning &

Development Services

T. (Terri) LeRoux Sr. Manager, PARCS

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A. (Andrew) Kett Sr. Manager, Education &

Outreach

J. (Jennifer) Dougherty Manager, Water Resources &

Water Quality Protection

A. (Alexandra) Veglio Coordinator, Integrated Water

Management

OTHERS PRESENT: Rosemary Keenan (Sierra Club of

Peel), Jennifer Stephens (TRCA)

1. APPROVAL OF AGENDA

94/19

Moved By John Brennan

Seconded By Tom Nevills

RESOLVED THAT the agenda be approved as distributed.

CARRIED

2. DECLARATION OF CONFLICT OF INTEREST

3. MINUTES OF PREVIOUS MEETING

95/19

Moved By Tom Nevills

Seconded By Grant Peters

RESOLVED THAT the minutes of the 540th meeting of the Credit Valley Conservation

Authority held October 11, 2019 be approved.

CARRIED

4. PRESENTATION / DELEGATION

4.1 PRESENTATION: FROM KNOWLEDGE TO ACTION - THE POWER OF

PARTNERSHIPS

Kate Hayes, Sr. Manager, Restoration and Management; and Aviva Patel, Sr.

Manager, Landscape Science, Inventory and Monitoring gave a presentation to

members on the above mentioned subject.

96/19

Moved By Ann Lawlor

Seconded By John Brennan

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THAT the presentation entitled "From Knowledge to Action – The Power of

Partnerships" presented by Kate Hayes, Sr. Manager, Restoration and

Management; and Aviva Patel, Sr. Manager, Landscape Science, Inventory and

Monitoring be received.

CARRIED

5. BUSINESS ARISING FROM MINUTES

6. NEW BUSINESS STAFF REPORTS

6.1 DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS

TO SHORELINES & WATERCOURSE APPLICATIONS

97/19

Moved By Grant Peters

Seconded By Ann Lawlor

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 CONSERVATION AREAS RATES AND FEES 2020

Attached as Schedule 'B' is a report on the above mentioned subject as

submitted by Bill Lidster, Manager, Conservation Parks; Terri LeRoux, Sr.

Manager, PARCS; and Jeff Payne, Deputy CAO and Director, Corporate

Services

98/19


Seconded By Tom Nevills

WHEREAS conservation area rates and fees are collected at four active CVC

owned and managed conservation areas and at one CVC managed property;

and

WHEREAS all rates and fees be subject to Harmonized Sales Tax, where

applicable;

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THEREFORE BE IT RESOLVED THAT the report entitled “Conservation Areas

Rates and Fees 2020” be received and appended to the minutes of this meeting

as Schedule ‘B’; and further

THAT effective January 1, 2020 CVC staff be directed to implement the revised

fee structure contained therein.

CARRIED

6.3 PLANNING AND DEVELOPMENT SERVICES COST RECOVERY AND FEE

SCHEDULE UPDATE

Attached as Schedule 'C' is a report on the above mentioned subject as

submitted by Josh Campbell, Director, Planning and Development Services.

99/19

Moved By Michael Palleschi

Seconded By Ann Lawlor

WHEREAS CVC staff undertook a comprehensive review and update to plan

review and permit fees in 2018 which was implemented in 2019; and

WHEREAS the province has yet to release the updated regulations affecting how

CVC administers the Section 28 regulations, Planning and Development

Services’ program funding source(s) eligibility, and fee collection standards; and

WHEREAS CVC staff will undertake a comprehensive fee review and

stakeholder consultation in 2020 which corresponds to when it is anticipated

more certainty of the impacts of the new regulations will be provided; and

WHEREAS the Board of Directors will also be considering endorsement of the

‘Planning and Development Services Customer Service and Streamlining Action

Plan (June 2019)’ at the November 2019 Board of Directors meeting;

THEREFORE BE IT RESOLVED THAT the report entitled “Planning and

Development Services Cost Recovery and Fee Schedule Update” be received

and appended to the minutes of this meeting as Schedule ‘C’; and

THAT the Board of Directors approve the proposed 2020 plan review and permit

fee schedules attached as Schedule ‘C’, Appendix 1 and 2; and

THAT CVC staff undertake a comprehensive fee review and stakeholder

consultation in 2020, to be implemented in 2021; and further

THAT staff be authorized to continue to use the reserve account to defer revenue

received late in a given year for a review that will be undertaken in a subsequent

year.

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CARRIED

6.4 PLANNING AND DEVELOPMENT SERVICES CUSTOMER SERVICE AND

STREAMLINING ACTION PLAN

Attached as Schedule 'D' is a report on the above mentioned subject as

submitted by Josh Campbell, Director, Planning and Development Services.

100/19


Seconded By Michael Palleschi

WHEREAS the CVC Board of Directors endorsed the three key solutions

developed by the Conservation Ontario working group to improve client service

and accountability; increase speed of approvals; and reduce red tape and

regulatory burden; and

WHEREAS the Board of Directors directed staff to work with Conservation

Ontario and stakeholders to identify additional improvements and implement the

solutions as soon as possible;

THEREFORE BE IT RESOLVED THAT the report entitled “Planning and

Development Services Customer Service and Streamlining Action Plan” be

received and appended to the minutes of this meeting as Schedule ‘D’; and

THAT the Board of Directors endorses the Planning and Development Services

Customer Service and Streamlining Action Plan attached as Schedule ‘D’,

Appendix 1; and further

THAT Planning and Development Services staff report back to the Board of

Directors with a detailed evaluation and implementation status report on the

specific actions contained in the action plan annually, beginning late 2020.

CARRIED

6.5 COMPLETION OF THE BLACK CREEK SUBWATERSHED STUDY

Attached a Schedule 'E' is a report on the above mentioned subject as submitted

by Alexandra Veglio, Coordinator Integrated Water Management; Phil James,

Manager, Integrated Water Management; and Tim Mereu, Director, Watershed

Management.

101/19

Moved By Ann Lawlor

Seconded By Grant Peters

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THEREFORE BE IT RESOLVED THAT the report entitled “Completion of the

Black Creek Subwatershed Study” be received and appended to the minutes of

this meeting as Schedule ‘E’; and

THAT the Board of Directors approve the Black Creek Subwatershed Study; and

THAT Staff be directed to seek endorsement of the study from local and regional

municipal councils; and

THAT copies of the Black Creek Subwatershed Study be provided to the Town of

Halton Hills, Halton Region and the local MPP; and further

THAT CVC staff incorporate the implementation recommendations of the

subwatershed study into the budget and work plans.

CARRIED

7. CORRESPONDENCE/INFORMATION ITEMS DISTRIBUTED TO MEMBERS

7.1 PRESENTATION: FROM KNOWLEDGE TO ACTION - THE POWER OF

PARTNERSHIPS

Presentation entitled "From Knowledge to Action - The Power of Partnerships"

presented by Aviva Patel, Sr. Manager, Ecology & Monitoring; and Kate Hayes,

Sr. Manager, Restoration & Management.

7.2 PRESENTATION: PLANNING & DEVELOPMENT SERVICES CUSTOMER

SERVICE AND STREAMLINING ACTION PLAN

Presentation entitled "Planning and Development Services Customer Service

and Streamlining Action Plan" presented by Josh Campbell, Director, Planning &

Development Services.

7.3 PRESENTATION: BLACK CREEK SUBWATERSHED STUDY

Presentation entitled "Black Creek Subwatershed Study" presented by Tim Mereu, Director, Watershed Management.

8. NOTICE OF MOTION

9. QUESTION PERIOD

Rosemary Keenan commented that the Sierra Club of Peel is amazed by all the

programs and services CVC offers. The club is learning to promote the value of what

CVC does.

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10. OTHER BUSINESS

Chair Ras and Deborah Martin-Downs, CAO gave an update to members on the November 4th meeting with Ministry of Environment, Conservation and Parks staff.

11. MEETING ADJOURNED

On motion the meeting was adjourned at 11:00 a.m.

SCHEDULE ‘A’ PAGE -1-

2019-11-08

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

DIRECTORS’ ENDORSEMENT)

A) APPLICATION # 19/243

OWNER: AGENT: PROPERTY LOCATION:

32 Trafalgar Road Part Lot 23, Concession 7 Town of Erin

APPLICATION: Development in the Regulated Area for the purpose of

reconstructing a 12.7m x 7.3m detached garage.

WARD: N/A

B) APPLICATION # 19/244 OWNER: AGENT: PROPERTY LOCATION:

1564 Lochlin Trail Part Lots 13 & 14, Concession 2 SDS City of Mississauga


constructing a second story addition and front addition to the existing one storey single family dwelling.

WARD: M 1

SCHEDULE ‘A’ PAGE -2- 2019-11-08

DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS TO

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

C) APPLICATION # 19/242 OWNER: AGENT: PROPERTY LOCATION:

1144 Streambank Drive Part of Lot 12, Range 2 CIR City of Mississauga


constructing an inground pool and pool equipment. WARD: M 2

D) APPLICATION #: 19/068 REVISED OWNER: AGENT: Shoreplan Engineering Limited PROPERTY LOCATION:

126 Cumberland Drive Part Lot 1, Range 1 CIR City of Mississauga

APPLICATION: Development in the Regulated Area to facilitate the

construction of a sea wall. WARD: M 1


2019-11-08



E) APPLICATION #: 19/156 OWNER: AGENT: LOCATION: 85 Victoria Street

Part lots 14 & 15, Concession 3 WHS City of Brampton

APPLICATION: Development in the Regulated Area and floodplain of the Credit

River to facilitate the construction of a garage and shed.

WARD: B 6

F) APPLICATION #: 19/247 OWNER: AGENT: LOCATION: 250 MacDonald Street

Part Lot 2, Concession 2 WHS Town of Caledon


construction of a retaining wall, garage and site grading. WARD: C 1




G) APPLICATION #: 19/231 OWNER: Eden Oak (Crestview Heights) Inc. AGENT: Condeland Engineering LOCATION: Credit Street South – Ann Street North

Part of Lot 20, Concession 9 Town of Halton Hills

APPLICATION: Development in the Regulated Area for the construction of the

proposed storm sewer along Credit Street outletting to the existing storm sewer system on Confederation Street in association with subdivision 21T 08/001.

WARD: H 2 & H 3

H) APPLICATION #: 19/250 OWNER: AGENT: Matthews Design & Drafting Services LOCATION: 15 Ann Street

Part Lot 20, Concession 9 Town of Halton Hills


constructing a 6.91m x 6.91m cabana. WARD: H 3


2019-11-08



I) APPLICATION #: 19/251 OWNER: AGENT: Region of Peel LOCATION: 48 Haggert Avenue North

Part Lot 1, Concession 1 WHS City of Brampton

APPLICATION: Development in the Regulated Area to facilitate construction of

a sewage grinder/pump and associated piping. WARD: B 1

J) APPLICATION #: 19/249 OWNER: Tahliwala Holdings Ltd. AGENT: LOCATION: 0 Horseshoe Hill Road

Part Lot 16, Concession 3 EHS Town of Caledon


construction of a single-family dwelling, septic systems, driveway and associated grading.

WARD: C 1




K) APPLICATION #: 19/240 OWNER: Region of Peel AGENT: CIMA Canada Inc. LOCATION: 1300 Lakeshore Road East

Part Lots 6 & 7, Concession 3 SDS City of Mississauga

APPLICATION: Development in the Regulated Area to facilitate excavation and

grading works. WARD: M 1

L) APPLICATION #: 19/232 OWNER: AGENT: Super Decks LOCATION: 1581 Eglinton Avenue West

Part of Lot 1, Concession 4 WHS City of Mississauga


constructing a new rear deck. WARD: M 6


2019-11-08



M) APPLICATION #: 19/020 OWNER: The Corporation of the Town of Caledon AGENT: Candevcon Limited LOCATION: Mississauga Road Between Forks of the Credit and

Charleston Side Road Part Lot 11, Concession 4 WHS Town of Caledon

APPLICATION: Development in the Regulated Area to facilitate a road

reconstruction and improvements. WARD: C 1

N) APPLICATION #: 18/228 OWNER: AGENT: David Small Designs LOCATION: 13937 Tenth Line

Part of Lot 30, Concession 10 Town of Halton Hills


construction of a new single-family dwelling on the existing foundation with an addition in the centre of the dwelling, a deck, and associated grading.

WARD: H 2




O) APPLICATION #: 19/254 OWNER: AGENT: AMR Architects Inc. LOCATION: 854 Longfellow Avenue

Part of Lots 22 & 23, Concession 3 SDS City of Mississauga


constructing a new front covered porch. WARD: M 2

P) APPLICATION #: 19/252 OWNER: AGENT: David Small Designs LOCATION: 82 Cumberland Drive

Part Lots 1 and 2, Range 1 CIR City of Mississauga


construction of two decks and modifications to an existing dwelling.

WARD: M 1


2019-11-08



Q) APPLICATION #: 19/223 REVISED OWNER: AGENT: LOCATION: 2271 Truscott Drive

Part of Lot 32, Concession 2 SDS City of Mississauga


constructing a new attached garage and covered/enclosed wooden ramp.

WARD: M 2

R) APPLICATION #: 19/258 OWNER: AGENT: Professional Floor Plans Inc. LOCATION: 697 Nautalex Court



constructing a new front porch (8 m2). WARD: M 2

SCHEDULE ‘A’ PAGE -10- 2019-11-08



S) APPLICATION #: 19/262 OWNER: Port Credit West Village Partners Inc. AGENT: LOCATION: 70 Mississauga Road South & 181 Lakeshore Road West

Part Lots 8-11, Range 1 CIR City of Mississauga

APPLICATION: Interference with wetlands to facilitate the site alteration and

grading as it relates to environmental remediation activities. WARD: M 1

T) APPLICATION #: 19/263 OWNER: Enbridge Gas Inc. AGENT: LOCATION: 585 Main Street

Part Lot 22, Concession 10 Town of Halton Hills

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

28m of a NPS 1 ¼” gas service. WARD: H 2

SCHEDULE ‘A’ PAGE -11- 2019-11-08



U) APPLICATION #: 19/260 OWNER: AGENT: LOCATION: 5135 Trafalgar Road

Part Lot 6, Concession 8 Town of Erin


constructing a 14’ x 23’ rear sunroom addition and 9’ x 23’ wood deck and stairs.

WARD: N/A

V) APPLICATION #: 18/364 OWNER: AGENT: Complete Home Construction LOCATION: 1452 Birchwood Drive



constructing a new solarium roof (28.335 sq. m). WARD: M 2

SCHEDULE ‘A’ PAGE -12- 2019-11-08



W) APPLICATION #: 19/264 OWNER: Region of Peel AGENT: Ainley Group LOCATION: Bonner Road watermain

Part Lot 32, Concession 2 SDS City of Mississauga

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

watermain using trenchless technology under Sheridan Creek. WARD: M 2

X) APPLICATION #: 19/257 OWNER: Region of Peel AGENT: GHD Engineering LOCATION: 1570 Stonehaven Drive



upgrading an existing sewage pumping station.

WARD: M 2

SCHEDULE ‘A’ PAGE -13- 2019-11-08



Y) APPLICATION #: 19/239 OWNER: Region of Peel AGENT: R.V. Anderson Associates Ltd. LOCATION: 12111 Mississauga Road

Part Lot 18, Concession 4 WHS Town of Caledon


constructing a new tile outlet. WARD: C 2

Z) APPLICATION #: 19/268 OWNER: Poltawa Country Club AGENT: LOCATION: 55 Odessa Boulevard

Part Lots 27 & 28, Concession 5 WHS Town of Caledon

APPLICATION: Development in the Regulated Area to facilitate construction of

a garage and breezeway. WARD: C 2

SCHEDULE ‘A’ PAGE -14- 2019-11-08



AA) APPLICATION #: 19/261 OWNER: Orlando Corporation AGENT: LOCATION: 7850 Heritage Road

Part Lot 15, Concession 6 WHS City of Brampton

APPLICATION: Development in the Regulated Area to facilitate

construction of a new industrial building. WARD: B 6

BB) APPLICATION #: 17/337 OWNER: City of Mississauga AGENT: Ecosystem Recovery Inc. LOCATION: Moore Creek – south of Lakeshore


APPLICATION: Development in a regulated area and alteration to a

watercourse to facilitate completion of erosion control works. WARD: M 2

SCHEDULE ‘B’ PAGE -1-

2019-11-08

TO: The Chair and Members

of the Board of Directors, Credit Valley Conservation

SUBJECT: CONSERVATION AREAS RATES AND FEES 2020 PURPOSE: To seek approval from the Board of Directors of CVC for the

Conservation Areas Rates and Fees for 2020 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 and staffed (Island Lake, Belfountain, Terra Cotta, Ken Whillans) and subject to conservation area rates and fees. Additionally, in the fall of 2018 CVC entered into an agreement with the Ontario Heritage Trust to manage the Cheltenham Badlands. This is a highly visited site that is staffed by CVC and subject to conservation area rates and fees. As landowners and managers of conservation areas, CVC is obligated to ensure a standard of care for the land as it relates to the Occupier’s Liability Act. Providing a clean and safe environment for all visitors is an integral part of why we need to collect fees. Conservation area (CA) rates and fees reduce the burden on levies to municipalities and derive revenue from those who wish to use CA lands for special purposes. Revenues from conservation area fees are reinvested for such purposes as maintenance, repairs or replacement of aging visitor facilities as well as to enhance visitor experiences. Prices are set to ensure good value to visitors as well as a fair economic return for taxpayers based on market value and rates. CA rates and fees provide the following benefits for watershed municipalities, partners and CA visitors:

Supports local economic development through tourism and partnerships;

Supports financial resilience through stable and diverse funding sources;

Promotes access to public lands through the provision of programs and services sought by visitors;

Enables environmental education on our lands for visitors and students;

Provides opportunities to encourage healthy communities through innovative partnerships and use of facilities;

Supplies regional greenspaces that allow people to experience nature and escape the urban environment;


2019-11-08

Facilitates an opportunity to partner with Indigenous communities to achieve the recommendations of Truth and Reconciliation;

Facilitates partnerships with community organizations working together with CVC to achieve shared goals;

Cultivates a culture of giving to environmental initiatives through the Credit Valley Conservation Foundation.

Overview of Conservation Area Rates and Fees CA rates and fees are currently collected at CVC’s four active conservation areas and one CVC managed conservation property:

1. Island Lake Conservation Area 2. Belfountain Conservation Area 3. Ken Whillans Resource Management Area 4. Terra Cotta Conservation Area 5. Cheltenham Badlands (owned by the Province of Ontario, managed by CVC)

CA rates and fees address a range of facilities and services including, but not limited to: 1. Entry Fees:

There are presently two existing entry fee structures:

Day-use (Gatehouse) The gatehouse fee structure is used at all four active conservation areas during regular operating seasons. This type of fee structure is the focus of this report. Self-Serve Stations Island Lake Conservation Area, Terra Cotta Conservation Area and Ken Whillans Resource Management Area currently use the self-serve system during shoulder seasons (November 1 to and December 31 and mid-March to mid-April). CVC, on an ongoing basis, examines new or alternative methods for collecting the self-service fees at non-operational sites.

2. Parking Fee With limited parking available at Belfountain Conservation Area and the Cheltenham Badlands, parking fees are applied. A ‘pay and display’ parking machine is used at the Cheltenham Badlands and parking fees are collected at the gatehouse upon entry to Belfountain Conservation Area.

3. Membership:

CVC has partnered with Toronto and Region Conservation Authority (TRCA) to offer a joint membership program. Through this joint membership program, member access includes CVC’s Terra Cotta, Belfountain, Island Lake and Ken Whillans, along with TRCA’s Albion Hills, Boyd, Bruce’s Mill, Heart Lake, Petticoat Creek, Glen Haffy CAs, Black Creek Pioneer Village and Kortright Centre. The annual membership allows for unlimited access and for discounts for programs and services. The goal of member-ship program is to encourage and reward customer loyalty while at the same time creating a stable revenue base.

https://cvc.ca/enjoy-the-outdoors/conservation-areas/terra-cotta-conservation-area/

https://cvc.ca/enjoy-the-outdoors/conservation-areas/belfountain-conservation-area/

https://cvc.ca/enjoy-the-outdoors/conservation-areas/island-lake-conservation-area/

https://cvc.ca/enjoy-the-outdoors/conservation-areas/ken-whillans-resource-management-area/

https://trca.ca/parks/albion-hills-conservation-area/

https://trca.ca/parks/boyd-conservation-area/

https://trca.ca/parks/bruces-mill-conservation-area/

https://trca.ca/parks/glen-haffy-conservation-area/

https://trca.ca/parks/petticoat-creek-conservation-area/

https://trca.ca/parks/glen-haffy-conservation-area/

https://blackcreek.ca/

https://kortright.org/


2019-11-08

4. Rentals and Reservations: CVC offers numerous seasonal rentals to enhance the visitor experience including ice huts, fishing rods, ice drilling, snowshoes, skis, kayaks, canoes, paddleboards, boats, electric motorboats and fat tire bikes. Reservations are available for picnic areas, pavilions, amphitheaters, and canoe/kayak storage.

5. Special Permits and Fees:

CVC collects permit fees for weddings, professional photography, filming, wagon rides and use of the Terra Cotta Watershed Learning Centre.

6. Events:

Special events such as the Fall Festival and Maple Syrup Festival are opportunities to increase visitations and revenues during the shoulder season across the system contributing to financial stability and reduce burden on the levy. These events also help to connect all people with important Canadian traditions and with the natural environment.

To ensure a reasonable and responsible approach to the establishment of CA rates and fees, CVC continually seeks out new, different and innovative ways of meeting its mandate without passing on the cost to the end user. Examples of this approach in practice include: Partnerships: Partnerships are a fundamental part of how CVC does business in the watershed. This is clearly demonstrated through the operation of our conservation areas. Some examples include:

Local Service Clubs CVC continues to enjoy the benefits of support from a variety of local service clubs. For example, in 2019 the Rotary Club of Orangeville and Orangeville Lions Club, donated $50,000 each for construction of the natural playground at Island Lake Conservation Area. ‘Friends of’ CA Groups CVC has benefitted greatly from the time, effort and generosity of those involved in ‘Friends of’ groups. Since 2005, the Friends of Island Lake have contributed more than $2 million dollars to Island Lake projects and in 2019, have committed $75,000 towards the natural playground at Island Lake Conservation Area. Third Party Partnerships CVC continues to build and grow its relationships with various third parties (largely private sector) in the provision of various services and events. An example is bringing in food vendors (e.g. food trucks) to special events such as Fall Fest at Terra Cotta Conservation Area. This leverages the special skills such as food preparation and handling held by these vendors, allowing CVC staff to focus on providing the best venue possible for these events.


2019-11-08

Annual Conservation Area Rates and Fees Review CVC’s CA rates and fees are reviewed and approved by the Board of Directors annually. CVC is committed to operating high-quality, customer-oriented conservation areas. An annual review of conservation areas operations, including rates and fees, is required to operate as a customer-oriented service provider. CVC’s CA rates and fees are based on a set of criteria which reflect and help achieve Conservation Areas Master Strategy (CAMS) outcomes. In 2018 CVC’s Board of Directors approved an updated CAMS that identifies the outcomes, directions and deliverables needed over the next ten years to sustain those natural spaces and create high-quality recreational, cultural and educational experiences that meet visitors’ needs today and into the future. The following set of criteria are considered to ensure that a proposed change to rates and fees will help:

Maintain safe, high quality conservation areas and visitor experiences;

Ensure service comparability with other CA’s in Ontario;

Support specialized activities and events;

Support new and refurbished facilities;

Maintain accountability to our CA visitors, partners, donors, taxpayers.

The annual CA rates and fees review process allows CVC to maintain comparable fee structures with other conservation authorities. As shown in Schedule ‘B’, Appendix 1, CVC’s basic fees range from slightly lower to equal to the fees of neighbouring conservation authorities. Given our partnership with TRCA we endeavor to have the same rates and fees where comparable facilities and services exist. In addition to the annual CA rate and fee review, there may be instances where staff need the flexibility to adjust rates and fees to special circumstances. Examples of these circumstances are identified in Table 1, below.

Table 1: Examples Where Fees May Change to Reflect Special Circumstances

Fee Type Fee Description

General Admission May be altered to allow entrance to special events or to reflect sponsorship and partnership contributions that reduce the fees to the visitor.

User Fees The provision of incidental services, minimum group size requirements and program operating schedules are among considerations which may affect rates and fees charged.

Discounts and Premiums Any fee may be subject to a discount or premium at the discretion of the appropriate Manager and/or Superintendent.


2019-11-08

ANALYSIS: Proposed Changes to 2020 Conservation Areas Rates and Fees In general, staff are recommending most of the 2020 conservation areas rates and fees remain consistent with 2019 rates. The reasons for this include:

It continues to make entry into the conservation areas affordable for families;

It encourages visitors to take advantage of the membership options available;

It continues to help defray costs associated with maintaining and operating the conservation areas.

CVC staff are recommending a few minor changes to the conservation areas rates and fees for 2020. These recommendations are based on a thorough review of the fee-for-service model and other considerations such as:

Consumer Price Index;

Revenues generated from conservation area admissions, parking, programs, facilities and events;

Willingness to pay;

Comparison of rates and fees at other conservation authorities;

Improvements and/or changes to conservation area infrastructure.

Application of Consumer Price Index Staff recommends that the annual Consumer Price Index (CPI) as of January each year be accumulated until it results in an increase of 25 cents or greater and that applicable conservation area fees be increased as of January 1st the year the threshold is expected. The average CPI to date in 2019 is approximately 2%. No increases are warranted in 2020 based on this criterion alone.

Attached as Schedule ‘B’, Appendix 2 is CVC’s recommended 2020 Conservation Areas Rates and Fees Schedule. CVC staff recommend the 2020 rates and fees schedule come into effect on January 1, 2020. Table 2 summarizes the proposed changes to the 2020 fee structure. Table 2: Summary of proposed fee changes for 2020

Rate / Fee Current Fee

Proposed Fee*

Rational

Green Fee Deposit (For group picnics and pavilion reservations)

None $150.00 per picnic or pavilion rental

This will help deter groups from leaving additional garbage on site while encouraging groups to use proper waste, recycling and compost bins

Paddleboard Rentals $20.00 per hour $50.00 per day

$10.00 per hour $40.00 per day

Rentals of these are lower than canoes/kayaks. Lowering the price will give visitors incentive to try them out.


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Fishing Rod Rental (per day)

$10.00 per day

$15.00 per day

The number of rentals has increased, therefore increased maintenance/replacement is required.

Pavilion (Large open pavilion, no hydro or water) (KWRMA)

N/A $125.00 per day

New infrastructure for 2020 season, in line with other pavilion options offered.

Pavilion (Large open pavilion, no hydro or water) (ILCA)

N/A $150.00 per day

New infrastructure for 2020 season, in line with other pavilion options offered

*The above fees are additionally subject to Ontario’s Harmonized Sales Tax (HST). Continuous Improvement On an ongoing basis CVC looks for opportunities to implement efficiencies, improve customer service and achieve cost recovery for programs and services. In the year ahead CVC will be investigating various tools and programing opportunities to improve the overall visitor experience. Major initiatives we are currently reviewing include:

Parking Fees at Non-Active Conservation Areas CVC continues to explore the opportunities of instituting cloud-based parking (parking management system) at some of CVC’s non-active conservation areas. These funds would help offset the costs associated with the development and maintenance of these areas - such as parking lots, trails, washrooms and garbage pickup. Customer Service Technologies As visitation and revenue generated by conservation areas continues to increase it is becoming critical to address some of the technological challenges these sites face. There are two initiatives which are currently underway in this regard:

Point of Sale (POS) System CVC’s four active conservation areas are currently using point of sale systems which are nearly a decade old. This old technology impacts the ability to quickly, accurately and efficiently integrate the data collected at the conservation areas with the financial system at the administrative office. This results in an inordinate amount of time and effort being spent on this activity. Plans for implementation of an upgraded POS System in 2020 are underway. Customer Management Software CVC’s conservation areas would greatly benefit from a technology solution that helps organize, manage and respond to customer needs including conservation area members, rental customers, reservations, event attendees and general inquiries.

Event Programming CVC continues to seek out different ways of attracting new and diverse visitors and tourists to our conservation areas. This is largely done through events such as:

Maple syrup festivals;

Fishing derbies;


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Fall festival;

Green weddings;

Theatrical productions or concerts;

Wellness programs;

Corporate events (e.g. large corporate picnics, charity runs) COMMUNICATIONS PLAN: The updated rates and fees will be posted on the CVC website, on joint CVC and TRCA webpages and websites, and in the Conservation Areas Visitors Guide. In addition, some of the key 2020 conservation rates and fees will be posted at entrances to:

lsland Lake Conservation Area

Ken Whillans Resource Management Area

Belfountain Conservation Area

Terra Cotta Conservation Area

Cheltenham Badlands FINANCIAL IMPLICATIONS: CA revenue supports the operations, repair, maintenance, and enhancement of facilities related directly to visitor enjoyment, visitor access, and health and safety. Annually, a conservation area revenue target is set and designed to offset conservation area related expenditures. CA rates and fees are critical to achieving this revenue target and supporting the operation of high-quality conservation areas. CONCLUSION: Staff have reviewed the current rates and fees and are recommending modifications to only a few of the existing rates and fees. New rates and fees are proposed for new infrastructure and to incent the right behavior in waste management. No inflationary increases are proposed at this time.


2019-11-08

RECOMMENDED RESOLUTION: WHEREAS conservation area rates and fees are collected at four active CVC owned and managed conservation areas and at one CVC managed property; and WHEREAS all rates and fees be subject to Harmonized Sales Tax, where applicable; THEREFORE BE IT RESOLVED THAT the report entitled “Conservation Areas Rates and Fees 2020” be received and appended to the minutes of this meeting as Schedule ‘B’; and further THAT effective January 1, 2020 CVC staff be directed to implement the revised fee structure contained therein. Submitted by:

____________________________ _____________________________ Bill Lidster Terri LeRoux Manager, Conservation Parks Senior Manager, PARCS

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

____________________________ Deborah Martin-Downs Chief Administrative Officer

Fee Comparison between CVC and Other Conservation Authorities with Similar Services - 2019

Fees (before tax)

Credit Valley (Incl. HST)

Conservation Halton (Incl. HST)

Grand River (Incl. HST)

Toronto and Region (Incl. HST)

Adult $6.50 $7.00 $7-$10 $6.50

Senior $5.00 $6.00 $5.50 - $7.50 (& people with disabilities)

$5.50

Child $3.00 5 & under FREE

$5.25 4 & under FREE

$3-$5 5 & under FREE

$4.00

Parking $10 on weekends

NA NA $8.05 (Black Creek CA only)

Pay and display machine (Badlands only)

$6.50/hr. $10/two hrs. (per vehicle)

$14 (per vehicle)

Canoe/Kayak/ Paddleboard Rentals

Hourly $22.60 Daily $56.50

Single Kayak 1 hr. - $20 2 hr. - $30 Tandem 1 hr. - $22 2 hr. - $35 Canoe 1 hr. - $24 2 hr. - $40 SUP 1 hr. - $20 2 hr. - $30 Pedal Boats 1 hr. - $24 2 hr. - $40

Canoe & SUP (Shade’s Mills) Up to 4 hrs. - $30 Over 4 hrs. - $45 Canoe/Kayak (Byng/Conestogo/Guelph Lake) 1 hr. - $15 4 hrs. - $45 8 hrs. - $75 Canoe, Tandem, SUP (Pinehurst) 1hr. - $17 Single kayak 1hr. - $12 (Rockwood) Canoe weekday hr. - $15 Canoe weekend hr. - $20

Canoe, pedal, row1 hr. - $15 4 hrs. - $35

Boats with electric motors

Half day $67.80 Full day

NA

Gas motors (Belwood Lake/Conestogo Lake) 4 hrs. - $80

NA

SCHEDULE 'B', APPENDIX 1 PAGE 1

2019-11-08

$101.70 8 hrs. - $120 12 hrs. - $140

Fat Tire Bikes Per hour - $11.30 Per day - $45.20

NA NA 2 hrs. - $35 Per day - $50

Kick Sleds Per hour - $11.30 Per day - $28.25

NA NA N/A

Ski Set (skis, boots, poles)

Adult - $30.50 Child - $19.20

NA Adult - $20 Child - $15

Adult - $19.84 Youth - $13.80

Snowshoe rental

$16.95 NA $11 N/A

Pavilion hydro/water

$20 - $175+HST

NA $75 - $300 $155 - $500

Pavilion no hydro/water

$20 - $165+HST

NA $25 - $200 $155 - $500

Memberships

Individual $84.75 (CVC)

$62 N/A $50 - $150

Senior $50.50 N/A NA Family & Friends (up to 6 people)

$152.55 (TRCA & CVC)

$135.50 $130

$135

Senior Family N/A $113 $115 (& people with disabilities)

NA

Single Park Membership (up to 6 people)

NA NA NA $85-180


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Appendix 2

2020 Conservation Area Rates and Fees Schedule

Notes: - Any year-to-year change is noted by highlight - Prices may be rounded at time of sale for efficiency or cash transactions

Conservation Area Rates and Fees Current Proposed 2019

Conservation Area Day Use Adult $5.75+hst $5.75+hst Child (6-14) $2.65+hst $2.65+hst Senior (60+) $4.43+hst $4.43+hst Bus Group (7 or more adults) $3.50+hst $3.50+hst Municipal Bus Service $2.50+hst $2.50+hst Parking Fee $10.00+hst $10.00+hst Maximum Daily Rate Vehicle (up to 6 people) $23.90+hst $23.90+hst Bus Fee $110.00+hst $110.00+hst Active Transportation Users No Charge No Charge Boat Launch (Island Lake CA Only) $8.00+hst $8.00+hst Self-Serve Day Use (per day) Vehicle $4.43+hst $4.43+hst Bus $44.25+hst $44.25+hst Winter Rentals Ice Fishing Program Full-day Hut Rental (per person) $36.00+hst $36.00+hst Half-day Hut Rentals (per person) $26.00+hst $26.00+hst Fail to Show for Hut Reservations As reserved As reserved Ice Fishing Rod Rental $10.00+hst $10.00+hst Ice Fishing Rod Security Deposit $20.00 $20.00 Portable Huts 2 person $30.00/day+hs

t$30.00/day+hst

3 person $40.00/day+hst

$40.00/day+hst


$50.00/day+hst

Drilling of Ice Fishing Hole – 1 $1.77+hst $1.77+hst Drilling of Ice Fishing Holes – 3 $4.43+hst $4.43+hst


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Snowshoes Snowshoes (per pair/ per day) $15.00+hst $15.00+hst Cross Country Ski Rentals Adult $27.00+hst $27.00+hst Children/ Seniors (14 and under/ 60 and over) $17.00+hst $17.00+hst Kick Sled $10.00/hr. or

$25.00/day+hst

$10.00/hr. or $25.00/day+hst

Summer Rentals Water-based Program Hourly Canoe, Kayak $20.00+hst $20.00+hst Hourly Paddleboard $20.00+hst $10.00+hst Daily Canoe, Kayak $50.00+hst $50.00+hst Daily Paddleboard $50.00+hst $40.00+hst Half Day Boat with Electric Motor $60.00+hst $60.00+hst Fat Tire Bike $10.00/hr. or

$40.00/day+hst

$10.00/hr. or $40.00/day+hst

Full Day Boat with Electric Motor $90.00+hst $90.00+hst Watercraft Security Deposit $200.00 $200.00 Fail to Show for Watercraft Reservation As Reserved As Reserved Fishing Rod Rental $10.00+hst $15.00+hst Fishing Rod Security Deposit $20.00 $20.00 Annual Memberships Conservation Parks Family and Friends

Membership, valid at TRCA and CVC Parks (up to 6 people)

$135.00+hst $135.00+hst

Conservation Parks Individual Membership, valid at TRCA and CVC Parks

$75.00+hst $75.00+hst

Annual User Canoe and Kayak Storage (per unit stored) $110.00+hst $110.00+hst Pavilion Rental Enclosed Pavilion with hydro and water (ILCA) $150.00+hst $150.00+hst Large Open Pavilion with hydro and sound system

(TCCA) $175.00+hst $250.00+hst

Medium Open Pavilion no hydro/water, includes 2 wagon shuttles (TCCA)

$165.00+hst $165.00+hst

Small Open Pavilion no hydro/water, includes 1 wagon shuttle (TCCA)

$125+hst $125+hst

Pavilion (Large Open pavilion, no hydro or water) (KW)

NA $125.00+hst

Pavilion (Large Open pavilion, no hydro or water) (ILCA)

NA $150+hst

Picnic Site Rental


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General Area $50.00+hst $50.00+hst Premium Site $75.00+hst $75.00+hst Green Fee Deposit NA $150.00 Reservation Site Reservation Deposit (included in site rental,

non-refundable) $25.00 $25.00

Special Event (included in fee and non-refundable) $300.00 $300.00 All equipment Reservation Fee (additional fee, online

bookings available) $4.43+hst $4.43+hst

Amphitheatre Reservation Deposit (TCCA) $50.00 $50.00 Special Events Special Event Fee $300.00+hst $300.00+hstWeddings Wedding Services start at $800.00+hst $800.00+hst Note: additional fees applicable for services

rendered

Professional Photography Professional Photography (9 ppl, 1 hour) $75.00+hst $75.00+hst Professional Wedding Photos (25 ppl, 2 hours) $250.00+hst $250.00+hst Portfolio Photography $50.00/hour

+hst$50.00/hour +hst

Special Permits Commercial Filming (operating hours) $250.00/ hour

+hst$250.00/ hour +hst

Before/ after operational hours $300.00/ hour +hst

$300.00/ hour +hst

Vendors, added value to an event $25.00/ day +hst

$25.00/ day +hst

Vendors, event will have at least 250 people attend $100.00/day+hst

$100.00/day+hst


$200.00/day+hst


$500.00/day+hst

Commercial Photography (operating hours) $125.00/ hour +hst

$125.00/ hour +hst


$225.00/ hour +hst

Staff assistance $30.00/ hour +hst

$30.00/ hour +hst

Wagon Ride - max 25 people (+/-) each ride $25.00/ride +hst

$25.00/ride +hst

Watershed Learning Center Mon – Fri (up to 4 hours)

$150.00+hst $150.00+hst


$300.00+hst $300.00+hst


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Watershed Learning Center Sat & Sun (up to 4 hours)

$250.00+hst $250.00+hst


$400.00+hst $400.00+hst

Watershed Learning Center Cancellation Fee $100.00+hst $100.00+hst Amphitheatre (no equipment, includes res. fee)

(TCCA) $100.00+hst $100.00+hst

Amphitheatre (no equipment, includes res. fee) ILCA Weekdays

$75.00+hst $75.00+hst

Amphitheatre (no equipment, includes res. fee) (ILCA) Weekends

$200.00+hst $200.00+hst

Laptop $50.00+hst $50.00+hst Land Planning Easement Fees Schedule Low These easements will be simple agreements

with no other extenuating environmental or legal concerns or have involvement from any other group or agency.

$3,000 $3,000

Medium These easements will require circulation to one or more outside agencies and may have limited environmental and/or legal concerns.

$6,000 $6,000

High These easements will require substantial amounts of discussion and negotiation with one or more of CVC’s partners and/or be very complex because of environmental or legal considerations.

$10,000 $10,000


2019-11-08

Appendix 2

2020 Conservation Area Rates and Fees Schedule

Notes: - Any year-to-year change is noted by highlight - Prices may be rounded at time of sale for efficiency or cash transactions

Conservation Area Rates and Fees Current Proposed 2019

Conservation Area Day Use Adult $5.75+hst $5.75+hst Child (6-14) $2.65+hst $2.65+hst Senior (60+) $4.43+hst $4.43+hst Bus Group (7 or more adults) $3.50+hst $3.50+hst Municipal Bus Service $2.50+hst $2.50+hst Parking Fee $10.00+hst $10.00+hst Maximum Daily Rate Vehicle (up to 6 people) $23.90+hst $23.90+hst Bus Fee $110.00+hst $110.00+hst Active Transportation Users No Charge No Charge Boat Launch (Island Lake CA Only) $8.00+hst $8.00+hst Self-Serve Day Use (per day) Vehicle $4.43+hst $4.43+hst Bus $44.25+hst $44.25+hst Winter Rentals Ice Fishing Program Full-day Hut Rental (per person) $36.00+hst $36.00+hst Half-day Hut Rentals (per person) $26.00+hst $26.00+hst Fail to Show for Hut Reservations As reserved As reserved Ice Fishing Rod Rental $10.00+hst $10.00+hst Ice Fishing Rod Security Deposit $20.00 $20.00 Portable Huts 2 person $30.00/day+hs

t$30.00/day+hst


$40.00/day+hst


$50.00/day+hst

Drilling of Ice Fishing Hole – 1 $1.77+hst $1.77+hst Drilling of Ice Fishing Holes – 3 $4.43+hst $4.43+hst


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Snowshoes Snowshoes (per pair/ per day) $15.00+hst $15.00+hst Cross Country Ski Rentals Adult $27.00+hst $27.00+hst Children/ Seniors (14 and under/ 60 and over) $17.00+hst $17.00+hst Kick Sled $10.00/hr. or

$25.00/day+hst

$10.00/hr. or $25.00/day+hst

Summer Rentals Water-based Program Hourly Canoe, Kayak $20.00+hst $20.00+hst Hourly Paddleboard $20.00+hst $10.00+hst Daily Canoe, Kayak $50.00+hst $50.00+hst Daily Paddleboard $50.00+hst $40.00+hst Half Day Boat with Electric Motor $60.00+hst $60.00+hst Fat Tire Bike $10.00/hr. or

$40.00/day+hst

$10.00/hr. or $40.00/day+hst

Full Day Boat with Electric Motor $90.00+hst $90.00+hst Watercraft Security Deposit $200.00 $200.00 Fail to Show for Watercraft Reservation As Reserved As Reserved Fishing Rod Rental $10.00+hst $15.00+hst Fishing Rod Security Deposit $20.00 $20.00 Annual Memberships Conservation Parks Family and Friends

Membership, valid at TRCA and CVC Parks (up to 6 people)

$135.00+hst $135.00+hst

Conservation Parks Individual Membership, valid at TRCA and CVC Parks

$75.00+hst $75.00+hst

Annual User Canoe and Kayak Storage (per unit stored) $110.00+hst $110.00+hst Pavilion Rental Enclosed Pavilion with hydro and water (ILCA) $150.00+hst $150.00+hst Large Open Pavilion with hydro and sound system

(TCCA) $175.00+hst $250.00+hst

Medium Open Pavilion no hydro/water, includes 2 wagon shuttles (TCCA)

$165.00+hst $165.00+hst

Small Open Pavilion no hydro/water, includes 1 wagon shuttle (TCCA)

$125+hst $125+hst

Pavilion (Large Open pavilion, no hydro or water) (KW)

NA $125.00+hst

Pavilion (Large Open pavilion, no hydro or water) (ILCA)

NA $150+hst

Picnic Site Rental


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General Area $50.00+hst $50.00+hst Premium Site $75.00+hst $75.00+hst Green Fee Deposit NA $150.00 Reservation Site Reservation Deposit (included in site rental,

non-refundable) $25.00 $25.00

Special Event (included in fee and non-refundable) $300.00 $300.00 All equipment Reservation Fee (additional fee, online

bookings available) $4.43+hst $4.43+hst

Amphitheatre Reservation Deposit (TCCA) $50.00 $50.00 Special Events Special Event Fee $300.00+hst $300.00+hstWeddings Wedding Services start at $800.00+hst $800.00+hst Note: additional fees applicable for services

rendered

Professional Photography Professional Photography (9 ppl, 1 hour) $75.00+hst $75.00+hst Professional Wedding Photos (25 ppl, 2 hours) $250.00+hst $250.00+hst Portfolio Photography $50.00/hour

+hst$50.00/hour +hst

Special Permits Commercial Filming (operating hours) $250.00/ hour

+hst$250.00/ hour +hst


$300.00/ hour +hst

Vendors, added value to an event $25.00/ day +hst

$25.00/ day +hst


$100.00/day+hst


$200.00/day+hst


$500.00/day+hst

Commercial Photography (operating hours) $125.00/ hour +hst

$125.00/ hour +hst


$225.00/ hour +hst

Staff assistance $30.00/ hour +hst

$30.00/ hour +hst

Wagon Ride - max 25 people (+/-) each ride $25.00/ride +hst

$25.00/ride +hst


$150.00+hst $150.00+hst


$300.00+hst $300.00+hst


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$250.00+hst $250.00+hst


$400.00+hst $400.00+hst

Watershed Learning Center Cancellation Fee $100.00+hst $100.00+hst Amphitheatre (no equipment, includes res. fee)

(TCCA) $100.00+hst $100.00+hst

Amphitheatre (no equipment, includes res. fee) ILCA Weekdays

$75.00+hst $75.00+hst

Amphitheatre (no equipment, includes res. fee) (ILCA) Weekends

$200.00+hst $200.00+hst

Laptop $50.00+hst $50.00+hst Land Planning Easement Fees Schedule Low These easements will be simple agreements

with no other extenuating environmental or legal concerns or have involvement from any other group or agency.

$3,000 $3,000

Medium These easements will require circulation to one or more outside agencies and may have limited environmental and/or legal concerns.

$6,000 $6,000

High These easements will require substantial amounts of discussion and negotiation with one or more of CVC’s partners and/or be very complex because of environmental or legal considerations.

$10,000 $10,000


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SCHEDULE ‘C’ PAGE -1-

2019-11-08



SUBJECT: PLANNING AND DEVELOPMENT SERVICES COST

RECOVERY AND FEE SCHEDULE UPDATE PURPOSE: To inform the Board of Directors of CVC the status of cost

recovery for the plan review and regulation programs and to seek approval of the 2020 fee schedules.

BACKGROUND: The Ministry of Natural Resources and Forestry established guidelines for the collection of fees under Section 21 of the Conservation Authorities Act in 2010. The guidelines allow conservation authorities (CAs) to charge fees for plan review services, CA permits and responses to legal, real estate and public inquiries. Fees established are not to exceed the costs of administering and delivering the services on a program basis. CVC Plan Review and Permit Fee Structure In 2003, the CVC Board of Directors approved an updated cost recovery strategy to collect fees associated with the plan review and permit programs – recognizing the anticipated increase in growth and development throughout the jurisdiction and subsequent anticipated increased workload for CVC Planning and Development Services (PDS) staff. The approved fee strategy was to target ‘development paying for development’ while being reasonably consistent with other CA and municipal fees for similar services Over time, a 60/40 revenue to levy standard was established targeting a maximum 60% revenue from development (fee-for-service) and the remaining 40% from general/special levy to cover program costs. This was based on trends developed from CVC and several other CA’s experience with resourcing plan review and regulation staff. In general, the 60% revenue (fee-for-service) cost recoverable component of the budget recognizes the substantial amount of resources used in supporting plan review and regulation programs, while the 40% levy component recognizes the high level of effort used to support CVC policy and guideline development, as well as municipally driven planning activities such as official plan reviews, comprehensive zoning by-law updates, and CVC staff’s participation in municipal strategic and master planning exercises. In 2016, at the direction of the Board, CVC PDS staff developed a temporary staff time tracking system to collect data necessary to undertake a statistical analysis to confirm the relevancy of the 60/40 revenue to levy standard. Through this analysis it was found staff time spent on plan review and permitting (revenue) versus plan input (levy) continued to be consist with the 60/40 standard. Since that time, this funding formula continues to


2019-11-08

support the necessary staff capacity and expertise for program delivery and to ensure service delivery standards are met. Past CVC Planning and Permit Fee Updates Since 2003, planning and permit fees have been consistently adjusted to reflect inflation and service delivery costs, the range of types of applications, and the increased policy and regulatory scope (e.g. changes in provincial policy, CA regulations etc.) often requiring a higher level of resources and expertise to review. In addition, while navigating these increasingly complex and resource intensive applications, it continues to be expected that CVC meet service delivery standards and that permit fees for individual property owners should be kept to a minimum (i.e. not increase minor permit fees to a point they become a deterrent to applicants, resulting in increased violations and non-compliance). The last substantial change to plan review and permit fee schedules was made in 2016. At that time, discussion with the Building Industry and Land Developers Association (BILD) resulted in an agreement to increase subdivision fees by 25% (not to be reviewed until 2020) recognizing the increasing complexity of applications and resources needed for review, to allow for inflation over time, and for fee predictability for applicants. In addition, new fee categories were created for redevelopment and infill projects – including a modest increase to the permit fees (Board resolution #81/16). At that time, it was expected inflation and service delivery costs would be tracked and fee schedules adjusted every two to three years (except for subdivision fees which were to be reviewed in 2020), as necessary. In 2018, planning fees (except subdivision fees) were increased by 3.5% and permit fees by 10%, recognizing inflation, to support maintaining a high level of customer service and staff retention, and to be more consistent with other Greater Golden Horseshoe CA fees that were also updated at that time. A reserve account was also established so that revenue received in late 2018 could be applied in 2019 when most of the resources for the review of the application would be used. ANALYSIS: One main concern that continues to be a major influence on achieving cost recovery targets is that plan review and permit fees collected are often dependent on several factors beyond CVC’s control. These factors include the state of the economy, political influences, market limitations and the pace, phasing and timing of development. Leading up to 2019, an on-going issue from a budgetary perspective included the uncertainty around the types and timing of development applications that were proceeding to the point where cost recovery could occur (i.e. application submission, issuance of conditions, clearances etc.). However, in early 2019 the receipt of applications and fees for major development along the Lake Ontario shoreline (Lakeview Waterfront development) and several subdivision applications from the middle/upper watershed municipalities (Caledon, Erin and Orangeville), coupled with a noticeable increase in more complex infill/redevelopment applications and property inquiries, has assisted in maintaining a steady source of revenue to support cost recovery for the planning and regulations programs.


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Past Trends for Applications Received and Factors Influencing Cost Recovery The following tables provide a review of the planning and development applications received by CVC (Table 1) and associated revenue, program cost and cost recovery (Table 2) from 2015 to 2018. It should be noted the number of applications does not reflect the complexity or the amount of effort needed to review the application. Table 1 – Trends in Applications Received for 2015 to 2018

Year

Plan Review Applications

Permit Applications

Property Inquiries

*Environmental Assessments

2015 161 367 146 15

2016 158 354 168 17

2017 171 373 144 14

2018 180 386 175 14

AVERAGE 168 370 158 15

*excludes Class EA Schedule A/A+ - municipal minor works and standard maintenance activities.

Table 2 – Trends in Revenue, Program Cost and Cost Recovery for 2015 to 2018

Year Revenue ($) Program Cost ($) Cost Recovery (%)

2015 541,000 1,200,000 45

2016 716,000 1,300,000 55

2017 725,000 1,300,000 56

2018 809,000 1,300,000* 62

AVERAGE 710,000 1,300,000 55

*program cost remained constant from 2016 to 2018 due to cost savings in staffing (e.g. gapping, underfilling etc.).

In general, trends indicate a steady increase in the number of development applications, revenue generated and cost recovery from 2015 to 2018. Although the challenges in predicting revenue from development continue (factors largely beyond CVC staff’s control), the four-year trends indicate a reasonable and effective forecasting and cost recovery model has been achieved (i.e. close to the 60/40 revenue to levy ratio) with increasing cost recovery from ‘fee-for-service’ revenue streams. Projected Applications Received and Cost Recovery for 2019 Below, Table 3 provides the projected 2019 planning and development applications received by CVC, and Table 4 the associated projected 2019 revenue, program cost and cost recovery. Additionally, both Tables 4 and 5 include the four-year averages for each category for comparison purposes. Table 3 – Projected Applications Received for 2019

Year

Plan Review Applications

Permit Applications

Property Inquiries

*Environmental Assessments

**2019 169 330 204 14

***AVERAGE 168 370 158 15 *excludes Class EA Schedule A/A+ - municipal minor works and standard maintenance activities. **calculated using actuals as of September 30, projected to December 31 *** 4-year average from 2015 to 2018


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Table 4 – Projected Revenue, Program Cost and Cost Recovery for 2019 Year Revenue ($) *Program Cost ($) Cost Recovery (%)

**2019 860,000 1,300,000 67

***AVERAGE 710,000 1,300,000 55 *projected program cost for 2019 are consistent with 2018 due to cost savings in staffing (e.g. gapping, underfilling etc.). ** calculated using actuals as of September 30, projected to December 31 ***4-year average from 2015 to 2018

Although permit and environmental assessment applications are projected to be below the four-year (2015 to 2018) average, plan review and property inquiry applications received are projected to be above average – with a significant increase in property inquiries. The projected decreasing trend in permit applications for 2019 is in part due to increased measures encouraging pre-consultation (delaying formal application submission to work through pre-application discussion to improve submissions) and streamlining efforts (e.g. ‘bundling’ or combining permits for different works by same applicant on same property to reduce administrative costs and permit issuance times) – particularly for municipal works and subdivision applications. The projected increase in 2019 revenue in part is due to the 2018 fee increases, receipt of a high volume of infill and redevelopment applications (e.g. Streetsville, Lakeview waterfront, Port Credit, Cooksville and Orangeville), a consistent number of subdivision applications received from middle/upper watershed municipalities (Caledon, Erin, Orangeville and Mono), increased volume of large to major scale permit types watershed wide, and receipt of major plan review fees early in 2019 for larger development applications originally anticipated to be received in late 2018 (as such, placing funds in reserve in late 2018 was not necessary). Finally, the above average projected cost recovery for 2019 (67%) is in large part a result of program costs being generally maintained to 2018 levels, and the consistent revenue stream from large to major development applications as highlighted above. Proposed 2020 Fee Schedules Attached as Schedule ‘C’ Appendix 1 and 2 are the proposed 2020 fees for plan review and permits respectively. There are no recommended changes to the 2020 planning or permit fee schedules from 2019 levels. This is in keeping with past practice where plan review and permit fees are typically not changed on a year to year basis – rather, they are typically reviewed comprehensively and updated on a two to three-year timeframe. Using a two to three-year timeframe best recognizes that modest annual inflation increases to fees every year generally translates to very minor increases, with lots of effort for little gain. It has been our practice and experience that a (minimum) two year comprehensive fee review/update is a more reliable and efficient way to realistically track trends that generate accurate metrics for forecasting cost recovery. The recommendation to increase fees coming from the last comprehensive fee review in 2018, was implemented in the 2019 fee schedules.


2019-11-08

Impacts of Province’s Modernizing Conservation Authority Activities Review There remains a considerable amount of uncertainty of the range of impacts from the province’s ‘modernizing conservation authority activities’ initiative on CVC’s Planning and Development Services’ programs and their administration. It remains unclear how the new regulations will change CVC’s administration of the Section 28 regulation, as well as what programs (or parts thereof) will be addressed in regulation and subsequently eligible for general levy funding. Those programs not identified set out in regulation, may be subject to alternative funding sources such as special levies (through service agreements or memorandum of understanding), fund raising, grants, fee-for-service and user fee models. It is anticipated the new regulations outlining CA mandatory activities, Section 28 requirements, and fee administration will be released in late 2019 or in 2020. Finally, a comprehensive fee review and stakeholder consultation will be undertaken in 2020 which also corresponds to when it is anticipated the province will release the new regulations - providing clarity on what impacts the new regulations will have on PDS programs, program administration, program delivery and cost recovery. A report on PDS past, present and proposed future customer service and streamlining activities in response to provincial modernizing CA activities will also be considered for endorsement at the November 2019 CVC Board of Directors meeting. COMMUNICATIONS PLAN: All watershed municipalities will receive the 2020 fee schedules in advance of the start of the new year and the schedules will be posted on the CVC website for public viewing. Additionally, BILD has been consulted on the proposed 2020 fee schedules and indicated no concerns. FINANCIAL IMPLICATIONS: The recommended 2020 fee schedules will continue to assist in meeting 2020 budgetary projections, as a steady and consistent level of planning and development related applications are anticipated. The reserve account created in 2018 will only be used in the event substantial revenue is received from new applications received, deferring it to the subsequent year when most of the resources to review the application will be used. CONCLUSION: The guidelines established by the Ministry of Natural Resources and Forestry (2010) for collection of fees under Section 21 of the Conservation Authorities Act allows conservation authorities (CAs) to charge fees for plan review services, CA permits and responses to public inquiries. Recognizing CVC’s past practice of comprehensively reviewing and updating plan review and permit fees on a two to three year timeframe, the fact there remains uncertainty on the range of impacts from the province’s modernizing conservation authority activities


2019-11-08

initiative, and CVC staff’s commitment to undertake a comprehensive fee review in 2020 (consistent with agreement reached with BILD) - it is recommended the 2020 plan review and permit fees be maintained at 2019 levels. It is expected that maintaining 2020 fees to 2019 levels will continue to provide sufficient support to plan review and permitting services, as well as allow CVC to meet customer service delivery standards while allowing time to further evaluate impacts of the updated CA regulations (anticipated to be released in 2020). RECOMMENDED RESOLUTION: WHEREAS CVC staff undertook a comprehensive review and update to plan review and permit fees in 2018 which was implemented in 2019; and WHEREAS the province has yet to release the updated regulations affecting how CVC administers the Section 28 regulations, Planning and Development Services’ program funding source(s) eligibility, and fee collection standards; and WHEREAS CVC staff will undertake a comprehensive fee review and stakeholder consultation in 2020 which corresponds to when it is anticipated more certainty of the impacts of the new regulations will be provided; and WHEREAS the Board of Directors will also be considering endorsement of the ‘Planning and Development Services Customer Service and Streamlining Action Plan (June 2019)’ at the November 2019 Board of Directors meeting; THEREFORE BE IT RESOLVED THAT the report entitled “Planning and Development Services Cost Recovery and Fee Schedule Update” be received and appended to the minutes of this meeting as Schedule ‘C’; and THAT the Board of Directors approve the proposed 2020 plan review and permit fee schedules attached as Schedule ‘C’, Appendix 1 and 2; and THAT CVC staff undertake a comprehensive fee review and stakeholder consultation in 2020, to be implemented in 2021; and further THAT staff be authorized to continue to use the reserve account to defer revenue received late in a given year for a review that will be undertaken in a subsequent year.


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Submitted by:

_________________________ __________________________ Josh Campbell MES, RPP Jeff Payne Director, Planning & Development Services Deputy CAO & Director, Corporate

Services Recommended by:

__________________________ Deborah Martin-Downs Chief Administrative Officer

2020 CVC Permit Fee Schedule

Ontario Regulation 160/06 Permit Applications

Permit Fees

Development

Small Scale $450

Development Medium Scale

$1,350

Development Large Scale

$3,250

Development

Major Scale $5,500

Interference with Wetlands and Alterations to Watercourses and Shorelines-Small

Scale

$800

Interference with Wetlands and Alterations

to Watercourses and Shorelines-Medium Scale

$2,250

Interference with Wetlands and Alterations to Watercourses and Shorelines-Large Scale

$6,500

Interference with Wetlands and Alterations

to Watercourses and Shorelines-Major Scale

$11,000

Permit for Minor Works $150

Permit Revisions/Review of Repeat Submissions

Small scale:25% of current

fee Others: 50% of current fee

Expedited Review (Director approved-

subject to resources available)

Additional 100% of current

Fee

In Stream Timing Window Extension Minor $500 Major $5000

Fill Placement (less than 500m3 )* Large Fill Placement (greater than 500m3)

$400 $10,000 plus $1.00 per m3

Additional Site Visit $200

SCHEDULE 'C', APPENDIX 1 PAGE 1

2019-11-08

Property Information

Solicitor/Realtor/Property Inquiry $325**

GIS Information Request/Service $50-$75/hr +HST

* 500m3 is equivalent to approximately 50 truckloads.

** HST applicable to Solicitor/Realtor/Property Inquiry. The $325 fee includes the HST.

NOTES 1. The application fee must be paid at the time of filing an application. A

permit will not be issued unless the application fee has been

submitted. 2. CVC reserves the right to modify or adjust fees should the review require

a substantially greater or lower level of review and/or assessment. 3. Fees related to review of repeat submissions will be determined by CVC

depending on the number, completeness and quality of the repeat

submissions. 4. All permits are issued for two years. Permit extensions and/or renewals

will not be granted. However, applicants may re-apply for re-issuance of a new permit for the original approved works in accordance with the most recent technical requirements.

5. For Permits associated with “Unauthorized Works” or a “Violation”, the fee will be double the applicable application fee.

6. For large fill placements, the CVC Procedural Guideline for receiving and processing applications to place fill in excess of 500 cubic metres should be referenced.

DEFINITIONS

1. Small Scale: an application is determined to be “Small Scale” where no technical studies are required.

2. Medium Scale: an application is determined to be “Medium Scale”

where limited or scoped technical studies are required. 3. Large Scale: an application is determined to be “Large Scale” where

technical studies are required. 4. Major Scale: an application is determined to be “Major Scale” where a

number of technical studies are required (hydraulic analysis, storm water management, geotechnical, etc.).

5. Minor in the In Stream Timing Window Extension is applicable where the

request to extend the timing window is made well in advance of the final date, is considered low risk and requires minimal review.

6. Major in the In Stream Timing Window Extension is applicable where the request to extend the timing window is made within less than a week of the final date and/or requires considerable review and effort by CVC

staff.


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2020 CVC Plan Review Fee Schedule

Application-Collected by CVC Fees*

Subdivisions

Clearances

$4,000 per net ha

50% at EIR or EMP submission**

25% at draft plan submission

25% at draft plan approval

Minor $5,000

Major $12,000

Golf Courses $15,750

Aggregate Operations Minor $6,200

Intermediate $20,700

Major $62,000

Class EA review-Schedule A N/A Permit Fee Only

Class EA review-Schedule B $2,500 plus permit fee

Class EA review-Schedule C $5,000 plus permit fee

(Additional fees may apply for Master Plans)

*Fees include HST

** EIR refers to Environmental Implementation Report/EMP Environmental Master Plan

Application-Collected by Municipality Fees*

Minor Variance $310

Consents (Severances) Minor $725

Major $3,100

Site Plan (Residential) $625

Site Plan (Commercial, Industrial,

Institutional)

Minor $1550

Intermediate $4,150

Major $7,250

Site Plan Multi-unit Building and

Condominiums

Clearances

Minor $6,200

Intermediate $12,425

Major $31,050

$2,075

Site Plan Water Balance Review Only

(WHPA Q2 Area) $1,550

Official Plan Amendment

Minor $1,225

Intermediate $3,100

Major $6,200

Zoning By-law Amendment

Minor $1,035

Intermediate $2,575

Major $6,200


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NOTES

1. The application fee must be paid at the time of filing an application and/or

within 30 days of CVC notification in writing. For outstanding payments,

CVC may place the application on hold upon review until satisfactory

arrangements are established.

2. When processing and reviewing consolidated applications (ZBA/OPA

applications), the highest rate of fees will apply.

3. Separate fees will apply for the processing of CVC permit approvals, with

the exception of Subdivision applications.

4. CVC reserves the right to adjust fees should the review require a

substantially greater or lower level of review including applicant-driven

revisions to an approved plan/application.

5. CVC reserves the right to reassess fee requirements after two years of

receipt of the application, based on timing and receipt of required

technical information.

DEFINITIONS

1. Minor: an application is determined to be “Minor” where no technical

studies are required.

Minor for the purposes of administering clearance fees is a subdivision

clearance of draft plan conditions that is administrative in nature with no

technical studies (e.g. preparation of a letter after confirming that CVC is

satisfied with the registration of the subdivision and review is limited to

grading and sediment and erosion control plans, etc.).

2. Intermediate: an application is determined to be “Intermediate” where,

as an example, a scoped Environmental Impact Study (EIS) is required.

3. Major: an application is determined to be “Major” where technical studies

(e.g. EIS, stormwater management, geotechnical) are required.

Major for the purposes of administering clearance fees is a subdivision

clearance of draft plan conditions prior to registration which requires

significant work to review and clear conditions and requires the review of

technical information (stormwater management ponds, natural heritage

system design, etc.).


2019-11-08

SCHEDULE ‘D’ PAGE -1-

2019-11-08



SUBJECT: PLANNING AND DEVELOPMENT SERVICES

CUSTOMER SERVICE AND STREAMLINING ACTION PLAN

PURPOSE: To seek endorsement of the Board of Directors of CVC for

Planning and Development Services Customer Service and Streamlining Action Plan

BACKGROUND: Conservation Authorities Liaison Committee In 2007 conservation authorities (CAs) participated with the Ontario Home Builders Association (OHBA) and the Building Industry and Land Development Association (BILD) along with municipalities, the province and other stakeholders as members of the Conservation Authorities Liaison Committee (CALC). In 2010, the Ministry of Natural Resources and Forestry (MNRF) and Ministry of Municipal Affairs and Housing (MMAH) approved updated Policies and Procedures for Conservation Authority Plan Review and Permitting Activities that would form part of MNRF’s Policies and Procedures Manual. Among other things, the document clarifies CA’s roles and responsibilities in municipal planning, plan review and Conservation Authorities Act Section 28 permitting as it relates to growth management. In addition, through 2011 MNRF required all CA’s to report monthly on Section 28 permit review timelines that were developed as a pilot for best practices. In all permit categories (minor and major) CVC complied with the review timelines approximately 95% of the time. Customer Service Optimization To further assist in the implementation of MNRF’s updated policies CVC Planning and Development Services (PDS) undertook a planning service enhancement review, led by Planning Solutions Incorporated. Upon completion of the review in mid-2011, a report was prepared titled Customer Service Optimization - CVC Planning Department. The report contained several recommendations targeted at improvements for program administration and service delivery including staff capacity and workload, application quality, the politics of planning and regulations, plan review/permitting program administration, application review timeframes, work flow, value added service and fees.


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Since that time, PDS staff has been monitoring service delivery performance, on an ad hoc basis, to evaluate the plan review and regulation programs’ service delivery effectiveness and efficiency. Conservation Ontario Client Service and Streamlining Initiative Most recently, PDS staff has directly engaged with Conservation Ontario (CO) and partner CAs in program reviews to explore opportunities for further customer service improvements and increased accountability. At the CVC Board of Directors meeting in March 2019, PDS staff presented an overview of PDS’ programs and services, including a review of CVC’s roles and responsibilities related to planning and regulatory functions, department organizational structure, and CVC’s watershed planning and regulatory policy framework. At that same meeting, the Board endorsed (CVC Board Resolution #31/19) three key solutions developed by a working group of CA General Managers and Chief Administrative Officials created by CO to pursue CA plan review and regulation program streamlining and client service standards in response to the provinces’ ‘Modernizing Conservation Authority Activities’ initiative and to recognize the role CAs play in supporting the province’s priority to increase housing supply. The three key solutions endorsed by the Board included the following:

1. Improve client service and accountability; 2. Increase speed of approvals; and 3. Reduce red tape and regulatory burden.

At that time, the Board also directed staff to continue to work with CO and stakeholders to identify additional improvements, and to implement actions associated with the solutions as soon as possible. ANALYSIS: Since March 2019, PDS staff have been engaged with CO and partner CA staff participating in the following client service and streamlining project activities:

1. CO client service delivery training for CA planning and regulatory staff (CVC hosted one of the Central Ontario CA sessions):

a. Full day interactive training session given by Capstone Development and Training Inc.;

b. Attended by several CA staff across the province (Southern, Central, Eastern and Northern) – including CO staff; and

c. 12 CVC PDS planning, regulation and senior technical staff attended. 2. Development of templates and guidelines to assist in standardizing CA outputs:

a. CA client service standards for planning and development reviews – including service delivery standards, review and approval process checklists, as well as standards for making guidelines, agreements and other key information publicly available;


2019-11-08

b. Template for CA/municipal service agreement framework for planning and development approvals;

c. Guideline for CA fee administration for plan review and permitting; and d. Templates for CA planning and development related comments.

3. CA work/process flow review for plans of subdivision and site plans (on-going) and recommended improvements/standards; and

4. Identifying legislative opportunities for reducing red tape and regulatory burden. Customer Service and Streamlining Action Plan In addition, a ‘made-in-CVC’ Planning and Development Services Customer Service and Streamlining Action Plan (June 2019) was created for immediate implementation (see Schedule ‘D’, Appendix 1). The action plan builds on past PDS program and service enhancements already implemented, as well as:

MNRF’s updated policies and procedures,

Recommendations from the Customer Service Optimization – CVC Planning Department report; and

The key solutions, activities, templates and guidelines developed by CO’s working group and client service and streamlining initiative.

The action plan is also a reflection of PDS’s long standing leadership role in customer service excellence and PDS staff’s continued commitment to improvements in program and service delivery. The purpose of this action plan is to outline the PDS department’s planned program monitoring and service improvement actions, and to demonstrate a continued commitment to customer service excellence in keeping with CVC’s Board approved corporate Customer Service Charter. The action plan identifies three core themes consistent with the CO working groups key solutions, and provides detailed actions to be undertaken for the short term (2019), medium term (2020) and long term (2020 and beyond). Table 1 outlines each core theme and targeted action area identified in the action plan. The full details, including specific actions for each target action area and associated timeframes for completion are contained in the full action plan attached as Schedule ‘D’, Appendix 1.


2019-11-08

Table 1 – PDS Action Plan Core Themes and Target Action Areas

CORE THEMES TARGET ACTION AREAS

Improve Client Service and

Accountability

Online Regulation Mapping Service Agreements Checklists and Guidelines Open Source/Publicly Available Data

Increase Speed of Approvals

Work Flow Issue Management Case Facilitation Departmental Organization Complete Application Process

Reduce Red Tape and Regulatory Burden

Policy Alignment Service Delivery (review timelines) Cost Recovery and Fees (staff time

and resources) Customer Service Surveys Monitor and Evaluate Performance

Although it is not the purpose of this report to evaluate and update the Board on results from the action plan’s specific actions or the status of their implementation, Table 2 provides a preview of some specific actions completed as of October 2019. Table 2 – PDS Action Plan Core Themes and Key Specific Actions Completed

CORE THEMES *KEY SPECIFIC ACTIONS COMPLETED


Accountability

Update online regulation mapping; Undertake service agreement reviews; Prepare/update technical guidelines. Update CVC PDS website to include planning and

development ’checklist’ to increase transparency**;

Increase Speed of

Approvals

Update work flow, application checklists and timeline

standards Optimize departmental structure and plan review teams Appoint team leads Appoint departmental case/file facilitator Develop/adopt complete application process guide

Reduce Red Tape

and Regulatory Burden

Prepare (internal) risk-based guidelines for permit

review Track permit application timelines Track PDS staff time to support cost recovery and

resourcing

* as of October 2019


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** includes links to the following webpages: client experience survey, permit and regulations, planning services, policies and guidelines, property enquiries (FAQ); CVC planning contacts; on-line regulation mapping, CVC Customer Service Charter and PDS Customer Service and Streamlining Action Plan

It is proposed that a detailed evaluation and implementation status report on the specific actions in the action plan be provided to the Board annually, beginning late 2020. This timing will allow an appropriate amount of time to implement the plan, as well as adequate time to collect data for a meaningful analysis to support the evaluation of program service delivery, cost recovery and customer service performance indicators. COMMUNICATIONS PLAN: Copies of this report will be forwarded to member municipalities, Conservation Ontario, Greater Golden Horseshoe Conservation Authorities, and the Building Industry and Land Development Association for their information. FINANCIAL IMPLICATIONS: There is no financial impact to CVC for this project. CONCLUSION: In 2007 the Province created the CALC to support an update to MNRF’s Policies and Procedures for Conservation Authority Plan Review and Permitting Activities. Since that time, PDS has been working to ensure consistency with provincial service delivery guidelines and implementing program improvements to ensure effective and efficient program administration and client services. In March 2019, the Board endorsed three key solutions to form the framework for PDS customer service and streamlining activities. At that time, the Board directed PDS staff to work with CO and stakeholders to identify additional improvements, and to implement these solutions as soon as possible. In June 2019, PDS staff developed the Planning and Development Services Customer Service and Streamlining Action Plan (June 2019) – building on the Board endorsed 3 key solutions. It is recommended the Board endorse the attached action plan (Schedule ‘D’, Appendix 1), and that PDS staff report back to the Board with a detailed evaluation and implementation status report on the specific actions contained in the action plan annually (beginning late 2020).


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RECOMMENDED RESOLUTION: WHEREAS the CVC Board of Directors endorsed the three key solutions developed by the Conservation Ontario working group to improve client service and accountability; increase speed of approvals; and reduce red tape and regulatory burden; and WHEREAS the Board of Directors directed staff to work with Conservation Ontario and stakeholders to identify additional improvements and implement the solutions as soon as possible; THEREFORE BE IT RESOLVED THAT the report entitled “Planning and Development Services Customer Service and Streamlining Action Plan” be received and appended to the minutes of this meeting as Schedule ‘D’; and THAT the Board of Directors endorses the Planning and Development Services Customer Service and Streamlining Action Plan attached as Schedule ‘D’, Appendix 1; and further THAT Planning and Development Services staff report back to the Board of Directors with a detailed evaluation and implementation status report on the specific actions contained in the action plan annually, beginning late 2020. Submitted by:

__________________________ Josh Campbell MES, RPP Director, Planning and Development Services Recommended by:


PLANNING AND DEVELOPMENT

SERVICES CUSTOMER SERVICE AND

STREAMLINING

Action Plan

Prepared by: Credit Valley Conservation

June 2019

SCHEDULE 'D', APPENDIX 1 PAGE 1

2019-11-08

PURPOSE

The purpose of this document is to outline CVC Planning and Development Services

(PDS) department’s action plan to demonstrates CVC’s continued commitment to

customer service excellence in keeping with CVC’s corporate Customer Service

Charter – consistent with Conservation Ontario’s Client Service Streamlining

Initiative.

The following is an outline of CVC’s PDS department’s identified actions for the short

term (2019), medium term (2020) and long term (2020 and beyond), in keeping with

our commitment to customer service excellence which revolves around a client

centric approach.

Note: Appendix 1 provides an illustration of each of the 3 core themes (Improve Client Service and

Accountability; Increase Speed of Approvals; and Reduce Red Tape and Regulatory Burden) and

associated actions CVC’s PDS department has committed to, as outlined in more detail below.

Link to CVC’s Strategic Plan

a. Goal 2: Safeguard people, property and communities from Hazards.

b. Goal 7: Ensure that Credit Valley Conservation is a well-managed, sustainable

and service driven organization.

i. CVC’s Board approved Customer Service Charter is currently available on

CVC’s website at https://cvc.ca/wp-content/uploads/2018/09/customer-

service-charter-2018.pdf

CORE THEMES and ASSOCIATED ACTIONS

1. Improve Client Service and Accountability

Online Screening Maps, Service Agreements, Guidelines and Data

Availability

a. Online Regulation Mapping: online regulation mapping is currently available

on CVC’s website at https://cvc.ca/planning-permits/regulation-mapping/

i. Short Term – no action.

ii. Medium Term – no action.

iii. Long Term – update and maintain online mapping as approved.


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https://cvc.ca/wp-content/uploads/2018/09/customer-service-charter-2018.pdf

https://cvc.ca/wp-content/uploads/2018/09/customer-service-charter-2018.pdf

https://cvc.ca/planning-permits/regulation-mapping/

b. Service Agreements (Memorandum of Understanding): all CVC service

agreements/MOUs are available on CVC’s website at https://cvc.ca/planning-

permits/planning-services/. CVC currently has service agreements/MOUs with

all partner municipalities except Brampton (currently under review at

municipality).

i. Short Term – Review existing (or current undertakings) Service

Agreement/MOU identify gaps (e.g. Caledon (1997), plan review

timelines etc.).

ii. Medium Term – Contact municipalities to undertake review and update

of Service Agreements/MOUs where necessary.

iii. Long Term – update and maintain online agreements as approved.

c. Check Lists and Guidelines: all CVC checklists and Guidelines are available on

CVC’s website at https://cvc.ca/planning-permits/policies-guidelines/

i. Short Term:

1. Review policy and guideline list and update where necessary;

2. Require checklists used as part of complete application process.

3.

ii. Medium Term:

1. Checklists – develop more ‘user friendly’ checklists and ensure

used as part of application submission process.

2. Guidelines - review guidelines to ensure consistent with best

practices and provincial/municipal standards, updating where

necessary.

iii. Long Term – Develop a working group with Province, municipal

partners and stakeholders to identify gaps and opportunities where

additional guidelines are needed, where existing ones may be

improved and for consistency across the GGH.

d. Open Source Data and Publicly Available Data

i. Short Term:

1. explore opportunities to develop online open source data and/or

publicly available data portal(s).

2. identify types of data possible to include in open source and

publicly available data (risk management and legal).

3. identify priority data to include in open source or publicly available

data most useful for users (e.g. floodplain mapping data, flood

models etc.?).

4. Review and streamline current data request process (reduce

timeframe and administrative burdens – e.g. data sharing

agreements etc.).


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https://cvc.ca/planning-permits/planning-services/

https://cvc.ca/planning-permits/planning-services/

https://cvc.ca/planning-permits/policies-guidelines/

ii. Medium Term – develop an open source and publicly available data

strategy.

iii. Long Term – develop an open source and publicly available data

project to implement strategy.

2. Increase Speed of Approvals

Application Streams and Service Work Flow

a. Work Flow Transparency: CVC currently has a Planning and Development

Administrative Procedural Manual available on CVC’s website at

https://cvc.ca/wp-content/uploads/2012/04/CVC-Procedural-Manual-

final_Dec_2011.pdf

In addition, CVC currently has a permit and plan review processes work flow

charts on the CVC website at https://cvc.ca/planning-permits/permits-

regulations/permit-review-process/ and https://cvc.ca/wp-

content/uploads/2011/07/Plan-Review-Flowchart.pdf

i. Short Term:

1. Review and update online workflow review process charts –

including updated processes and internal procedures (e.g.

application checklists, complete application notification, review

timelines etc.).

ii. Medium Term – review and update Procedural Manual, particularly

related to PDS admin policies and procedures.

iii. Long Term: Review, update and maintain Procedural Manual and

associated materials online (workflow process chart etc.) seeking

opportunities for further transparency (based on need and overall

effectiveness).

b. Departmental Organization Streamlining

i. Plan Review Teams: currently, CVC PDS structures plan review staff

into teams considering expertise (urban vs rural) and to increase

consistency and familiarity (internally and externally):

1. By Municipality: Plan Review Teams are currently structured by

municipality (i.e. a planner, planning ecologist and plan review

engineer) – this should not be changed:

a. Short Term:

i. Reformat mandatory team bi-weekly Planning

Integration Committee (PIC) meetings to include

committed senior PDS staff (leadership team)

attendance (minimum Sr. Managers):

1. triage issues;


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https://cvc.ca/wp-content/uploads/2012/04/CVC-Procedural-Manual-final_Dec_2011.pdf

https://cvc.ca/wp-content/uploads/2012/04/CVC-Procedural-Manual-final_Dec_2011.pdf

https://cvc.ca/planning-permits/permits-regulations/permit-review-process/

https://cvc.ca/planning-permits/permits-regulations/permit-review-process/

https://cvc.ca/wp-content/uploads/2011/07/Plan-Review-Flowchart.pdf

https://cvc.ca/wp-content/uploads/2011/07/Plan-Review-Flowchart.pdf

2. coordinate/review file status, timelines and

performance standards;

3. expedite resubmission approvals for minor

applications and/or re-submissions.

ii. Require bi-weekly Triage meetings (opposite PICs)

with team members and needed technical support

staff to support PIC functions where senior staff not

necessary.

b. Medium Term – evaluate PIC effectiveness at

addressing/providing direction on larger scale projects

and issues (e.g. often enough? Effective forum for

decision making? Reducing resubmissions for files

discussed? etc.).

c. Long Term – Develop an internal working group to

monitor and evaluate effectiveness of ‘issues

management’ process and provide recommendations to

consider for improvements (e.g. joint project assessment

meetings, coordinated field assessment meetings etc.).

2. Team Leads and Case/File Facilitator: Currently, planners lead

plan review teams and are the lead contacts for file and issue

management.

a. Short Term:

i. Confirm planners lead plan review teams and provide

direction on files and identified issues. Clarify case/file

facilitators are senior PDS staff and must involve

appropriate senior staff (at a minimum – Senior

Manager, Planning);

ii. Review PDS organizational structure and modify to

optimize work flow, ensure internal/external

consistency and support customer service and

employee development opportunities are available.

b. Medium Term – develop an internal training strategy for

staff education on municipal and development industry

processes.

c. Long Term – Monitor, review and modify team and

organizational structure as needed.

c. Complete Application: CVC has a complete application checklist for permit and

planning applications available on-line at https://cvc.ca/wp-

content/uploads/2012/04/Complete-Application-Checklist-Final.pdf

i. Pre-Consultation: CVC staff offer pre-consultation for permit

applications, including site visits (e.g. general development and potential


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https://cvc.ca/wp-content/uploads/2012/04/Complete-Application-Checklist-Final.pdf

https://cvc.ca/wp-content/uploads/2012/04/Complete-Application-Checklist-Final.pdf

development applications). In addition, CVC staff coordinate with

municipal pre-consultation process(es) and attend to provide input.

1. Short Term:

a. Regulation: require mandatory pre-consultation for permit

applications, coordinated with required checklist through the

complete application process.

b. Plan Review: require staff attend municipal pre-consultation

meetings for all applicable applications (e.g. Development

Application Review Committee [Mississauga], Development

Review Committee [Halton Hills] etc.).

2. Medium Term – Coordinate with municipalities to have regular

integration/coordination meetings regarding plan input/plan

review (e.g. Peel-CA Discussion Forum, Halton Area Planning

Partnership/Halton Area Development Managers etc.).

3. Long Term – Develop a working group to monitor and review pre-

consultation process(es) and identify gaps and efficiency reviews.

ii. Complete Application Process

1. Short Term:

a. Formalize a ‘complete application process’ for permit

applications of all types (minor and major) – requiring formal

confirmation to applicants prior to acceptance of application

for review (pre-consultation and application checklists

required).

b. Develop standardized (rigid) mandatory timelines to identify

application completeness and review timelines (consistent

with existing MNRF guidelines) – including for resubmissions.

2. Medium Term – Update application review timelines and

coordinate with municipalities.

3. Long Term - Evaluate application and submission timelines,

including application quality, and adjust process as necessary.

3. Reduce Red Tape and Regulatory Burden

Policy Alignment and Development

a. Planning and Regulation Policies: CVC has a Board approved policy document

outlining CVC’s plan review, plan input and regulatory policies – the policy

document is available on-line at https://cvc.ca/wp-

content/uploads/2011/01/004-CVC-WPR-Policies_APR-2010.pdf

i. Short Term – Prepare (interim) internal risk-based guidelines for:

1. Types of development (‘minor works’ exemptions).

2. Wetlands (exemptions or wetland status based on size,

function and hydrologic connection).


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https://cvc.ca/wp-content/uploads/2011/01/004-CVC-WPR-Policies_APR-2010.pdf

https://cvc.ca/wp-content/uploads/2011/01/004-CVC-WPR-Policies_APR-2010.pdf

ii. Medium Term - Begin planning and regulation policies update

strategy based on anticipated CAA and Sec 28 regulation (including

CRWNHS and offsetting guide).

iii. Long Term – Update planning and regulation policies based on new

CAA and Sec 28 regulation.

b. Service Delivery (review timelines)

i. Short Term – Track permit application timelines (coordinated with

submission requirements, complete application and existing

guideline timelines)

ii. Medium Term – Develop permit application timeline requirements

(for non-planning permits, planning related permits and major/minor

applications).

iii. Long Term:

1. Developed an improved, consistent and more efficient

database/tracking system (corporate - SharePoint)

2. Undertake annual reporting (CVC Board, BILD, Province) –

coordinating with ‘new’ anticipated Provincial requirements.

c. Cost Recovery and Fees (staff time and resources)

i. Short Term – Track PDS staff time based on plan review, plan

input, permitting and EA activities.

ii. Medium Term – Conduct analysis of staff time to support fee

review and departmental budgeting (BILD 2020 – subdivision fee

agreement expires).

iii. Long Term – Undertake annual reporting (CVC Board, BILD,

Province) – coordinating with ‘new’ anticipated Provincial

requirements.

d. Evaluation

i. Customer Service Surveys

1. Short Term - Develop customer survey for front counter, permit

applications and on-line.

2. Medium Term – Develop customer survey for plan review

customers and strategy for outreach.

3. Long Term – Undertake annual reporting (CVC Board, BILD,

Province).


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APPENDIX 1

Illustration of CVC’s client centric customer service 3 core themes and associated

actions


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IMPROVE CLIENT SERVICE and ACOUNTABILITY

Online Regulation Mapping

•Short Term: maintain online regulation mapping.

•Medium Term: review regulation mapping for consistency with updated regulation.

•Long Term: update online mapping with revised floodplain and wetland data (including regulation changes).

Service Agreements

•Short Term: review existing service agreements/MOUs and identify gaps based on best practices (currently online).

•Medium Term: contact municipalities to undertake coordinated review and update.

•Long Term: udate and maintain online agreements as approved.

Check Lists and Guidelines

•Short Term: review online policy and guideline list and identify gaps and update requirements (best practices).

•Medium Term: develop more 'user friendly' guidelines and checklists (ensure used as part of application processes).

•Long Term: Develop working group to identify gaps and opportunities (guideline needs, industry standards and best practices).

Open Source/Publicly Available Data

•Short Term: explore opportunities to add to existing open source data (flood modeling) and on-line data (floodplain mapping) -based on external demand.

•Medium Term: review and streamline current data request process (data sharing agreement requirements, online request etc.).

•Long Term: Develop an open source and publicly available data strategy and implement.


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INCREASE SPEED of APPROVALS

Work Flow

•Short Term: review and update online workflow process charts - including internal procedures (application checklists, complete application notification, timelines).

•Medium Term: review and update Procedural Manual - particularly related to PDS admin policies and procedures.

•Long Term: update and maintain Procedural Manual and associated online information -including administrative policies (fees, timelines etc.).

Issue Management

•Short Term: review and establish mandatory bi-weekly planning team meetings with senior staff (alternate week triage).

•Medium Term: evaluate team meeting effectiveness.

•Long Term: Develop internal working group to monitor and evaluate effectiveness of 'issues management' process and provide recommendations as needed (particularly related to consistency and timelines).

Case Facilitation

•Short Term: Identify planners as 'team leaders' and Sr Manager Planning as 'case facilitator'.

•Medium Term: develop internal training strategy for all staff to educate on municipal and development industry process(es).

•Long Term: Monitor, review and modify teams and departmental structure (areas of responsibility, decision matrix) as needed.

Departmental Organization

•Short Term: review PDS organizational structure and modify to optimize work flow, ensure consistency, better support issue management/case facilitation processes and take advantage of growth opportunities.

•Medium Term: No action.

•Long Term: Monitor and review departmental structure and optimize as needed based on growth opportunities, meeting client needs, resourcing etc..

Application Process

•Short Term: establish and implement formal application process requiring pre-consultation, complete application notification and (iterim) timelines (for plan review and regulations).

•Medium Term: update mandoatory review timelines coordinated with provincial (regulatory) and municipal (plan review) requirements.

•Long Term: develop working group to monitor and review application process(es) and identify gaps, challenges and opportunities.


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REDUCE RED TAPE and REGULATORY BURDEN

Policy Alignment

•Short Term: develop (interim) internal risk based guidelines for types of development (minor works) and wetlands (size, hydrologic connection) -exceptions and exemptions.

•Medium Term: develop planning and regulation policy update strategy - 10 year review (updated Act, Regulation - CRWNHS and offsetting).

•Long Term: Update Planning and Regulation policies based on strategy.

Service Delivery

•Short Term: track permit and planning application review timelines -coordinated with submission and review requirements.

•Medium Term: update permit application timeline requirements based on regulatory requirements.

•Long Term: develop an improved and more efficient database/tracking system (corporate/ SharePoint database coordination).

Cost Recovery

•Short Term: track PDS staff time based on plan review, plan input, permitting and EA activities.

•Medium Term: conduct analysis of staff time to support/modify fee review and departmental budgeting.

•Long Term: develop an improved and coordinated time database/tracking system (with Service Delivery tracking).

Performance Evaluation

•Short Term: develop customer survey for front counter, all permit applications and on-line survey.

•Medium Term: develop customer survey for plan review customers and strategy for outreach (municipalities, BILD, OFA etc.).

•Long Term: Undertake annual reporting to CVC Board, BILD and Province related to service delivery and cost recovery performance.


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SCHEDULE ‘E’ PAGE -1-

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SUBJECT: COMPLETION OF THE BLACK CREEK

SUBWATERSHED STUDY PURPOSE: To request approval by the Board of Directors of CVC of the

Black Creek Subwatershed Study, entitled “Phase 3 Management, Implementation and Monitoring Plan”.

BACKGROUND: Subwatershed plans are multi-disciplinary studies undertaken by CVC in cooperation with our municipal partners to develop a comprehensive understanding of environmental characteristics, stressors, and opportunities within the subwatersheds of the Credit River. Over the past 20 years CVC has created subwatershed plans for most of the lands in the Credit River watershed or along the Lake Ontario waterfront in Mississauga. The Black Creek subwatershed is predominantly located in Halton Hills, but also encompasses the southern limits of the Town of Erin. Black Creek is the primary tributary of Silver Creek, joining together in Georgetown. The subwatershed study was undertaken because Halton Region and the Town of Halton Hills expressed keen interest in working with CVC to develop an understanding of subwatershed characteristics, and to develop a document to guide current and future land use changes associated with urban development, aggregate extraction and the expansion of municipal servicing. Although led by CVC, the project was undertaken in collaboration with member municipalities, and included public consultation to aid in understanding subwatershed conditions and concerns. ANALYSIS: The Subwatershed Study was completed in three phases:

Phase 1 – Subwatershed Characterization (2012)

Phase 2 - Impact Assessment and Evaluation of Alternative Management Strategies (2016), and

Phase 3 - Management, Implementation and Monitoring Plan (2019).


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Phase one focused on developing a sound understanding of the features, functions and

linkages of the environmental resources in the Black Creek subwatershed. From this work,

goals and objectives were established.

Phase two identified the threats, measured the impacts against the goals and objectives

identified in phase one, and evaluated measures to mitigate land use practices. A set of

six management scenarios were evaluated using groundwater and surface water

hydrologic and hydraulic models to identify changes in existing conditions and variances

from the subwatershed study goals and objectives. From this study, a preferred

management strategy was determined for the subwatershed.

Phase three brought the understanding of the subwatershed from phase one and the potential effects from future land use and management actions from phase two into a management plan. Phase three provides guidance for a broad range of mitigation and management activities, including upgrading or implementing new municipal infrastructure, protecting groundwater quality and quantity, improving surface water quality including Fairy Lake, the protection and restoration of watercourse and natural heritage features, new urban development and aggregate resource extraction. Through the completion of the study three priority issues were identified that have the most impact on the environmental health of the watershed. The three priority findings address water quality; environmental resiliency; and groundwater quality and quantity. Additional details regarding each priority is provided below.

Water Quality: Nutrient levels (particularly total phosphorus) and chloride exceed Provincial Water Quality Objectives (PWQO) in the Black Creek subwatershed. Management of the release of total phosphorus will improve water quality in Fairy Lake and Black Creek. Chloride may be managed through more proactive winter salt management. Environmental Resiliency: In the long-term environmental resiliency will be achieved by focusing on protecting and enhancing the natural heritage system of the subwatershed. Terrestrial resiliency requires the healthiest areas to be protected, managed and enhanced where necessary in order to retain the biodiversity of the area. Aquatic resiliency requires the most impaired areas to be restored back to a more natural and functional system, including the improvement in water quality. Groundwater: The protection of groundwater quantity and quality is a key requirement of the management plans for the Black Creek subwatershed. Groundwater is a critical resource from the perspective of both potable water supply and the sustaining of natural features. Groundwater quantity is deemed to be moderately stressed, based on results from the phase two study and the Tier Two Water Budget Study and the approved Updated Assessment Report (Credit Valley Source Protection Area, 2015). To reduce groundwater stress, measures must be taken to maintain recharge through permeability of the landscape and management of potential pollutants.


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Management Plans: The Black Creek Subwatershed Study included a comprehensive review of environmental characteristics, cause and effect relationship, stressors that may impair subwatershed features and functions, and opportunities to protect and improve environmental conditions moving forward. A series of management scenarios were then tested to determine the preferred management strategy. This led to the development of eight management plans, each with a set of implementation recommendations. The management plans included:

Land Use Activities

1. Existing Urban Development: Identifies opportunities to mitigate impacts from

existing urban development, especially storm water runoff, on the subwatershed.

2. New Development: Provides direction for studies to support development

proposals, measures to mitigate impacts from new development, particularly storm

water management for ground water and surface water protection, and strategies

for the protection of important natural features and functions of the watershed.

3. Rural Land Use: Identifies opportunities to mitigate existing rural land use impacts

on the subwatershed through the application of agricultural best management

practices.

4. Aggregate Extraction: Identifies measures that aim to minimize impacts of

aggregate extraction on the natural environment.

5. Conservation Properties: Identifies measures that provide direction to the

management of conservation lands from the perspective of education, stewardship

and land management.

Flooding

6. Natural Hazards: Identifies protection, management, and remedial measures to

manage flood and erosion risks to people and property.

Natural Resources

7. Natural Heritage: Identifies the natural heritage system, as well as aquatic and

terrestrial restoration priorities to protect core areas and maintain and restore

connectivity across the subwatershed.

8. Water Management: Identifies measures intended to guide both long term

sustainability of groundwater, as well as the management of water takings and

wastewater discharges from the perspective of the natural environment.

Each management plan includes a series of recommendations for implementation. Each of the 72 recommendation includes anticipated outcomes, implementation tools, timelines, and a list of the partners responsible for implementation. The recommendations are colour coded to reflect one of four implementation categories: policy, programming, land use planning and projects.


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More information on the phases of the Black Creek Subwatershed Study and the information they each contain, are found in Schedule ‘E’, Appendix 1, or https://cvc.ca/watershed-science/our-watershed/subwatershed-studies/subwatershed-10-black-creek/ COMMUNICATIONS PLAN: Copies of the Black Creek Phase Three Management, Implementation and Monitoring Plan will be forwarded to Halton Region; Town of Halton Hills; Town of Erin; Ministry of Environment, Conservation and Parks; Ministry of Natural Resources and Forestry; CVC staff. The results of the study will be presented to Halton Region and Halton Hills Councils. It will also be posted to the CVC website. FINANCIAL IMPLICATIONS: The funding for the Black Creek Subwatershed Study was provided directly by the Region of Halton and supported by CVC’s general levy. There is no additional financial impact. Projects stemming from the recommendations that require funding will be included in the CVC annual budgeting process or supported by grants and direct funding from municipal partners. CONCLUSION: The phase three study has now been finalized, resulting in the completion of the Black Creek Subwatershed Study. Recommendations were developed with our municipal partners to ensure the Black Creek environment remains healthy for future generations. This guidance document can now be used as an important resource for the stewards of the subwatershed.

https://cvc.ca/watershed-science/our-watershed/subwatershed-studies/subwatershed-10-black-creek/

https://cvc.ca/watershed-science/our-watershed/subwatershed-studies/subwatershed-10-black-creek/


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RECOMMENDED RESOLUTION: THEREFORE BE IT RESOLVED THAT the report entitled “Completion of the Black Creek Subwatershed Study” be received and appended to the minutes of this meeting as Schedule ‘E’; and THAT the Board of Directors approve the Black Creek Subwatershed Study; and THAT Staff be directed to seek endorsement of the study from local and regional municipal councils; and THAT copies of the Black Creek Subwatershed Study be provided to the Town of Halton Hills, Halton Region and the local MPP; and further THAT CVC staff incorporate the implementation recommendations of the subwatershed study into the budget and work plans.

Submitted by:

__________________________ __________________________ Alexandra Veglio Phil James Coordinator, Integrated Water Manager, Integrated Water Management Management

__________________________ Tim Mereu Director, Watershed Management Recommended by:


BLACK CREEK SUBWATERSHED STUDY SUMMARY

The Black Creek Subwatershed, also known as Subwatershed 10, is one of 20 subwatersheds

forming the Credit River Watershed. The Black Creek Subwatershed Study has been

completed to document the natural heritage characteristics of the subwatershed, to establish

long term objectives for managing the watershed, to identify opportunities and threats, and

to present a comprehensive management plan that will guide the CVC, the area municipalities,

landowners and industry in protecting and restoring the subwatershed moving forward. As

illustrated on Figure E1, the majority of the subwatershed is in Halton Hills, with the northern

part of the headwaters extending into the Town of Erin. The subwatershed is predominately

rural with a mix of agricultural lands and an extensive natural heritage system including parts

of the Niagara Escarpment. Acton and the western limit of Georgetown are the largest

municipalities in the subwatershed.

The Black Creek Subwatershed study was completed in three phases.

• Black Creek Subwatershed Study Phase 1 Characterization Report (CVC et al., 2012) -

focused on developing a sound understanding of the features, functions and linkages of

the environmental resources in the Black Creek subwatershed. From this work, goals and

objectives were established.

• Black Creek Subwatershed Impact Assessment Phase 2 Study (CVC et al., 2014) -

identified the threats, measured the impacts against the goals and objectives identified in

Phase 1, and evaluated measures to mitigate land use practices. A set of six management

scenarios were evaluated using groundwater and surface water hydrologic and hydraulic

models to identify changes in existing conditions and variances from the subwatershed

study goals and objectives. From this study, a preferred management strategy was

determined for the subwatershed.

• Black Creek Subwatershed Study: Management, Implementation, and Monitoring Plan

(CVC et al., 2019) – provides guidance, recommendations and implementation measures

for a broad range of activities including upgrading or implementing new municipal

infrastructure, protecting groundwater quality and quantity, improving surface water

quality including Fairy Lake, guiding protection and restoration activities associated with

watercourse and natural heritage features, implementation of new urban development

and aggregate resource extraction.

While the Phase 3 report focuses on recommendations and implementation, understanding

the previous two phases is helpful in clarifying how the management plans and

recommendations were developed. Therefore, a summary has been provided herein

regarding the scope and findings of both Phase 1 and Phase 2.

Phase 1 - Subwatershed Characterization

Over the last 50 years, Black Creek has significantly improved in condition; where once it

received discharge from local tannery operations and minimally treated sanitary sewage, it is

now habitat to one of the healthiest populations of Brook Trout in the CVC watershed. While

conditions have improved, today the subwatershed is experiencing additional stressors from

urban growth, aggregate operations, agricultural activities and external factors such as

climate change.

SCHEDULE 'E', APPENDIX 1 PAGE 1

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Figure E1 The location of the Black Creek subwatershed within the Credit River watershed


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The Black Creek subwatershed includes 56 percent anthropogenic land uses while 44 percent

is natural. The land use can be further characterized as follows:

• Urban and Rural Development (19.4 percent),

• Aggregate Extraction (2.4 percent),

• Agriculture (34.3 percent),

• Forest and Wooded Swamp (24 percent),

• Wetland (13 percent),

• Plantations (2 percent), and

• Old Fields (4.6 percent).

In characterizing the subwatershed, Phase 1 addressed a broad range of focus areas,

including: hydrogeology and water balance, surface water conveyance and fluvial

geomorphology, terrestrial ecology, surface water quality, benthic invertebrates, and aquatic

ecology. For each of these disciplines an in-depth understanding of the subwatershed was

developed, along with an understanding of the interdependence of each of them. The

characterization demonstrated that the groundwater recharge is critical to maintaining the

availability of potable water and in maintaining the ecological health of the Black Creek

Subwatershed. As a key example, the relationship between groundwater discharge and

surface water features is an integral part of the coldwater fishery sustained in much of Black

Creek.

Based on the findings, the subwatershed has been divided into seven sub-catchment zones

based on commonalities in features, such as surface water flow characteristics, natural

landscapes, and land use activities. These seven zones were also ultimately used to establish

management priorities. The seven zones are illustrated on Figure E2.

Following the Phase 1 characterization, the Goals and Vision for the Black Creek subwatershed

were developed from the input provided by the public, landowners, and businesses present

at the focus group meetings, as well as input from the Technical and Steering Committee.

Goals

1. Protect, enhance, and restore Black Creek;

2. Manage the Black Creek subwatershed through planning, stewardship, education, and

monitoring;

3. Enhance our knowledge of the Black Creek human development and natural features, and

animal and plant populations; and

4. Involve, educate, and collaborate with the Black Creek communities and stakeholders.

Vision

1. Ensuring human uses are in harmony with the environment;

2. Providing a healthy, natural heritage system linking land, water, and stream banks;

3. Maintaining healthy, diverse, and self-sustaining populations of plants and animals;

4. Fostering restoration and enhancement of natural features, functions, and linkages;

5. Valuing the Black Creek subwatershed by using its resources sustainably;

6. Ensuring public health and safety; and,

7. Ensuring a sustainable and healthy Black Creek for present and future generations.


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Figure E2 The seven sub-catchment zones of the Black Creek subwatershed


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To translate the goals and vision into meaningful measurable targets and recommendations,

ten (10) objectives were developed. All of the objectives are considered to be of equal

importance in achieving the overall goals and vision of the Black Creek subwatershed.

1. Promote Awareness: Increase awareness of the linkages between healthy water,

healthy lifestyle, and the economic viability of rural and urban land uses.

2. Increase Knowledge: Increase knowledge about the wise use of surface and

groundwater, having regard to both human and ecological need.

3. Increase participation: Increase participation in stewardship actions, in particular

priority areas identified in the subwatershed study. Promote the need for

environmental stewardship and better understanding of the importance of natural

features and functions of the Credit River watershed.

4. Preserve Hydrologic Cycle: Preserve and re-establish the natural hydrologic cycle.

5. Maintain, enhance or restore watercourse function: Maintain, enhance or restore

natural stream processes to achieve a balance of flow and sediment transport.

6. Reduce Erosion: Manage stream flow to reduce erosion impacts on habitats and

property.

7. Minimize Flood Risk: Minimize risk to human life and property due to flooding.

8. Maintain groundwater levels and baseflow: Maintain groundwater levels and

baseflows (groundwater discharge to streams) to sustain watershed functions and

human uses.

9. Maintain or enhance water quality: Maintain or enhance water and sediment

quality to achieve ecological integrity.

10. Protect, restore or enhance ecosystem: Protect, restore or enhance the integrity

of the watershed ecosystem through an integrated network of natural areas, habitats

and connecting links.

Phase 2 - Impact Assessment

Completing an impact assessment is important to gain a better understanding on how

different actions and activities throughout the subwatershed affect the environment. The

results of the impact assessment provide the context and guidance needed to address

different environmental concerns that were identified, and to protect the healthy natural areas

from future changes. Potential impacts from uncontrolled stormwater, increased groundwater

takings, and urbanization all negatively impact our natural areas if not mitigated properly.

In total six alternative scenarios were developed and compared for existing and future land

uses. The future land use scenarios conform to the Provincial Growth Plan for the Greater

Golden Horseshoe (Places to Grow), as defined in the Official Plans (OP) of the member

municipalities within the study area to the year 2031. The potential influences of each of the

alternative management scenarios on the existing and potential future conditions of the Black

Creek subwatershed were assessed using a modelling approach.

The six management scenarios that were evaluated included:


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• Scenario 1: Baseline Conditions – existing land use conditions with no additional

stormwater management (SWM) measures;

• Scenario 2: Business as Usual - the application of the existing approach to SWM to

new development based on OP 2031;

• Scenario 3: Low Impact Development (LID) in New Development - the

application of LID SWM practices to new areas of urban development;

• Scenario 4a: LID in New Development and Retrofitting of LID to Existing

Development - the application of LID SWM practices to new development and to

previously developed areas through retrofitting;

• Scenario 4b – consistent with Scenario 4a plus enhanced NHS; and,

• Scenario 4c – consistent with Scenario 4a plus enhanced NHS and implementation of

agricultural BMPs.

It was concluded that the need for and effectiveness of each management scenario varied

across the seven catchment zones. In response the recommended management scenarios

vary from zone to zone, although broadly speaking Scenario 4c is preferred because it

achieved the level of environmental protection and restoration that is required to maintain or

enhance current environmental conditions without further damage.

Table E1 summarizes the management procedures applicable to the seven catchment zones,

including high priority and secondary priority catchment zones. The assignment of a high

priority ranking versus a secondary ranking is based on the specific characteristics and relative

benefits that will be derived from implementing the proposed measures. The priorities can

broadly be summarized as follows:

• Adopt the enhanced NHS throughout the subwatershed, which includes elements

defined under existing policies and practices (Greenbelt Plan, Halton Region NHS,

Niagara Escarpment Commission), as well as additional lands based on stewardship

(Credit River Watershed NHS);

• Implement LID as a holistic approach to SWM (i.e. through a treatment train approach)

in all new developments in zones 1, 4 and 5;

• Implement LID as a holistic approach to SWM in existing developed areas through

retrofitting existing land/infrastructure at a rate greater than 25 percent of the land

area in zones 1, 4, and 5; and

• Implement land management and infrastructural agricultural BMPs in zones 2, 5, 6

and 7.


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Table E1 Prioritization of Management Practices

Zone Enhanced

NHS

Agricultural

BMPs

LID New

Development

LID Retrofit

in Existing

Developed

Areas

1 ✓ ✓✓ ✓✓

2 ✓ ✓

3 ✓

4 ✓✓ ✓✓ ✓

5 ✓✓ ✓✓ ✓ ✓✓

6 ✓ ✓✓

7 ✓ ✓

Note: High priority implementation identified by two red check marks (✓✓); Secondary priority implementation is

identified

Phase 3 - Management, Implementation and Monitoring

The Management, Implementation and Monitoring Plan presents the actions needed to protect

and sustain the natural and human environment from known stressors, including: existing

development, new development, rural activities, flooding and natural hazards, and resource

extraction activities.

The Management, Implementation and Monitoring Plan was developed by a technical

committee consisting of CVC staff, consultants, and municipal partners, with the assistance

of the steering committee and focus groups. The Management Plan was completed to align

with municipal and provincial planning documents and has been organized based on land use.

The study also supports the CTC Source Protection Plan (Source Protection Committee, 2015).

Overall, the plan aims to ensure land use and management decisions are carried out in a

manner that:

• Examines the impacts of site decisions in a subwatershed and watershed context;

• Plans for long-term change and unexpected events;

• Avoids exploitive land uses that will deplete natural heritage features and impair

associated functions;

• Avoids, where possible, the adverse impacts of development on ecological features

and functions;

• Implements land use and management practices that are compatible with the natural

features of the area; and

• Restore or enhance existing environmental conditions previously impacted by land use

activities.


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The Management, Implementation and Monitoring Plan has been divided into eight sections.

They are grouped by land use activities, flooding and natural resources.

In total, 72 recommendations were developed. Each recommendation includes anticipated

outcomes, implementation tools, timelines, and a list of the partners responsible for

implementation. The recommendations are colour coded to reflect one of four implementation

categories: policy, programming, land use planning and projects.

Land Use Activities

1. Existing Urban Development: Identifies opportunities to mitigate impacts from existing

urban development on the subwatershed.

2. New Development: Provides direction for future studies, measures to mitigate impacts

from new development, and strategies for the protection of important features and

functions of the watershed.

3. Rural Land Use: Identifies opportunities to mitigate existing rural land use impacts on

the subwatershed.

4. Aggregate Extraction: Identifies measures that aim to minimize impacts of aggregate

extraction on the natural environment.

5. Conservation Properties: Identifies measures that provide direction to the

management of conservation lands from the perspective of education, stewardship and

land management.

Flooding

6. Natural Hazards: Identifies protection, management and remedial measures to

manage flood and erosion risks to people and property.

Natural Resources

7. Natural Heritage: Identifies the natural heritage system, as well as aquatic and

terrestrial restoration priorities to protect core areas and maintain and restore

connectivity across the subwatershed.

8. Water Management: Identifies measures intended to guide both long term

sustainability of groundwater, as well as the management of water takings and

wastewater discharge from the perspective of the natural environment.

The recommendations address the broad range of activity in the Black Creek subwatershed.

However, three key areas of focus have been identified that will help to guide the management

and implementation plan by ensuring that our actions will generate the most positive impact.

These include water quality, environmental resiliency and groundwater.

Water Quality: Nutrient levels (specifically Total Phosphorus (TP)) and chloride exceed

Provincial Water Quality Objectives (PWQOs) in the Black Creek subwatershed due to various

land use activities, including urbanization, stormwater runoff, waste water treatment plant

discharge, and agricultural activities. TP will need to be managed by various mitigation

techniques in urban and rural areas, before it has the chance to travel into Fairy Lake and

downstream throughout the rest of the subwatershed. Chloride may be managed through the


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careful application of road salt in the winter and by having contractors and maintenance staff

properly trained on the negative impacts of salt on our environment.

Environmental Resiliency: In order to maintain and enhance the environmental features of

Black Creek, a resilient and holistic approach is needed to protect and enhance the healthy

areas and rehabilitate the areas of degradation. Terrestrial resiliency requires the healthiest

areas to be protected, managed and enhanced where necessary, in order to retain the

biodiversity of the area. Aquatic resiliency requires the most impaired areas to be restored

back to a more natural and functional system, with restoration techniques including natural

channel design, bank stabilization and riparian plantings with an increased buffer width.

Addressing both the terrestrial and aquatic areas will lead to a more diverse and robust

environmental system with more capacity to respond to change.

Groundwater: The protection of groundwater quantity and quality is a key requirement of

the management plans for the Black Creek subwatershed. Groundwater is a critical resource

from the perspective of both potable water supply and the sustaining of natural features.

Groundwater quantity is deemed to be moderately stressed, based on results from the Phase

2 study and the CTC Source Protection Plan (Source Protection Committee, 2015). To reduce

groundwater stress, measures must be taken to maintain recharge through permeability of

the landscape and management of potential pollutants.


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To CVC Board of Directors

November 2019

By Dr Aviva Patel and Kate Hayes

From Knowledge to Action

The Power of Partnerships

Ecology & Monitoring (E&M)

Restoration & Management (R&M)

Who we are

1

2

INFORMATION ITEM #7.1 PAGE 1

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Organizational structure flows from knowledge to action

Plan

Do

Assess

Watershed Knowledge Ecology & Monitoring

Watershed Management Restoration & Management

Corporate ServicesPARCS

Planning & Dev ServicesPlan input, review

CVCMonitoring, review

Credit Valley Conservation Organizational Charts

CVC Functional Organizational ChartCVC Functional Organizational Chart

3

4


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Our work supports your municipal priorities

Data from natural areas is widely used

Data uses:

• Land use planning (Natural heritage systems, plan input)

• Strategy development, municipal funding for initiatives

• Climate change adaptation

• Prioritizing conservation actions

5

6


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Natural Heritage Systems – Peel, Halton, Wellington, Dufferin

Brampton 2014

Caledon 2019

Peel 2019

Natural HeritageFocus on improving areas of highest potential

Terrestrial Wetland Aquatic

Integrated Watershed Restoration Strategy IWRS

7

8


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Water Quantity and Water QualityPublic Health and Safety First

Water Quantity Water Quality

Integrated Watershed Restoration Strategy IWRS

Most projects completed in high-highest priority areas:

• Wetland: 60%

• Reforestation: 72%

• Naturalization: 67%

• Invasive species: 70%

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Most projects completed in high-highest priority areas:

• Aquatic: 91%

Most projects completed in medium to highest priority areas:

• Water quantity: 68%

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From Knowledge to Action

Identifying specific restoration opportunities

CVC properties assessed: 5

Area inventoried: 197 ha

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Mapped restoration opportunities

June 2018 July 2019

Jim Tovey Lakeview CA: Serson wetlands, Mississauga

42,850 aquatic plants installed; 2.3 ha wetland restored

May 2018

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Pre-restoration2011

Mid-restoration

2017

Post-restoration

2018

East Credit Daylighting, Caledon

800 m stream restored; 0.3 ha wetland restored

Mid-restoration

2017

Post-restoration

2018

Terra Cotta CA: Muskrat Pond mitigation, Halton Hills

200 m stream restored; 0.9 ha wetland restored

Pre-restoration

2016

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Before planting (2010)

After planting (2019)

West Credit River riparian planting, Erin

12,110 trees and shrubs planted; 6.5 ha forest restored

Monitoring the success of projects

Objectives

removing barrier to fish passage

reinstating natural channel function to the watercourse

reduce stream temperature

Pre-restoration

Post-restoration

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Potential for future collaboration

Emerging initiatives

Improving access to knowledge:dashboards provide updated information online

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Conservation action dashboard

Natural assets – evaluation

• Ontario Regulation 588/17: Asset management planning for municipal infrastructure

• Includes green infrastructure: “natural or human-made elements that provide ecological and hydrological functions and processes and includes natural heritage features and systems, …”

• You need data and technical experts to help measure and manage your natural assets – CVC can fill that gap

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Understanding how natural assets work is critical for building climate resilience

Our expertise helps leverage municipal funding

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Our projects leverage funding for added value and profile

2013-2019

Total Project Costs: $5.2M

External funding: $3.5M

Almost 70% of project costs are generated from external funds

We offer cost-effective technical

and practical expertise for effective

partnerships

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Program Partners

questions?

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inspired by nature

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To: Credit Valley Conservation Board of Directors

November 8, 2019

Josh Campbell

Planning and Development Services Customer Service

and Streamlining Action Plan

Outline

• Background

• What is the ‘Action Plan’?

• Themes and Actions

• Sneak Peak

• Recommendations

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BACKGROUND

2007

to

2010

• Conservation Authority Liaison Committee (CALC)• MNRF Updated Policies and Procedures for CAs

2011

To

2014

• Section 28 Permit Review Timeline Reporting• CVC Customer Service Optimization plan

2015

to

2019

• Service Delivery Performance Enhancements• CVC Corporate Customer Service Charter• CVC Board of Directors Endorsement of Three Key Solutions

THREE KEY SOLUTIONS

Improve Client Services and

Accountability

Increase Speed of

Approvals

Reduce Red Tape and

Regulatory Burden

…THAT the Board of Directors endorse the three key solutionsdeveloped by the Conservation Ontario working group…

THAT staff be directed to work with Conservation Ontario andstakeholders to identify additional improvements…

THAT staff be directed to implement these solutions as soon aspossible. CVC Board of Directors Resolution #31/19 (March 2019)

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WHAT IS THE ACTION PLAN?

• ‘Made in CVC’ Customer Service and Streamlining Plan

• PURPOSE: To highlight PDS planned program administration and service actions to improve program service delivery

• Builds on past program and service enhancement activities

• Outlines Specific Actions based on Core Themes and Action Areas

THEMES AND ACTIONS

CORE THEMES TARGET ACTION AREAS

Improve Client Service and Accountability

Online Regulation Mapping Service Agreements Checklists and Guidelines Staff Training Open Source/Publicly Available Data


Work Flow Issue Management Case Facilitation Departmental Organization Complete application Process

Reduce Red Tape and Regulatory Burden

Policy Alignment Service Delivery (review timelines) Cost Recovery and Fees (staff time and

resources) Customer Service Surveys Monitor and Evaluate Performance

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SNEAK PEAK

CORE THEMESKEY SPECIFIC

ACTIONS COMPLETED TO DATE


Accountability

Updated online regulation mapping; Prepared and updated technical guidelines;

Updated CVC PDS Website – client checklist; Staff Training – CO client centric training


Updated work flow, application checklists and timeline standards

Optimized Departmental Structure Appointed team leads

Appointed Departmental Case/File Facilitator Developed/adopted complete application process guide

Reduce Red Tape and Regulatory

Burden

Prepared (internal) risk-based guidelines for permit review

Track Permit Timelines – monitoring/reporting Track Staff Time - support cost recovery

RECOMMENDATION

WHEREAS the CVC Board of Directors endorsed the three key solutions developed by the Conservation Ontario working group to improve client service and accountability; increase speed of approvals; and reduce red tape and regulatory burden; and

WHEREAS the Board of Directors directed staff to work with Conservation Ontario and stakeholders to identify additional improvements and implement the solutions as soon as possible;

THEREFORE BE IT RESOLVED THAT the report entitled “Planning and Development Services Customer Service and Streamlining Action Plan” be received and appended to the minutes as Schedule ‘D’; and

THAT the Board of Directors endorses the Planning and Development Services Customer Service and Streamlining Action Plan attached as Schedule ‘D’; Appendix 1; and further

THAT Planning and Development Services staff report back to the Board of Directors with a detailed evaluation and implementation status report on the specific actions contained in the action plan annually, beginning late 2020.

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OUR ON-GOING COMMITMENT!

questions?

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inspired by nature

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To CVC Board of Directors

November 8, 2019

By Tim Mereu and Alex Veglio

Black Creek Subwatershed Study

Outline

• What is a Subwatershed Study?

• Black Creek Subwatershed

• Subwatershed Study Phasing and Roles

• Subwatershed Study Results

• Next Steps and Implementation

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INFORMATION ITEM #7.3 PAGE1

2019-11-08

What is a Subwatershed Study?

1. Comprehensive environmental study

2. Develops an understanding of existing characteristics, opportunities and risks

3. Establishes a vision for the future

4. Evaluates alternative management strategies

5. Presents implementation requirements

Black Creek – Subwatershed 10

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Why Black Creek?

• Region and Town wanted technical advice to address land-use changes

• Includes significant ecological features:

– Niagara Escarpment– Coldwater Fishery

• Potential stressors include:

– Urban development– Aggregate extraction – Water demand– Changing farming practices

Black Creek Subwatershed Study - Phasing

Background Report and Monitoring

Phase 1

Characterization Study

Phase 2

Impact Assessment

Phase 3

Management and Implementation

Plan

Completed in collaboration with:

• Halton Region (provided funding)• Town of Halton Hills• County of Wellington• Town of Erin• Provincial agencies• Community groups and residents

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Black Creek Subwatershed Study - Roles

CVC Staff and Consultants

worked together to

create a comprehensive

report

Technical Committee

reviewed and provided input to improve the

report and include all

details

Steering Committee

reviewed completed draft to ensure it was

in-line with plans and

budgets in their jurisdictions

Final discussion with partners to complete study

Steering Committee: Municipal and external partners

Phase 1: Characterization Study (2012)

• Data collection and analysis

• Public consultation

• Established a Vision, Goals and Objectives

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Phase 1: Characterization Study Consultation

• Guidance from Halton Region and the Town of Halton Hills

• Public consultation

– Multiple meetings and open house events

• Technical committee

Phase 1: Characterization Study Vision

• Ensuring human uses are in harmony with the environment;

• Providing a healthy natural heritage system linking land, water and stream banks;

• Maintaining healthy, diverse and self-sustaining populations of plants and animals;

• Fostering restoration and enhancement of natural features, functions and linkages;

• Valuing the Black Creek subwatershed by using its resources sustainably;

• Ensuring public health and safety; and,

• Ensuring a sustainable and healthy Black Creek for present and future generations.

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Phase 1: Characterization Study Study Objectives (1 of 2)

1. Increase Awareness

2. Increase Knowledge

3. Increase Participation

4. Preserve Hydrologic Cycle

5. Maintain, enhance or restore watercourse function

Phase 1: Characterization Study Study Objectives (2 of 2)

6. Reduce Erosion

7. Minimize Flood Risk

8. Maintain groundwater levels and baseflow

9. Maintain or enhance water quality

10.Protect, restore or enhance ecosystem

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Phase 2: Impact Assessment (2016)

• Use field data to identify stressors

• Identify impacts of the stressors on environment

• Evaluate different management scenarios

• Recommend preferred management strategy

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Phase 2: Impact AssessmentPreferred Management Strategy

ZoneDominant Land-Use

Enhanced NHS

Agricultural BMPs

LID New Development

LID Retrofit in Existing

Developed Areas

1 Urban ✓ ✓✓ ✓✓2 Rural/

Agricultural ✓ ✓3 Quarry ✓4 Urban/Rural ✓✓ ✓✓ ✓5 Urban/

Agricultural ✓✓ ✓✓ ✓ ✓✓6 Rural/

Agricultural ✓ ✓✓7 Rural/

Agricultural ✓ ✓

Phase 3: Management and Implementation Plan (2019)

• Eight Management Plans

• Each Plan includes an overview of the plan and a set of recommendations

• Each recommendations addresses:– Where– Outcomes– Implementation Tools– Timeline– Implementation Partners

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1) Existing Urban Development- Low Impact Development (LID)- Pollution Control Measures- Fairy Lake

2) New Development- Natural Heritage- Storm Water Management

including LID- Stream Network

3) Rural Land Use –Best Management Practices

- Water Quality - Erosion- Pesticide and Nutrient Management


4) Aggregate Extraction- Conformance with Existing

Management Plans- Water and Natural Heritage focus

5) Conservation Properties- Management Plan for Limehouse- Acquisition of Significant Properties

6) Natural Hazards- Flood Hazard- Erosion- Dam Safety and Removal

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7) Natural Heritage- Natural Heritage System (NHS)- Restoration of priority areas

8) Water Management- Source Water Protection

(CTC Source Protection Plan)- Maintenance of Groundwater

Recharge- Water Resource System

Next Steps

• Approval by CVC Board of Directors November 8, 2019

• Approval by Town of Halton Hills November 11, 2019

• Approval by Region of Halton Date to be determined

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Project Partners

questions?

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inspired by nature

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2019-11-08

BOARD OF DIRECTORS MEETING - Credit Valley Conservation · 2020. 1. 14. · J. (Jennifer) Dougherty...

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Transcript of BOARD OF DIRECTORS MEETING - Credit Valley Conservation · 2020. 1. 14. · J. (Jennifer) Dougherty...