BOARD OF DIRECTORS MEETING · A. (Ann) Lawlor M. (Matt) Mahoney M. (Martin) Medeiros T. (Tom) Nevills M. (Michael) Palleschi G. (Grant) Peters R. (Ron) Starr Pages 1. APPROVAL OF

BOARD OF DIRECTORS MEETING

Friday, July 10, 2020Meeting to be Held Electronically

MEMBERS

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

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

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

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

Pages

1. APPROVAL OF AGENDA

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

2. DECLARATION OF CONFLICT OF INTEREST

3. MINUTES OF PREVIOUS MEETING

Recommended Resolution:RESOLVED THAT the minutes of the 548 t h meeting of Credit Valley ConservationAuthority held June 12, 2020 be approved.

4. PRESENTATION / DELEGATION

5. BUSINESS ARISING FROM MINUTES

6. NEW BUSINESS STAFF REPORTS

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

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Attached as Schedule 'A' are Development, Interference with Wetlands, andAlterations to Shorelines and Watercourse applications, pursuant to OntarioRegulation 160/06, as approved by staff and presented for members'information.

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

THAT the staff approvals for each be endorsed.

6.2 CVC EMPLOYEE SERVICE AWARD PROGRAM REDESIGN 19

A report on the above mentioned subject as submitted by Marlene Ferreira, Sr.Manager, Human Resources; and Jeff Payne, Deputy CAO and Director,Corporate Services is included in the agenda package as Schedule 'B'.

Recommended Resolution:WHEREAS an updated Employee Service Award Program will continue topromote and align with CVC’s Values and Behaviours and foster a culture ofrecognition; and

WHEREAS CVC is striving to be more planet conscious in our choices ofawards;

THEREFORE BE IT RESOLVED THAT the report entitled “CVC EmployeeService Award Program Redesign” be received and appended to the minutes ofthis meeting as Schedule 'B'; and

THAT the CVC Board of Directors hereby approve the updated CVC ServiceAward program; and further

THAT the Employee Recognition Program policy be updated to reflect theupdates to the program.

6.3 OUR FUTURE TAKING SHAPE: STRATEGIC PLAN 2020-2022 OF CREDITVALLEY CONSERVATION

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A report on the above mentioned subject as submitted by Andrew Kett, Sr.Manager, Education and Outreach; Terri LeRoux, Sr. Manager, PARCS;Christine Zimmer, Sr. Manager, Water and Climate Change Science and JeffPayne, Deputy CAO and Director, Corporate Services is included in the agendapackage as Schedule 'C'.

Recommended Resolution:WHEREAS CVC’s Strategic Plan “Our Future to Shape 2014-2019” term hadexpired and required updating; and

WHEREAS significant progress was made on all the directions in the previous

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plan; and

WHEREAS regulatory changes, issues, and opportunities exist that need to beincluded in an updated strategic plan;

THEREFORE BE IT RESOLVED THAT the report entitled “Our Future TakingShape: Strategic Plan 2020-2022” be received and appended to the minutes ofthis meeting as Schedule ‘C’; and

THAT the Board of Directors approve the final draft of the strategic plan 2020-2022 for design, production, and distribution to staff and partners; and further

THAT staff report back to the Board of Directors annually on progress onmeeting the directions of the strategic plan.

6.4 CHARLES SAURIOL CONSERVATION AREA MANAGEMENT PLAN 58

A report on the above mentioned subject as submitted by Eric Baldin, Manager,Land Planning and Management; and Terri LeRoux, Sr. Manager, PARCS isincluded in the agenda package as Schedule 'D'.

Recommended Resolution:WHEREAS Charles Sauriol Conservation Area is located in Ward 1 in the Townof Caledon and now includes the Flaherty Property that was acquired by CVCin January 2020; and

WHEREAS CVC is interested in incorporating the adjacent unopened roadallowance property owned by the Town of Caledon into the park fabric tofacilitate development of the conservation area and the Credit Valley Trail; and

WHEREAS Charles Sauriol Conservation Area presents an opportunity tosupport integrated use by residents and visitors for recreation and otheractivities in the area; and

WHEREAS the Town of Caledon is reviewing several tourism-baseddevelopment proposals in the surrounding area that would benefit from localgreen spaces that can support visitation levels and special events; and

WHEREAS these proposals present a unique opportunity for the Town ofCaledon and CVC to collaborate and design infrastructure to support the Townof Caledon and neighbouring communities with CVC programming andservices;

THEREFORE BE IT RESOLVED THAT the report entitled ‘Charles SauriolManagement Plan’ be received and appended to the minutes of this meeting asSchedule ‘D’; and further

THAT CVC staff are authorized to collaborate with Town of Caledon staff on thedevelopment of a management plan for Charles Sauriol Conservation Area.

6.5 COMPLETION OF THE HEADATERS SUBWATERSHED STUDY 65

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A report on the above mentioned subject as submitted by Tim Mereu TechnicalDirector, Watershed Management is included in the agenda package asSchedule 'E'.

Recommended Resolution:THERFORE BE IT RESOLVED THAT the report entitled “Completion of theHeadwaters Subwatershed Study” be received and appended to the minutes ofthis meeting as Schedule ‘E’, and

THAT the Board of Directors approve the Headwaters Subwatershed Study;and

THAT CVC Staff be directed to seek endorsement of the study from localmunicipal councils; and

THAT copes of the Headwaters Subwatershed Study be provided to the Townof Orangeville, the Town of Mono, the Town of Caledon, the Township ofAmaranth and the Township of East Garafraxa; and further

THAT CVC staff incorporate the implementation of the subwatershed study intothe budget and work plans.

7. CORRESPONDENCE/INFORMATION ITEMS DISTRIBUTED TO MEMBERS

7.1 CONSERVATION ONTARIO COUNCIL E-BULLETIN, JUNE 2020, VOL 75 87

Conservation Ontario Council E-Bulletin, June 2020, Volume 75.

8. NOTICE OF MOTION

9. QUESTION PERIOD

10. OTHER BUSINESS

11. RESOLUTION TO MOVE TO 'IN-CAMERA' SESSION

Recommended Resolution:RESOLVED THAT the Board move to 'In-Camera' session to discuss personnelmatters.

11.1 BUSINESS CONTINUITY ANALYSIS #4 DUE TO COVID-19 PANDEMIC

Included in the agenda package is a confidential 'In-Camera' report on theabove mentioned subject as submitted by Jeff Payne, Deputy CAO andDirector, Corporate Services; and Deborah Martin-Downs, CAO.

12. RESOLUTION TO MOVE TO OPEN SESSION

Recommended Resolution:RESOLVED THAT the Board move to open session.

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13. RESOLUTION FOLLOWING 'IN-CAMERA' SESSION

14. MEETING ADJOURNED

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SCHEDULE ‘A’ PAGE -1-

2020-07-10

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

DIRECTORS’ ENDORSEMENT)

A) APPLICATION # 19/275

OWNER: AGENT: Cunha Design Consultants PROPERTY LOCATION:

8256 Creditview Road Part Lot 2, Concession 3 WHS City of Brampton

APPLICATION: Development in the Regulated Area for the purpose of

constructing a two storey dwelling, driveway, and retaining walls.

WARD: B 4

B) APPLICATION # 20/121 OWNER: AGENT: Out of the Box Engineering PROPERTY LOCATION:

56 Malaspina Close Part Lot 1, Concession 5 WHS City of Brampton

APPLICATION: Development in the Regulated Area to facilitate construction

of a wood deck.

WARD: B 6

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C) APPLICATION # 20/123 OWNER: City of Brampton AGENT: Fieldgate Developments PROPERTY LOCATION:

Part of Lot 3, Concession 3 WHS City of Brampton

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

pedestrian bridge over Springbrook Creek. WARD: B 4

D) APPLICATION #: 20/124 OWNER: City of Brampton AGENT: Fieldgate Developments PROPERTY LOCATION:

Part of Lot 5, Concession 3 WHS City of Brampton

APPLICATION: Development in the Regulated Area for constructing a

pedestrian bridge over 8B West Tributary. WARD: B 4

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E) APPLICATION #: 20/125 OWNER: AGENT: Whispering Pines Landscaping LOCATION: 43 Rayburn Meadows

Part Lot 2, Concession A Town of East Garafraxa


constructing an inground pool, patio and cabana.

WARD: N/A

F) APPLICATION #: 20/049 OWNER: AGENT: LOCATION: 34 Main Street

Part Lot 14, Concession 9 Town of Erin


constructing a non-habitable sunroom addition, second storey deck above and covered front porch.

WARD: N/A

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G) APPLICATION #: 20/122 OWNER: AGENT: Huis Design Studio LOCATION: 4937 Ninth Line



constructing a two storey single family dwelling, detached garage, driveway, rear balcony and septic system.

WARD: N/A

H) APPLICATION #: 20/129 OWNER: AGENT: LOCATION: 247 Radley Road

Part of Lot 14, Concession 2 SDS City of Mississauga


constructing an armour stone retaining wall. WARD: M 1

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I) APPLICATION #: 20/130 OWNER: AGENT: LOCATION: 7870 Creditview Road

Part Lot 15, Concession 4 WHS City of Brampton

APPLICATION: Development in the Regulated Area to facilitate construction of

an in-ground pool and interlock patio and walkway. WARD: B 6

J) APPLICATION #: 20/127 OWNER: Region of Peel AGENT: LOCATION: Mississauga Road

Part Lots 2, 3 and 4, Concession 5 WHS Town of Caledon

APPLICATION: Development in the Regulated Area to facilitate replacement of

culverts. WARD: C 1

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K) APPLICATION #: 20/128 OWNER: AGENT: Calder Engineering Ltd. LOCATION: 2070 Boston Mills Road

Part Lot 33, Concession 2 WHS Town of Caledon


constructing a septic system. WARD: C 2

L) APPLICATION #: 19/217 OWNER: Eden Oak (Creditview Heights) Inc. AGENT: Condeland Engineering LOCATION: Part of Lot 20, Concession 9

Town of Halton Hills APPLICATION: Development in the Regulated Area for the construction of the

proposed stormwater management pond and grading works in association with subdivision 24T 08/001.

WARD: H 2 & 3

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M) APPLICATION #: 20/093 OWNER: AGENT: LOCATION: 753107 & 753081 2nd Line EHS

Part Lot 2, Concession 3 EHS Town of Mono


constructing an addition to the dwelling, attached garage and fill placement in the rear yard.

WARD: N/A

N) APPLICATION #: 20/120 OWNER: AGENT: Noble Elite Solutions Ltd. LOCATION: 48 Hanbury Crescent



a backyard deck and stairs.

WARD: B 5

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O) APPLICATION #: 20/097 OWNER: AGENT: Clean-Clear Pool Service Ltd. LOCATION: 12 McCullogh Drive



constructing a 16’ x 32’ inground swimming pool, 3’ concrete patio and pool equipment.

WARD: N/A

P) APPLICATION #: 20/112 OWNER: AGENT: LOCATION: 1908 Hartland Drive

Part Lot 30, Concession 2 SDS City of Mississauga


an in-ground pool, interlock patio, and shed. WARD: M 2

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Q) APPLICATION #: 20/131 OWNER: AGENT: LOCATION: 10 Ashfield Place



a deck and stairs. WARD: B 4

R) APPLICATION #: 20/046 OWNER: The Corporation of the Town of Caledon AGENT: Chisholm Flemming & Associates LOCATION: Heart Lake Road

Part Lots 21 to 29, Concessions 2 and 3 EHS Town of Caledon

APPLICATION: Interference with a wetland and development in the Regulated

Area for the purpose of replacing a culvert and undertaking road improvements.

WARD: C 1

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SCHEDULE ‘A’ PAGE -10- 2020-07-10

DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS TO

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

S) APPLICATION #: 20/047 OWNER: The Corporation of the Town of Caledon AGENT: Chisholm Flemming & Associates LOCATION: The Grange Sideroad

Part Lots 5 & 6 Concession 2 and Lots 5 & 6 Concession 2 & 3 EHS Town of Caledon


replacing culverts and undertaking road improvements. WARD: C 1

T) APPLICATION #: 20/133 OWNER: AGENT: LOCATION: 15023 Chinguacousy Road

Part Lot 33, Concession 2 WHS Town of Caledon

APPLICATION: Development in the Regulated Area and floodplain for the

purpose of constructing a deck. WARD: C 2

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SCHEDULE ‘A’ PAGE -11- 2020-07-10



U) APPLICATION #: 20/135 OWNER: AGENT: YR Pools and Construction LOCATION: 30 Lyonsview Lane

Part Lot 30, Concession 4 WHS Town of Caledon (Chinguacousy Township)


an inground pool, concrete pool deck, retaining wall, cabana, gazebo, walkway, and pool equipment pad.

WARD: C 2

V) APPLICATION #: 20/134 OWNER: AGENT: LOCATION: 10 Station Street

Part Lot 24, Concession 7 Town of Erin (Hillsburgh)


constructing a 14’ x 28’ inground pool and 10’ surrounding patio.

WARD: N/A

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SCHEDULE ‘A’ PAGE -12- 2020-07-10



W) APPLICATION #: 20/012 OWNER: Town of Halton Hills AGENT: LOCATION: 509 Main Street

Part Lot 21, Concession 10 Town of Halton Hills (Glen Williams)

APPLICATION: Development in the floodplain of the Credit River for the

purpose of constructing an 8.5m x 4.3m park pavilion and limestone screening pathway.

WARD: H 2

X) APPLICATION #: 20/106 OWNER: AGENT: Matthews Design & Drafting Services Inc. LOCATION: 510 Main Street

Part Lot 21, Concession 10 Town of Halton Hills (Glen Williams)


constructing a 483.3 ft2 addition and attached garage.

WARD: H 2

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SCHEDULE ‘A’ PAGE -13- 2020-07-10



Y) APPLICATION #: 19/160 OWNER: AGENT: Radius Design Group LOCATION: 2300 Thorn Lodge Drive



constructing a first and second story addition and site grading. WARD: M 2

Z) APPLICATION #: 20/138 OWNER: AGENT: LOCATION: 2359 Woking Crescent



a deck and stairs. WARD: M 2

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SCHEDULE ‘B’ PAGE -1-

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TO: The Chair and Members

of the Board of Directors, Credit Valley Conservation

SUBJECT: CVC EMPLOYEE SERVICE AWARD PROGRAM REDESIGN PURPOSE: To approve the updates made to CVC’s Service Award Program for Employees BACKGROUND: CVC’s Service Award Program (“the program”) recognizes employees who have demonstrated their dedication to CVC through their length of service with the organization. In April 1989, the Board of Directors approved the Credit Valley Conservation (CVC) Member and Employee Recognition Award Program (Resolution #29/89) to offer an opportunity to formally recognize long service employees and Board Members. The purpose was to enhance corporate spirit by the visibility offered by such a program. The Member and Employee Recognition Award Program was subsequently renamed the Service Award Program and during this time the program awards were updated to the industry trends at the time. In 2010, the program was once again reviewed and updated to better align with the types of awards given for both the public and private sector. Since then, CVC has experienced several organizational changes and growth prompting the redesign of the program. These changes included new corporate directions established through a new strategic plan (and the strategic plan update from 2020-2022), the establishment of corporate values and behaviours and development of a corporate social responsibility strategy. As the corporate changes above focus on creating a culture of service, collaboration and sustainability, the updated program will focus on these areas for the organization and CVC’s employees. Additionally, there have been several emerging trends in the service award industry, including:

Mid-size, public organizations budgeting service awards programs based on $10 per year of service

Employers moving away from giving gift cards, which are considered near cash by the Canada Revenue Agency (CRA) and are taxable to employees

Organizations moving away from outdated service pins, depending on the industry

The updated program will correspond with CVC’s overall values and direction as an organization that recognizes staff loyalty while meeting service award industry trends and

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aligning with CRA requirements and practices of other conservation authorities within the Greater Golden Horseshoe. ANALYSIS: CVC recognizes and values the significant contribution its employees make to the success of the organization. Recognizing the contributions of staff is fundamental to CVC’s continued success and culture of recognition. The updated program will be more valued by CVC employees, be competitive with industry standards and reflect public sector budget considerations. Table 1 outlines the current program, which was created in 2010. This program recognizes milestone anniversaries for CVC staff and Board Members, up to 40 years of service for staff and 35 years for Board Members. Service awards include service pins or a gift which may be selected from our vendor’s catalogue (MTM Recognition); LCBO or movie gift cards (for staff); a CVC lifetime pass at ten years of service; meal cash card for celebratory meals; and cake (for Board Members). Table 1: Current Program

2010 CVC Service Award Program (Staff) Awards are presented at the Inaugural Board Meeting

Milestone Years

Budget Award Type

5 $40.00 Service Pin (sterling silver tackette)

10 $110.00 Service Pin (gold-filled tackette with blue sapphire gem)

LCBO or Movie Gift Card

CVC Lifetime Pass

15 $160.00 Service Pin (gold-filled tackette with blue sapphire and emerald gems)


Meal cash card

20 $310.00 Service Pin (gold-filled tackette with blue sapphire, emerald and ruby gems)


Meal cash card

25 $350.00 Service Pin (gold-filled tackette with blue sapphire, emerald, ruby and diamond gems)


Meal cash card

30 $330.00 A gift selected by employees from the vendor’s catalogue LCBO or Movie Gift Card

35 $430.00 A gift selected by employees from the vendor’s catalogue

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40 $530.00 A gift selected by employees from the vendor’s catalogue LCBO or Movie Gift Card

2010 CVC Service Award Program (Board of Directors)

5 $50.00 Service Pin (sterling silver tackette)

10 $80.00 Service Pin (gold-filled tackette with blue sapphire gem)

Cake

CVC Lifetime Pass

15 $130.00 Service Pin (gold-filled tackette with blue sapphire and emerald gems)

Cake

Meal cash card

20 $280.00 Service Pin (gold-filled tackette with blue sapphire, emerald and ruby gems)

Cake

Meal cash card

25 $330.00 Service Pin (gold-filled tackette with blue sapphire, emerald, ruby and diamond gems)

Cake

Meal cash card

30 $330.00 A gift selected by Board Members from the vendor’s catalogue

Cake

35 $430.00 A gift selected by Board Members from the vendor’s catalogue

Cake

Table 2 below presents the redesigned program that will be effective in July 2020. This redesigned program will apply only to staff and is capped at the thirty-year milestone as CVC anticipates that most staff will leave CVC or retire prior to or by this milestone. Additionally, when staff retire, CVC’s Directors and CAO have the discretion to provide a retirement gift per CVC’s Corporate Employee Gift policy. Board Members are not included in this program as their service is recognized at the end of their four-year term. The gift and meal cards have been eliminated as they are taxable benefits to employees. CVC is also eliminating the lifetime pass as employees receive a Conservation Ontario pass during their employment with CVC. However, staff with ten years of service or more will receive the lifetime pass when they leave CVC.

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In the redesigned program, each award aligns with our tag line, “Inspired by Nature”. Staff will receive additional vacation time in the year in which they reach their milestone. Service pins will be replaced with wooden mementos, which are more environmentally friendly and made by local artisans. A tree will be planted on CVC property, with maple syrup given to staff at the 10-year milestone. Wooden-framed pictures/prints of images depicting CVC, a metal tree sculpture, and an engraved wooden plaque are also added as service awards for longer service milestones. Images of the award samples are provided in Schedule ‘B’, Appendix 1. Table 2: Redesigned 2020 Program


Milestone Budget Award Type

5 $50.00 • ONE additional vacation day • Wooden service memento (pin with desktop memento)

10 $100.00 • ONE additional vacation day • Wooden service memento (pin with desktop memento) • Tree planting on CVC property • Maple syrup (tangible item to represent the tree planting)

15 $150.00 • ONE additional vacation day • Wooden service memento (pin with desktop memento) • 5x7 CVC conservation area picture with wooden frame

20 $200.00 • TWO additional vacation days • Wooden service memento (pin with desktop memento) • 12x18 Print of an original painting depicting CVC with

wooden frame

25 $250.00 • TWO additional vacation days • Wooden service memento (pin with desktop memento) • Metal tree sculpture (similarly to Friends of the Credit

Conservation Award)

30 + $300.00 • THREE additional vacation days • 8X10 Congratulatory engraved wooden plaque

2020 CVC Service Award Program (Board of Directors)

This program will be eliminated as the Board term is four years and board members may or may not be re-elected for the next term. Board members will receive a gift at the end of their four-year term. If a board member is re-elected for subsequent terms and reaches a greater service milestone, under the CAO’s discretion, a service gift will be provided.

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COMMUNICATIONS PLAN: CVC’s updated Service Award program will be announced on CVC’s intranet (myCVC). Additionally, CVC’s Employee Recognition Program policy will be updated to reflect the changes to the program. Staff milestone recipients will be notified by their supervisor via email that they have reached their specified milestone and they will be presented with their gift at the Inaugural Board meeting that occurs every January. CVC’s Directors and the CAO will receive a report of all the milestone recipients for their department prior to the beginning of every year, so they can personally acknowledge their staff’s milestone accomplishment. FINANCIAL IMPLICATIONS: The cost for CVC’s Service Award program has been included in the 2020/2021 budget under the Corporate Services account number 701-704. An annual budget of $4,000.00 has been set aside for the program, and this new program will not have additional financial impact. The forecasted average for the next five years will meet the current annual budget. RECOMMENDED RESOLUTION: WHEREAS an updated Employee Service Award Program will continue to promote and align with CVC’s Values and Behaviours and foster a culture of recognition; and WHEREAS CVC is striving to be more planet conscious in our choices of awards; THEREFORE BE IT RESOLVED THAT the report entitled “CVC Employee Service Award Program Redesign” be received and appended to the minutes of this meeting as Schedule 'B'; and THAT the CVC Board of Directors hereby approve the updated CVC Service Award program; and further THAT the Employee Recognition Program policy be updated to reflect the updates to the program.

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Submitted by:

__________________________ _____________________________ Marlene Ferreira Jeff Payne, Deputy CAO and Senior Manager, Human Resources Director, Corporate Service Recommended by:

__________________________ Deborah Martin-Downs Chief Administrative Officer

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SCHEDULE 'B', APPENDIX 1 PAGE 1

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2020 CVC Service Award Program Redesign

Milestone Awards

The following table depicts samples of the award CVC staff members will receive for each

milestone year reached.

Milestone Year

Award Description

Award Design

5 - 25 Wooden desktop memento with pin. The pin will have a different design for each milestone

10 Terra Cotta maple syrup – 250 mL bottle (from CVC’s preferred vendor)

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Milestone Year

Award Description

Award Design

15 5X7 Wooden frame with a CVC conservation area picture

Photo Credit: Bob Morris (CVC Retired Staff Member)

20 12X18 Wooden frame with a print of an original painting of a CVC conservation area

Painting by Heather Ciasnocha (CVC Staff Member)

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Milestone Year

Award Description

Award Design

25 Metal tree sculpture

Design Credit: Cathy Mark

30 8X10 Congratulatory engraved wooden plaque (in the shape of CVC’s watershed or feature)

A custom prototype was not created due to the cost of the wood. This image is for example purposes only.

Photo URL:https://westernheritagestore.com/national-park-service-logo-plaque-customized/

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https://westernheritagestore.com/national-park-service-logo-plaque-customized/

https://westernheritagestore.com/national-park-service-logo-plaque-customized/

SCHEDULE ‘C’ PAGE -1-

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SUBJECT: OUR FUTURE TAKING SHAPE: STRATEGIC PLAN

2020-2022 OF CREDIT VALLEY CONSERVATION PURPOSE: To request approval by the Board of Directors of “Our Future

Taking Shape: Strategic Plan 2020-2022” BACKGROUND: At the December 2014 Credit Valley Conservation (CVC) Board of Directors meeting, the Board approved the CVC Strategic Plan “Our Future to Shape: Strategic Plan 2015-2019” by Resolution #111/14. Over the past five years the strategic plan has been an important document directing the priorities of the organization and showing staff how their work contributes to long-term strategic outcomes for CVC and the communities in our watersheds. Overall, significant progress was made on the 2015-2019 plan, with all directions initiated and most with good progress or completed by the end of the five-year term. In the last five years there have been many advances in science, shifts in policy, and emergent priority programs and projects. Notable are the pending changes to the Conservation Authorities Act that will influence the way we deliver on our mission. The current coronavirus pandemic has changed the way we do business and with our communities and stakeholders well into the future. The enormous ongoing challenges related to climate change and community adaptation have become even more pressing. Now, more than ever, CVC must be strategic, transparent, science-based, and show exceptional value to our stakeholders as we respond to these challenges and opportunities. We need to lay the groundwork for CVC to thrive in an uncertain future; for organizational, community, and watershed resilience. In July 2019, the Board authorized staff to initiate a new strategic planning process to refresh this plan for the period of 2020-2022 by Resolution #67/19. The focus of the refresh has been updating the directions that staff will need to guide their work over the next three years, including actions needed to respond to provincial legislation and forthcoming regulations. This time period covers the expected transition period of changing budget allocations between mandatory and non-mandatory programs and services and will complete the current board term.

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A core team was formed consisting of Deborah Martin-Downs, Chief Administrative Officer; Jeff Payne, Director, Corporate Services and Deputy CAO; Andrew Kett, Senior Manager, Education and Outreach; Christine Zimmer, Senior Manager, Water and Climate Change Science; and Terri LeRoux, Senior Manager, PARCS and Executive Director, CVC Foundation. This team organized and executed a work plan to develop the strategic plan that included:

A full review of progress to date on the 2014-2019 strategy;

Research on current trends and issues impacting the watershed and our work;

Review of comparable conservation authority strategic plans, municipal strategic plans, other municipal strategies, plans, and priorities, as well as performance measures and indicators from a variety of public-sector agencies;

Review of all relevant CVC strategies, plans, and other guidance documents that inform, direct, or make recommendations related to CVC activities over the strategy time period (e.g. Climate Change Strategy, Corporate Social Responsibility Strategy, Youth Engagement Strategy, Conservation Areas Master Strategy);

A Board of Directors consultation workshop hosted on November 8, 2019, with review of the federal, provincial, and municipal context and input from the Board on our vision and mission as well as organizational strengths, opportunities, aspirations, and results;

Ongoing consultation on watershed municipal priorities through regular meetings and budget processes;

Engagement with Conservation Ontario and the province on the implications of pending changes to the Conservation Authorities Act and regulations;

Three staff consultation workshops on February 5 and 6, 2020 attended by over 130 staff with staff input on the goals, outcomes, and directions;

Online staff consultation survey in February 2020 and follow-up online staff consultation survey in May 2020 where staff reviewed the draft strategic plan in its entirety with a total of 94 surveys completed.

Information collected from the above activities was assembled, summarized, and cross-referenced to provide the team with guidance on the goals, outcomes, and directions. All comments were taken into consideration and were used to clarify intent, address areas that were missing, and improve language. A draft of the strategy was subsequently presented to the CVC Chair and Vice-Chair for review, and these comments were incorporated into a final draft. The final draft is before the Board for approval. ANALYSIS: This refreshed strategic plan retains the framework of the 2014-2019 strategic plan with some notable exceptions. The vision for the authority is unchanged.

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Our mission has been updated, as directed by the Board, to incorporate key language from the objects of the authority as stated in the Conservation Authorities Act. This mission reflects our, and all conservation authorities’, core mandate of watershed management and is the foundation of all the work that we do. Our values remain unchanged and are the touchstone for how we will work inside and outside the organization. New to this plan is an acknowledgement of Indigenous territory and Indigenous presence in the watershed as allies in land and water stewardship. Also new are five change agents and five organizational commitments that reflect the drivers impacting, influencing, and guiding our work. The strategic plan elements include eight aspirational goals, expected outcomes and a set of directions required to achieve the outcomes and goals. The eight goals and 33 associated outcomes are materially unchanged, though some language has been updated for clarity, accuracy, or brevity. The plan continues to look outward with goals having a 20-year horizon, outcomes a 10-year horizon and directions providing a three-year focus. The plan’s 82 directions have been substantially updated, with completed directions removed, new directions added, and others improved. In the previous plan directions were deliberately non-specific in order to allow for flexibility in programs and projects to adapt in future years. In the refreshed plan, directions have been scoped for the three-year time horizon, are more specific, and will be integrated into three-year business plans and annual workplans across programs and departments. They acknowledge the foundational work of the past five years and highlight the next steps in implementation or progress on the plans and strategies prepared under the previous plan. Finally, a new section entitled measuring success includes indicators to track corporate performance in implementing the plan. A final draft of the plan is provided as Schedule C, Appendix 1. Editorial changes may yet be made but will not change the intent or direction of the plan. Upon approval it will undergo design and publishing. COMMUNICATIONS PLAN: Once the final draft plan has been approved by the Board, communications staff will design the document for publishing. Once complete it will be posted on the website and copies provided to staff and key partners.

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FINANCIAL IMPLICATIONS: CVC has conducted the refresh in-house using staff resources. Some consulting/service costs may be incurred for design, communications support and printing of copies of the finished plan, but those costs would not exceed $25,000 and would be covered by the CAO’s account 701-701. CONCLUSION: CVC has done substantial work delivering on the promise of Our Future to Shape: Strategic Plan 2015-2019. Advancing, leveraging, and accelerating that work is the focus of Our Future Taking Shape: Strategic Plan 2020-2022. Our Future Taking Shape retains much of the visionary qualities of its predecessor but is also an uncompromising reflection of its time. It lays out our plan for staff, stakeholders, and partners for the next three years and acts as both a roadmap and a mantra for CVC as we negotiate the challenges ahead. It builds on the past five years of work keeping the momentum going. We are grateful to the Board members, staff, partners and stakeholders who engaged with us throughout this refresh. By all accounts, it is clear that the changes, pressures, risks, and opportunities facing CVC over the next three years will be substantial. As an organization, we commit to our mission of watershed management and demonstrating our leadership through these times with resilience. RECOMMENDED RESOLUTION: WHEREAS CVC’s Strategic Plan “Our Future to Shape 2014-2019” term had expired and required updating; and WHEREAS significant progress was made on all the directions in the previous plan; and WHEREAS regulatory changes, issues, and opportunities exist that need to be included in an updated strategic plan; THEREFORE BE IT RESOLVED THAT the report entitled “Our Future Taking Shape: Strategic Plan 2020-2022” be received and appended to the minutes of this meeting as Schedule ‘C’; and THAT the Board of Directors approve the final draft of the strategic plan 2020-2022 for design, production, and distribution to staff and partners; and further THAT staff report back to the Board of Directors annually on progress on meeting the directions of the strategic plan.

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Submitted by:

_____________________________ ____________________________ Andrew Kett Terri Le Roux Sr. Manager, Education & Outreach Sr. Manager, PARCS

_____________________________ ____________________________ Christine Zimmer Jeff Payne Sr. Manager, Water & Climate Change Science Deputy CAO and Director, Corporate Services Recommended by:


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CVC Strategic Plan 2020-2022: Our Future Taking Shape

Contents Message from the Chair and Vice Chair ........................................................................................................ 2

Message from the CAO ................................................................................................................................. 3

Our Watersheds and Shoreline ..................................................................................................................... 4

Setting the Stage ........................................................................................................................................... 5

Honouring the Land and Water .................................................................................................................... 6

Our Vision, Mission and Values .................................................................................................................... 7

Change Agents and Our Commitments ........................................................................................................ 8

Goal One: Plan for an environmentally sustainable future .......................................................................... 9

Goal Two: Safeguard people, property and communities from natural hazards ....................................... 11

Goal Three: Manage a healthy, resilient environment through protection, restoration and enhancement .................................................................................................................................................................... 13

Goal Four: Develop, maintain and share leading-edge knowledge to advance science-based decision making and on-the-ground action .............................................................................................................. 15

Goal Five: Connect people with nature, culture and greenspace to promote environmental awareness, appreciation and action .............................................................................................................................. 16

Goal Six: Provide trusted expertise, tools and resources to our clients and partners that protect the environment and support climate change and sustainability goals ........................................................... 18

Goal Seven: Ensure that Credit Valley Conservation is a well-managed, sustainable and service-driven organization ................................................................................................................................................ 20

Goal Eight: Expand partnerships and build new business models to increase organizational resilience and capacity ....................................................................................................................................................... 22

Implementing the Plan and Measuring Success ......................................................................................... 24

Looking Ahead: Our Future Taking Shape ................................................................................................... 25

SCHEDULE 'C', APPENDIX 1 PAGE 1

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Message from the Chair and Vice Chair When CVC launched ‘Our Future to Shape: Strategic Plan 2015-2019’, it was with excitement and promise. With this new-found direction, CVC moved swiftly and purposefully to execute the plan, aligning resources and workplans with the directions within. After five years we have accomplished so much and we are excited to highlight just a few of our success stories in the following pages. There is so much more to do as we continue to face challenges to the natural environment such as climate change, rapid urban growth and invasive species. We are also facing challenges in our political environment with changes to the Conservation Authorities Act and related regulations that have the potential to effect significant organizational change. And now a pandemic – shifting how and where we do our business and interact with our staff, partners and volunteers. While there is uncertainty surrounding us, there has never been more certainty that the work of Credit Valley Conservation is vitally important to the health and well-being of our communities. Our residents felt the loss of access to conservation areas for months as we all coped with the peak of the pandemic. Our partners, while currently focused on public health, continue to push for urgent action on climate change. The will to work together through the pandemic shows us that it is possible to make hard decisions that save lives and make us more resilient. This plan lays out a course of action for the next three years, aligning with the term of our current Board of Directors, our pandemic recovery and likely regulatory change. We will stay the course, finish what we started and show our partners that conservation matters in the Credit River Watershed and across Ontario. On behalf of the Credit Valley Conservation Board of Directors, it is our pleasure to introduce Our Future Taking Shape: Credit Valley Conservation’s Strategic Plan 2020-2022.

Signatures

Karen Ras Tom Adams

Chair Vice Chair


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Message from the CAO

When we began down the path of updating our strategic plan, it was impossible to imagine the barriers

we would face that challenged our progress. We persevered and are now pleased to present Our Future

Taking Shape: Credit Valley Conservation’s Strategic Plan 2020-2022.

We knew at the end of 2019 that changes being proposed to the Conservation Authorities Act might

fundamentally change the way we are funded and, as a result, some of the programs we are able to

offer. But waiting for a clear directive was not an option. To make the most of the public dollars we were

entrusted with we needed to forge ahead, strategically and effectively, to protect, connect and sustain

our watershed.

Throughout this plan, we worked to ensure the following themes are represented in the directions:

• Local science for evidence-based decisions.

• Watershed-based evaluations and solutions for challenging problems.

• Climate change education and action.

• Indigenous perspectives and engagement.

• Recreational lands and amenities for a growing population.

• Relationships and partnerships.

• Modernized technology, spaces and processes to drive efficiency and effectiveness.

• Building the capacity and talents of staff.

• Working with the CVC Foundation to achieve philanthropic goals.

The past five years of work under the previous strategic plan laid a solid foundation for the next three.

Many of the plans and strategies are done, setting the stage for implementation. The timing has never

been better to build more trails, install more green infrastructure and provide more opportunities for

residents to learn about and participate in actions that foster a healthy environment and make us

resilient to climate change.

If the COVID-19 pandemic taught us anything, it is that we can work differently and we change rapidly.

This plan continues the path of change that CVC has been on for the past five years, enabling us to

weather our current challenges and prepare us for new ones. I hope you will join us as our future

continues to take shape.

Signature

Deborah Martin-Downs


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Our Watersheds and Shoreline

The Credit River is almost 90 km long and meanders southeast from its headwaters in Orangeville, Erin

and Mono, through nine municipalities, eventually draining into Lake Ontario in Mississauga at Port

Credit.

While the Credit River flows through one of the most densely populated regions of Canada, the lands

surrounding the river are also some of the most naturally rich, biodiverse and beautiful landscapes in

southern Ontario, including parts of the Niagara Escarpment, Oak Ridges Moraine and Greenbelt.

Credit Valley Conservation has a mandate to for protect, restore and manage the natural resources of

the Credit River Watershed – all the lands that drain into the Credit River – as well as other, smaller

watersheds that drain directly into Lake Ontario, including a section of the Lake Ontario shoreline.

Together, these areas make up our jurisdiction, referred to throughout as the Credit River Watershed.

CREDIT WATERSHED MAP


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Setting the Stage This strategic plan updates the previous plan Our Future to Shape: Strategic Plan 2015-2019. Much of

this plan will look familiar. The vision and mission are essentially the same, the values unchanged, the

goals are fundamentally the same and many of the actions build on those we have been pursuing for the

past five years.

As an update, most of the consultation occurred with our Board and staff across all departments.

With uncertainty on the horizon, this plan focusses on completing or making substantive progress on the

projects or activities that we started under the previous plan. With potential funding shifts, we need to

ensure value to our partners and a return on their investment. However, there are many ongoing

activities recognized in the directions, such as plan review, permitting, monitoring and conservation area

operations that are cornerstones of our work and will continue.

This document provides a framework for internal alignment and work planning that:

• Is the basis for our three-year work planning.

• Supports our budget requests to our municipal partners.

• Supports funding requests to donors and grantors.

• Recognizes and enables the actions from the variety of plans and strategies that were prepared

under the previous plan.

• Focusses on the outcomes we strive for as we implement the various actions.

• Establishes measures of success where applicable to help us demonstrate progress against the

targets or directions.

This strategic plan remains as a primary reference document for our organization in directing business

planning, workforce planning, project planning, employee objectives and budgets. It guides us while

providing enough flexibility to pivot and address changing needs. It ensures we remain accountable to

our partners, donors, taxpayers and above all, the environment.


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Honouring the Land and Water

As we work to further our mission we are reminded of the rich history and enduring presence of

Indigenous peoples as stewards of the land and water of the Credit River Watershed.

Credit Valley Conservation acknowledges that the Credit River Watershed is part of the treaty lands of

the Mississaugas of the Credit First Nation. The Credit River Watershed is also the traditional territory of

the Huron-Wendat, Haudenosaunee, Métis and, most recently, Mississaugas of the Credit First Nation.

As citizens, we continue to be party to the treaties made with Indigenous peoples. We affirm that this

land and water are our common source of life and we must all share in their stewardship and prosperity,

now and for future generations.


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Our Vision, Mission and Values

Vision

A thriving environment that protects, connects and sustains us.

Mission

Together, to conserve, restore, develop and manage the natural resources of the Credit River Watershed through the power of science, education, policy, planning and leadership.

Values

Our values guide our actions. They represent who we are as people and as an organization. They factor into every decision made at every level. As our organization evolves, our values remain a constant source of inspiration and guidance.

• Leadership: We lead by example. We inspire and empower the community and our partners.

• Service: We are responsive and professional in our interactions with the public, our partners and among ourselves.

• Collaboration: We work together and with our volunteers, partners and the community to achieve shared goals.

• Accountability: We are accountable to taxpayers, our partners and donors. Above all, we are accountable to the environment.

• Integrity: We are consistent, honest, ethical and make decisions based on the best available science.

• Excellence: We continually learn and improve to be the best we can be.

• Innovation: We encourage new and creative technologies and approaches.

• Holistic Thinking: We see the big picture and recognize the interconnectedness of elements that form larger systems.

• Inclusiveness: We value the diverse perspectives, work experiences, lifestyles and cultures that together inform the work we do.

• Spirit: We help each other, give back to the community and celebrate achievements.


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Change Agents and Our Commitments

Strategies should not be static. They must adapt to the changing world in which they’re implemented. We recognize the importance of all societal change and, more specifically, the change agents impacting conservation in the Credit River Watershed since the last strategic plan was finished in late 2014.

The change agents and commitments below reflect drivers that will impact, influence and guide our work:

Change Agents:

• Science: Our evolving understanding of the environment and its stressors.

• Technology: Advancements that allow us to work more effectively and efficiently, while offering improved services and experiences for partners, residents and visitors.

• Climate Change: New realities that call for greater resilience, mitigation measures, public education and adaptive management.

• Health: Environmental health supports physical health, mental wellbeing and can reduce the cost of health care by ensuring people have safe drinking water, protection from natural hazards and access to greenspaces.

• People: The impacts of urban growth and changing demographics require that our services and spaces evolve to meet increased demand and ever-changing public expectations.

Our Commitments:

• Stewardship of Land and Water: We are thoughtful and principled stewards of Credit Valley Conservation’s publicly held land and water and partners in the stewardship of our entire watershed.

• Accountability: We are accountable to the residents of the Credit River Watershed, conservation area visitors, donors, our partners and, above all, the environment.

• Indigenous Peoples: We are committed to partnering with Indigenous nations, communities and peoples to advance reconciliation though our work and practices.

• Service: We provide our customers, clients, partners and visitors with customer-focused programs and services that protect people and communities and connect people with nature.

• Staff: We support, engage and develop our people, fostering a culture of inclusiveness, health and safety, wellbeing, excellence, and leadership.


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Goal One: Plan for an environmentally sustainable future

Directions (three years)

1. Study and monitor our environment ensuring we have the right information upon which to base our decisions and management actions to maintain a healthy natural heritage system and address climate change, land use change and invasive species.

2. Work with Indigenous communities to incorporate Indigenous Knowledge and ways of knowing in CVC’s work.

3. Regularly evaluate and integrate the results of environmental field programs to identify emerging issues, areas for future investigation and to forecast the impacts of various environmental stressors, including climate change.

4. Regularly report our findings through watershed report cards, publications and other user-friendly tools to communicate results to diverse audiences.

5. Complete the 100-year Watershed Plan telling our story of change – past, present and future – and initiate implementation of short- and long-term recommendations.

6. Complete Headwaters Subwatershed 19 and Shaw’s Creek Subwatershed 17 plans and initiate implementation of short- and long-term recommendations.

7. Complete the Hungry Hollow Sustainable Neighbourhood Action Plan and initiate implementation of short- and long-term recommendations.

8. Identify needs for additional subwatershed or neighbourhood-scale plans (SNAP) to meet requirements of municipalities, the growth plan, asset management plans and infrastructure planning.

9. Complete management plans for Island Lake Conservation Area, Pinchin Pit and Charles Sauriol Conservation Area, incorporating protection, management and visitor experience.

10. Continue work with the Peel Climate Change Partnership and individual municipal partners to implement existing strategies and develop new ones that advance local climate action in response to declared climate emergencies.

Outcomes (10 years)

• Environmental monitoring and inventory data, including Indigenous knowledge, that inform decisions, detect trends and identify emerging issues in environmental health.

• A comprehensive understanding of watershed stressors, including climate change, land use change and invasive species, that inform strategies designed to address protection, mitigation, restoration and adaptation.

• Science-based, community-supported watershed, subwatershed, neighbourhood and management plans that inform existing and future environmental protection, future land use policies, tools and management activities.

• Communities better prepared for climate change.


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Spotlight: Fletcher’s Creek SNAP

The Fletchers Creek Sustainable Neighbourhood Action Plan (SNAP) is Credit Valley Conservation’s first

and flagship SNAP project. Developed and delivered in partnership with the City of Brampton, Region of

Peel, local groups and residents, this comprehensive, multidisciplinary plan drives urban renewal and

climate action at the neighbourhood scale in this established central Brampton community.

The plan was endorsed by CVC’s Board of Directors and City of Brampton Council in early 2019. In the

first year of implementation, 2,700+ residents were engaged in 24 community events and projects.

SNAP highlights to date include an award-winning low impact development stormwater management

project, infrastructure retrofits, ecological restoration in local parks, and on-the-ground engagement of

residents and corporations. These activities have produced multiple co-benefits that enhance

environmental and community health and well-being.

Success can be attributed to the efforts of CVC staff joining forces across departments and with multiple

stakeholders. It exemplifies our organizational value of collaboration: “To work together and with our

volunteers, partners and the community to achieve shared goals”. We thank everyone involved for their

contributions and look forward to continuing to come together to realize the vision for a cleaner,

greener Fletchers Creek neighbourhood.


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Goal Two: Safeguard people, property and communities from natural hazards


1. Complete flood risk mapping products and flood damage cost calculations that will aid CVC, municipalities and landowners in understanding and responding to riverine flood risk.

2. Provide online tools to access flood hazard and flood risk mapping. 3. Update Section 28 Regulation mapping and policies, communicate changes to partners and

support applications through plan review and permitting. 4. Complete flood hazard mapping for Sheridan, Fletchers, Springbrook and Churchville Creeks,

and for priority flood damage centres in Glen Williams and Inglewood. 5. Complete the review of the Lake Ontario Shoreline Hazard Report updating shoreline hazard

modelling and mapping. 6. Develop mitigation plans to reduce flood and erosion risks to properties and infrastructure near

Cooksville Creek, Fletchers Creek, Shaw’s Creek and the Credit River, using the Risk and Return on Investment Tool (RROIT).

7. Support decision making by our partners in the Ontario Low Water Response Program during drought conditions through stream flow and precipitation monitoring.

8. Enhance CVC’s Flood Forecasting and Warning Program considering emerging technologies, communication tools and technical guidance.

9. Assist municipalities in preparing for, responding to, and recovering from extreme natural events such as flooding, erosion, drought and ice storms.

10. Support municipalities in implementing Source Protection Plan policies, including working with landowners to reduce risks.

11. Update the Credit Valley Source Protection Plan to reflect new science, threats, drinking water systems and climate change.

12. Provide oversight and annual reporting of the implementation of the CTC (Credit Valley, Toronto Region, Central Lake Ontario) Source Protection Plan.

13. Update emergency management plans for conservation areas to include emerging public health, wildfire and safety scenarios.

Outcomes (10 years)

• Science-driven actions to reduce flood and erosion risks to safeguard people, properties and infrastructure.

• Engaged and aware residents ready to respond to a flood emergency.

• Clean and abundant drinking water for our communities now and in the future.

• Public safety on our properties.

Spotlight: Risk and Return on Investment Tool The social, economic and environmental costs of climate change are already being felt across Canada. Residents and municipalities have paid a high price to repair flooded properties and infrastructure. To understand the full risks and costs of extreme rainfall events, CVC, with our partners, have updated floodplain mapping with advanced software and developed a Risk and Return on Investment Tool. The


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tool identifies properties and infrastructure at risk of flooding and erosion under historic and climate change scenarios. The tool also allows CVC and partners to evaluate solutions to maximize cost benefit and safeguard our environment and communities for the future. Recognizing we all play a part in protecting our community, the tool provides a series of maps to help property owners understand their risks and prioritize preventative measures.


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Goal Three: Manage a healthy, resilient environment through protection, restoration and enhancement Directions (three years)

1. Incorporate priority conservation actions from key watershed-based plans as well as ecosystem evaluation and risk assessment tools into the Integrated Watershed Restoration mapping tool to inform coordinated restoration of public and private lands by CVC and partners.

2. Complete the Ecological Restoration Strategy and Guidelines. 3. Complete the dam and headpond restoration at Belfountain Conservation Area. 4. Mitigate the impact of the Monora Creek dam on coldwater habitat and fish movement and

undertake a dam mitigation outreach strategy for landowners to identify other candidate projects.

5. Complete substantial components of Jim Tovey Lakeview Conservation Area habitat projects. 6. Complete the Sustainable Forest Management Plan (SFMP) and initiate implementation of

priority actions on CVC lands while building capacity for private landowner forest management services.

7. Implement priority actions from the Invasive Species Strategy focusing on surveillance and response to emerging threats on CVC lands and adjacent lands where new invasions can be controlled, including Forks of the Credit and Jim Tovey Lakeview Conservation Area.

8. Manage, enhance or restore natural features in existing and new conservation lands, including projects at Pinchin Pit, Terra Cotta and Silver Creek.

9. Work with landowners to promote behavior change and identify priority stewardship opportunities that support restoration, management and sustainable landscaping on residential, agricultural, commercial and institutional lands.

Outcomes (10 years)

• Water quality and quantity that support healthy native ecosystems.

• Healthy and resilient aquatic, wetland and terrestrial communities and species that meet ecological targets.

• Vulnerable, ecologically sensitive, at risk, and valuable ecosystems are protected, restored or enhanced through strategic management.

Spotlight: Jim Tovey Lakeview Conservation Area In 2010, Credit Valley Conservation, the Region of Peel, and the Toronto and Region Conservation began planning to transform an ecologically impaired industrial shoreline in Mississauga with a new conservation area created from repurposed rubble and clean fill. When completed Jim Tovey Lakeview Conservation Area will offer a total of 26 ha of new habitat, including 11.8 ha of meadow, 1 ha of cobble beach, 4.6 ha of forest, 7.7 ha of coastal wetland and 0.8 ha of rocky islands. The designs for the conservation area reflect multiple priorities, many of which are captured in CVC’s shoreline management plan: Living by the Lake: Action Plan. These include increasing habitat for wildlife, building rocky islands to reduce shoreline erosion and making the area accessible to people and wildlife.


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https://cvc.ca/jimtoveylakeviewca

https://cvc.ca/jimtoveylakeviewca

https://cvc.ca/wp-content/uploads/2018/12/Living-by-the-Lake-Action-Plan-FINAL-WEB.pdf

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Jim Tovey Lakeview Conservation Area will connect with Marie Curtis Park to the east and Lakeview Village to the west, adding a missing piece of the Waterfront Trail.


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https://lakeviewcommunitypartners.com/

https://lakeviewcommunitypartners.com/

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Goal Four: Develop, maintain and share leading-edge knowledge to advance science-based decision making and on-the-ground action


1. Lead or participate in joint research and knowledge transfer with our municipal and conservation authority partners, academia, and other public and private sector stakeholders.

2. Provide knowledge, support and training for water management practitioners through the Sustainable Technology Evaluation Program (STEP).

3. Continue to develop scientific understanding to aid in ecological impact assessment and ecosystem offsetting in support of a no-net-loss approach to land use planning.

4. Develop guidelines and assessment tools to help maintain adequate streamflow quantity, duration and timing for aquatic life while allowing for sustainable human use of water resources.

5. Complete Road and Valley Crossing tools to support municipal infrastructure planning and guide restoration priorities.

6. Develop guidance for green infrastructure to meet water balance and climate change risk requirements.

7. Continue to develop, upgrade, and implement innovative decision support tools, including the Benefit-Cost-4 Natural Asset, Health and Well-Being, Risk and Return on Investment, and STEP LID Life Cycle Costing Tools, to support municipalities in making the business case for investment in green infrastructure.

8. Demonstrate the application of the Drainage Act for urban stormwater management for properties on Mississauga’s Southdown Road, promoting the methodology and results widely.

9. Work with municipal partners to operationalize green infrastructure through the development of frameworks and standard operating procedures for inclusion in infrastructure asset management programs.

10. Leverage monitoring data and tools to make science-based decisions in land use planning and restoration, and advance adaptive watershed management considering a changing climate.

Outcomes (10 years)

• Credit Valley Conservation is a trusted source for leading-edge environmental science, tools and guidance.

• Policy, practice and guidelines are informed by environmental science.

• Watershed health is improved through science-driven actions.

Spotlight: Business Case for Natural Assets Natural assets – wetlands, forests and streams – play an important role in delivering critical community services such as stormwater treatment and reducing the urban heat island effect. To make the case for protecting natural assets, CVC and partners developed the Business Case for Natural Assets Tool. The tool estimated the stormwater value of natural assets in Peel Region as close to $18.4 billion today and $20 billion under future climate change conditions. An interactive dashboard also assesses additional services such as carbon sequestration, urban heat reduction, air quality improvements and recreation value. It also compares the costs and benefits of protecting and enhancing natural assets.


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Goal Five: Connect people with nature, culture and greenspace to promote environmental awareness, appreciation and action

Directions (three years) 1. Develop a learning strategy to engage watershed residents, diverse watershed communities,

and park visitors through programming, infrastructure and innovative technology, including a baseline survey of watershed environmental and climate change literacy.

2. Engage and coordinate a committed volunteer base that advocates for and builds a healthier environment, including building innovative volunteer management tools and processes.

3. Build capacity of business and industry to undertake ecological approaches to managing land and water and engage their employees through an enhanced Greening Corporate Grounds program and expanded municipal partnerships.

4. Work in priority communities to address environmental concerns through targeted outreach and action, including the implementation of Sustainable Neighbourhood Actions Plans in Brampton and Halton Hills, Peel Climate Change Partnership and Integrated Marketing and Outreach Strategy.

5. Develop a digital marketing and communications strategy to increase online engagement, program uptake and amplify our reach across all channels.

6. Work with Brampton and other community partners to plan and develop a regionally significant hub for environmental learning, stewardship and public engagement.

7. Operationalize the Conservation Areas Master Strategy by implementing the Visitor Experience, Indigenous Engagement and Land Acquisition Plans.

8. Work with municipal and regional governments and private landowners to expand public access to green space, generate outdoor recreational opportunities and develop supporting infrastructure.

9. Work with our partners to implement the Credit Valley Trail Strategy, including securing, planning, designing and opening segments of the Credit Valley Trail and Indigenous placemaking at key trailheads as per the Credit Valley Trail Indigenous Engagement Implementation Plan.

10. Establish an Indigenous Elders Circle to counsel and advise CVC on all aspects of Indigenous partnership and engagement.

Outcomes (10 years)

• Enhanced environmental and climate change literacy among residents.

• An informed and connected community of environmental stewards and volunteers that take action on public and private lands to protect and enhance the local environment.

• Residents from diverse communities with a strong sense of place, a deep connection to the land they call home and an appreciation for the connection between nature and their well-being.

• Conservation areas that provide accessible natural spaces and unique environmental experiences for all to enjoy.

• Meaningful engagement and partnerships with Indigenous communities connected to the Credit River Watershed.


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Spotlight: Credit Valley Trail Indigenous Experience Plan The Credit Valley Trail (CVT) Indigenous Experience Implementation Plan was developed and finalized through the collaborative efforts of the trail’s Indigenous Roundtable (CVTIRT), Credit Valley Conservation and Indigenous-led consulting firm, Neegan Burnside ltd, building on the work of the earlier Credit Valley Trail Indigenous Experience Plan, Bimaadiziwin Nibi Aawan (Water is Life). The Implementation Plan identifies areas of Indigenous significance located in the main valley of the Credit River and contains a set of recommendations intended to animate the CVT route with concepts such as, interactive storytelling experiences, interpretative signage, public art installation and trail markers. The plan identifies seven key sites and specifies location-specific conceptual themes to be created along the trail route. Within the plan, each site incorporates unique animal dodems and key themes which may be represented by stories, teachings, and symbology. Central themes include interpretative features such as art installations and features which encourage place-based learning. Moving forward to initiate the recommendations and themes captured within these two plans, CVC will ensure continuing collaboration with CVT partners. CVC will continue working with all municipal, community and Indigenous partners — establishing workplans and ensuring effective communication as we continue working to bring these plans to life.


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Goal Six: Provide trusted expertise, tools and resources to our clients and partners that protect the environment and support climate change and sustainability goals


1. Revise planning and development policies, reflecting policy and regulatory changes, advances in science, changes in flood plain and flood risk mapping, ecological offsetting and updated guidance documents.

2. Provide technical expertise, support tools and programs to various partners and economic sectors, including municipalities, building and land development, agriculture and aggregates, on innovative and best management practices for climate change, flood and water management, and environmental protection, management and restoration.

3. Integrate recommendations from the Watershed Plan and Subwatershed Plans into strategies, programs and plans of CVC and our partners for coordinated implementation.

4. Complete incorporation of the Credit River Watershed Natural Heritage System Strategy into municipal official plans with supporting policies and continue to support a healthy natural heritage system.

5. Support municipalities by developing biodiversity guidelines, including coyote and Canada goose management and bird-friendly design.

6. Update CVC stormwater management criteria guidance document to reflect climate change, new science and policy directions in partnership with member municipalities and the development community.

7. Develop a ‘bank’ of habitat projects to provide voluntary or compulsory ecological offsetting opportunities.

8. Develop guidelines with municipal partners on how to incorporate the inventory and assessment of natural assets into municipal asset management frameworks.

9. Support the implementation of best management practices on development and infrastructure sites through expertise, monitoring, and compliance inspection.

Outcomes (ten years)

• Barriers are removed to facilitate the adoption and installation of green infrastructure, including low impact development.

• New development and redevelopment that successfully integrates natural and built elements.

• Agricultural properties that are productive and environmentally sustainable.

• Natural Assets successfully incorporated into decision making frameworks.

Spotlight: Natural Heritage System

The Natural Heritage System (NHS) for the Credit Watershed is made up of natural heritage features such as wetlands, forests and streams, as well as their buffers that are collectively important for their biodiversity and ecological function. The system takes us from a series of ‘islands of green’ to a linked system improving the size, shape and connectivity of the natural features on the landscape. Municipalities are directed to develop an NHS and accompanying policy in the Provincial Policy


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Statement. With completion of the NHS strategy and system, we are now working with our municipal partners to build it into their official Plans, ultimately to protect, manage and enhance the natural heritage of the Credit River Watershed for current and future generations.


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Goal Seven: Ensure that Credit Valley Conservation is a well-managed, sustainable and service-driven organization


1. Implement information management systems and maintain our investment in information technology infrastructure as critical corporate assets and platforms enabling staff to readily adapt to business demands.

2. Deliver a new, state-of-the-art website that brings CVC’s brand to life while optimizing service delivery and user engagement.

3. Utilize collaboration tools that enable multi-disciplinary and cross-departmental teams to deliver integrated projects and programs efficiently and effectively.

4. Complete and implement an asset management plan that supports corporate sustainability. 5. Continue to promote a progressive culture of employee well-being while maintaining a

strong focus on workplace health and safety. 6. Strengthen leadership skills, strategic thinking, project management and financial expertise

across the organization to ensure the next generation of leaders are ready for our future. 7. Implement the Youth Engagement Strategy by recruiting, training and mentoring youth,

providing valuable work experience and inspiring youth to be future environmental champions.

8. Develop and maintain a workplace culture that attracts, inspires and retains a diverse and inclusive workforce and recognizes and celebrates staff achievements.

9. Embed the Corporate Social Responsibility Strategy into our way of doing business, focusing on operational changes and mobilizing staff to contribute to corporate and community well-being.

10. Leading by example through CVC’s Climate Change Strategy, including completion of corporate risk assessments, ongoing efforts to reduce our carbon footprint and increased resiliency.

11. Demonstrate accountability through continued transparent public reporting, development of a performance measurement system, ongoing program evaluations and a commitment to continuous improvement.

12. Deliver programs and services in a manner consistent with our values and behaviours that demonstrate our commitment to service and public accountability.


• Tools and infrastructure that support program delivery.

• Efficient and effective financial management and operations.

• A healthy, safe, respectful, accessible and inclusive work environment.

• A culture of continuous improvement, innovation, high performance and community service excellence.

• Leading by example with environmentally, socially and economically responsible infrastructure and practices.

• Recognized as a top employer in Canada and one of Canada’s Greenest Employers.


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Spotlight: IT transformation

In 2018, a bold plan was endorsed by the CVC Board of Directors to undertake a digital transformation

of the organization. The first stage occurred in 2018-2019 and included creating a CVC Information

Technology / Information Management (IT/IM) team that undertook and completed a series of

integrated projects that built a new network, infrastructure and upgraded all core applications focused

on mobilizing the workforce within a robust and secure digital environment. The success of these efforts

transformed how and where CVC staff worked.

The second stage began in 2019 with Board approval of key new applications to reinvent how CVC does

business. Internal focus is on advancing data, information, documents and records management along

with the introduction of electronic workflows. Externally, efforts will be focused on improving the

customer experience through a new booking, reservation, rental, customer management and point of

sales system that will integrate seamlessly with our redesigned website.


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Goal Eight: Expand partnerships and build new business models to increase organizational resilience and capacity

Directions (three years) 1. Work with municipal partners to develop new financial arrangements aligned with changes to

the Conservation Authorities Act that sustain programs, operations and facilities. 2. Work with other conservation authorities, watershed municipalities, government agencies and

local environmental organizations to collaborate on similar programs and business areas to maximize efficiency of service delivery.

3. Work with our municipal, provincial, federal and Indigenous partners to share management of public lands and infrastructure for more efficient and effective use of combined resources.

4. Create a Business Leadership Lab to generate new and noble solutions for collaboration in green infrastructure and community economic development.

5. Participate in the Serson Innovation Corridor at Lakeview Village to create a centre of excellence hub in green infrastructure and Great Lakes science and appreciation.

6. Partner with the Credit Valley Conservation Foundation to foster and leverage a culture of giving that supports CVC’s highest priorities and underfunded projects or programs.

7. Recognize and celebrate the talents and achievements of volunteers, partners and donors. 8. Develop public, community, and Indigenous engagement guidance and build our capacity to

deliver on our commitments. 9. Expand network of “Friends of” conservation area groups and establish Credit Valley Trail

chapters to achieve shared goals.


• Increased financial resilience through stable and diverse funding sources.

• Enhanced partnerships that maximize the impact of resources, expand reach and create efficiencies.

• A culture of giving to environmental initiatives through the Credit Valley Conservation Foundation.

• An alliance of environmental and community organizations that work together to achieve shared goals.

Spotlight: Cheltenham Badlands

Located in the Town of Caledon, the Cheltenham Badlands is one of the most recognizable and visited natural heritage landmarks in southern Ontario and an example of the power of collaboration and partnership. The Badlands was purchased by the Ontario Heritage Trust (OHT) in 2002 and until 2017, the site was managed by the Bruce Trail Conservancy on behalf of OHT. In June 2015, the Cheltenham Badlands had to be closed to the public due to the accelerated erosion caused from increasing numbers of visitors walking on the badlands feature, concerns over public safety along the road beside the site, garbage and littering, destruction of trail signs and structures and the creation of additional "rogue" trails on the property.


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A collaborative effort by numerous partners to identify a long-term solution for the property resulted in the re-opening of the site in September 2018 under the management of CVC with support from the Region of Peel, the Town of Caledon and Bruce Trail Conservancy. In 2019, the first full year under CVC’s management, more than 100,000 visitors enjoyed new onsite features including an accessible boardwalk, upgraded trails, educational and interpretive panels, and public and accessible parking space.


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Implementing the Plan and Measuring Success The test of a plan is in its implementation. While divisions, teams, and staff will each track and measure the success of their individual activities, the implementation of this plan will be tracked first at the level of three year directions: have we started, made substantive progress on, or completed each direction. Second, the implementation of this plan will be tracked with the high-level measures of success below. Conservation measures of success show the cumulative impact of many teams – working across multiple goals and directions – making on-the-ground progress to restore and enhance the natural environment. Customer service and financial measures of success demonstrate our commitment to be a resilient and service-driven organization that meets the needs of our customers and stakeholders. These measures, and their targets, are aspirational and made with current knowledge, despite areas of uncertainty related to the current COVID-19 pandemic and the yet-to-be-finalized changes to the Conservation Authorities Act. These measures will be benchmarked at 2015 and 2019, where data is available, and reported on as the overall measures of success of both Our Future to Shape and Our Future Taking Shape. Conservation:

1. Increased annual total area (ha) of the watershed restored or managed by CVC programs and services.

2. Increased percentage of conservation actions implemented in the highest priority areas annually.

3. Increased total area of the Credit River Watershed natural heritage system incorporated into municipal natural heritage systems by 2022.

4. Consistent or improving trends in water quality in the upper, middle, and lower watershed. 5. Reductions in corporate carbon emissions that meet or exceeds provincial and federal targets by

2022. 6. Increased environmental and climate change literacy across watershed communities by 2022.

Customer Service:

7. 95 per cent of all permit transactions meet the Conservation Ontario service delivery guidelines. 8. Warnings issued for 100 per cent of forecasted flood events. 9. Internal network uptime of 9 per cent or greater. 10. Increased customer loyalty across services. 11. Increased employee engagement.

Financial:

12. General levy budget variance plus or minus three percent annually. 13. Increased non-levy revenue to 15 per cent of total revenue by 2022. 14. Consistent or increased annual philanthropic revenue. 15. Grant approval rate of 75 per cent or greater.


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Looking Ahead: Our Future Taking Shape

Our last strategic plan, Our Future to Shape, focused on defining the actions we needed to take to

manage the future of our watershed. Informed by CVC’s 60-year history, it identified a number of

activities, including the development of strategies or plans for many of our business areas that were

needed to guide the work of CVC.

Through the development of the plans, we further defined the problems and their magnitude, the

highest priority actions or areas and the expected effects of taking such actions. For each, partners to

aid in delivery were defined, for taking care of the Credit River Watershed is a shared responsibility.

We finished the Credit River Watershed Natural Heritage System Strategy defining a linked system of

natural heritage features, linkages and buffers with an intent to protect woodlands, wetlands,

grasslands, streams and their functions.

We completed two subwatershed studies and a Lake Ontario shoreline strategy, helping our partners

define the path to address local issues – how much to do and where – to improve a situation or protect

for the future. We have been working diligently on our 100-year watershed plan – characterizing

changes since 1954 and now working on predicting future changes with climate change and growth. It

too will drive the future of the Credit River Watershed.

We took our watershed-wide approach down to the community level with our first Sustainable

Neighbourhood Action Plan for Fletchers Creek, defining and initiating the actions needed to make

measurable change in this neighbourhood. We defined our restoration priorities to focus our activities

to maximum effect.

We have our Conservation Areas Master Strategy and its subcomponents for Indigenous engagement,

land securement and visitor experience. The Credit Valley Trail was just an idea in 2015 and now we

have a strategy and our first piece of property specifically acquired for new trail. The Upper Credit

Conservation Area Management Plan was completed to guide our newest conservation area. We

completed the Environmental Assessment, approvals and detailed design for what is now known as Jim

Tovey Lakeview Conservation Area – a new 26 ha conservation area on the Lake Ontario shoreline. We

completed the Belfountain Conservation Area Management Plan and Dam and Head Pond

Environmental Assessment that will update our 100-year-old park. All these documents will guide our

new relationship with Indigenous peoples and the transformation of our conservation areas to support

the recreational trends and needs for healthy green spaces for healthy people now and into the future.

We completed internal strategies to outline our digital transformation, our Corporate Responsibility

Strategy and our Climate Change Strategy, setting the stage for innovation and sustainable growth.

We have studied, prioritized and predicted the future. It’s time to act – to demonstrate the value of conservation to our communities – for health, for jobs, for safety. Our future is taking shape and we are proud to work with our partners to protect, connect and sustain the Credit River Watershed.


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SCHEDULE ‘D’ PAGE -1-

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SUBJECT: CHARLES SAURIOL CONSERVATION AREA

MANAGEMENT PLAN PURPOSE: To seek endorsement from the Board of Directors of CVC to

collaborate with the Town of Caledon regarding management planning for the Charles Sauriol Conservation Area

BACKGROUND: Credit Valley Conservation (CVC) are the public stewards of over 2,800 hectares (7,000 acres) of natural space. CVC operates a system of 62 conservation areas that stretch from the shores of Lake Ontario north to the headwaters in Dufferin County. Guiding our work is the Conservation Areas Master Strategy (CAMS), approved by the Board of Directors in 2018 (Resolution #65/18). CAMS identifies the outcomes, directions and deliverables needed over the next decade to sustain those natural spaces and create high-quality recreational, cultural and educational experiences that meet visitors’ needs today and into the future. It is a guiding document for our conservation areas, directing business planning, project planning, and providing flexibility to meet changing needs. CAMS ensures we remain accountable to our partners, donors, taxpayers, and above all, to the environment. One of these 62 properties, Charles Sauriol Conservation Area (the ‘conservation area’) represents a significant opportunity to achieve numerous CAMS outcomes and directions. The conservation area is located on the Credit River north of Charleston Sideroad in Ward 1 of the Town of Caledon and has been owned by CVC since 1978. Currently inaccessible to the public the conservation area features nearly three kilometers of the main Credit River. The conservation area was expanded in size from 76 hectares (188 acres) to 94 hectares (232 acres) in January 2020 when CVC acquired the adjacent 18 hectare (44 acre) Flaherty property (referred to publicly as the Capstone Property). Funding support for this 18 hectare (44 acre) acquisition was provided by the Region of Peel Greenlands Securement Program and the Credit Valley Conservation Foundation (with generous support from the community). The eastern boundary of the conservation area is formed by a Town of Caledon unopened road allowance between the 2nd and 3rd Lines, west of Hurontario Street, that stretches from Charleston Sideroad on the south to Beechgrove Sideroad on the north. Including the unopened road allowance as part of the management plan would add six hectares (14.5 acres) of development area and programable space, create 2.3

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kilometers of Credit Valley Trail and provide the opportunity to open the conservation area to the public through the creation of a safe access road off of Charleston Sideroad. CVC staff commenced project scoping on a management plan for the conservation area in 2020 and in June 2020 CVC staff presented a preliminary high level development concept for the conservation area (Schedule ‘D’, Appendix 1 and 2) to Town of Caledon Senior Staff (town staff). The intent of the presentation was to identify opportunities for collaboration that would actualize multiple mutual benefits. Conceptual infrastructure components included a gateway to the Credit Valley Trail (CVT), a Caledon CVT trailhead, Indigenous placemaking elements, habitat restoration opportunities, trails, parking, washrooms, and picnic facilities. With the support and knowledge of town staff, the preliminary concept included the unopened road allowance. After reviewing the concept, Town of Caledon staff expressed interest in continued collaboration on the development of the conservation area management plan. Concurrently, the Town of Caledon is considering a number of development proposals related to the golf and hospitality industry in the northwest part of Caledon. These initiatives present opportunities for town staff and CVC staff to work together to explore and identify a broader vision and partnerships. As the next step in discussions and planning, Town of Caledon staff are seeking endorsement from the CVC Board for CVC staff to continue to work in partnership with town staff to develop a broader vision and management plan for the conservation area. ANALYSIS: The conservation area is ideally located near numerous local assets including Forks of the Credit Provincial Park, Millcroft Inn, Alton Mills Art Centre, TPC Toronto at Osprey Valley, the Devil’s Pulpit/Paintbrush golf courses. Current or pending development proposals for this area presents an opportunity for CVC and the Town of Caledon to collaborate and plan a unique outdoor experience that compliments and enhances the proposed developments while also addressing a number of existing, local community issues including:

Supporting the protection and growth of regional green space for recreation, trails, tourism and environmental restoration;

Enabling public access to green space through Charles Sauriol Conservation Area, which is currently inaccessible to the public;

Creating a tourism and recreation destination of choice that serves as an opportunity for business partnerships and supports economic development;

Supporting the vision of the Credit Valley Trail by creating a signature CVT Caledon Trailhead and building 2.3 kilometers of optimum route that will contribute to a 8.5 kilometer stretch of connected, secured trail;

Building relationships with Indigenous partners to provide opportunities to honour the peoples, land and water;

Integrating Indigenous placemaking and elements as guided by CVT’s Indigenous Roundtable;

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Strengthens CVC’s and the Town of Caledon’s ability to collaborate, develop and market unique eco-adventure experiences, taking advantage of the Niagara Escarpment, the Greenbelt and the beautiful topography of the area;

Design and installation of day-use facilities (e.g. picnic pavilions, parking, and washrooms) to support integrated use by residents and visitors for recreation and other activities in the area;

Creation of open spaces to accommodate special events and programming; and Continued option for the Town of Caledon to use the unopened road allowance

to provide essential servicing (e.g. water, wastewater, fibre optics) to residents of the area.

Continued discussions with Town staff can consider a broader range of options to maximize the benefit of the property for the local community, visitors and the environment. Joint effort on the development of the Conservation Area management plan would satisfy a number of strategic directions for CVC and the Town of Caledon such as:

CVC Strategic Plan 2020-2022; CVC Conservation Areas Master Strategy (2018); CVC Credit Valley Trail Strategy (2017); Town of Caledon Tourism Strategy (2014); and Town of Caledon Adult 55+ Strategic Plan (2015).

The Conservation Area an exciting opportunity for CVC to work with the Town of Caledon. Joint discussions will explore a wide variety of infrastructure, programming, and operational components. Town and CVC staff would also work jointly to undertake public consultation and engagement. COMMUNICATIONS PLAN: Discussions are at a very preliminary stage. A formal communications plan will be developed after the project scope is completed later this year. FINANCIAL IMPLICATIONS: At this stage in the process there are no financial implications. Costs to complete management plans are covered within CVC’s existing 401-455 (Special Shared) and 401-461 (Peel) special levy planning and capital budgets. Expenses are anticipated for 2021 and 2022. CVC will be looking for support from the Town of Caledon to develop the management plan and to create facilities that meet the needs of the Town of Caledon and the Region of Peel.

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CONCLUSION: CVC is very interested in working with the Town of Caledon on the development of the conservation area management plan, including the unopened road allowance. The conservation area presents a unique opportunity to better serve residents and visitors through innovative partnerships, infrastructure and programming that supports tourism activities. Staff is requesting authorization to continue discussions with the Town of Caledon about the conservation area, collaboratively designing and developing mutually beneficial infrastructure, and pooling resources to complete the conservation area management plan. RECOMMENDED RESOLUTION: WHEREAS Charles Sauriol Conservation Area is located in Ward 1 in the Town of Caledon and now includes the Flaherty Property that was acquired by CVC in January 2020; and WHEREAS CVC is interested in incorporating the adjacent unopened road allowance property owned by the Town of Caledon into the park fabric to facilitate development of the conservation area and the Credit Valley Trail; and WHEREAS Charles Sauriol Conservation Area presents an opportunity to support integrated use by residents and visitors for recreation and other activities in the area; and WHEREAS the Town of Caledon is reviewing several tourism-based development proposals in the surrounding area that would benefit from local green spaces that can support visitation levels and special events; and WHEREAS these proposals present a unique opportunity for the Town of Caledon and CVC to collaborate and design infrastructure to support the Town of Caledon and neighbouring communities with CVC programming and services; THEREFORE BE IT RESOLVED THAT the report entitled ‘Charles Sauriol Management Plan’ be received and appended to the minutes of this meeting as Schedule ‘D’; and further THAT CVC staff are authorized to collaborate with Town of Caledon staff on the development of a management plan for Charles Sauriol Conservation Area.

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Submitted by:

__________________________ __________________________ Eric Baldin Terri Leroux Manager, Land Planning and Senior Manager, PARCS and Executive Management Director, CVC Foundation

__________________________ Jeff Payne Director Corporate Services and Deputy CAO Recommended by:


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SUBJECT: COMPLETION OF THE HEADATERS SUBWATERSHED

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

Headwaters Subwatershed Study, entitled “Phase 3 Management, Implementation and Monitoring Plan”

BACKGROUND: Subwatershed plans are multi-disciplinary studies undertaken by Credit Valley Conservation (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 headwaters subwatershed represents the upper limits of the Credit River watershed. It includes the Town of Orangeville and parts of the Town of Mono, the Town of Caledon, the Township of Amaranth and the Township of East Garafraxa. ANALYSIS: The Headwater Subwatershed Study was completed in three phases.

Phase 1- Characterization Report (2009),

Phase 2 - Impact Assessment Phase 2 Study (2010), and

Phase 3 - Management, Implementation and Monitoring Plan (2020). Phase 1 focused on developing a sound understanding of the features, functions and linkages of the environmental resources in the headwater subwatershed. From this work, goals and objectives were established. Phase 2 assessed the potential impact of proposed land use changes on the watershed features and evaluated various management strategies leading to a preferred a management strategy to guide mitigation of the impact of future growth. From this study, a preferred management strategy was determined for the subwatershed. Following the completion of Phase 2, the study was put on hold until completion of the Credit Valley – Toronto and Region – Central Lake Ontario (CTC) Source Protection

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Plan. This was done in recognition of the critical importance of groundwater and source protection in the Headwaters subwatershed. The science and recommendations of the Source Protection Plan have been incorporated into this subwatershed study. Phase 3 provides a road map for implementing the preferred strategy identified in Phase 2. It describes what is required to achieve the established goals, identifies roles and responsibilities of the various stakeholders for implementing the various recommendations, and identifies long-term monitoring goals to support adaptive environmental management. Phase 3 also includes a summary of Phase 1 and Phase 2, and as such is a stand-alone report. Through the completion of the study three priority issues were identified.

Groundwater recharge is key to sustaining and improving the health of the Headwaters subwatershed system. The potential reduction of groundwater recharge due to urban development and climate change not only needs to be considered in the context of sustaining the supply of drinking water, but also of maintaining baseflow to sensitive streams that support important fish species.

The streams of the headwaters play an important role within the Credit River drainage system, including attenuation of flooding, the production of sediment, and the moderation of temperature. These are important functions that not only affect the geomorphic stability of the downstream watercourses, but they are also integral in sustaining and protecting a diverse ecological community.

Some key natural heritage and water resources linkages are still largely intact and are a major determinant of continued ecological health; however, linkages between tableland forests and riparian corridors are weak although opportunities for improvement exist on the landscape.

Management Plan As part of Phase 3, a management plan has been developed that includes a comprehensive set of recommendations that, when implemented, will aid in protecting the subwatershed for future generations. The management plan is geared towards finding compatible uses to both protect the natural environment and the benefits it provides, while meeting continued urban growth. The management plan is presented in five sections: Stormwater, Groundwater, Surface Water, Natural Heritage, and Stewardship. Stormwater Management Plan Stormwater management will be achieved by applying a treatment train approach. Collectively the treatment train will include infiltration to maintain or exceed existing recharge rates, filtration or detention to improve water quality, volume control to reduce downstream erosion potential, and peak flow attenuation to reduce downstream flood risk. For the headwaters subwatershed the design criteria for stormwater management will be:

Infiltration or Filtration: Subject to guidance provided in Section 4.1 of the Phase 3 report, design Low Impact Development (LID) measures to infiltrate or filtrate as a minimum the runoff generated by a 25 mm storm.

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Runoff Volume: Post development runoff volume for the 2-year storm, after discounting for infiltration/filtration and extended detention, to be no greater than pre-development runoff volume, and preferable 90 per cent of predevelopment to account for uncertainty.

Peak Flow: Post development peak flows in receiving watercourse to be equal to or less than existing peak flows for all design storms up to the 1:100-year event.

The types of measures that are appropriate vary depending on the limits of the wellhead protection areas (WHPA), land use, site soil and water table considerations. Infiltration or filtration will be achieved through at-source LID practices; however runoff volume and peak flow control can be achieved through either LID practices or end-of-pipe facilities. Groundwater Management Plan The focus of the Groundwater Management Plan is to augment the Source Protection Plan by providing guidance in the maintenance of groundwater recharge rates, while also implementing measures to conserve potable water sources and reduce to risk of contamination. Activities specific to source water protection are more fully addressed in the Credit Valley – Toronto and Region – Central Lake Ontario (CTC) Source Protection Plan http://www.ctcswp.ca/ Low impact development identified as part of the stormwater management plan is an integral part of the groundwater management plan. Similarly, the water quality and pollution control section of the surface water management plan also plays a critical role in groundwater protection. Surface Water Management Plan The surface water management plan addresses challenges specific to Island Lake, flooding, drought, erosion, water quality and pollution control, as well as climate change and water sustainability. Implementation recommendations for Island Lake focus on

opportunities to improve the island lake flow regime from the broad perspective of reducing the potential consequence of drought,

enhancing habitat within the lake itself, and

modifying the lake discharge patterns to better mimic natural flow patterns in the upper reach of the Credit River.

To address flood risk in Orangeville it will be necessary to complete a comprehensive mitigation study (in progress) that considers both riverine flooding and spill flow that extends beyond the floodplain. Once complete, the areas designated as two-zone floodplains should be reviewed and updated as necessary. For commercial/industrial properties it is recommended that pollution prevention management plans be developed. The plans include a set of measures that improve the operation and maintenance of privately and publicly owned lands, buildings, and infrastructure to reduce pollution generation and, in turn, minimize unsolicited contaminants from entering the environment. More specifically, the intent of pollution prevention is to minimize potential for spills and contaminated runoff from entering the

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storm drainage network and reduce chemical loading rates (e.g. road salt). Applying pollution prevention measures often includes changing behavior, implementing risk management practices, and educational programs. In the last few years the headwaters subwatershed has been witness to an ice storm, several extreme rainfall events and a seasonal drought. Moving forward, CVC and the area municipalities should assess risks as associated with extreme weather events or seasonal events such as droughts. Risks would encompass consequence to the public, municipal infrastructure, and the natural environment. Building on the recommendations of the Joint Water Plan (www.ctcswp.ca) Policy DEM-six, municipalities should develop a regional municipal water sustainability plan to help promote overall water efficiency as a cost-effective way to reduce water demand and generate additional water, wastewater and stormwater capacity Natural Heritage Management Plan For natural heritage, the objectives of the management plan are:

To protect, restore, or enhance the integrity of the watershed ecosystem through an integrated network of natural areas, habitats, and connecting links and

to protect, restore, or enhance native terrestrial and aquatic plant and animal species, community diversity and productivity.

In line with the objectives, the intent of the natural heritage management plan is to protect core areas, maintain and restore connectivity among them and enhance natural vegetation on adjacent lands. The plan is structured in four parts: natural heritage system (NHS), restoration opportunities, fisheries and land use planning considerations.

Natural Heritage System (NHS): While in the past only natural features with special attributes have received protection, the current approach to NHS planning is to use an ecosystem approach. This approach recognizes that to maintain a healthy, natural ecosystem, it is necessary to protect features, the linkages among features, and ecological functions. An enhanced NHS based on these criteria is intended to protect the habitat, in order to reduce the risk of species loss and provide increased confidence that the natural heritage features and functions within headwaters subwatershed can be sustained over the long term. The enhanced NHS should be viewed as a tool for municipalities to consider in developing their NHS for official plans and for prioritizing land acquisitions, restoration and stewardship.

Restoration Opportunities: Restoration opportunities for the headwaters subwatershed have been identified under four different categories of priority areas: forest, wetland, riparian and grassland restoration.

Fisheries: Fisheries restoration priorities have been identified to improve fish habitat, remove barriers to fish passage, to improve water quality and reduce stream temperatures. Restoration priorities are classified high and medium opportunities, specific to fisheries restoration, pond removal and former pond sediment mitigation.

Land use Planning Considerations: The existing policy and regulation framework, land use planning context, and NHS protection and restoration strategies were reviewed to gain an understanding of the current feasibility of implementing the

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NHS. As part of the analysis land use designations were overlaid on the NHS to determine where there are conflicts between existing designations and the intent of the NHS, and to assist in the identification of barriers and constraints to implementation of the NHS. Overall, the majority of incompatibilities exist at the western edge of the Town of Orangeville and the southeast corner of the Township of Amaranth.

Stewardship Management Plan The stewardship management plan is a CVC initiative that focuses on educating, organizing and aiding urban and rural landowners to implement projects that support the objectives of the Headwaters Subwatershed Study. The following details stewardship activities specific to natural heritage restoration, agricultural activities, urban water management:

Natural Heritage: The top five priorities for natural heritage restoration are: the site of the former Melville Dam, the Main Branch of Credit River downstream of Melville Marshes, natural channel restoration along the upper coldwater reaches of Mill Creek, North Caledon Tributary with a focus on forest and riparian restoration, and the Monora Creek Tributaries with a focus on stormwater management measures with thermal retrofits and dam mitigation.

Agricultural Practices: Stewardship efforts with the agriculture community will focus on both restoration and water quality. Restoration initiatives will focus on restoring grasslands on marginal agricultural lands, while the rural water quality program will address priority contaminant sources and support of nutrient management standards.

Urban Water Management: Urban water management will focus on pollution prevention education for residential and commercial/industrial communities, as well as education and guidance specific to naturalization and water management on private lands.

For more information refer to the Executive Summary of the Headwaters Subwatershed Study found in Schedule ‘E’, Appendix 1. The complete headwaters subwatershed report can be accessed here - https://cvc.ca/wp-content/uploads/2020/07/Headwaters-Subwatershed-Study-Phase-3-Final-Draft-July-2020.pdf COMMUNICATIONS PLAN: Consultation with the municipalities and the public was an integral part of Phase 1 and Phase 2, including the establishment of the study objectives. During Phase 3 consultation with the municipalities has focused on the development of recommendations that meet the requirements of both CVC and the municipalities. Following approval by CVC’s Board of Directors, consultation with the municipalities will focus on implementation of the recommendations. Copies of the Headwaters Subwatershed Phase Three Management, Implementation and Monitoring Plan will be forwarded to the Town of Orangeville, the Town of Mono, the Town of Caledon, the Township of Amaranth and the Township of East Garafraxa. As

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requested, the results of the study will be presented to Councils of these municipalities. It will also be posted to the CVC website. FINANCIAL IMPLICATIONS: The funding for the Headwaters Subwatershed Study was provided through the CVC General Levy. There is no additional financial impact. Projects stemming from the recommendations that require funding will be included in the CVC annual budget process or supported by grants and direct funding from municipal partners. CONCLUSION: The Phase 3 study has now been finalized, resulting in the completion of the Headwaters Subwatershed Study. Recommendations were developed with our municipal partners to ensure that the headwaters environment remains healthy for future generation. This guidance document can now be used as an important resource for the stewards of the subwatershed. RECOMMENDED RESOLUTION: THERFORE BE IT RESOLVED THAT the report entitled “Completion of the Headwaters Subwatershed Study” be received and appended to the minutes of this meeting as Schedule ‘E’, and THAT the Board of Directors approve the Headwaters Subwatershed Study; and THAT CVC Staff be directed to seek endorsement of the study from local municipal councils; and THAT copes of the Headwaters Subwatershed Study be provided to the Town of Orangeville, the Town of Mono, the Town of Caledon, the Township of Amaranth and the Township of East Garafraxa; and further THAT CVC staff incorporate the implementation of the subwatershed study into the budget and work plans. Submitted by:

__________________________ Tim Mereu, P.Eng. Technical Director, Watershed Management

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Recommended by:


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v Credit Valley Conservation Headwaters Subwatershed Study Phase 3: Management, Implementation and Monitoring Plan

Executive Summary

The Headwaters subwatershed – also known as Subwatershed 19 –spans an area of approximately 62 km2 in the Region of Peel and the County of Dufferin, including the Towns of Caledon, Mono, Orangeville, and the Townships of Amaranth and East Garafraxa. The Headwater Subwatershed Study has been completed to document the water resources and 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. For the purposes of the Headwaters Subwatershed study, the subwatershed was subdivided into five catchments as labelled in Figure ES 1. These include the Monora Creek Tributaries, the Eastern Tributaries, the Caledon Tributaries, Mill Creek, and the Credit River.

Figure ES 1 Catchment Zones within Headwaters Subwatershed

Figure ES 2 illustrates additional drainage features in the subwatershed. Upper Monora Creek, Middle Monora Creek, and Lower Monora Creek all drain into Island Lake from the west and two unnamed tributaries drain into Island Lake from the east. Outflow from Island Lake marks the start of the Credit River. Downstream of Island Lake, Mill Creek joins the Credit River from the west, and flows from three unnamed tributaries located within the Town of Caledon join from the east. The historic location at the former Melville dam on the Credit River forms the downstream limit of the Headwaters subwatershed.

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vi Credit Valley Conservation Headwaters Subwatershed Study Phase 3: Management, Implementation and Monitoring Plan

Figure ES 2 Detailed map of the Headwaters subwatershed


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vii Credit Valley Conservation Headwaters Subwatershed Study Phase 3: Management, Implementation and Monitoring Plan

The Headwater Subwatershed Study was completed in three phases.

Headwater Subwatershed Study Phase 1 Characterization Report (CVC, 2009) - focused on developing a sound understanding of the features, functions and linkages of the environmental resources in the Headwater subwatershed. From this work, goals and objectives were established.

Headwater Subwatershed Impact Assessment Phase 2 Study (CVC, 2010) - assessed the potential impact of proposed land use changes on the watershed features and evaluated various management strategies leading to a preferred a management strategy to guide mitigation of the impact of future growth. From this study, a preferred management strategy was determined for the subwatershed.

Headwater Subwatershed Study: Management, Implementation, and Monitoring Plan (CVC, 2020) – provides a road map for implementing the preferred strategy identified in Phase 2. It describes what is required to achieve the established goals, identifies roles and responsibilities of the various stakeholders for implementing the various recommendations, and identifies long-term monitoring goals to support adaptive environmental management.

Although Phase 1 and Phase 2 were undertaken some 10 years ago, information provide in the Phase 3 report reflects current conditions and policies in the Headwaters subwatershed. Phase 1 - Subwatershed Characterization The Phase 1 report focuses on characterizing existing conditions, and as such provides a starting point for the Phase 2 Impact Assessment and the Phase 3 Implementation and Monitoring Plan. The scope of Phase 1 included the following.

1) Land Use 2) Water Budget, Municipal Water Taking and Source Protection 3) Surface Water Characteristics, Fluvial Geomorphology and Dams 4) Stormwater Management 5) Island Lake Dam and Reservoir 6) Flood Risk 7) Agriculture 8) Terrestrial and Wetland Ecology and the Natural System 9) Aquatic Ecology 10) Water Quality

The Headwaters subwatershed includes an equal mix of agriculture, urban development and natural areas, all enveloping Island Lake. It is this equal mix that gives the subwatershed its diversity, yet it is also a source of potential stress resulting from competition for the same resources such as groundwater. The most prominent topographic feature and significant geological feature in the subwatershed is the Orangeville Moraine. This feature is composed of moderately to highly permeable stratified drift deposits and encourages groundwater recharge due to its hummocky topography. Groundwater in the Orangeville Moraine is a critical feature in the Headwaters subwatershed in that it is the primary supply of municipal water for the


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headwater communities and is the primary source of baseflow feeding the stream network and Island Lake.

Source water protection requirements are key to watershed management in the Headwaters subwatershed. The recommendations of the Headwaters Subwatershed Study are consistent with the requirements and recommendations of the Credit Valley – Toronto and Region – Central Lake Ontario (CTC) Source Protection Plan http://www.ctcswp.ca/.

The Island Lake Dam was constructed in 1967 to store runoff during the spring then release the waters slowly through the summer and early fall to augment baseflow in the upper Credit River and aid in assimilating discharge from the Orangeville Pollution Control Plant. Island Lake is the largest open body of water in the watershed and, as such, attracts birds and waterfowl that are rarely seen elsewhere in the Credit River watershed. The Island Lake Conservation Area, including the lake and surrounding lands, also provide a year-round recreation amenity to the community.

There are four flood damage centres in the subwatershed; three associated with Mill Creek and the fourth with Monora Creek. Flood prone structures associated with Mill Creek include the Orangeville Firehall, the Orangeville WPCCP, and commercial properties along Broadway and Townline Road. Flood prone areas associated with Monora Creek are located along 1st Street. Due to the topography and limited capacity of culverts serving Lower Monora Creek, excess flow will pond in the vicinity of the intersection of 1st Street and Hansen Boulevard, with the spill zone extending southerly beyond 4th Avenue. Flooding in this area was experienced as recently as June 2017.

Agriculture represents 30 percent of land use in the Headwaters subwatershed. The percentage ranges from a low of 16 percent in the Credit River catchment to a high of 44 percent in the Caledon Tributaries catchment. The Headwaters subwatershed has experienced some of the Credit River Watershed’s greatest declines in agriculture over the past two decades. Since 1996, the subwatershed has lost half of its farm businesses and agricultural lands, largely due to urban development.

From an ecological perspective the Headwaters subwatershed is a key contributor to the overall health of the Credit River watershed with its undulating and hummocky terrain and numerous wetlands, swales, and watercourses. The many common, rare, unusual and significant flora and fauna found throughout the headwaters may be explained in part by the presence of Island Lake and by the large natural areas found across the subwatershed, and in part by the northerly location of this subwatershed. Many plant species that are considered rare within the Credit River watershed are found only within the headwaters and therefore are important contributors to the overall health and biodiversity of the Credit River watershed. The subwatershed supports significant natural heritage features, including two large Provincially Significant Wetland (PSW) complexes (the Speersville PSW and the Orangeville PSW), and three Environmentally Sensitive Areas (Melville Marshes ESA, the Rosehill Swamp ESA, and the Orangeville Reservoir ESA). Historically, the streams and rivers within the Headwaters subwatershed were characterized as resident coldwater communities supporting self-reproducing populations of brook trout. Post-European settlement, there have been many changes due to anthropogenic activities, including urbanization, which have influenced fish communities within the watershed. Mill


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Creek, the tributaries of the Eastern catchment, and most of the main stem Credit River have restricted numbers of brook trout due to tributary health ratings. Health conditions in Monora Creek (mostly excellent), Caledon Tributaries (generally good) and the middle reach of the main stem Credit River (excellent) are encouraging in terms of coldwater fishery management. The persistence of coldwater fish communities and the relatively healthy benthic community suggests that this subwatershed still has resiliency and with clearly defined goals and objectives, the system can be maintained and restored.

In summary, while some areas of the Headwaters subwatershed show signs of stress and degradation, overall, the subwatershed appears to be relatively healthy. The relative health of the Headwaters subwatershed, as well as sensitivity to change, can be summarized in the following points:

Groundwater recharge is key to improving and sustaining the health of the Headwaters subwatershed system. The potential reduction of groundwater recharge due to urban development not only needs to be considered in the context of sustaining the supply of drinking water, but also of maintaining baseflow to sensitive streams that support important fish species.

The streams of the headwaters play an important role within the Credit River drainage system, including attenuation of flooding, the production of sediment, and the moderation of temperature. These are important functions that not only affect the geomorphic stability of the downstream watercourses, but they are also integral in sustaining and protecting a diverse ecological community.

Some key natural heritage and water resources linkages are still largely intact and are a major determinant of continued ecological health; however, linkages between tableland forests and riparian corridors are weak although opportunities for improvement exist on the landscape.

Vision and Objectives Following the Phase 1 characterization, the Vision for the Headwaters subwatershed was 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. The Vision of Headwaters Subwatershed Study is: To protect, enhance, and rehabilitate corridors, tablelands and areas important to the ecological functions of the Headwaters subwatershed within the limits of the natural system.

Supporting the Vision and Guiding Principles, twelve objectives were developed to ultimately direct the recommendations and implementation of the Headwaters subwatershed study. The objectives are a subset of the 18 objectives established for the Credit River watershed through the Credit River Watershed Management Study Update (CVC, 2006). The objectives are listed as follows.

1. Increase awareness and education of the linkages between healthy water, healthy lifestyle and the economy, and the viability of rural and urban land uses

2. Increase knowledge about the wise use of surface and groundwater having regard to both human and ecological needs

3. Promote the need for environmental stewardship and better understanding of the importance of natural features and functions of the Credit River Watershed


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4. Preserve and re-establish the natural hydrologic cycle

5. Maintain, enhance or restore natural stream processes to achieve a balance of flow and sediment transport

6. Manage stream flow to reduce erosion impacts on habitats and property

7. Minimize risk to human life and property due to flooding

8. Maintain groundwater levels and baseflows (groundwater discharge to streams) to sustain watershed functions, human uses and climatological change

9. Maintain or enhance water and sediment quality to achieve ecological integrity

10. Protect drinking water sources

11. Protect, restore or enhance the integrity of the watershed ecosystem, through an integrated network of natural areas, habitats and connecting links

12. Protect, restore or enhance native terrestrial and aquatic plant and animal species, community diversity and productivity

Phase 2 - Impact Assessment The Headwaters subwatershed will continue to experience changes in land use over the next ten to twenty years. Identifying and mitigating the combined impact of urban growth and increased water taking represents the fundamental challenge for the Headwaters Subwatershed. This is because the combined stress of increased urbanization and water taking can have a cascade effect on the natural features and municipal infrastructure in the watershed. Potential impacts include:

Risk of impaired surface water and groundwater quality due to increased urban runoff,

Increased water taking and reduced infiltration resulting in a reduction in stream baseflow and water supply to Island Lake,

Increased erosion and flooding due to increased runoff, particularly during intense rainfall events,

Reduced baseflow that is key to the local fishery and wastewater assimilation, and Further fragmentation of the natural heritage features and corridors.

Completion of the impact assessment was important to gaining 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.

Alternative management scenarios considered three broad factors: land use, stormwater management, and the Natural Heritage System (NHS). The scenarios are listed in


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Table ES 1 Alternative stormwater and natural heritage management scenarios evaluated in Phase 2

# Land Use Stormwater Management Natural Heritage

System

1 Existing Conditions

Business as Usual Existing Policies and Practices (2007)

2 Places to Grow Business as Usual Existing Policies and Practices (2007)

3a Places to Grow LID in new development and retrofitting of existing development

Existing Policies and Practices (2007)

3b Places to Grow LID in new development and no change in existing development

Existing Policies and Practices (2007)

4 Places to Grow LID in new development and retrofitting of existing development Enhanced

Once the alternative scenarios were defined, a series of modelling analyses were completed to determine the environmental response of the Headwaters Subwatershed to each of the five alternative scenarios to determine whether the scenarios degrade, maintain or enhance existing conditions by scoring the environmental response of each against the targets associated with the objectives listed above for the Headwaters Subwatershed.

As a final step the results of the evaluation analysis was combined in a common scoring system leading to overall conclusions regarding the merits of each management scenario.

Table ES 2 summarize the total score for each alternative scenario for the five catchment zones and of the Headwaters Subwatershed as a whole. Table ES 3 presents the breakdown of the scoring based on the nine1 objectives that were evaluated. In these tables, red signifies the degradation of environmental conditions as compared to existing conditions, grey signifies the maintenance of similar conditions, while green represents an improvement. Table ES 2 Evaluation Summary by Catchment

Catchment Max

Score

Total Score of Indicators

Scenario 1

Scenario 2

Scenario 3a

Scenario 3b

Scenario 4

Monora Creek

60 32 12 49 35 42

Mill Creek

60 26 7 41 30 42

Eastern Tributaries

60 42 17 41 40 42

Caledon Tributaries

60 42 28 43 38 41

Credit River

60 39 16 51 31 51

Total Subwatershed

90 48 19 70 42 73

1 Objectives 1 to 3 were not included in the analysis of alternatives as they speak to beneficial actions that are equally applicable to all alternatives.


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Table ES 3 Evaluation Summary by Objective

Objective Number of Indicators

Total Score of Indicators Scenario

1 Scenario

2 Scenario

3a Scenario

3b Scenario

4

4 3 6.7 0.3 7.0 3.3 7.0

5 2 10.0 0.0 10.0 4.5 10.0

6 1 2.0 0.0 10.0 2.0 10.0

7 1 2.0 0.0 5.0 4.0 5.0

8 3 5.0 4.0 9.0 4.3 8.7

9 9 3.1 1.7 6.2 4.4 6.0

10 1 5.0 2.5 5.0 5.0 7.5

11 8 9.0 9.0 9.0 9.0 9.0

12 1 5.0 1.0 10.0 5.0 10.0

TOTAL SCORE (Maximum 90)

48 19 70 42 73

1. NA = Not applicable. The Indicator’s Measurable Parameters are not included in this evaluation as they were scored across the entire

Subwatershed and not by catchment zones.

A comparison of the results leads to the following conclusions:

The Business as Usual (Scenario 2) approach to stormwater management will degrade existing environmental conditions.

The application of LID measures to new development (Scenario 3a) will generally maintain existing environmental conditions.

The application of LID measures to new development and the retrofitting of existing developed areas (Scenario 3b) will maintain or improve existing environmental conditions.

The establishment of an enhanced NHS (Scenario 4) does not significantly add to achieving the study objectives, however it does add significantly to the form and function of the Natural Heritage System.

Scenario 4, Low Impact Development (LID) in existing and future development and an enhanced NHS (going beyond current policies to protect NHS), was found to provide the best means of achieving the established goal and objectives.

Scenario 4 includes three key components. Each to be achieved following a different approach.

LID measures in New Development: The implementation of LID measures in new development can be achieved through the design and approval of new development.

LID measures in New Development: LID measures in existing development can be achieved as the opportunity arises through land use changes, site redevelopment, and infrastructure upgrades.

Enhancements to the NHS: Development within these additional lands is not prohibited under existing legislation, regulation, and policies. As such, the long-term


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preservation of these additional lands is addressed in the following Management Plan through a combination of initiatives that will require collaboration with CVC, the area municipalities and the landowners.

Phase 3 - Management, Implementation and Monitoring A Management Plan has been developed that includes a comprehensive set of recommendations that, when implemented, will aid in protecting the subwatershed for future generations. The Management Plan is geared towards finding compatible uses to both protect the natural environment and the benefits it provides, while meeting continued urban growth. The Management Plan is presented in five sections: Low Impact Development, Groundwater, Surface Water, Natural Heritage, and Stewardship.

Low Impact Development (LID) Management Plan

A dominant theme of the subwatershed plan is the need to maintain or enhance infiltration and groundwater recharge. This will be achieved through at-source stormwater management measures commonly referred to as LID. Given the importance of LID measures in the Headwaters subwatershed and given their role in both groundwater and surface water management, a separate subsection of the Management Plan as been dedicated to LID.

The types of measures that are appropriate vary depending on the limits of the wellhead protection areas (WHPA), land use, site soil and water table considerations. This management plan first addresses retrofitting LID measures in existing areas and then addresses LID as part of a stormwater management treatment train in new development areas.

A series of three figures have been developed to help guide the implementation of LID practices and pollution prevention measures for various existing urban land uses. These figures specific address:

Industrial, Commercial and Institutional Properties (Figure ES 3) Public Land Properties (Figure ES 4), and Residential Properties (Figure ES 5).

Groundwater Management Plan

The Groundwater Management Plan presented herein focuses on broad requirements that link to the overall objectives of the subwatershed plan. Activities specific to source water protection are more fully addressed in the Credit Valley – Toronto and Region – Central Lake Ontario (CTC) Source Protection Plan (http://www.ctcswp.ca/).

The Low Impact Development Management Plan is an integral part of the Groundwater Management Plan. Similarly, the Water Quality and Pollution Control section of the Surface Water Management Plan also plays a critical role in groundwater protection.


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xv Credit Valley Conservation Headwaters Subwatershed Study Phase 3: Management, Implementation and Monitoring Plan

Surface Water Management Plan

The Surface Water Management Plan addresses challenges specific to Island Lake, flooding, drought, erosion, stormwater management requirements for new development, water quality and pollution control, as well as climate change and water sustainability.

Implementation recommendations for Island Lake focus on opportunities to improve the island lake flow regime from the broad perspective of reducing the potential consequence of drought, enhancing habitat within the lake itself, and modifying the lake discharge patterns to better mimic natural flow patterns in the upper reach of the Credit River.

To address flood risk in Orangeville it will be necessary to complete a comprehensive mitigation study that considers both riverine flooding and spill flow that extends beyond the floodplain. Once complete, the areas designated as two-zone floodplains should be reviewed and updated as necessary.

In new development areas stormwater management will be achieved by applying a treatment train approach. Collectively the treatment train will include: infiltration to maintain or exceed existing recharge rates; filtration or detention to improve water quality; volume control to reduce downstream erosion potential; and, peak flow attenuation to reduce downstream flood risk. For the Headwater subwatershed the design criteria for stormwater management will be:

Infiltration or Filtration: Subject to guidance provided in Section 4.1, design LID measures to infiltrate or filtrate a minimum of the runoff generated by a 25 mm storm.

Runoff Volume: Post development runoff volume for 2-year storm, after discounting for infiltration, filtration and extended detention, to be no greater than pre-development runoff volume, and preferable 90 per cent of predevelopment to account for uncertainty.

Peak Flow: Post development peak flows in receiving watercourse to be equal to or less than existing peak flows for all design storms up to the 1:100-year event.

For commercial/industrial properties it is recommended that Pollution Prevention Management Plans be developed. The plans include a set of measures that improve the operation and maintenance of privately and publicly owned lands, buildings, and infrastructure to reduce pollution generation and, in turn, minimize unsolicited contaminants from entering the environment. More specifically, the intent of Pollution Prevention is to minimize potential for spills and contaminated runoff from entering the storm drainage network and reduce chemical loading rates (e.g. road salt). Applying Pollution Prevention measures often includes changing behavior, implementing risk management practices, and educational programs.


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Figure ES 3 LID and pollution prevention opportunities on industrial, commercial and institutional properties for existing developed areas. Refer to Table 4.1 for definition of categories.


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Figure ES 4 LID and pollution prevention opportunities on public land properties for existing developed areas. Refer to Table 4.1 for definition of categories.


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xviii Credit Valley Conservation Headwaters Subwatershed Study Phase 3: Management, Implementation and Monitoring Plan

Figure ES 5 LID and pollution prevention opportunities on residential properties for existing developed areas. Refer to Table 4.1 for definition of categories.


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Natural Heritage Management Plan

For Natural Heritage, the objective is to protect, restore, or enhance the integrity of the watershed ecosystem through an integrated network of natural areas, habitats, and connecting links and to protect, restore, or enhance native terrestrial and aquatic plant and animal species, community diversity and productivity. In line with the objectives, the intent of the NHS and identified restoration priority areas is to protect core areas, maintain and restore connectivity among them and enhance natural vegetation on adjacent lands.

The Natural Heritage Management Plan is structured in four parts: the Natural Heritage System (NHS), Restoration Opportunities, fisheries and land use planning considerations.

Natural Heritage System (NHS): While in the past only natural features with special attributes have received protection, the current approach to NHS planning is to use an ecosystem approach. This approach recognizes that to maintain a healthy, natural ecosystem, it is necessary to protect features, the linkages among features, and ecological functions. An enhanced NHS based on these criteria is intended to protect habitat in order to reduce the risk of species loss and provide increased confidence that the natural heritage features and functions within Headwaters subwatershed can be sustained over the long term.

Restoration Opportunities: Restoration opportunities for the Headwaters subwatershed have been identified under four different categories of priority areas: forest, wetland, riparian and grassland restoration.

Fisheries: Fisheries restoration priorities have been identified to improve fish habitat, remove barriers to fish passage, to improve water quality and reduce stream temperatures. Restoration priorities are classified high and medium opportunities, specific to fisheries restoration, pond removal and former pond sediment mitigation.

Land use planning considerations: The existing policy and regulation framework, land use planning context, and NHS protection and restoration strategies were reviewed to gain an understanding of the current feasibility of implementing the NHS. As part of the analysis land use designations were overlaid on the NHS to assist in the identification of barriers, constraints, and opportunities in the implementation of the NHS. Overall, the majority of constraint areas exist at the western edge of the Town of Orangeville and the southeast corner of the Township of Amaranth.

Stewardship Management Plan

The Stewardship Management Plan is a CVC initiative that focuses on educating, organizing and aiding urban and rural landowners to implement projects that support the objectives of the Headwaters subwatershed Plan. The following details stewardship activities specific to natural heritage restoration, agricultural activities, urban water management.

Natural Heritage: The top five priorities for natural heritage restoration are: the Melville Dam failure, the Main Branch of Credit River downstream of Melville Marshes, natural channel restoration along the upper coldwater reaches of Mill Creek, North Caledon Tributary with a focus on forest and riparian restoration, and the Monora Creek Tributaries with a focus on stormwater management measures with thermal retrofits and dam mitigation.


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Agricultural Practices: Stewardship efforts with the agriculture community will focus on both restoration and water quality. Restoration initiatives will focus on restoring grasslands on marginal agricultural, while the rural water quality program will address priority contaminant sources and support of nutrient management standards.

Urban Water Management: Urban water management will focus on pollution prevention education for residential and commercial/industrial communities, as well as education and guidance specific to naturalization and water management on private lands.

Recommendations In total, 68 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. Monitoring The subwatershed study monitoring plan is primarily intended to support an adaptive environmental management (AEM) approach to managing the subwatershed. An AEM approach means making decisions as part of an on-going process. Monitoring the results of actions, as well as the implementation success of actions, provides a flow of information that may indicate the need to change a course of action or certain management elements. Monitoring the implementation of the subwatershed study provides an ongoing opportunity to update information as new science and policies become available. The monitoring plan outlines the monitoring that is currently being done, as well as recommendations for monitoring needed to support an AEM approach to managing the subwatershed.


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From: Conservation Ontario <[email protected]>Sent: Wednesday, June 24, 2020 3:35 PMTo: Subject: Conservation Ontario Council E-Bulletin

In This Issue

CONSERVATION ONTARIO NEWS

DECISION ITEMS APPROVED BY CO BOARD OF DIRECTORS

INFORMATION ITEMS

CO Board of Directors

Wayne Emmerson Conservation Ontario Chair Lake Simcoe Region Conservation Authority Chair

Current pandemic conditions temporarily prevent Conservation Ontario's Council from their regularly scheduled meetings therefore CO's Board of Directors met on June 15, 2020 to review current staff reports. In accordance to CO's By-laws, the Board of Directors is able to make decisions on items that would normally be done through Council. This special edition e-bulletin provides updates on both decision and information items originally intended for Council and reviewed by CO's Board. It is being shared in order to keep all our Members apprised of key issues and updates from Conservation Ontario during the COVID-19 pandemic. Summaries and links to full reports are found below. There are also staff contacts listed with each item.

CONSERVATION ONTARIO NEWS

General Manager's Report Recent CO advocacy efforts have focused on the economic stimulus opportunities that are being discussed at both the federal and provincial levels. CO submitted a letter to federal Ministers Morneau, McKenna and Wilkinson requesting investments in conservation authorities given our readiness and ability to implement shovel worthy/ready projects that will stimulate job creation and economic benefits. We also submitted

INFORMATION ITEM #7.1 PAGE 1

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Alan Revill Cataraqui Conservation Chair

Lin Gibson Conservation Sudbury Chair

Deb Martin-Downs Credit Valley Conservation General Manager

Linda Laliberte Ganaraska Conservation General Manager Richard Wyma Essex Region Conservation General Manager

a proposal to provincial Ministers Yurek and Scott asking them to leverage the federal infrastructure funding announced by Minister McKenna in support of infrastructure retrofits in conservation areas which would make facilities more pandemic resistant and encourage use of outdoor facilities. I also had the opportunity to participate in a series of "town hall" sessions with Minister Yurek who was looking at the impacts of COVID-19 on Ontario Parks and conservation areas. During these sessions I was able to vocalize just how critical conservation areas are to Ontarians in supporting their mental and physical well-being. Given their ability to attract 8 million visitors annually to conservation areas, conservation authorities should be considered as key partners in local tourism initiatives and funding / marketing opportunities. CO continues to support the members during pandemic conditions through the provision of best management practices, protocols, guidelines, standard operating procedures, etc. For more information, see the Council Report. CO Staff Contact: Kim Gavine Update on the Conservation Authorities Act Review There have been extensive consultations on the Conservation Authorities/Act over the past year with no collaborative progress on the enabling regulations. It is unknown whether further legislative amendments or regulations will be proposed and the timing in either case is uncertain due to COVID-19 legislative/regulatory priorities necessarily taking precedence. Conservation Ontario's letter to Minister Yurek (June 3, 2020 - attached to report) is supporting the Association of Municipalities of Ontario's request (May 19, 2020 - attached to report) for meetings to occur with CO and AMO staff in advance of implementing any changes that will impact CA/municipal budget processes that are already challenged with COVID-19 impacts and the need to focus on economic recovery. CO is encouraging progress on Section 28 regulations and technical guides. Progress in this important business area would be consistent with concerns raised in the MECP Stakeholder Engagement sessions, and with priorities identified in the Made-in-Ontario Environment Plan, and, Ontario's Flooding Strategy. It is further noted that the Section 28 regulations are a critical component of Ontario's approach to reducing risks posed by flooding and other natural hazards and strengthening Ontario's resiliency to extreme weather events. Read the full Council Report for a summary of the consultations over the past year and CO activities to date. CO Staff Contact: Bonnie Fox Monarch Nation: Conservation Ontario Proclamation of Flight of the Monarchs Day Conservation Ontario is asking CAs to proclaim August 22, 2020 as 'Flight of the Monarchs Day' and to use communication and educational materials being designed by the Toronto and Region Conservation Authority (TRCA) in order to engage people around species at risk. Led by TRCA with a federal grant, this year's campaign is targeted particularly to 6-12 year old children. Other well-known environmental partners are also engaged in this campaign. A toolkit will be provided to CA staff very shortly. Depending on pandemic conditions at the time of the event, it's being suggested - if possible - that CAs could consider leading small group, socially distanced guided hikes on August 22nd. For more information see the Council Report. CO Staff Contact: Jane Lewington


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DECISION ITEMS APPROVED BY CO BOARD OF DIRECTORS

The following reports were taken to Conservation Ontario's Board of Directors to provide a decision in lieu of CO Council. At the June 15, 2020 meeting the Board approved all recommendations for decision for the following reports. Conservation Ontario's comments on "Proposed amendments to Ontario Regulation 244/97 and the Aggregate Resources of Ontario Provincial Standards under the Aggregate Resources Act"(Nicholas Fischer) Federal Green Economic Stimulus Opportunities (Jo-Anne Rzadki) Update on the Client Service and Streamlining Initiative and New Representative (Leslie Rich and Nicholas Fischer) Conservation Ontario endorsement to circulation of the Erosion and Sediment Control Guide for Urban Construction (2019) (Jo-Anne Rzadki for Darryl Gray, TRCA) Committee Membership Updates/Endorsements Conservation Ontario oversees the appointment of CO and/or CA staff to many different types of committees created for CA program development or to provide input to specific initiatives. Each year, Council is responsible for endorsing the CO and CA staff appointments. Endorsement of Conservation Ontario Representatives on the Provincial Flood Forecast and Warning, 4R Nutrient Stewardship, and ONFarm Stakeholder Engagement Working Group (Jo-Anne Rzadki) Drinking Water Source Protection Joint Advisory Committee Membership Renewal (Chitra Gowda)

INFORMATION ITEMS

The following information items are provided to keep CO Council members apprised of ongoing CO activities and program updates. Information items do not require endorsement by CO Council. Ministry of Environment, Conservation and Parks Excess Soil Regulation and Best Practices Working Groups (Leslie Rich) Updating the Conservation Ontario / Hydro One Memorandum of Understanding (Leslie Rich and Nicholas Fischer) Evaluation of the Land Tax Incentive Programs (Bonnie Fox) Program Updates:

Drinking Water Source Protection (Chitra Gowda) Marketing and Communications (Jane Lewington and Nekeisha Mohammed) Business Development and Partnerships (Jo-Anne Rzadki) Information Management (Rick Wilson)

Feedback

If you have any comments, concerns, or suggestions for improving this bulletin please contact [email protected].

www.conservationontario.ca


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Documents

BOARD OF DIRECTORS MEETING · A. (Ann) Lawlor M. (Matt) Mahoney M. (Martin) Medeiros T. (Tom) Nevills M. (Michael) Palleschi G. (Grant) Peters R. (Ron) Starr Pages 1. APPROVAL OF