board of directors meeting · 5 that the board of directors authorize staff to initiate the new...

1

BOARD OF DIRECTORS MEETING

Meeting #:

Date:

Location:

538

July 12, 2019, 9:15 a.m.

CVC Administration Office

1255 Old Derry Road, Mississauga, ON

MEMBERS: K. (Karen) Ras (Chair)

T. (Tom) Adams (Vice Chair)

J. (John) Brennan

S. (Stephen) Dasko

A. (Ann) Lawlor

M. (Matt) Mahoney

M. (Martin) Medeiros

T. (Tom) Nevills

M. (Michael) Palleschi

G. (Grant) Peters

R. (Ron) Starr

REGRETS: J. (Johanna) Downey

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

G. (Gayle) Soo Chan Director, Watershed Knowledge

T. (Tim) Mereu Director, Watershed Management

J. (Jeff) Payne Director, Corporate Services

T. (Tamara) Chipperfield Corporate Secretariat

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

J. (Josh) Campbell Associate Director, Planning and

Development Services

J. (John) Sinnige Associate Director, Watershed

Management

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

Science

R. (Roger) Tharakan Sr. Manager, Financial Services

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

Communications

A. (Aviva) Patel Sr. Manager, Landscape Science,

Inventory & Monitoring

M. (Moheb) Ekladios Sr. Manager, IT / IM

S. (Scott) Sampson Manager, Natural Heritage

Management

J. (Joanne) Shelly Administrator, Accounts Payable

2

1. APPROVAL OF AGENDA

60/19

Moved By John Brennan

Seconded By Ann Lawlor

RESOLVED THAT the agenda be approved as distributed.

CARRIED

2. DECLARATION OF CONFLICT OF INTEREST

3. MINUTES OF PREVIOUS MEETING

61/19

Moved By Ann Lawlor

Seconded By Stephen Dasko

RESOLVED THAT the minutes of the 537th meeting of the Credit Valley Conservation

Authority held May 10, 2019 be approved.

CARRIED

4. PRESENTATION / DELEGATION

4.1 PRESENTATION: WATERSHED KNOWLEDGE DEPARTMENT

62/19

Moved By Ann Lawlor

Seconded By John Brennan

THAT the presentation entitled "Watershed Knowledge Department" presented

by Gayle Soo Chan, Director Watershed Management be received.

CARRIED

5. BUSINESS ARISING FROM MINUTES

6. NEW BUSINESS STAFF REPORTS

6.1 DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS

TO SHORELINES & WATERCOURSE APPLICATIONS

63/19

Moved By Stephen Dasko

Seconded By John Brennan

3

RESOLVED THAT the Development, Interference with Wetlands, and Alterations

to Shorelines & Watercourses applications, pursuant to Ontario Regulation

160/06, as approved by staff, be received and appended to the minutes of this

meeting as Schedule ‘A’; and further

THAT the staff approvals for each application be endorsed.

CARRIED

6.2 INFORMATION TECHNOLOGY, INFORMATION MANAGEMENT SERVICES

AND INFRASTRUCTURE PROGRESS UPDATE

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

by Moheb Ekladios, Sr. Manager, IT, IM and Infrastructure; and Jeff Payne,

Deputy CAO and Director, Corporate Services.

64/19

Moved By Stephen Dasko

Seconded By Ron Starr

WHEREAS the CVC Board of Directors supported the digital transformation work

for CVC under Board Resolution #66/18; and

WHEREAS staff have undertaken to successfully execute the necessary projects

and tasks required to achieve the transformation over the past year;

THEREFORE BE IT RESOLVED THAT the report entitled IT/IM Services and

Infrastructure Program Update – 2019 be received and appended to the minutes

of this meeting as Schedule ‘B’; and

THAT staff keep the Board informed of any future IT/IM challenges or

opportunities through the annual budget process or by a separate report as

determined appropriate by the CAO and the Director of Corporate Services.

CARRIED

6.3 CONTRACT OVER 100K: MUNICIPAL RISK AND RETURN ON INVESTMENT

TOOL (RROIT)

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

submitted by Christine Zimmer, Sr. Manager, Water and Climate Change

Science; Gayle Soo Chan, Director, Watershed Knowledge; and Jeff Payne,

Deputy CAO and Director, Corporate Services.

65/19

Moved By Ron Starr

Seconded By Tom Nevills

4

RESOLVED THAT the report entitled “Contract Over 100k: Municipal Risk and

Return On Investment Tool (RROIT)” be received and appended to the minutes

of this meeting as Schedule ‘’C’ and further

THAT the CVC Board of Directors authorize that Risk Sciences International be

awarded the contract in the amount of $134,868.00 plus applicable taxes.

CARRIED

6.4 GLENDALE PUBLIC SCHOOL RAINGARDEN PROJECT FUNDING –

FLETCHERS CREEK SNAP, BRAMPTON

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

submitted by John Sinnige, Associate Director, Watershed Management and Jeff

Payne, Deputy CAO and Director, Corporate Services.

After discussion, the following amended resolution was passed:

66/19

Moved By Martin Medeiros

Seconded By Michael Palleschi

RESOLVED THAT the report entitled “Glendale Public School Raingarden

Project Funding - Fletchers Creek SNAP, Brampton” be received and appended

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

THAT the Chair send formal communications to the CAO of Brampton and

Brampton City Council about this funding shortfall.

CARRIED

6.5 CVC STRATEGIC PLAN UPDATE 2020-2022

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

submitted by Jeff Payne, Deputy CAO and Director, Corporate Services.

67/19

Moved By Michael Palleschi

Seconded By Matt Mahoney

WHEREAS CVC’s Strategic Plan Shaping our Future 2014-2019 is in need of

updating; and

WHEREAS regulatory changes and opportunities exist that need to be included

in an updated strategic plan;

THEREFORE BE IT RESOLVED THAT the report entitled “CVC Strategic Plan

Update 2020-2022” be received and appended to the minutes of this meeting as

Schedule ‘E’; and

5

THAT the Board of Directors authorize staff to initiate the new strategic planning

process for the period of 2020-2022; and

THAT the strategic plan team engage the CVC Board of Directors and other

watershed stakeholders in providing input at key times in the development of the

plan; and further

THAT staff report back to the board with the draft strategic plan for approval no

later than March of 2020.

CARRIED

7. CORRESPONDENCE/INFORMATION ITEMS DISTRIBUTED TO MEMBERS

7.1 CORRESPONDENCE: TOWNSHIP OF AMARANTH RESOLUTION

Resolution from Sue Stone, CAO/Clerk-Treasurer, Township of Amaranth

regarding conservation authority levies.

7.2 PRESENTATION: WATERSHED KNOWLEDGE DEPARTMENT

Presentation entitled "Watershed Knowledge Department" given by Gayle Soo

Chan, Director, Watershed Knowledge.

68/19

Moved By John Brennan

Seconded By Tom Nevills

RESOLVED THAT information items presented to members of Credit Valley

Conservation at the 538th meeting of the Credit Valley Conservation Authority

held July 12, 2019 be received.

CARRIED

8. NOTICE OF MOTION

9. QUESTION PERIOD

10. OTHER BUSINESS

11. MEETING ADJOURNED

On motion the meeting adjourned at 11:20am.

SCHEDULE ‘A’ PAGE -1-

2019-07-12

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

DIRECTORS’ ENDORSEMENT)

A) APPLICATION # 18/203 REVISED

OWNER: City of Mississauga AGENT: Planmac Engineering Inc. PROPERTY LOCATION:

Central Parkway Bridge over Cooksville Creek Part Lot 14, Concession 1 NDS City of Mississauga

APPLICATION: Development in a Regulated Area to facilitate remediation

of a bridge and Cooksville Creek.

WARD: M 4

B) APPLICATION # 19/008 OWNER: AGENT: Shoreplan Engineering Ltd. PROPERTY LOCATION:

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

APPLICATION: Development in the Regulated Area to facilitate repairs to a

sea wall.

WARD: M 1

SCHEDULE ‘A’ PAGE -2- 2019-07-12

DEVELOPMENT, INTERFERENCE WITH WETLANDS, AND ALTERATIONS TO

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

C) APPLICATION # 19/096 OWNER: AGENT: PROPERTY LOCATION:

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

APPLICATION: Development in the Regulated Area to facilitate the

construction of a swimming pool, stair case and landscaping.

WARD: M 1

D) APPLICATION #: 19/086 OWNER: AGENT: PROPERTY LOCATION:

20429 Willoughby Road Part Lot 26, Concession 4 WHS Town of Caledon


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

WARD: C 1


2019-07-12



E) APPLICATION #: 18/253 OWNER: AGENT: LOCATION: 42 Mill Pond Drive

Part Lot 16, Concession 7 Town of Halton Hills

APPLICATION: Development in the Regulated Area for the purpose of

constructing a 31’7” x 72’5” pool house.

WARD: H 2

F) APPLICATION #: 19/098 OWNER: AGENT: LOCATION: 63 Troy Street

Part of Lot 2, Range 1 CIR City of Mississauga


constructing a new two-storey detached dwelling, driveway, front porch, walkway, and associated grading.

WARD: M 1




G) APPLICATION #: 19/097 OWNER: 720634 Ontario Limited AGENT: Urbantech Consulting LOCATION: 11261 Chinguacousy Road

Part Lots 16 and 17, Concession 2 WHS City of Brampton


realignment of East Central Channel (Fletcher’s Creek Headwaters)

WARD: B 6

H) APPLICATION #: 19/091 OWNER: 720634 Ontario Limited AGENT: Urbantech Consulting LOCATION: 11261 Chinguacousy Road

Part Lots 16 and 17, Concession 2 WHS City of Brampton


realignment of East Channel (Fletcher’s Creek Headwaters). WARD: B 6


2019-07-12



I) APPLICATION #: 19/099 OWNER: AGENT: LOCATION: 98 Foxtail Court



constructing a 4.26m x 3.35m deck. WARD: H 4

J) APPLICATION #: 19/021 REVISED OWNER: AGENT: D. G. Biddle & Associates LOCATION: 207219 Highway 9

Part Lot 1, Concession 2 EHS Town of Mono

APPLICATION: Development in the Regulated Area to conduct grading,

remedial work, install Erosion and Sediment Controls and dewatering equipment.

WARD: N/A




K) APPLICATION #: 19/079 OWNER: AGENT: LOCATION: 65 Copperhead Road

Part Lot 32, Concession 3 Town of Caledon


constructing a proposed dwelling and a septic system. WARD: C 2

L) APPLICATION #: 19/037 OWNER: Town of Caledon AGENT: Associated Engineering LOCATION: Old School Road between Heritage Road and Mississauga

Road Part Lots 22 & 23, Concession 5 Town of Caledon

APPLICATION: Alteration to a watercourse and development in the Regulated

Area to facilitate culvert replacements and the reconstruction of Old School Road.

WARD: C 2


2019-07-12



M) APPLICATION #: 19/100 OWNER: AGENT: Pioneer Pools LOCATION: 829 Fletcher Valley Crescent

Part of Lot 29, Concession 3 SDS City of Mississauga


constructing an inground pool (8.54m x 4.27m) and wood deck.

WARD: M 2

N) APPLICATION #: 19/050 OWNER: AGENT: Elemental Architects Inc. LOCATION: 1307 Birchview Drive



constructing a staircase and landing.

WARD: M 2




O) APPLICATION #: 19/105 OWNER: City of Mississauga AGENT: LOCATION: Hindhead Park

Part Lot 30, Concession 2 SDS City of Mississauga


construction of a replacement pedestrian bridge. WARD: M 2

P) APPLICATION #: 19/106 OWNER: AGENT: LOCATION: 14192 Fourth Line


APPLICATION: Development in Regulated Area for the purpose of

constructing a 16’ x 32’ inground pool and a 10’ x 12’ cabana. WARD: H 1


2019-07-12



Q) APPLICATION #: 19/109 OWNER: AGENT: LOCATION: 2 Valleyview Road



constructing an inground pool, hot tub, flagstone patio and retaining wall.

WARD: H 3

R) APPLICATION #: 19/095 OWNER: Imperial Oil AGENT: Wood Environment & Infrastructure Solutions LOCATION: 4400 Jenkins Crescent

Part Lot 16, Concession 2 City of Mississauga

APPLICATION: Development in the floodplain of Cooksville Creek to facilitate

an integrity dig. WARD: M 4

SCHEDULE ‘A’ PAGE -10- 2019-07-12



S) APPLICATION #: 19/111 OWNER: 720634 Ontario Limited AGENT: RAND Engineering Corporation LOCATION: 11261 Chinguacousy Road

Part Lot 16, Concession 2 WHS City of Brampton

APPLICATION: Grading in the Regulated Area to facilitate the construction of

a residential subdivision, and stormwater management facilities F8 and F9, and associated outfalls to the headwaters of Fletcher’s Creek.

WARD: B 6

T) APPLICATION #: 19/113 OWNER: AGENT: LOCATION: 9441 Copeland Path

Part Lot 7, Concession 8 Town of Erin


constructing a proposed 32’ x 17’ workshop. WARD: N/A

SCHEDULE ‘A’ PAGE -11- 2019-07-12



U) APPLICATION #: 19/110 OWNER: Region of Peel AGENT: LOCATION: Silver Birch Trail and Cristina Court APPLICATION: Development in a Regulated Area to facilitate replacement of

watermains. WARD: M 2

V) APPLICATION #: 19/039 OWNER: AGENT: Shoreplan Engineering Limited LOCATION: 1530 Watersedge Road


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

a new armour stone revetment in front of the existing shoreline seawall.

WARD: M 2

SCHEDULE ‘A’ PAGE -12- 2019-07-12



W) APPLICATION #: 19/107 OWNER: Region of Peel AGENT: WSP Canada Inc. LOCATION: Queen Street over Huttonville Creek

Part Lots 5 & 6, Concession 4 WHS City of Brampton

APPLICATION: Alteration to a watercourse and development in a regulated area

to facilitate installation of a new culvert and associated road widening in and around Huttonville Creek.

WARD: B 1, 3

X) APPLICATION #: 19/119 OWNER: AGENT: LOCATION: 9274 Wellington Road 22



constructing a 28’ x 19’ Pool House.

WARD: N/A

SCHEDULE ‘A’ PAGE -13- 2019-07-12



Y) APPLICATION #: 19/123 OWNER: AGENT: LOCATION: 45 West Branch Drive



constructing a proposed 7.9m x 4.3m in ground pool, patio, pool equipment and grading.

WARD: H 4

Z) APPLICATION #: 19/120 OWNER: AGENT: LOCATION: 9651 Wellington Road 22



constructing a 50’ x 30’ storage shed. WARD: N/A

SCHEDULE ‘A’ PAGE -14- 2019-07-12



AA) APPLICATION #: 19/118 OWNER: AGENT: Royal Decks Co. Inc. LOCATION: 2357 Hargood Place

Part Lot 5, Concession 5 WHS City of Mississauga


construction of a deck. WARD: M 11

BB) APPLICATION #: 19/066 OWNER: AGENT: Rock Solid Landscapes LOCATION: 2274 Beech Grove Sideroad

Part Lot 21, Concession 2 WHS Town of Caledon


constructing an 18’ x 16’ pool shed. WARD: C 1

SCHEDULE ‘A’ PAGE -15- 2019-07-12



CC) APPLICATION #: 19/102 OWNER: AGENT: RocMar Engineering Inc. LOCATION: 1866 Balsam Avenue



constructing a rear two-storey and side additions to the existing house, and one and a half storey detached garage addition.

WARD: M 2

DD) APPLICATION #: 19/114 OWNER: Town of Orangeville AGENT: Triton Engineering Services Ltd. LOCATION: Orangeville Seniors Centre Parking Lot, South of Gifford Street

Part Lot 2, Concession E Town of Orangeville


constructing a stormwater outlet and soakaway pit from Gifford Street to Mill Creek.

WARD: N/A

SCHEDULE ‘A’ PAGE -16- 2019-07-12



EE) APPLICATION #: 19/125 OWNER: AGENT: LOCATION: 552 Main Street

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

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

a water service line. WARD: H 2

FF) APPLICATION #: 19/116 OWNER: Rogers Communications Canada Inc. AGENT: LOCATION: McLaughlin Road South at Elgin Drive

Part Lot 2, Concessions 1 & 2 WHS City of Brampton


a 1-3” (75mm) HDPE conduit. WARD: B 3, 4

SCHEDULE ‘A’ PAGE -17- 2019-07-12



GG) APPLICATION #: 19/121 OWNER: AGENT: Jay’s Custom Sheds LOCATION: 29 Forest Ridge Road



constructing a 16’ x 12’ Garden Shed with a 16’ x 4’ attached porch.

WARD: N/A

HH) APPLICATION #: 19/127 OWNER: AGENT: Matthews Design & Drafting LOCATION: 12932 Sixth Line

Part of Lot 25, Concession 6 Town of Halton Hills

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

proposed attached garage addition and second floor, driveway extension and associated grading.

WARD: H 2

SCHEDULE ‘A’ PAGE -18- 2019-07-12



II) APPLICATION #: 19/124 OWNER: AGENT: LOCATION: 11 McGregor Drive

Lot 23, Concession 3 EHS Town of Caledon


constructing a 9.08m x 6.73m covered porch. WARD: C 1

JJ) APPLICATION #: 18/334 OWNER: AGENT: Pool Doctors LOCATION: 80 Porchlight Road


APPLICATION: Development in the Regulated Area to facilitate the construction

of a pool and patio. WARD: B 5

SCHEDULE ‘A’ PAGE -19- 2019-07-12



KK) APPLICATION #: 19/136 OWNER: AGENT: LOCATION: 9412 Copeland Path

Lot 7, Concession 8 Town of Erin


constructing a 20’ x 18’ rear covered patio. WARD: N/A

LL) APPLICATION #: 19/129 OWNER: Enbridge Gas Distribution AGENT: LOCATION: Charles Street


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

purpose of replacing a gas main. WARD: N/A

SCHEDULE ‘A’ PAGE -20- 2019-07-12



MM) APPLICATION #: 19/138 OWNER: AGENT: John Lloyd + Associates LOCATION: 5650 Tenth Line



constructing a 130m2 extension of an existing pond. WARD: N/A

NN) APPLICATION #: 19/031 OWNER: County of Wellington AGENT: LOCATION: Wellington Road 50, at number 9353

Part Lots 5 & 6, Concession 7 Town of Erin

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

2 600mm CSP culverts and replace with 2 new 600mm HDPE double wall culverts.

WARD: N/A

SCHEDULE ‘A’ PAGE -21- 2019-07-12



OO) APPLICATION #: 18/316 OWNER: AGENT: Burke’s Restoration LOCATION: 1480 Marshwood Place



reconstructing the existing retaining wall. WARD: M 2

PP) APPLICATION #: 19/141 OWNER: AGENT: LOCATION: 52 Ingleview Drive

Part Lot 1, Concession 1 WHS Town of Caledon


of a septic system and site grading. WARD: C 1

SCHEDULE ‘A’ PAGE -22- 2019-07-12



QQ) APPLICATION #: 19/132 OWNER: AGENT: LOCATION: 67 Starrview Crescent

Part Lot 4, Concession 2 WHS Town of Mono


constructing an 18’ x 38’ inground pool, surrounding deck, pool equipment, 20’ x 30’ cabana and retaining walls.

WARD: N/A

RR) APPLICATION #: 19/096 REVISED OWNER: AGENT: LOCATION: 82 Cumberland Drive

Part Lot 1, Range 1 CIR City of Mississauga


of a swimming pool, staircase and landscaping. WARD: M 1

SCHEDULE ‘A’ PAGE -23- 2019-07-12



SS) APPLICATION #: 19/146 OWNER: AGENT: HFH Inc. LOCATION: 5617 Eighth Line



constructing an indoor riding arena, hay storage, and farm storage building.

WARD: N/A

TT) APPLICATION #: 19/117 OWNER: Enbridge Gas Distribution Inc. AGENT: LOCATION: 202 and 204 Burnhamthorpe Road East

Part Lot 14, Concession 1 NDS City of Mississauga

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

a gas line. WARD: M 4

SCHEDULE ‘A’ PAGE -24- 2019-07-12



UU) APPLICATION #: 19/148 OWNER: AGENT: LOCATION: 22 Cachet Court


APPLICATION: Development in the Regulated Area to facilitate a 24’ x 16’

extension to an existing deck. WARD: B 5

VV) APPLICATION #: 19/058 OWNER: Rogers Communications Canada Inc. AGENT: LOCATION: Folkway Drive, Treetop Crescent to Flitter Court



a 1-4’ (100mm) HDPE conduit. WARD: M 8

SCHEDULE ‘A’ PAGE -25- 2019-07-12



WW) APPLICATION #: 19/137 OWNER: Rogers Communications Canada Inc. AGENT: LOCATION: 60 Armstrong Avenue



installing a 50mm HDPE conduit. WARD: H 3

XX) APPLICATION #: 19/142 OWNER: Enbridge Gas Distribution Inc. AGENT: LOCATION: 34, 38, 41 & 42 Mill Pond Drive



169m of 2” gas main. WARD: H 2

SCHEDULE ‘A’ PAGE -26- 2019-07-12



YY) APPLICATION #: 19/145 OWNER: AGENT: Lumon Canada Inc. LOCATION: 35 Lyonsview Lane

Lot 30, Concession 4 WHS Town of Caledon


of a patio cover. WARD: C 2

ZZ) APPLICATION #: 19/150 OWNER: AGENT: LOCATION: 88 Marycroft Court


APPLICATION: Development in the Regulated Area to facilitate a 16’ x 16’

extension to an existing deck. WARD: B 6

SCHEDULE ‘A’ PAGE -27- 2019-07-12



AAA) APPLICATION #: 19/108

OWNER: AGENT: LOCATION: 1284 Watersedge Road

Part Lots 26 & 27, Concession 3 SDS City of Mississauga


of a new detached 2-storey single family dwelling approximately 438.67 m2 (4722 ft2) in size with an attached garage, covered porch, rear deck, rear concrete patio, and associated site grading.

WARD: M 2

BBB) APPLICATION #: 19/152 OWNER: AGENT: LOCATION: 9551 Wellington Road 124



constructing a proposed garage and a proposed addition to an existing dwelling.

WARD: N/A

SCHEDULE ‘A’ PAGE -28- 2019-07-12



CCC) APPLICATION #: 19/143

OWNER: Peel District School Board AGENT: RJ Burnside & Associates LOCATION: Thornwood Public School (277 Mississauga Valley Blvd)


APPLICATION: Development in a Regulated Area to facilitate replacement of

watermains. WARD: M 4

SCHEDULE ‘B’ PAGE -1-

2019-07-12

TO: The Chair and Members

of the Board of Directors, Credit Valley Conservation

SUBJECT: INFORMATION TECHNOLOGY, INFORMATION MANAGEMENT SERVICES AND INFRASTRUCTURE PROGRESS UPDATE

PURPOSE: To inform the Board of Directors of CVC on progress related to the implementation of IT/IM service and infrastructure changes as part of the CVC digital transformation work.

BACKGROUND: Network, computer and information technology (IT) support services were previously provided by the Region of Peel between 2004 and 2018 (a period of 15 years). The region had acted as a third-party IT provider for CVC under contract hosting servers (data), email, providing technical support and facilitating access to the internet via the Peel Public Service Network (PSN). On November 28, 2003 the CVC Board approved Resolution #95/03 authorizing the contracting of IT services from the Region of Peel. In 2014 CVC endorsed the continuation of IT services from Peel Region under Resolution #58/14. The services provided by Peel were based on three types of charges: per staff/computer, professional services and acquisitions. First was a fee per staff/computer charge that was adjusted with each significant computer upgrade to ensure cost recovery for the region based on CVC staffing levels. In 2017 CVC paid Peel about $356,000 for IT services based on the per staff/computer charge, a figure that would increase to an estimated $500,000 annually calculated based on the number of staff/computers and the terms of the service agreement. The second type of charges were for professional services (billable Peel or vendor technical support). These charges occurred when a major IT project occurred like the gauge network. No costs for these services were incurred by CVC in 2017 but would be anticipated for the upgrade projects identified as critical in 2018-2019. The third type of charge was for acquisitions (hardware/software). From the outset of the contract CVC benefited from the region’s considerable buying power. CVC would pay Peel or their designated vendors the costs related to desktop computers, printers/copiers and other hardware (servers, network switches, storage) as well as certain software costs. The contract did not provide for overall IT management services (onsite support, planning and business needs assessments). So in addition to the fee for service, CVC still had the equivalent of two FTEs supporting a wide range of IT functions including internal desktop support, mobile phone management, printers, testing, ordering, hardware deployment, acquisition and the running of key applications such as WISKI (gauge network), GIS and other core databases. Finally of note Peel retained all administrator rights over CVC


2019-07-12

assets, network and security. In recent years the region’s administrative control had challenged CVC’s operational and business flexibility. A review of the current state of CVC IT assets was initiated in late 2017. Findings from that work found that CVC was at a crossroads with many key elements of the system being supported by Peel being past or at the end of life. Significant investment was required. The range of options considered included full outsourcing, cloud hosted services (software as a services or SaaS), virtualization and more conventional solutions or any combination thereof. The approved approach selected the appropriately sized solution that met the needs and the constraints of CVC. Under the solution some applications were to be cloud hosted (i.e. email), some as a service (server patching and firewall) and some to be on premise (server and storage). Each decision was based on both the value of the option and the cost to ensure the right fit. At the July 13, 2018 Board of Directors meeting staff summarized the findings of the review process undertaken. Based on the review staff recommended the CVC bring the IT services in house, identified the work required and the associated costs. The Board supported the approach and Resolution #66/18 was approved, as follows:

WHEREAS CVC has since 2003 obtained certain core IT services under contract with the Region of Peel; WHEREAS the services provided by the Region of Peel have met the basic operational needs of CVC; WHEREAS technology has changed significantly over the 15 years of the contract as have the business needs of CVC as it relates to IT requirements; THEREFORE BE IT RESOLVED THAT the report titled ‘Changes to IT/IM Support Services and Contracts for IT Services and Hardware’ be received and appended to the minutes of this meeting as Schedule ‘I’; and THAT formal written notice be given to the Region of Peel that CVC will no longer require IT services on or around December 31, 2018; and THAT the Board of Directors authorize staff to directly negotiate, based on the general pricing envelopes set out in this report, contracts over $100,000 with three year terms, and two additional one year renewals, based on satisfactory services, with:

CDW Canada (or partner) for hardware, software and professional services related to server/storage, Microsoft licenses and desktop computers; and

ESI Technologies (or partner) for hardware, software and professional services related to switches, firewall and backup. THAT staff be authorized to utilize the IT reserve for the replacement of desktop computers;

THAT based on final negotiations, should one of the approved vendors provide better pricing for any component (application, hardware, software, licenses or professional services) that the Director of Corporate Services has the authority to adjust


2019-07-12

acquisitions between approved vendors to obtain the best price point within the overall budget; and further THAT staff work to ensure good value for money as it relates to the provision of all IT services and hardware.

With the approval of the Board in July of 2018 work began immediately to carry out a cut over of all services previously provided by Peel by December 31, 2018. ANALYSIS:

1. Work Plan Deliverables

At the outset of the work a long list of critical and complex projects and key tasks with associated timelines and deliverables were established. These projects and tasks cumulatively would achieve the desired outcome of modernizing the CVC IT/IM environment through a transformation of how services are delivered to better meet the needs of the corporation. At a high-level, between the approval of the Board in July 2018 and December 31, 2018 (the cut over date from Peel to CVC) four major projects were advanced:

i. Server environment build; ii. Phone system build; iii. Data extraction/migration; and iv. Microsoft email extraction/migration.

Between January 1, 2019 and June 30, 2019 eight additional projects were advanced and these included:

i. Financial system upgrade and database replacement; ii. WISKI system upgrade (gauge network) and database upgrade; iii. Desktop equipment roll out for all staff; iv. Printer (MFDs) upgrades; v. Fibre build to new Warwick facility; vi. Wi-Fi infrastructure build; vii. IT/IM ticketing and performance tool; and viii. Facilities security system upgrades

Schedule ‘B’, Appendix 1 to this report provides more detail on the projects and the key tasks that were identified at the time of the July 2018 report to the CVC Board along with the status of the tasks/projects as of June 30, 2019. In summary, of the 12 projects identified, 10 have been completed and 2 are on track to complete by the end of 2019. There were five critical associated tasks that were also identified, and all tasks have been completed. The work is progressing on time or ahead of schedule and all the deliverables are within the approved budget. Considerable effort has been put into understanding the problems before we try to solve them, and this has resulted in projects remaining in scope. Effective project management has been critical to the successes achieved to date.


2019-07-12

2. Staffing

With the IT/IM work being brought into CVC, additional staff were hired and existing staff resources at CVC were reviewed that identified opportunities to re-deploy positions to support IT. The cost that was paid to Peel IT as the support service provider has been reallocated to the CVC IT/IM and Infrastructure division for staff costs. Staffing costs were approved and are managed within the 2019 budget and are included in the 2020 draft budget. In 2018 under the Peel contract and prior to the transition, there was the equivalent of two CVC staff dedicated to IT work. Under the new service model, there are five IT positions reporting to the Manager of IT, IM (GIS) and Infrastructure (facilities). All the supports and services previously provided by Peel are now provided under CVC control.

3. Budget

At the time of the July 2018 report to the Board of Directors a five-year plan was set out for the purchase of equipment and professional services to support CVC on its journey to achieve self-managed IT infrastructure, software and services. The budget included three types of expenditures: One-time purchase; financed terms and annual license fees. Contributions to reserves will continue so that at the end of the five-year plan there will be capital to initiate a hardware renewal cycle. The necessary funds were available in the 2018 budget and are available in the approved 2019 budget. Table 2 details the estimates as presented in the 2018 report to the Board. Table 2 – 5-year Costing Estimates as of July 2018

2018 ($) 2019 ($) 2020 ($) 2021 ($) 2022 ($)

Totals 580,000 385,800 320,800 178,900 45,100

Contingency 100,000

5-year total 1,610,600

Table 3 provides a summary of the approved spending to date in accordance with Board approvals and the approved 2019 Budget: Table 3 – Current Budget Status as of June 2019

2018 ($) 2019 ($) Budget

July 2018 to June 2019

(spend to date)

July 2019 to December 2019 (funds available)

Totals 580,000 385,800 410,350 555,000

Contingency 0 100,000

Currently the spend rate is in line with expectations of the plan. The contingency has not been utilized to date. It is also important to note that there are sufficient funds are available to complete additional tasks and projects identified. The funding available between July 2019 and December 2019 will be used to cover part of the cost of the fibre build to Warwick forecast to be over $300,000 (not invoiced at the time this report was prepared).


2019-07-12

Additional projects to be funded will include: i. Additional backup and disaster recovery enhancements; ii. Information management (information and records management application,

configuration, taxonomy and retention policy); iii. Software for the conservation areas and nursery business units (Includes:

customer relationship management, bookings, reservations, memberships and e-commerce);

iv. Front-end portal for databases; and v. Miscellaneous hardware.

It is anticipated that that all the above noted deliverables will be initiated prior to the end of the year. Some of the identified projects will be multi-year given the complexity.

4. Security

At the outset of the planning for CVC’s digital transformation security of the corporation was identified as the top priority of all work undertaken. Special effort was made during the selection of hardware, system configuration and software approvals to ensure the highest level of security. The selection of methods for remote access to the network were carefully constructed to meet or exceed current leading practices in IT. Significant emphasis was put on selecting the class leader in firewall security to ensure the digital assets of the corporation would be secure. In addition, staff also considered the user experience and worked hard to find solutions that were secure. To ensure all the new technology solutions implemented were correctly deployed and configured to maximize security an independent third-party external IT security audit firm was hired to test the network and all systems. The audit looked at three main areas: internal vulnerabilities (systems, controls and patching), firewall (policies, patching and configuration) and network/Wi-Fi (authorized access and authentication). There were no concerns raised about the technologies selected, the system architecture or the network access. Periodic audits will be ongoing. The comments provided by the security auditor found our system to be well developed, compliant with industry standards and secure. Recognizing that one of the biggest vulnerabilities for any organization is human error, mandatory security awareness training is being scheduled to support staff in recognizing security threats and how to reduce overall risks to the network and data assets.

5. Benefits for staff As set out in the internal IT/IM strategy the goal of the transformation was to address many long-standing issues identified by CVC staff. The work to date has kept past staff feedback in mind. Every effort was made to minimize the impacts to staff of planned upgrades and data migrations with work being done after hours, on weekends and late in December. Having resources in house have made project planning and implementation much more effective. Having IT staff with program knowledge conducting the work has increased the efficiency of project execution. The review and approval of software is also being completed based on the priorities of CVC and this is proving much more responsive for CVC staff.


2019-07-12

It is important to keep in mind that the intent of the digital transformation at CVC was not to simply replace ‘like for like’. The previous environment was a basic service model that did not address unique CA business needs nor provide for strategic needs. A key goal of the transformation was to significantly improve the IT/IM environment for CVC staff with the goal of meeting the unique program needs of Conservation Authority staff. Secondly, it was equally as important that CVC implement an IT/IM planning discipline that identified problems, tested solutions and deployed systems that met the needs of staff for today and into the future with a holistic and integrated vision.

6. Strategic alignment The work was guided by the CVC Strategic Plan: Our Future to Shape 2015-2019, which reads in part: Goal 7: Ensure that Credit Valley Conservation is a well-managed, sustainable and

service-driven organization Outcome 3: Tools and Infrastructure that support program delivery Direction 3: Invest in information technologies that safeguard corporate data, improve

productivity and increase collaboration, including document management systems, digital workflow, an intranet, remote access and improved data management

To further articulate the strategic direction an internal Digital Strategy was developed and communicated to staff that spoke to five (5) main goals of the IT/IM transformation:

Goal 1 - Keep it simple for the user Goal 2 - Be cost effective Goal 3 - Provide an environment that enables CVC to succeed Goal 4 - Support innovative solutions that demonstrate value Goal 5 - Provide responsive service

The internal strategy is our promise to staff to improve the overall state of IT/IM at CVC. Issues related to IT/IM have been identified by CVC staff on an ongoing basis and were consistently an area for improvement identified by the employee survey. The following briefly touches on the outcomes of the work to date based on the internal Digital Strategy Goals:

Goal 1 - Keep it simple for the user by: - Involving staff in the selection of equipment and testing software - Providing training on software - Delivering orientation on new hardware - Simplifying external network access Goal 2 - Be cost effective by: - Utilization of Provincial and public agency pricing - Implementation of Registered Charity Status to realize savings - “Right Sizing” solutions and pricing for the CVC environment - Utilizing shared purchasing power (GIS)


2019-07-12

Goal 3 - Provide an environment that enables CVC to succeed by: - Implementing WIFI throughout head office to support staff mobility - Deploying workplace efficiency tools (file share and file management) - Ensuring key tools are running current versions and are upgraded - Creating and maintaining an environment that is secure Goal 4 - Support innovative solutions that demonstrate value by: - Providing collaboration tools to staff (Microsoft teams – formerly Skype) - Designing an environment that includes a mix of cloud, SaaS and on premises - Selecting technologies that are leading edge and address multiple needs - Building a system that meets future needs of the corporation - Exploring opportunities with other CAs to host data and applications (WISKI)

Goal 5 - Provide responsive service by:

- Having a single point of contact to resolve issues - Employing well trained and highly skilled technical staff - Standardizing equipment and applications to reduce the complexity and the

burden of technical support - Knowing the business makes all the difference to solving the challenges

Having taken this strategic approach to the transformation and by using the principles of Change Management the response to the implementation of this transformative change impacting all staff has been very favourable. COMMUNICATIONS PLAN: There are no external communications implications for this project. Staff are kept informed of changes through the intranet site and through townhall sessions. Orientation and training for staff will continue to ensure best practices are adopted. FINANCIAL IMPLICATIONS: At the completion of the first year of the IT/IM transformation the spending is tracking as planned and the contingency has not been used. Funding for this ongoing work is included in the 2019 budget, the 2020 budget and in future forecast years. CONCLUSION: Over the period of twelve months CVC has completed all the major year-one deliverables identified as critical to our digital transformation. The work is progressing on time and on budget. All efforts have been made to minimize the impacts on staff, to involve them in decision making and to deploy user friendly solutions that meet the business need. The approach has focused on secure and cost-effective solutions using a range of technical and financial approaches.


2019-07-12

IT/IM staff would like to acknowledge and thank our colleagues at Peel in the IT department for their support. The staff at Peel were instrumental in helping with the transition on December 31, 2018. It is with their support that CVC was able to achieve our project deliverables. The transformation will be an ongoing journey. Difficult work related to information and records management is being planned and other key projects are in the very early stages. The IT/IM staff team are committed to continuous improvement and supporting staff to achieve a work environment that uses technology to achieve efficiencies, enhance collaboration and drive innovation. RECOMMENDED RESOLUTION:

WHEREAS the CVC Board of Directors supported the digital transformation work for CVC under Board Resolution #66/18; and WHEREAS staff have undertaken to successfully executed the necessary projects and tasks required to achieve the transformation over the past year; THEREFORE BE IT RESOLVED THAT the report entitled IT/IM Services and Infrastructure Program Update – 2019 be received and appended to the minutes of this meeting as Schedule ‘B’; and THAT staff keep the Board informed of any future IT/IM challenges or opportunities through the annual budget process or by a separate report as determined appropriate by the CAO and the Director of Corporate Services. Submitted by:

_________________________ __________________________ Moheb Ekladios Jeff Payne Senior Manager IT, IM and Infrastructure Deputy CAO and

Director, Corporate Services Recommended by:

__________________________ Deborah Martin-Downs Chief Administrative Officer

Project and Task List Status Update

Asset/Application Status – June 2018 Action Required/Taken Status – June 2019

Sage – Financial System Software

The financial system was running a software version that was not supported beyond 2018

Project: upgrade to a supported version of the Sage software

Completed

Sage – Financial System Database

The database that the system was operating on was no longer supported

Task: acquire SQL and migrated the database to SQL as part of software upgrade project

Completed

HR Software CVC moved to ADP in 2017 as Peel could not provide CVC with a license to access PeopleSoft HRMS (incl. payroll function)

Task: enhance time tracking, reporting, workflows and training using ADP Workforce (increase the ROI from the tool)

Completed -Training module -Time & attendance module

WISKI Software Gauge network software version out of date with limited vendor support

Project: upgrade WISKI software and migrate SQL database

Completed

Servers – Network Shared Drives; WISKI; and Avaya phones

All three servers, backups and development environments are at or past end of life

Project: install new server technology to meet all specifications (incl. facility upgrades)

Completed

Desktop Computers Most desktop computers were purchased in 2014; warrantees expired with service issues occurring

Project: select, configure and roll out new work computers to all staff at all sites.

Completion - July 31, 2019 85% done / on schedule

Copiers/Printers All copiers and printers at the end of life

Project: upgrade and refresh all printers (MFDs)

Completed

Network Access - Meadowvale

CVCs an eligible agency for Peel PSN access, this is fiber but not the IP (internet provider)

Task: CVC confirmed agency status with PSN for fiber (capital cost is CVCs). CVC negotiated new IP vendor.

Completed

Network Access – Remote sites

The PSN does not serve our remote sites, as such Peel could not resolve connection issues

Project: build Fibre to Warwick under contract by PSN. (CVC looking at all options for CVC remote sites)

Warwick – Completed Other sites – ongoing search for solutions

Desktop Phones The phone hardware was identified for upgrade in 2021 or 2022

Project: upgrade phone server and software. (System failed summer 2018)

Completed

Mobile Phones CVC had phones with multiple providers under multiple contracts

Task: CVC consolidated all phones under one provider using provincial contract process.

Completed

Software Licenses The Peel contract covered only Microsoft, CVC paid for all other software licenses

Task: Registered Charity Status pricing approval, and eligible acquisitions at reduced cost.

Completed

SCHEDULE 'B', APPENDIX 1 PAGE 1

2019-07-12

Asset/Application Status – June 2018 Action Required/Taken Status – June 2019

Data Migration All of CVCs data on Peel servers

Project: extract/migrate all data from the Peel environment to the new CVC environment

Completed

Email Migration All of CVCs email accounts existed under Peel Microsoft domain

Project: extract/migrate all email accounts to CVC domain

Completed

WiFi Build CVC has only one area serviced by WiFi – the Boardroom

Project: To build and install WiFi infrastructure for all staff at head office and Warwick

Completed

Ticketing System CVC relied on Peel to track IT service requests and collect performance data

Project: select and install software for tracking IT service requests and system performance

Completion - Fall, 2019 pilot in progress/ delayed

Facilities Security System upgrades

The office security system was at end of life (server, cameras and access controls)

Project: select and install software and hardware for office facilities security

Completed

SCHEDULE 'B', APPENDIX 1 PAGE 2

2019-07-12

SCHEDULE ‘C’ PAGE -1-

2019-07-12

TO: The Chair and Members of the Board of Directors,

Credit Valley Conservation SUBJECT: CONTRACT OVER 100K: MUNICIPAL RISK AND

RETURN ON INVESTMENT TOOL (RROIT) PURPOSE: To request approval by the Board of Directors of CVC to award

a contract over $100,000 to carry out Phase 3 of the Risk and Return on Investment Tool.

BACKGROUND: CVC initiated the development of a Risk and Return on Investment Tool (RROIT) in 2017 to help inform watershed and master planning for municipalities to meet provincial and federal legislative and funding requirements associated with stormwater infrastructure. The RRIOT is designed to assess direct and indirect damage costs associated with flooding under historic and climate change scenarios. Further the tool evaluates different flood mitigation scenarios to reduce municipal and conservation authority risks and to optimize return on investment. With support from the Peel Community Climate Change Partnership and funding support by Region of Peel, Town of Caledon, City of Mississauga, Lake Simcoe Region Conservation, and in-kind support from Upper Thames River Conservation Authority, Engineer’s Canada and Risk Sciences International (RSI), CVC applied for federal funding under the Public Safety Canada National Disaster Mitigation Program (NDMP) to develop the Risk and Return on Investment Tool. The NDMP funding program is a five year, $200 million federal program designed to reduce the impacts of natural disasters on Canadians. Under the program, the federal government funds up to 50 per cent of the costs of eligible projects. The fund has been implemented over the course of five separate applications deadlines (or intakes). To date CVC has applied for and been awarded funding under three intakes to develop and run the RRIOT: Intake # 2 (from May 2017 to March 2019), Intake # 4 (May 2018 to March 2020) and Intake # 5 (May 2019 to March 2020). To fully assess direct and indirect risks associated with flooding, Credit Valley Conservation (CVC) planned and separated the RROIT development into four phases based on NDMP funding intake thresholds. Table 1 provides a summary of Phase 1, 2 and 3 elements partially funded through NDMP. The fourth phase is a planned enhancement phase and not discussed in this report.


2019-07-12

Table 1: Summary of Phase 1, 2 and 3 elements in the RROIT

Phase 1 2018-2019 Funded by NDMP Intake # 2

Phase 2 2019-2020 Funded by NDMP Intake # 4

Phase 3 2019-2020 Funded by NDMP Intake #5

Evaluates private and public property and infrastructure damages for riverine and urban flooding (including sanitary back-up) and instream erosion due to rainfall events (historical and climate change). Management option(s) evaluated include grey/green infrastructure and land acquisition along the floodplain

This phase builds on Phase 1 by including water quality and health related impacts/costs associated with flooding

This phase builds on previous phases by enhancing sanitary flooding module (requested by Peel) and upgrading other flooding modules, incorporating more mitigation measures (requested by municipal staff), including funding models such as rebates, stormwater rate incentives and other public and private cost sharing options.

Preliminary results have been promising and has garnered interest from multiple municiplae stakeholders. Additionally, pilot results provided the City of Mississauga with supporting information for their Disaster Mitigation and Adaptation Fund (DMAF) application submitted July 31, 2018. Eligibility for DMAF funding required a climate risk assessment and return on investment analysis for infrastructure requests above $20 million. ANALYSIS: As indicated above, NDMP Intake’s # 2 and #4 have provided funding to support Phases 1 and 2 of the project. With CVC Board approval (Resolution: #54/17 on June 9, 2017 and Resolution #75/18 on August 24, 2018), CVC hired Risk Sciences International (RSI) to complete these phases of the Risk and Return on Investment Tool (RROIT). With CVC Board approval (Resolution: 74/18 on August 24, 2018), CVC submitted an application to continue this (Phase 3) under the final intake # 5 (May 2019 to March 2020). The CVC has since received approval of the funding from the NDMP and Phase 3 research is scheduled to commence in August 2019 with CVC’s committed matching funds. This report seeks approval from the Board to award RSI with the contract for Phase 3 through direct negotiations. The rationale for hiring RSI falls within CVC’s direct negotiation policy 5.3.1 as RSI has completed the work for the first two phases, has unique specialized experience and has performed the previous work to satisfaction.The company


2019-07-12

also brings their Climate Change Hazards Information Portal (CCHIP) tool to support the climate projections at no extra cost and has been timely with delivery of products. To meet Phase 3 (NDMP Intake # 5) deliverables, it is recommended that RSI be awarded the contract in the amount of $134,868.00 plus applicable taxes. FINANCIAL IMPLICATIONS: Table 2 provides an estimated cost for Phase 3 and indicates the cost contribution from NDMP to support the RROIT development. Table 2

Cost Phase 3

Consulting Cost $ 134, 868.00

Partner Contribution

NDMP Intake #5 $ 67,434.00

CVC $ 67,434.00(1) NOTE: 1. CVC staff time contribution is not included in budget, nor does this include CVC’s contribution towards projects that are related/support the Risk Tool (Peel Climate Change- Flood Resiliency Strategy)

Public Safety Canada under the NDMP Intake # 5 will fund $67,434.00 (50%) of the consulting fees for this contract and CVC will match this $67,434.00 contribution. Sufficient funds are available in the Watershed Knowledge budget, account #101-008, which is funded through the Peel Climate Change budget. CONCLUSION: It is recommended that RSI be awarded the contract to complete RROIT’s Phase 3 requirements based on NDMP Intake #5 funding requirements in the amount of $134,868.00 plus applicable taxes. RECOMMENDED RESOLUTION: RESOLVED THAT the report entitled “Contract Over 100k: Municipal Risk and Return On Investment Tool (RROIT)” be received and appended to the minutes of this meeting as Schedule ‘’C’ and further THAT the CVC Board of Directors authorize that Risk Sciences International be awarded the contract in the amount of $134,868.00 plus applicable taxes.


2019-07-12

Submitted by:

__________________________ _____________________________ Christine Zimmer, P.Eng (MSc) Eng. Gayle Soo Chan Senior Manager, Water and Climate Director, Watershed Knowledge Change Science

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


SCHEDULE ‘D’ PAGE -1-

2019-07-12



SUBJECT: GLENDALE PUBLIC SCHOOL RAINGARDEN PROJECT

FUNDING – FLETCHERS CREEK SNAP, BRAMPTON PURPOSE: To inform the Board of Directors of CVC of the funding

mechanism for the construction of the Glendale Public School Raingarden Project.

BACKGROUND: The Fletchers Creek Sustainable Neighbourhood Action Program (SNAP) includes a project for the design and construction of a green infrastructure facility (the raingarden) at Glendale Public School located in Brampton. The facility will provide stormwater management controls within the school grounds. The City of Brampton views the Fletchers Creek SNAP as an opportunity to utilize this project and related works as a template for future projects on similar sites in the City, as well as to inform the public of the project to inspire them to consider similar stormwater initiatives on private residential properties. Funding in the order of $167,000 for the planning, design, construction, maintenance and knowledge transfer for the raingarden has previously been secured through several funding sources including the Clean Water Wastewater Fund, Federation of Canadian Municipalities, Habitat Stewardship Fund and corporate sponsors among others. CVC funds have not been directed to the project to date. Construction of the project was sent out for tender (three bids were received) and all came in above the original cost estimated prepared by CVC’s consultant. The lowest bid was Cambridge Landscaping at approximately $163,000, which is $56,000 above the estimated and budgeted cost. Therefore, currently there is a budget shortfall of approximately $56,000 of the $163,000 total construction cost (i.e., 34% of construction cost or 25% of the total project cost). ANALYSIS: Staff have begun to reach out to project partners to request funding support to recover the shortfall. If the project is not built by the end of July 2019, some of the funding will be cancelled. Given the funding deadline to construct the project by the end of July 2019 we have moved forward with awarding the contract to Cambridge Landscaping so that work


2019-07-12

could meet the funding timeline constraints. In addition, given this is a school property it is also important that the works occur over the summer to minimize the impact to normal school operations. CVC intends to direct existing Sustainable Technologies Evaluation Program (STEP) training revenue to cover the shortfall. STEP training revenue is generated from training provided by CVC green infrastructure (GI) / low impact development (LID) experts (in partnership with TRCA and LSRCA) to professionals across Ontario in GI/LID design, implementation and operations. Staff will continue to move forward with a plan to recover costs (and pay back the loaned training revenue) through external funding sources. COMMUNICATIONS PLAN: There are no Communications implications for this project. FINANCIAL IMPLICATIONS: Approximately $56,000 of CVC generated STEP training revenue will be utilized to construct the Glendale Public School Raingarden. CVC staff will work to obtain external funding from various sponsors to repay the loaned STEP training revenue. CONCLUSION: Funding from external sponsors has funded this project to date. There is a shortfall within the budget of approximately $56,000 to construct (finish) the project. Some CVC generated STEP training revenue will be used to cover the shortfall, with the aim of recouping the money from existing and additional sponsors. The work has been advanced to ensure secured funding was not lost, to adhere to those funding deadlines and to complete the project over the summer to minimize the impact on the school. RECOMMENDED RESOLUTION: RESOLVED THAT the report entitled “Glendale Public School Raingarden Project Funding – Fletchers Creek SNAP, Brampton” be received and appended to the minutes of this meeting as Schedule ‘D’.


2019-07-12

Submitted by:

__________________________ John Sinnige Associate Director, Watershed Management

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


SCHEDULE ‘E’ PAGE -1-

2019-07-12



SUBJECT: CVC STRATEGIC PLAN UPDATE 2020-2022 PURPOSE: To request approval/endorsement by the Board of Directors of

CVC to update the corporate Strategic Plan for 2020-2022 BACKGROUND: At the December 2014 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 four and a half years the strategic plan has been an important document directing the priorities of the organization and showing staff how their work contributes to the larger picture. In our last progress report to the Board (December 2018 Resolution #98/18) we summarized our progress on the plan. Of the 71 directions contained within the eight goals, zero (0) have not been initiated. Some progress has been made on 10 (14%) of the directions; 20 (28%) are ongoing (e.g. plan review and permitting or monitoring) and five (5) (7%) have been completed. Most (36 or 51%) of the activities CVC has made good progress on. Overall, significant progress has been made with most of the directions in progress or completed. We are on track to implement most of our plan by the end of 2019. We had intended to update the plan in 2019 for an additional five-year period but put plans on hold when the province introduced changes to the Conservation Authorities Act and shifted environmental priorities. While clarity around the impact of the changes is still lacking, staff believe that we should pursue updating of the plan for the following reasons:

The majority of actions from the plan ending 2019 have been completed and new direction is required;

Staff morale has been impacted by the proposed changes to conservation authority business and engaging them in defining the work needed in the next few years may help to ensure engagement going forward;

There are a number of actions that CVC will need to take over the next few years in preparation for the changes and this will lay them out in a logical and transparent fashion;

Our business will not cease, and it is important to ensure that the work we are taking is guided through strategic actions;

CVC has completed a number of guidance documents as a result of the strategy, the results of which need to be built into our strategic actions for the next few years (e.g. Corporate Social Responsibility Strategy, Youth Strategy, Conservation Areas Master Strategy); and


2019-07-12

That some of how we do our business in the future may change and as result we need to lay the groundwork for those changes or opportunities.

ANALYSIS: Staff are recommending that the strategic plan be refreshed for a three-year period of 2020-2022. By refresh, we mean that many of the components that formed the last plan, such as vision, mission and values be excluded from the review. Goals will be reviewed and directions either updated, added or removed based on completion status. The focus of the refresh will be on updating or adding the directions that staff will need to guide their work over the next few years, including actions needed to respond to provincial legislation and regulations. This time period would cover the expected transition period of changing budget allocations between mandatory and non-mandatory programs and services and complete the current board term. As was done for the last strategy, Board, staff and partner engagement will be undertaken to reflect current and future trends, partnership and business opportunities and building on past initiatives. COMMUNICATIONS PLAN: There are several communications elements that will be required for this plan including assistance with consultation and preparing a readable and useful tool for staff and stakeholders. General public engagement is not anticipated but seeking input from partners will be essential for the identification of opportunities and key steps over the next three years. FINANCIAL IMPLICATIONS: CVC would do the refresh in-house using staff resources. Some consulting/service costs may be incurred for communications support and printing of copies, but those costs would not exceed $25,000 and would be covered by the CAO’s account 701-701.


2019-07-12

RECOMMENDED RESOLUTION: WHEREAS CVC’s Strategic Plan Shaping our Future 2014-2019 is in need of updating; and WHEREAS regulatory changes and opportunities exist that need to be included in an updated strategic plan; THEREFORE BE IT RESOLVED THAT the report entitled “CVC Strategic Plan Update 2020-2022” be received and appended to the minutes of this meeting as Schedule ‘E’; and THAT the Board of Directors authorize staff to initiate the new strategic planning process for the period of 2020-2022; and THAT the strategic plan team engage the CVC Board of Directors and other watershed stakeholders in providing input at key times in the development of the plan; and further THAT staff report back to the board with the draft strategic plan for approval no later than March of 2020. Submitted by:

___________________________ Jeff Payne Director, Corporate Services Recommended by:


INFORMATION ITEM #7.1 PAGE1

2019-07-12

INFORMATION ITEM #7.1 PAGE2

2019-07-12

Credit Valley Conservation Board of Directors

July 12, 2019

Gayle Soo Chan – DirectorWatershed knowledge

Watershed Knowledge Department

Outline

• The Watershed Knowledge Department Mandate

• What is Watershed ‘Knowledge’

• Organization chart

• Ecology and Monitoring

• Ecological Goods and Services

• Geoscience and Source Water protection

• Water and Climate Change Science

• Questions

1

2

INFORMATION ITEM #7.2 PAGE 1

2019-07-12

Department Mandate

• Created May 2015

• Informed by the CVC Strategic Plan primarily goals 2 and 4:

– Plan for an environmentally sustainable future

– Develop and Share scientific knowledge and innovative approaches that advance decision-making and lead to on-the ground action

• Four divisions:

– Ecology and Monitoring (formerly LSIM)

– Ecological Goods and Services,

– Geoscience/Source Water protection,

– Water and Climate Change Science

• Work closely with all Departments to feed data and analysis into their work

Knowledge versus Science

• Knowledge implies an understanding of what science is telling us

• It includes experience and an understanding of how the science can be applied

• It answers the ‘so what’ questions

• It recognizes gaps

• It is adaptive and looks to continuous improvement

• It provides information, guidance and tools that stakeholders can use

• It is consultative and practical in its outcomes

• It supports decision making (internal and external)

3

4


2019-07-12

Credit Valley Conservation Organizational Charts

The Natural Heritage Management program provides logistical and advisory ecology tools and support for conservation lands, restoration and watershed management.

5

6


2019-07-12

Ecology and Monitoring

Led by Dr. Aviva Patel, Senior Manager

Ecology and Monitoring

• 4 main program areas:

– The Landscape Science Program is responsible for the development of CVC's Natural Heritage System or NHS (features, areas and linkages to maintain biodiversity water quality and quantity).

– The Inventory Program (NHI) oversees the collection of plant/animal community and species level data across the watershed.

– The Monitoring Program (IWMP) coordinates the collection of ecosystem data which is analyzed to determine status and trends in the environmental health of the CRW.

– Natural Heritage Management Program provides natural heritage and ecological services to support CVC business needs (primarily conservation lands and restoration).

7

8


2019-07-12

Landscape Science:Natural Heritage System

• Identifies strategic natural areas for protection and other lands for restoration or best management practices

• Science-based system developed using a watershed approach

• Mapping and information are used internally to guide land acquisition, plan input and review, and restoration to strategic areas providing best value for dollar

• Information is used externally to support municipal natural heritage mapping for official plans

Inventory & Monitoring

9

10


2019-07-12

Where we monitor

• 30 forest sites

• 30 wetland sites

• 92 stream sites

• 15 groundwater sites

• 8 climate sites CVC/EC)

11

12


2019-07-12

Reporting on Monitoring & Inventory

• Data – provide to internal/external clients and stakeholders

• Annual/biennial reports, report cards, technical bulletins, site summaries, social media posts

• Trend reports: how are conditions changing?

Natural Heritage Management: Ecological Research & Tool Development

• Ecological Offsetting Guidelines

• Credit River Brook Trout Recovery Strategy

• Ecology support for CVC land management and Credit Valley Trail

• Forest Plant Climate Change Vulnerability

• Ecohydrology research and monitoring

13

14


2019-07-12

Ecological Goods and Services

Led by Tatiana Koveshnikova, Senior Coordinator

• Bring awareness on the value of existing green/blue space

• Support restoration actions by demonstrating value of enhancing natural systems

• Inform land-use and management decisions by demonstrating the value of services provided by natural assets

MaintainsGenerates Ecosystem Goodsand Services

Natural CapitalHuman Healthand Well-being

15

16


2019-07-12

EGS Studies: Supporting Restoration

Define location and

cost of restoration in

CRW

Estimate biophysical

changes from restoration

Link biophysical changes to

health benefits to

citizens

Use economic valuation

techniques to assign value

to these benefits

Calculate Net Present Value/

Return on Investment of

restoration actions

PM2.5

NO2

PM2.5

NO2

PM2.5

NO2

Health and Well-being Tool: Restoration Return on Investment

EGS Studies: Informing Management Decisions

Goal: To support municipalities in recognizing, measuring and managing the contribution of natural systems to municipal service delivery using asset management frameworks

Rationale:

• Reduce risk and expenses for related grey infrastructure (SWM)

• Increase infrastructure resiliency to Climate Change

• Provide additional benefits to communities

Valuation of Municipal Natural Assets in Peel Region (2017-2020)

17

18


2019-07-12

Geoscience and Source Water Protection

Led by Kerry Mulchansingh, Program Manager

Walkerton Inquiry Spurs New Legislation

19

20


2019-07-12

Groundwater Science

• Development Plan Reviews

• Watershed Plan support

• Hydrogeological expertise/ advice support to other programs

• Groundwater monitoring review/ IWMP support

• PTTW/EA permit review

• Scientific studies e.g. Reverse Particle track studies, Groundwater modelling,

21

22


2019-07-12

Water and Climate Change Science

Led by Christine Zimmer, Senior Manager

Water and Climate Change Science

• Real-time Water Quality Monitoring - Maintain in-stream real-time water quality monitoring to assess land-use impacts, inform modelling and support municipal drinking and waste water treatment operations.

• LID Monitoring - Monitor LID performance to support municipal asset management and stormwater management design and retrofit standards.

• Develop guidance and tools to help partners quantify vulnerability to flooding and climate change to meet legislative and funding requirements.

• CVC Climate Change Strategy - Lead implementation of CVC’s Climate Change Strategy and Flood Resiliency Strategy for the Peel Community Climate Change Partnership.

23

24


2019-07-12

Monitoring LIDs for Performance

LIDSites

Real-time Water Quality Monitoring Network

25

26


2019-07-12

Water Quality Monitoring and Modelling

• Real Time Water Quality Gauges to:

– Track conditions, determine trends

• Surface Water Quality modelling to:

– support Watershed Management Plans and restoration actions,

– provide data for Water Treatment plants

– support analysis of spills

– support Lake Ontario Source Water Protection technical analyses and modelling

Creating Innovative Climate Change tools

• CVC Climate Change/Corporate Social Responsibility

Strategies

• Climate change vulnerability, Level of service and Risk assessments studies

• PCCCP Flood Resiliency Strategy

• Tools: HSIT, Treatment Train, GIAMT, RROIT

27

28


2019-07-12

questions?

inspired by nature

29

30


2019-07-12

Extra information

Key Environmental Trends and Issues

• Warming stream reaches, increase in erosion

• Surface water: chlorides increasing, TP decreasing. On average, chloride levels exceed aquatic life targets in both the lower and middle watershed.

• Groundwater conditions: increases in sodium and chloride (40% of monitored wells), nitrates decreased at half the sites. Water level variances observed

• Fish/aquatic invertebrate populations impacted

• by development and agriculture (brook trout)

• Forest health fair with some impacts from

• invasive species and pests. Decline in

• ground-nesting birds, plant/ animal species

• Climate trends – hotter, wetter, flooding, ET

31

32


2019-07-12

Stormwater Quality Benefits• Phosphorous Load

Reduction• Suspended Solids

ReductionStormwater Quantity Benefits• Volume Reduction• Peak Flow Reduction

Stormwater Quality Benefits• Phosphorous Load

Reduction• Suspended Solids

ReductionStormwater Quantity Benefits• Volume Reduction• Peak Flow Reduction

$20BROP Total

Climate Change Conditions

+$1.8B

Climate Change Conditions

+$1.8B

33


2019-07-12

board of directors meeting · 5 that the board of directors authorize staff to initiate the new...

Documents