Agenda

This meeting of City Council will be conducted with Members participating in person and remotely and the proceedings of City Council will be conducted publicly.

Notice to people writing to Council: The City of Toronto Act, 2006 and the City of Toronto Municipal Code authorize the City of Toronto to collect any personal information in your communication or presentation to City Council or its committees. The City collects this information to enable it to make informed decisions on the relevant issue(s). If you are submitting letters, faxes, e-mails, presentations or other communications to the City, you should be aware that your name and the fact that you communicated with the City will become part of the public record and will appear on the City’s website. The City will also make your communication and any personal information in it – such as your postal address, telephone number or e-mail address – available to the public, unless you expressly request the City to remove it.

Closed Meeting Requirements: If Council wants to meet in closed session (privately), a Member of Council must place a motion to do so and give the reason why Council has to meet privately (City of Toronto Act, 2006).

April 1, 2022

toronto.ca/council

This agenda and any supplementary materials submitted to the City Clerk can be found online at www.toronto.ca/council. Visit the website for access to all agendas, reports, decisions and minutes of City Council and its committees.

- O Canada

- Moment of Silence

City Council will confirm the Minutes from the special meeting held on March 9, 2022.

Deferred Committee Items:

Item NY29.1

Item NY30.8

Item TE31.12

Report of the Executive Committee from Meeting 31 on March 30, 2022

Submitted by Mayor John Tory, Chair

Report of the Audit Committee from Meeting 11 on February 18, 2022

Submitted by Councillor Stephen Holyday 

Report of the Board of Health from Meeting 35 on March 21, 2022

Submitted by Councillor Joe Cressy, Chair  

Report of the Economic and Community Development Committee from Meeting 28 on March 24, 2022

Submitted by Councillor Michael Thompson, Chair

Report of the General Government and Licensing Committee from Meeting 29 on March 22, 2022

Submitted by Councillor Paul Ainslie, Chair  

Report of the Infrastructure and Environment Committee from Meeting 28 on March 29, 2022

Submitted by Councillor Jennifer McKelvie, Chair

Report of the Planning and Housing Committee from Meeting 32 on March 25, 2022

Submitted by Councillor Ana Bailão, Chair 

New Business submitted by City Officials 

Members of Council will declare interests under the Municipal Conflict of Interest Act.

Members of Council may file petitions.

Various presentations and announcements will be made at the City Council meeting.

City Council will review the Order Paper.

North York Community Council forwarded the item to City Council without recommendations.

The North York Community Council held a statutory public meeting on January 6, 2022 and notice was given in accordance with the Planning Act.

This application proposes to amend the Official Plan and Zoning By-law for the property at 824 Sheppard Avenue West, 177, 179 and 181 Cocksfield Avenue to permit a 12-storey (44.95 metre) mixed use building with 19,932 square metres of gross floor area ("GFA"), including 459 square metres of retail space and a 373 square metre daycare, resulting in a Floor Space Index ("FSI") of 4.0.  There would be 263 residential rental units and 197 parking spaces. 

The Rental Housing Demolition Application proposes to demolish the existing buildings containing a total of 15 rental dwelling units and provide replacement of all 15 rental dwelling units within the proposed building.  The redevelopment proposal is in keeping with the objectives of the Sheppard West/Dublin Secondary Plan to encourage a diversity of office, commercial, institutional and residential uses along Sheppard Avenue West while protecting the adjacent lower-density residential area.  The proposed development is consistent with the Provincial Policy Statement (2020) and conforms with A Place to Grow: Growth Plan for the Greater Golden Horseshoe (2020).

This report reviews and recommends approval of the application to amend the Official Plan and Zoning By-laws, and the Rental Housing Demolition Application.  The

draft zoning by-law recommends the lands be zoned with a holding provision ("H") until

such time as a Functional Servicing and Stormwater Management Report is deemed

acceptable by the Chief Engineer and Executive Director, Engineering and Construction

Services.

North York Community Council recommends that:

1. City Council direct the City Solicitor and appropriate City staff to attend the Ontario Land Tribunal in opposition to the current Application regarding the Official Plan Amendment, Zoning By-law Amendment and Draft Plan of Subdivision Approval appeals for the lands at 5800 Yonge Street and to continue discussions with the Applicant in an attempt to resolve outstanding issues.

2. In the event that the Ontario Land Tribunal allows the appeals in whole or in part, City Council authorize the City Solicitor to request that the issuance of any final Orders be withheld until such time as the City Solicitor advises that:

a. the final form and content of the draft Official Plan and Zoning By-law amendments are to the satisfaction of the City Solicitor and the Chief Planner and Executive Director, City Planning;

b. the owner has addressed the outstanding issues raised by Engineering and Construction Services as they relate to the Official Plan Amendment, Zoning By-law Amendment and Draft Plan of Subdivision applications identified in the Memorandum dated April 6, 2020, to the satisfaction of the Chief Engineer and Executive Director, Engineering and Construction Services;

c. community benefits and other matters in support of the development are secured in a Section 37 Agreement executed by the owner and registered on title to the satisfaction of the Chief Planner and Executive Director, City Planning and the City Solicitor; and

d. the Conditions of Draft Plan Approval respecting the proposed Draft Plan of Subdivision are in a form and content acceptable to the Chief Planner and Executive Director, City Planning, prepared in consultation with the City Solicitor and appropriate City Divisions.

3. In the event that the Ontario Land Tribunal allows the appeals in whole or in part, City Council approve a development charge credit against the Parks and Recreation component of the Development Charges for the design and construction by the applicant of the Above Base Park Improvements to the satisfaction of the General Manager, Parks, Forestry and Recreation; such development charge credit shall be in an amount that is the lesser of the cost to the applicant of designing and constructing the Above Base Park Improvements, as approved by the General Manager, Parks, Forestry and Recreation, and the Parks and Recreation component of development charges payable for the development in accordance with the City's Development Charges By-law, as may be amended from time to time.

4. City Council authorize the City Solicitor and City staff to take any necessary steps to implement City Council's decision.

On January 31, 2020, an Official Plan Amendment, Zoning By-law Amendment and Draft Plan of Subdivision applications were submitted to permit the development of 34 and 37 storey residential towers on individual base buildings, and 37 and 44 storey residential towers linked by a 2 and 4 storey base building containing residential, retail and office uses. The application proposes to provide two new public streets: a portion of a north-south extension of Beecroft Road with a 26 metre wide right-of-way, and a new east-west street with a 20 metre wide right-of-way linking Yonge Street and the future Beecroft Road extension. The applicant is also proposing a new public park located on the west side of the future Beecroft Road which would be combined with the parkland dedication on the lands to the north to create a larger consolidated public park.

The applications propose a total gross floor area of 117,826.9 square metres (111,188.0 square metres of residential, 4,601.7 square metres of office, 1,255.6 square metres of retail, and 781.5 square metres of daycare) with a Floor Space Index of 3.6 times the area of the lot. The applications were deemed complete on February 25, 2020.

On August 31, 2021, the applicant filed an appeal with the Ontario Land Tribunal ("OLT") on the application due to Council not making a decision within the 120-day time frame in the Planning Act. The applicant's appeal letter advises the OLT that they will be requesting approval of a revised proposal which has not yet been submitted to the City for circulation and review by staff.

This report recommends that the City Solicitor with the appropriate City staff attend the OLT hearing to oppose the application in its current form and to continue discussions with the Applicant to resolve outstanding issues.

The Toronto and East York Community Council submits the item to City Council without recommendation.

The Toronto and East York Community Council held a statutory public meeting on February 16, 2022 and notice was given in accordance with the Planning Act.

Danforth Avenue is a historic main street that is a neighbourhood and regional destination. It is a key contributor to the quality of community life and the local economy, providing convenient and walkable opportunities for local shopping and public gathering spaces, locations for small businesses to start up and thrive, and local employment opportunities.  This report recommends a Site and Area Specific Policy (SASP) as well as implementing urban design guidelines for Danforth Avenue extending from the Don Valley in the west to Coxwell Avenue in the east to support this historic character while providing for future growth. 

In 2014, Council requested that Planning staff study Danforth Avenue in two segments – Coxwell Avenue to Victoria Park Avenue (Segment 1) and Broadview Avenue to Coxwell Avenue (Segment 2). The Study for Segment 1 was completed in 2018.  The Segment 2 Study was conducted in accordance with 2018 Council direction that it use a Complete Streets approach, integrated transportation and economic development considerations along with planning matters. The Study Area boundary was later modified to include additional lands as shown in Attachment 1, to support the overall study objectives that were established through the study process.

Segment 2 is already experiencing some development interest.  The area is well served by the existing TTC Line 2 Subway which runs parallel to Danforth Avenue. Additionally, the Ontario Line is planned to connect with the existing TTC Line 2 Pape Avenue Subway Station. The SASP and urban design guidelines will guide this portion of the Danforth's growth and continued evolution into a complete transit-oriented community that is consistent with Provincial Plans and City objectives.  The SASP and urban

design guidelines will shape development, with site-specific rezoning or minor variance applications to be evaluated in future using the proposed SASP and urban design guidelines recommended in this report. 

For the area around the Broadview Avenue and Pape Avenue interchange stations, this report recommends further study linked to policy driven work on Major Transit Station Areas (MTSAs).  This work may introduce additional policies and guidance for higher densities, in accordance with Provincial Policy, as well as provide further analysis of appropriate additional or expanded infrastructure – water, servicing, parkland and community services and facilities – to support area growth.

The planning study has been conducted concurrently with two further studies:

- the Danforth Avenue Complete Streets Study (the "Complete Streets Study"), which included a detailed examination of the right-of-way as well as a feasibility design study which reviewed traffic, parking, and other considerations to develop a complete streets design, including on-street cycling facilities; and

- the Retail Vibrancy and Economic Analysis of Danforth Avenue (the "Retail Study"), which analyzed the businesses, commercial real estate trends, visits made to the Danforth and neighbourhood demographics in early 2020. A follow-up analysis assessed the planning implications that emerge from the Retail Study and reviewed options to support and encourage independent business.

Both the Complete Streets and Retail Studies apply to the entire 6 kilometre length of the Danforth, Segments 1 and 2 of the Planning Study.

The policies in the SASP and the urban design guidelines were developed together with the community, area Councillor, Complete Streets Study and Retail Study teams, and other stakeholders.  The resulting SASP and urban design guidelines focus on supporting transit-oriented development, creating opportunities for additional housing including affordable and supportive housing uses, conserving, maintaining and enhancing historic main street character and cultural heritage resources, supporting a coordinated and robust public realm, and delivering on the City's sustainability mandate.

This report summarizes the outcomes of the Segment 2 Planning Study, recommends implementing policy and urban design guidelines, describes the companion Complete Streets and Retail Studies, and provides suggested next steps to support the Danforth's continued success. 

The SASP and accompanying urban design guidelines will also support the larger MTSA objectives within the area, and contribute to the MTSA work that City Planning is completing. A Cultural Heritage Resource Assessment for Segment 2 has been carried out in tandem with the planning study and will soon conclude with a separate report to Toronto Preservation Board.

The Executive Committee recommends that:

1. City Council adopt the Reconciliation Action Plan 2022-2032 in Attachment 1 to the report (March 16, 2022) from the City Manager, as amended by Recommendations 2 and 3 below, as a guide to future discussions which will result in further recommendations to Council.

2. City Council amend Action 2, Enhance Indigenous Education, of the Reconciliation Action Plan in Attachment 1 to the report (March 16, 2022) from the City Manager, to include the Toronto Police Service in the list of agencies.

3. City Council amend Action 12, Implement the Calls for Justice from the National Inquiry into Missing and Murdered Indigenous Women and Girls, of the Reconciliation Action Plan in Attachment 1 to the report (March 16, 2022) from the City Manager, to include the Toronto Police Service in the list of agencies and to acknowledge incarcerated Indigenous women.

4. City Council direct the City Manager to ensure that City staff work towards the City's implementation of the following Strategic Actions contained within the Reconciliation Action Plan 2022-2032, in accordance with the Reconciliation Action Plan 2022 Year One Work Plan, attached as Attachment 2 to the report (March 16, 2022) from the City Manager, which guides implementation of the strategic actions in the first year:

a. Actions to Restore Truth

1. Conduct City-wide Reconciliation Audits;

2. Enhance Indigenous Education; 

3. Apologize to the Métis; and

4. Establish a Commitment to Reconciliation with Businesses and Organizations.

b. Actions to Right Relations and Share Power

5. Improve Relationships with Treaty and Territorial Partners;

6. Improve Relationships with Indigenous Organizations;

7. Enhance Indigenous Civic Engagement; and

8. Advocate for Indigenous Peoples to Provincial and Federal Governments.

c. Actions for Justice

9. Address Racism;  

10. Promote Prosperity;

11. Improve Community Safety and Well-being;

12. Implement the Calls for Justice from the National Inquiry into Missing and Murdered Indigenous Women and Girls (MMIWG);

13. Support Indigenous Health and Well-being;

14. Increase Access to Affordable Housing;

15. Support Indigenous Place-keeping;

16. Celebrate Indigenous Arts and Culture;

17. Support the Revitalization of Indigenous Languages;  

18. Improve Access to Traditional Foods and Medicines; and

19. Return Land and Stewardship Rights. 

d. Actions to Make Financial Reparations

20. Improve Indigenous Economic Development;

21. Decolonize Honoraria Practices;  

22. Enhance Indigenous Recruitment and Retention within Toronto Public Service; and

23. Provide Sustainable Fiscal Supports for Reconciliation.

5. City Council direct the City Manager to work towards implementing the Actions set out in Recommendation 4 above in consultation with Division Heads and the City Solicitor as appropriate, and bring forward future reports to City Council for consideration and direction.

6. City Council direct the Director, Indigenous Affairs Office, to ensure implementation of the following Actions for Indigenous Affairs Office:

a. Advocate for Indigenous Peoples within the City of Toronto;

b. Increase Indigenous Community Engagement;

c. Enhance Communication between Indigenous Communities and City Divisions;

d. Support Capacity within the Toronto Public Service; and

e. Implement Accountability Processes.

7. City Council acknowledge that colonialism, forced assimilation, theft of lands and knowledge and many other harms perpetuated by governments have resulted in grave injustices and inequities for Indigenous People in Canada.

8. City Council acknowledge the City's role in contributing to the militarized action against Métis people in the 1880s and request the Mayor to apologize on behalf of the City of Toronto.

9. City Council direct the Director, Indigenous Affairs Office to report to City Council bi-annually (every two calendar years) during the term of the Reconciliation Action Plan 2022-2032 on the progress and status of the implementation of the Reconciliation Action Plan 2022-2032, as well to provide any recommended changes to the Reconciliation Action Plan, including the Strategic Actions, reflecting Indigenous community needs or priorities.

10. City Council request the City Manager to direct the Director, Indigenous Affairs Office to consult with Division Heads in determining an appropriate approach to engagement and potential accountability mechanisms for the City's implementation of the Reconciliation Action Plan.

11. City Council direct the Boards of City Service Agencies (excepting the Toronto Library Board and the Toronto Police Services Board) to:

a. adopt the values and principles set out in Attachment 3 to the report (March 16, 2022) from the City Manager as a guide for future reconciliation efforts; and

b. submit to the Indigenous Affairs Office every two years, details of the work being undertaken for and with Indigenous People and organizations in Toronto, as input into the Indigenous Affairs Office bi-annual reporting to City Council.

12. City Council request the Toronto Police Services Board, the Toronto Library Board and all City Corporations to commit to reconciliation efforts guided by the values and principles set out in Attachment 3 to the report (March 16, 2022) from the City Manager and consider bi-annual reporting by staff of these organizations on the work being undertaken to their respective Boards.

13. City Council direct the City Manager to request the Director, Indigenous Affairs Office to undertake engagement to determine a different name for the Reconciliation Action Plan 2022-2032 and an appropriate ceremony to mark the beginning of the implementation of the Reconciliation Action Plan 2022-2032.

14. City Council direct the City Manager to work with the Toronto Police Services Board and the Toronto Police Chief on developing accountability measures for the implementation of the actions in the Reconciliation Action Plan, including Action 1 (Reconciliation Audit), Action 2 (Education) and Action 12 (National Inquiry into Missing and Murdered Indigenous Women and Girls).

15. City Council request the City Manager to direct the Director, Indigenous Affairs, to consult with Division Heads and the Aboriginal Affairs Advisory Committee on the development of accountability measures for the Reconciliation Action Plan and report twice yearly to the Aboriginal Affairs Advisory Committee on the development and implementation of accountability measures.

16. City Council request the City Manager to direct City staff from the appropriate City Divisions, to consider Indigenous healing lodges and recognize their benefits and values, while developing and reviewing City by-laws, policies and processes.

17. City Council request the Director, Indigenous Affairs Office to consult Indigenous communities and the Aboriginal Affairs Advisory Committee on the creation of a separate advisory committee or other appropriate body or process to help create robust accountability on the part of the City with respect to the implementation of the Reconciliation Action Plan 2022-2032 and report back to the Executive Committee with a recommendation in the second quarter of 2022.

Indigenous People have been living on the territory of what is now known as Toronto for thousands of years. Today, Toronto has one of the largest and long-standing urban Indigenous populations in Canada - by some estimates between 70,000 and 100,000 First Nation, Métis and Inuit people. The Anishnabeg, the Haudenosaunee, the Chippewa, and the Seneca Peoples thrived here long before Europeans arrived, settled and colonized these lands,

Since colonization, Indigenous People have experienced many traumas, including displacement from their land, erasure of language and culture, residential schools, and systemic racism at every level of government and institution. The impacts of these traumas are present today, and are evidenced in the higher rates of houselessness, violence, suicide and poverty. Despite this, Indigenous People have shown incredible resilience and strength.

While the City of Toronto has made efforts over the past 10 years to improve relationships with Indigenous People, including statements of commitment to advance the calls to action and calls to justice from key inquiries, the City must do more to advance truth and reconciliation. The City must have concrete actions, processes that ensure accountability to Indigenous community members and organizations and commit resources to achieve these goals. The Reconciliation Action Plan (the Plan) is intended to do just that.

This report transmits the Plan to City Council. The Plan sets out a 10 year strategy that will be a guide for advancing truth, justice and reconciliation with Indigenous People in the City of Toronto.

This report sets out the context for the Plan and summarizes the actions contained therein. It also provides a summary of the engagement that was undertaken with Indigenous leaders and community members, and City staff in the development of the Plan.

The Reconciliation Action Plan is a living document and will continue to grow and evolve as needed in order to respond to changing needs of Indigenous communities in Toronto. As the relationship between the City and Indigenous communities in Toronto strengthens, the Plan may be adapted and reinterpreted. Indigenous community members will be partners throughout this process. Where required, updates to this Action Plan will be reported to City Council for adoption.

At its meeting on March 8, 2022, the Aboriginal Affairs Advisory Committee considered Item AA16.1 and made recommendations to City Council.

The Executive Committee recommends that:

1. City Council authorize the City Manager or designate to finalize negotiations on a Value Allocation Framework for the Province's Transit Oriented Communities program, and execute an agreement to formalize this framework, including any such ancillary or related agreements, amendments and renewals as may be necessary based on the terms outlined in Confidential Attachment 1 to the report (March 21, 2022) from the Deputy City Manager, Infrastructure and Development Services, and any other terms and conditions as are satisfactory to the City Manager in consultation with the Deputy City Manager, Infrastructure and Development Services and any other relevant official, and in a form acceptable to the City Solicitor.

 
2. City Council authorize the City Manager to conclude negotiations and enter into a series of Memorandums of Understanding with the Province at each Ontario Line station to document City and Provincial commitments respecting Transit Oriented Communities proposals, subject to terms as outlined in Confidential Attachment 2 to the report (March 21, 2022) from the Deputy City Manager, Infrastructure and Development Services.

 
3. City Council direct the Chief Planner and Executive Director, City Planning in coordination with the City Solicitor to engage with the Province to review Minister's Zoning Orders that would authorize Transit Oriented Communities developments to ensure accuracy and correct interpretation of zoning parameters, and to advance City interests related to the site plan review process.

 
4. City Council direct the Deputy City Manager, Corporate Services, in coordination with the Deputy City Manager, Community and Social Services, and the Deputy City Manager, Infrastructure and Development Services to confirm arrangements related to the City use space provided at the First Parliament Transit Oriented Communities and report back to Council prior to the conclusion of a development agreement at this site.

 
5. City Council authorize the Chief Planner and Executive Director, City Planning in coordination with the Executive Director of the Housing Secretariat and the City Solicitor to conclude negotiations on provision of affordable housing at each Transit Oriented Communities site and enter into agreements as required.

 
6. City Council direct the Chief Planner and Executive Director, City Planning in coordination with the Executive Director of the Housing Secretariat to confirm arrangements respecting rental replacement at the Queen and Spadina northeast Transit Oriented Communities and enter into agreements as required.

 
7. City Council authorize the City Manager to negotiate and execute a resourcing agreement with the Provincial government to fund and manage the demands of the Transit Oriented Communities Program, in light of the Program not involving formal planning applications and associated fees.

8. City Council direct the City Manager to ensure the following issues are the highest priorities to secure in the continuing negotiations with Provincial officials regarding sites for Transit Oriented Communities:

a. maximum possible number and tenure affordable housing with the deepest levels of affordability;

b. maximum possible amount of Community Services and Facilities to serve new and existing residents; and

c. maximum amount of parkland possible.

9. City Council request Metrolinx to include Community Benefit Agreements on all projects in the City of Toronto including the Ontario Line.
 

10. City Council authorize the public release of Confidential Attachments 1 and 2 to the report (March 21, 2022) from the Deputy City Manager, Infrastructure and Development Services, following the execution of an agreement with the Province on a Value Allocation Framework and the execution of site-specific Memorandums of Understanding on the subject Transit Oriented Communities sites.

The Province of Ontario is advancing the planning and delivery of the Ontario Line from the Science Centre to Exhibition Place through central Toronto, one of its four priority subway projects in Toronto.  As part of this subway project, a number of stations have been identified as part of the Transit Oriented Communities (TOC) program, which leverages new development permission on transit station sites for a contribution to the future transit facilities.  

The TOC proposals covered in this report have been advanced by the Province within the context of the legislative framework provided by the Building Transit Faster Act, the Transit Oriented Communities Act, and Minister's zoning powers under the Planning Act.  It is within this context that these proposals have been reviewed by City staff, and to every extent possible, City staff have sought to negotiate and protect for municipal objectives to achieve appropriate outcomes.

This report provides an update on the general TOC program and process to date, including negotiations with the Province on community benefits, affordable housing, rental housing replacement, parkland dedication, enabling infrastructure, terms and agreements and method of authorization of the TOC proposals.  City staff are seeking City Council authority to conclude agreements with the Province to confirm some of the details of the TOC program as it will apply to subway projects in Toronto, including a Value Allocation Framework and a resourcing agreement to allow the City to manage the demands of the TOC program. 

The Province is seeking zoning certainty for the TOC proposals in advance of going to market to find development partners for each of the sites.  City staff expect the Province to issue Minister's Zoning Orders in spring 2022 to achieve this zoning certainty.

This report provides planning assessments of the final development concepts for eight Ontario Line TOC proposals made by the Province through Infrastructure Ontario.  City staff are seeking City Council authority to conclude a series of Memorandums of Understanding with the Province to confirm the development details for each of the following TOC proposals:

1. Corktown Station block (bounded by King St. E, Parliament St., Front St. E and Berkeley St.)
2. First Parliament block (bounded by Front St. E, Parliament St., Parliament Square Park, and Berkeley St.)
3. Queen/Spadina NE corner (372-378 Queen St. W and 165 – 177 Spadina Ave. including the existing heritage CIBC building and an A&W outlet)
4. Queen/Spadina SW corner (443 – 453 Queen St. W including the TD bank property and three adjacent properties to the west)
5. King/Bathurst NE corner (662 & 668 King St. W and 91 Bathurst St.)
6. King/Bathurst SE corner (645-665 King St. W, 69-73 Bathurst St. and 60 Stewart St. – the Banknote building)
7. Exhibition Jefferson site (2 & 20 Atlantic Ave.)
8. Exhibition Atlantic site (1 & 1A Atlantic Ave.)
 

Since submitting the TOC proposals in April and May, 2021, the Province has made some modifications and has carried out two rounds of public engagement for the TOCs, as well as meetings with a series of Local Advisory Committees that it convened at each station location.  A summary of these activities and feedback received from the public and key stakeholders is included.

The report concludes with an outline of next steps and anticipated timing of Provincial decisions and actions through the first half of 2022.  Best available information is provided regarding the marketing of TOC offerings, the process to award contracts, and the future site plan process. 

The Executive Committee recommends that:

1. City Council direct the Mayor and the City Manager to accept the nomination of Toronto as a 2026 World Cup Host City should it be awarded by FIFA, to enter into associated agreements, and to continue to negotiate a multi-party agreement with the Governments of Ontario and Canada and with Canada Soccer reflecting the key elements outlined in this staff report and to the satisfaction of the Chief Financial Officer and Treasurer and the City Solicitor.

2. City Council direct the City Manager to report back to the June 8, 2022 Executive Committee on the status of negotiations with the Governments of Ontario and Canada and Canada Soccer; should Toronto be selected by FIFA as a host city for the 2026 World Cup, the report back should include updated cost estimates for the City of Toronto and commitments from other government partners.

3. City Council direct the City Manager to report back to the June 8, 2022 Executive Committee on plans to create a secretariat to coordinate the City of Toronto's planning for the 2026 World Cup, to be established by the third quarter of 2022. Plans should include a detailed implementation plan, additional temporary staffing requirements and associated budget, including necessary in-year budget adjustment a plan for initial resources to be drawn from funding available in the Major Special Events Reserve Fund in 2022.

The FIFA Men's World Cup (hereinafter referred to as "World Cup") is the world's most watched sporting event, with a global viewership of four billion people for the entire competition and upwards of 200 million for each match. Overseen by the International Federation of Football Association (FIFA), the World Cup is held every four years and generates significant economic and cultural benefits for host cities. In 2018, the 2026 World Cup was awarded to a joint bid by Canada, Mexico and the United States, with 80 matches to be staged across 16 cities in North America, of which 10 matches are expected to be in Canada. In January 2018, City Council endorsed Toronto's participation in the bid to be a host city, with 23 North American cities competing to be part of the ultimate 16 host cities. The selection process is projected to conclude in May 2022, and it is anticipated that Toronto would host five matches, if selected.

This report provides an update on the bidding process, presents the potential financial implications for the City, outlines the risks and opportunities, and recommends that Toronto accepts the host city nomination, should it be successful, based on the substantial benefits of being a host city. In addition, it recommends the creation of a 2026 World Cup Secretariat reporting to the Deputy City Manager, Community and Social Services, dedicated to coordinating the City of Toronto’s participation, and a governance structure to be established for the successful planning and execution of the 2026 World Cup in Toronto. The governance structure will include an Indigenous Table and a Community Champions Table for input from Indigenous, Black and equity-deserving communities as well as representatives from amateur sport, the business and cultural sectors and local neighbourhoods.

Hosting part of the 2026 World Cup will bring global media attention and could result in positive economic and cultural impacts for the city, while supporting recovery and rebuild efforts. Projected benefits of hosting five matches in Toronto include an estimated $307 million dollars of GDP impact, 3,300 jobs and 174,000 overnight visitors paying for over 292,000 room nights with projected Municipal Accommodation Tax (MAT) revenues of $3.5 million. Economic activity spurred by the event will sustain recovery in hard hit sectors, such as tourism, hospitality and entertainment. Toronto has demonstrated its ability to plan and deliver major FIFA competitions in the past and has successfully hosted other major sports events such the Pan American/Parapan American Games in 2015. Legacies from the World Cup will be developed with a view towards civic engagement, improved recreational facilities, and environmental sustainability.

Planning for Toronto's potential participation in the 2026 World Cup has been proceeding well under City leadership with other key stakeholders. However, there are uncertainties that will remain until after the announcement of host cities by FIFA, expected by the end of May 2022. Notably, the federal government has indicated that a decision on financial support, a requirement of the City's participation in the World Cup under Council direction EX30.14 (2018), may only be made once a national safety and security concept has been completed to inform the federal essential services component of the total event cost. Full security costing is not likely to be available until late 2022. In the interim, and to inform Toronto's business plan and budget, City staff have worked with the Toronto Police Service, Toronto Fire, Toronto Paramedics Service and the Office of Emergency Management to build an estimate of local safety and security expenses in the range of $32.30 million cash plus $8 million value-in-kind (VIK).

Overall, the operations and capital costs to be incurred locally in Toronto are projected to be approximately $290 million by 2026, including a 10 percent contingency. In keeping with the approach to major events planning in Canada, the Governments of Canada and Ontario are being asked to cover two-thirds of this amount or an approximate total of $177 million. In addition, the cost of hosting the World Cup will be also partially offset through access to commercial rights and related revenue opportunities delegated by FIFA to event organizers, such as the City of Toronto. As some of the costs do not flow through City divisions and agencies, the cost for the City of Toronto, prior to any further offsets including earned revenue sources from fees, commercial sponsorship and local partnerships, is projected to be up to $73.8 million plus $20 million in value-in-kind, mostly in 2025 and 2026.

The Council decision in 2018 authorized the City Manager to sign three formal FIFA Bid Agreements including the Host City Agreement, the Stadium Agreement, as the owner of BMO Field, and Training Site Agreements related to City parks and recreational facilities. One Training Site Agreement was signed by MLSE as the owner/operator of BMO Training Centre relating to FIFA's specifications for a competition-ready venue and the Airport Agreement was signed by the Greater Toronto Airports Authority (GTAA) to ensure reliable access of event participants.

The agreements signed to date commit the City to a set of requirements to support the 2026 FIFA World Cup, including providing BMO Stadium, training sites, a 34 day FIFA FanFest, and enhanced City services such as transportation and local safety and security. The City was also advised in March 2022 that FIFA seeks to secure a contractual addendum to the agreements signed by the City in 2018, relating to upgrades and rental costs for the stadium. Signing the contractual addendum has been identified by FIFA as mandatory to remain in contention for host city selection.

Although Toronto could be named a host city without full certainty on funding, current indications from the provincial and federal governments and past experience for major events have led staff to be confident that suitable funding arrangements, as sought by City Council, will be secured. This report seeks the approval of City Council for the City of Toronto to accept a nomination from FIFA as a Host City for the World Cup in 2026,  the establishment of a 2026 World Cup Secretariat, and the development of plans for the City of Toronto to budget for up to $73.8 million in contributions and $20 million in value-in-kind services as a matching commitment to other government funds within an overall project cost projected to be $290 million for the delivery of the World Cup in Toronto in 2026.

The Executive Committee recommends that:

1. City Council authorize the public release of Confidential Attachments 1 and 2 to the report (March 18, 2022) from the Deputy City Manager, Corporate Services, Executive Director, Corporate Real Estate Management, and Chief Executive Officer, CreateTO, following closing of the acquisition transaction of the Subject Property.

On February 17, 2022, through Item EX30.2 - "2022 Capital and Operating Budgets", City staff were directed to: (a) review feasibility on leveraging the 214 to 230 Sherbourne Street property with the intention to achieve Dan Harrison Revitalization and Housing Now objectives and report back directly to City Council meeting of March 9, 2022 on the outcome at the earliest convenience; and (b) explore available Section 37, Land Acquisition Reserve Fund, and other Provincial and Federal government affordable housing funding, and subject to funding availability, seek authority and necessary capital budget adjustments to submit an Offer to Purchase at the appraised market valuation for the lands at 214 to 230 Sherbourne Street (the "Subject Property").

With this direction, staff conducted a review of the opportunity, developed a plan, including identifying funding source(s) and submitted a non-binding offer to acquire the Subject Property. This report provides City Council details on the offer and the outcome as outlined in Confidential Attachment 1 and 2.

The Executive Committee recommends that:

1. City Council approve the following terms and approach to be incorporated into the drafting of Implementing Agreements between the City, the Province of Ontario and Cadillac Fairview:

a. a minimum of 5 percent of the total permitted residential gross floor area at East Harbour, and no less than 215 affordable rental housing units, shall be constructed and financed by Cadillac Fairview for a 99-year period, based upon the City Council approved Inclusionary Zoning definition of affordable rent;

b. to the satisfaction of the City, Cadillac Fairview shall design, construct, finish and convey ownership of two 62 pupil childcare facilities to the City of Toronto, in accordance with the City of Toronto's Child Care Development Guideline;

c. to the satisfaction of the City, Cadillac Fairview shall design, construct, finish and convey ownership of a Community Recreation Centre of approximately 6,500 square metres south of Future Street "E" to the City of Toronto;

d. the Province of Ontario and Cadillac Fairview will be responsible for funding two-thirds of the cost for the Phase One Broadview Eastern Flood Protection project, with the remaining one-third to be funded by the City;

e. the City and Cadillac Fairview (through its financial contribution) will each be responsible for funding fifty per cent of costs associated with the road portion of the Broadview Avenue Extension from Eastern Avenue to the Metrolinx rail embankment;

f. Cadillac Fairview will contribute $2.5 million to offsite capital upgrades to the Queen Saulter, Jones, and/or Riverdale branches of the Toronto Public Library;

g. Cadillac Fairview will contribute $2.0 million to the delivery of public art in the vicinity of East Harbour;

h. the Province of Ontario and Cadillac Fairview will ensure the appropriate legal mechanisms are in place so that the community benefits secured as part of the existing Master Section 37 Agreement, dated October 5, 2018, will be honoured by the owner of East Harbour and incorporated into future agreements as required to confirm the obligation; and

i. no development charge credits will be provided to Cadillac Fairview for any of the community benefits and enabling infrastructure described in Recommendations 1.a. through 1.g. above.

2. City Council authorize the Deputy City Manager, Infrastructure and Development Services to negotiate Implementing Agreements with the Province of Ontario and Cadillac Fairview that secure City interests, subject to terms outlined in this report and including the key terms defined in Recommendation 1 above, and for the Deputy City Manager, Infrastructure and Development Services to report back to City Council in the first quarter of 2023 on the proposed terms for City Council consideration.

3. City Council direct the Deputy City Manager, Infrastructure and Development Services and the Chief Financial Officer to identify funding for $57 million, the City's one-third share of the balance of the Phase One Broadview Eastern Flood Protection project, through the 2023 - 2032 Capital Budgeting and Planning process, with implementation subject to securing the remaining two-thirds share from the Province of Ontario and Cadillac Fairview.

4. City Council direct the Deputy City Manager, Infrastructure and Development Services and the Chief Financial Officer to identify funding for $4.5 million, the City's fifty per cent share of the costs of the extension of Broadview Avenue from Eastern Avenue to the Metrolinx rail embankment, through the 2023 - 2032 Capital Budgeting and Planning process, with implementation subject to securing the remaining fifty per cent share from the Province of Ontario and Cadillac Fairview.

In April 2021, the Province announced a Transit Oriented Communities (TOC) commercial partnership with Cadillac Fairview for the East Harbour site.  The TOC partnership proposes to add 302,000 square metres (3.25 million square feet) of residential development, or approximately 4,300 residential units, to the 926,000 square metres (10 million square feet) of employment development previously approved in the Unilever Precinct Secondary Plan and relevant Zoning By-laws.  Materials submitted by Cadillac Fairview in May 2021 propose nine residential towers, nine office towers, and a street network similar to the 2018 East Harbour Master Plan.  As part of the commercial Contribution Agreement between Cadillac Fairview and the Province, the two parties have negotiated a capital contribution toward matters they expected the City would require for the East Harbour site, including affordable housing, community services and facilities, and enabling infrastructure for the East Harbour Transit Hub.

Since the announcement, City staff have been working with the Province and Cadillac Fairview, including providing support for a public engagement process led by the Province, to review materials submitted for the proposal.  A key focus of the review by City staff has been responding to the City Council mandated terms for negotiations with the Province and Cadillac Fairview.  The East Harbour TOC proposal has been advanced by the Province within the context of the legislative framework provided by the Building Transit Faster Act, the Transit Oriented Communities Act, and Minister's zoning powers under the Planning Act.  It is within this context that this proposal has been reviewed by City staff, and to every extent possible, City staff have sought to negotiate and protect for municipal objectives to achieve appropriate outcomes.

This report follows from the January 2022 update to Executive Committee (EX29.4 Assessment of the East Harbour Transit Oriented Communities Proposal) and outlines the high level terms of an initial agreement for the City on parameters for the East Harbour TOC proposal put forward by the Provincial government and Cadillac Fairview.  City staff are seeking City Council approval of these terms and City Council direction regarding further detailed negotiations related to several Implementing Agreements.

There are two key means through which the TOC proposal will be advanced initially: a Minister's Zoning Order will provide the land use permission and development parameters for the site, and the Province and Cadillac Fairview will enter a commercial Contribution Agreement.  This report requires City Council consideration of conditions which should be adopted in order for matters of municipal interest to be addressed to the greatest extent possible at this stage.  A number of Implementing Agreements outlined below will constitute the next stage of approvals considered by City Council. 

The commercial Contribution Agreement between the Province and Cadillac Fairview has framed the East Harbour TOC proposal.  The City is not a party to this Contribution Agreement and City officials have not seen its full text.  City staff have, however, reviewed the Conditions Precedent outlined in the Agreement and have had an opportunity to provide input into potential revisions to those conditions.  (The Conditions Precedent describe conditions or events that must come to pass before parties are obligated to perform commitments in the agreement.  These do not legally bind the City, but have shaped the issues under negotiation).   Many of the Conditions Precedent require City actions or approvals to be executed prior to Cadillac Fairview releasing its financial contribution.  The Conditions Precedent include:

- Confirmation of rail safety measures for development at East Harbour;

- Conclusion of a Municipal Infrastructure Agreement between the City and Cadillac Fairview to advance infrastructure to enable the East Harbour Transit Hub and East Harbour development;

- Acceptance of the design for an onsite flood protection landform and that it will satisfy East Harbour flood protection requirements;

- Draft Plan Approval of the draft Plan of Subdivision;

- Confirmation of the cross-section and Right of Way dimensions for the Broadview Avenue extension;

- Confirmation by the Province and City of Cadillac Fairview's proposed approach to environmental requirements for conveyances;

- Conclusion of an Access Agreement with the City and CreateTO to allow permanent and temporary access across the Keating Lands for the extension of Broadview Avenue, underground services, construction gate access points, contractor parking, and other elements deemed necessary for the development of East Harbour;

- Confirmation of zoning permissions for residential development through a Minister's Zoning Order (MZO);

- Conclusion of an Affordable Housing Agreement with the Province, City and Cadillac Fairview; and

- Conclusion of a Development Agreement between Cadillac Fairview and the City related to required community services and facilities, parkland dedication and other planning matters
 

Over the course of the past nine months, City staff have negotiated terms to try to reflect the City's main interests as directed by City Council.  City staff have achieved significant concessions in the negotiations to reflect these interests.  The key high level terms of the proposed agreement with the Province and Cadillac Fairview for the East Harbour TOC include:

- Cadillac Fairview will deliver a minimum of 215 affordable rental housing units at Inclusionary Zoning levels of affordability for 99 years, in line with recent City policy on affordable housing;

- Cadillac Fairview will deliver additional community services and facilities (two childcare centres and a Community Recreation Centre at East Harbour) along with cash contributions to public art and offsite libraries to serve the growing residential population in this area of the City;

- Cadillac Fairview will deliver a minimum of 7,000 square metres of parkland, exclusive of the building footprint for the Community Recreation Centre, in two blocks;

- Cadillac Fairview (through its financial contribution) will contribute a fifty per cent share of the costs of the Broadview Avenue extension north of the Metrolinx rail embankment;

- Cadillac Fairview (through its financial contribution) and the Province will together contribute two-thirds of the costs of the Phase One Broadview Eastern Flood Protection project;

- These contributions by Cadillac Fairview will be in lieu of future Community Benefits Charges and the application of Inclusionary Zoning provisions on the site;

- The Province and the City (working with the Toronto and Region Conservation Authority and Waterfront Toronto) will conclude terms for the further design, construction and governance of the Phase One Broadview Eastern Flood Protection project;

- The City will contribute a fifty per cent share of the costs of the Broadview Avenue Extension north of the Metrolinx rail embankment, and one-third of the costs of the Phase One Broadview Eastern Flood Protection project;

- The Provincial MZO will maintain the Holding provisions and the existing Master Section 37 Agreement benefits, contained in the existing site specific Zoning By-law, will remain in place for non-residential development; and

- The Province, the City and Cadillac Fairview will continue negotiations on a series of Implementing Agreements to address the specific terms of the initial agreement and ensure implementation.
 

The TOC proposal will be implemented through an MZO to introduce residential development permissions at East Harbour. This report discusses the basic parameters for the MZO.  City staff have had an opportunity to review and comment on the draft MZO.  City comments focused on strengthening the preservation of existing Holding provisions, ensuring the existing Master Section 37 Agreement remains intact, and protecting the integrity of the underlying site specific and parent Zoning By-laws.  It is the City's expectation that the MZO will maintain the City's full site plan approval authority for future development at East Harbour, and that it will be deemed a municipal by-law.  At the time of writing this report, discussions of the MZO continue with the Province.  The Province is expected to issue the MZO sometime this spring.

Over the course of the next year, the Province, City and Cadillac Fairview will need to negotiate a number of Implementing Agreements that will flow from the Contribution Agreement and the broader negotiations among the Parties.  Some of these agreements are tied to the use of an MZO, which will limit the City's ability to use some of its usual planning legal instruments.  City staff are seeking City Council direction regarding the negotiations of these Implementing Agreements, and will report back to City Council in early 2023 seeking approval of the final terms.

The target is to conclude the following Implementing Agreements by March 31, 2023:

- Memorandum of Understanding between the Province and the City related to the East Harbour TOC project as a whole;

- Development Agreement between the City and Cadillac Fairview related to the delivery of the range of commitments and establishing a direct relationship between the City and Cadillac Fairview;

- Affordable Housing Agreement between the Province, City and Cadillac Fairview to confirm the terms for the delivery of affordable housing;

- Municipal Infrastructure Agreement between the Province, City and Cadillac Fairview to advance the construction of certain services that may be required for the East Harbour Transit Hub and related development;

- Potential Conveyance Agreement involving the Province, City and Cadillac Fairview to address the timing and approach to property conveyance linked to advancing the East Harbour Transit Hub;

- Access Agreement between Cadillac Fairview and CreateTO for permanent and temporary access across the Keating lands to facilitate the construction of the Broadview Avenue extension, site servicing, construction gate access points, constructor parking and other elements deemed necessary to facilitate East Harbour development;

- Amendment to the existing Master Section 37 Agreement to reflect changes only to the location and timing of certain elements

- Delivery and Governance Agreement involving the Province and the City (working with the Toronto and Region Conservation Authority and Waterfront Toronto) related to the Phase One Broadview Eastern Flood Protection project;

- Delivery and Governance Agreement involving the Province, City, and other parties related to the Broadview Avenue Extension from Eastern Avenue to the Metrolinx rail embankment;
 

Based on negotiations among the Parties, targets have also been set for concluding several matters that do not require separate agreements.  By March 31, 2023, the Parties aim to:

- Confirm rail safety measures for development at East Harbour with the appropriate approval authorities;

- Confirm approval of the design of the flood protection landform south of the Metrolinx rail embankment on the East Harbour site;  

- Achieve draft Plan Approval of the draft Plan of Subdivision; and

- Confirm the final cross-section and Right of Way dimensions for the Broadview Avenue extension
 

This report provides an assessment of how the high level terms of agreement for the East Harbour TOC address the negotiating mandate set out by City Council for East Harbour. The report also outlines how City Council's negotiating mandate will be advanced during the negotiation and drafting of the Implementing Agreements, and addresses further direction that City staff require to continue with negotiations.

The Executive Committee recommends that:

1. City Council approve the City of Toronto’s continued participation in Toronto Global, inclusive of:

a. a minimum of two City of Toronto representatives on its Board of Directors, composed of the Mayor of Toronto or designate appointed by the Mayor and a second (and any additional) public member appointed by City Council in accordance with the terms set out in Attachment 1 to the report (March 15, 2022) from the Interim General Manager, Economic Development and Culture; and

b.  annual funding of no less than $2 million, for the period beginning April 1, 2022 and ending March 31, 2025 subject to the execution of a three year funding agreement with Toronto Global (the “Funding Agreement”) which substantially includes the terms set out in Attachment 1 to the report (March 15, 2022) from the Interim General Manager, Economic Development and Culture.

2. City Council authorize the General Manager, Economic Development and Culture and the Deputy City Manager, Community and Social Services to negotiate and execute a Funding Agreement with GTA Region Investment Attraction (operating as Toronto Global) in accordance with Recommendation 1 above and on such terms and conditions as are satisfactory to the City Manager and Chief Financial Officer and Treasurer, and in a form approved by the City Solicitor.

Launched in 2017, GTA Region Investment Attraction (also known as "Toronto Global") is the regional foreign direct investment (FDI) attraction organization representing Toronto, Mississauga, Brampton, Halton, York and Durham. Operating as an independent not-for-profit organization reporting to its own board of directors, Toronto Global receives funding from the governments of Ontario and Canada as well Toronto area municipalities. The current 3-year agreement specifying the financial contribution which municipalities, including the City of Toronto, provides to Toronto Global expires on March 31, 2022.

In its first five years Toronto Global has helped to attract more than 160 new investments to the city and region of Toronto. Together, these investments created nearly 9,000 direct jobs and involved approximately $1.7 billion in capital expenditures. A significant majority of these investments landed in the City of Toronto itself.

Informed by its experience to date, government funder expectations (including with respect to return on investment), and best practices used by FDI attraction organizations in leading international urban centres, Toronto Global has proposed a new governance and financial framework for its relationship with Toronto area municipalities. This new model calls for increased funding from - and direct representation on its Board of Directors for - the City of Toronto, commensurate with Toronto Global's contribution to the city's economic success and its international business engagement and investment attraction needs.

Subject to certain conditions being met, including most notably continued funding contributions for Toronto Global from the governments of Ontario and Canada at no less than current levels, this report recommends an enhanced City funding contribution for Toronto Global for the three year period running from April 2022 through March 2025.

A new municipal governance and funding model for Toronto Global, accompanied by sustained and sufficient funding support from Ontario and Canada, will enable it to make an even stronger contribution to Toronto's economic success in the coming years.

The Executive Committee recommends that:

1. City Council adopt the Digital Infrastructure Strategic Framework in Attachment 1 to the report (March 16, 2022) from the Deputy City Manager, Corporate Services and Chief Technology Officer, Technology Services, as the guiding direction for Digital Infrastructure Initiatives undertaken by the City.

2. City Council request the City Manager to direct the Chief Technology Officer, Technology Services to implement the Digital Infrastructure Strategic Framework in Attachment 1 to the report (March 16, 2022) from Deputy City Manager, Corporate Services and Chief Technology Officer, Technology Services, in accordance with steps outlined under the headings of Digital Infrastructure Strategic Framework Implementation and Next Steps in the report (March 16, 2022) from the Deputy City Manager, Corporate Services and Chief Technology Officer, Technology Services.

3. City Council request the General Manager, Parks Forestry and Recreation, to include in the Registration and Booking Transformation project award report due at the General Governance Licensing Committee in third quarter of 2022, how the Digital Infrastructure Strategic Framework principles were applied through its procurement.

 
4. City Council request the Deputy City Manager, Corporate Services and Chief Technology Officer, Technology Services to report back to the appropriate Committee following the implementation of the project in Recommendation 3 above. 

This report recommends City Council adopt the Digital Infrastructure Strategic Framework (DISF) attached to this report to guide a standardized, integrated approach to decision-making related to the City's Digital Infrastructure. The Digital Infrastructure Strategic Framework was developed in response to Council's February 26, 2019 direction to "develop a City-wide policy framework and governance model associated with digital infrastructure and data". The Digital Infrastructure Strategic Framework includes five Working Principles that City Council adopted in January 2020 to advance this work; and reflects feedback gathered from two phases of community consultation and stakeholder engagement held in the summer and fall of 2021.

Technology plays an increasingly major role in City services and residents lives. Recent events in Toronto have highlighted the need for the City to have a strategic framework to guide technology related decisions. The absence of such guidance poses risks to residents' privacy, services that inadvertently reinforce inequalities, enterprise technology and cyber security risks to the City, and trust and confidence in local government. The need for a clear strategic framework has been emphasized by residents and stakeholders.

The Digital Infrastructure Strategic Framework was created to equip the City of Toronto to more effectively respond to the opportunities and challenges associated with the use of Digital Infrastructure in today's increasingly digitized world. The Digital Infrastructure Strategic Framework establishes a set of principles and guidelines to ensure that decisions the City of Toronto makes related to digital infrastructure are equitable and inclusive, enable high quality, resilient and innovative public services, enhance the quality of life and economic prosperity of Torontonians, prioritize privacy and security, and protect transparency and democracy.

The intended benefits from the successful implementation of the Digital Infrastructure Strategic Framework include:

- A clear framework to guide questions about proposed or deployed Digital Infrastructure in Toronto

- Enhanced transparency and insight into decision-making associated with Digital Infrastructure enabling greater trust and confidence in government services; and

- Consistent guidance and standards for new Digital Infrastructure Initiatives for City divisions and services, particularly for emerging issues such as digital equity and inclusion.

For the purposes of the Digital Infrastructure Strategic Framework and this report, "Digital Infrastructure" is defined as: all technology assets that create, exchange or use data or information in a digital form as a part of their operation, as well as all data collected or used by the aforementioned technology assets. Examples of Digital Infrastructure include:

- Physical objects and structures such as cameras, sensors, and broadband networks

- Software systems such as mobile applications, websites, digital payment systems, customer relationship management applications, and legacy technology systems

- Fixed devices such as computers and digital kiosks

- Mobile devices such as robots, vehicles and cellphones

- Data collected or stored digitally by the City, including personally identifiable information and non-personal information (administrative data, geospatial data etc.)

- Systems whose functions may rely on computer generated data such as machine learning systems and artificial intelligence 

The City is increasingly using Digital Infrastructure to deliver social services, realize efficiencies, and improve quality of life. Some recent examples include:

- The new 311 mobile app, which makes it easier and more convenient for residents, businesses and visitors to connect with 311 Toronto – anywhere, anytime on any smart device;

- The transition to "smart" traffic signals, which automatically adjust signal timing based on actual traffic demand and respond to varying volumes and unpredictable traffic patterns; and

- Free public Wi-Fi in some community centres, Toronto Community Housing common areas, and Tower Neighbourhood buildings to bridge the digital divide.

The increasing use of, and reliance on, Digital Infrastructure to support service delivery presents a variety of challenges, for example: securing data, protecting privacy, ensuring equity and inclusion, addressing climate change, and sharing information across divisions. These issues must be addressed effectively and in a consistent manner. While existing City policies and legislation address a number of these challenges (e.g. privacy and security), there are a number of gaps in areas such as digital equity, digital rights, and community engagement. The Digital Infrastructure Strategic Framework sets out objectives and implementation considerations to address these gaps. The Digital Infrastructure Strategic Framework is a corporate-wide strategy that provides overall direction and guidance for all Digital Infrastructure Initiatives at the City. In this way, it forms an additional resource that decision-makers can reference to help guide day-to-day as well as long-term decisions related to the City's Digital Infrastructure. Implementation of the Digital Infrastructure Strategic Framework is intended to complement existing policies and processes (e.g. purchasing, information management, and security.)

The Digital Infrastructure Strategic Framework will apply to all Digital Infrastructure Initiatives. For the purposes of the Digital Infrastructure Strategic Framework and this report, "Digital Infrastructure Initiatives" are defined as the use of Digital Infrastructure in City operations, including the provision of services to the public, the procurement of Digital Infrastructure by the City, or regulations of the City which address Digital Infrastructure.

Specifically, the Digital Infrastructure Strategic Framework will apply to:

- Digital Infrastructure Initiatives in all City divisions. This includes all new City Digital Infrastructure Initiatives that are developed in-house by the City; operated on behalf of the City; undertaken in collaboration and under contract with third parties; and all policies, plans and strategies related thereto;

- All new Digital Infrastructure Initiatives in publicly-owned portions of the public realm (defined as City-owned streets, sidewalks, parks, open spaces, squares and publicly-accessible portions of City-owned buildings); including those undertaken by City agencies or corporations. Regulatory City control of the City-owned public realm will also be guided by the Digital Infrastructure Strategic Framework on a go-forward basis.

- Over time, through established cycles of review and renewal, to existing City Digital Infrastructure.

"Public Realm" for purposes of this report and the Digital Infrastructure Strategic Framework means all locations other than private residences in which members of the public by legal entitlement, or invitation are permitted or invited to attend.

The Digital Infrastructure Strategic Framework does not apply to:

- Private property including privately-owned portions of the public realm such as malls, pedestrian walkways (e.g. the PATH network), and Privately-Owned Publicly Accessible Spaces (POPS).

City staff will carry out further consultation and research and may report back on the scope of the DISF and the possible implications that may arise as a result.

The Chief Technology Officer will lead the implementation of the Digital Infrastructure Strategic Framework and evaluation of all Digital Infrastructure Initiatives on a case by case basis, with the objective of maximizing opportunities for alignment with the Digital Infrastructure Strategic Framework. This is consistent with Council direction on October 30, 2019 regarding enterprise risk management for the Chief Technology Officer to take on "an expanded City-wide scope and mandate providing support, oversight and direction on standards, practices and policies". The City Manager will share the Digital Infrastructure Strategic Framework with Agencies and Corporations, as appropriate, for their information.

Previously, this work was referred to as the "Digital Infrastructure Plan", however staff changed the name to "Digital Infrastructure Strategic Framework" to better reflect the principle-based guidance nature of this document, rather than a step-by-step plan. 

The Digital Infrastructure Strategic Framework is a multi-divisional initiative, led by the Technology Services division. It has the full support from the City's Senior Leadership Team. Multiple City divisions and agencies have been consulted in the preparation of this report. A Digital Infrastructure Plan Working Group has provided significant input, with representation from City Clerk's Office, Office of the Chief Information Security Officer, People & Equity, and Purchasing & Materials Management.

This report aligns with a report from the Chief Technology Officer entitled, ConnectTO Program Update, which is also being considered by the Executive Committee on March 30, 2022.

The Executive Committee recommends that:

1. City Council adopt the following proposed city-building objectives to be prioritized across the portfolio of eight properties to be unlocked through the ModernTO program:

a. Creation of Affordable Housing: The inclusion of a minimum of 33 percent affordable housing over all residential redevelopment opportunities within the ModernTO portfolio;

b. Financial Sustainability: The adherence to the strategic investment policy as outlined in recent Council direction through the City-Wide Real Estate strategy – Next Phase of Implementation (EX27.4);

c. Public Realm Improvements: All of the proposed redevelopments are to include public realm improvements and/or streetscape enhancements;

d. City Service and Institutional Improvements: The inclusion of City service improvements, such as Paramedics Multi-Hubs and future institutional uses;

e. Maintenance or Enhancement of Employment Opportunities: Within the portfolio of eight sites, employment and office uses will be maintained or enhanced through the proposed redevelopments;

f. Adaptive Reuse of Heritage Resources: Three properties within the portfolio have currently been identified as heritage resources. Those resources are to be adaptively reused as part of any proposed redevelopment options; and

g. Sustainable Development: Any redevelopment within the ModernTO portfolio will be required to meet, at a minimum, Tier 2 of the Toronto Green Standards – Version 4.

2. City Council approve the development strategy / vision on the following five properties to be developed in the short term as outlined in Appendix A to the report (February 18, 2022) from the Chief Executive Officer, CreateTO:  610 Bay Street, 277 Victoria Street, 931 Yonge Street, 18 Dyas Road, and 95 The Esplanade.

3. City Council forward the report (February 18, 2022) from the Chief Executive Officer, CreateTO to the Boards of the Toronto Transit Commission, Toronto Parking Authority and Toronto Community Housing Corporation for information.

4. City Council authorize the Chief Executive Officer, CreateTO, in consultation with Corporate Real Estate Management and the Housing Secretariat, to issue a Request for Expression of Interest to the development and not-for-profit community for the redevelopment of 610 Bay Street and 130 Elizabeth Street that prioritizes the delivery of affordable housing, a Paramedics Multi-Hub, and adaptive heritage reuse while adhering to the City’s strategic investment policy as outlined in Attachment 1 to the report (February 18, 2022) from the Chief Executive Officer, CreateTO. Following the offering, the Chief Executive Officer, CreateTO will report back to the CreateTO Board and City Council with the recommended strategy and proposed business case, which will be conditional upon consultation with the local community.

5. City Council direct the Chief Executive Officer, CreateTO to make the delivery of affordable housing the highest priority objective when evaluating bids in the Request for Expression of Interest/Request For Proposal process for 610 Bay and 130 Elizabeth Street and as part of this process, engage local health institutions to explore additional uses on these sites.

6. City Council authorize the Chief Executive Officer, CreateTO in consultation with the Executive Director, Corporate Real Estate Management to negotiate the disposition of 277 Victoria Street to the entity identified in Confidential Attachment 3 to the report (February 18, 2022) from the Chief Executive Officer, CreateTO at market value, subject to the following conditions:

a. the proponent to conduct additional community consultation in addition to what is required as part of the development application approval process;

b. The proponent to maintain “The Works” in its current form until an accommodation strategy is developed and implemented;

c. the proponent to include additional retail commercial space on the first and second floors, include replacement for the Sam the Record Man sign and consideration for any other heritage merits of the site (condition to be fulfilled upon rezoning approval);

d. the proponent to work with City Planning to incorporate public realm improvements along Victoria Street north of Dundas Street; and

e. City Council approval of the negotiated terms and conditions of sale.

7. That City Council direct the Chief Executive Officer, CreateTO and the Executive Director, Corporate Real Estate Management in consultation with the Medical Officer of Health to expedite the sale of the City of Toronto owned property at 277 Victoria Street and accelerate the relocation of Toronto Public Health offices and “The Works” in the earliest possible time frame while ensuring minimal disruption to Toronto Public Health service delivery. 

8. City Council authorize the Chief Executive Officer, CreateTO in consultation with Corporate Real Estate Management and the Housing Secretariat to undertake a market offering process for 931 Yonge Street immediately following the re-zoning of the property that prioritizes the creation of affordable ownership housing, delivery of public realm improvements and adheres to the City’s strategic investment policy as outlined in the proposed vision and to report back to the CreateTO Board with the recommended proponent for City Council approval.

9. City Council direct the Chief Executive Officer, CreateTO in consultation with the Executive Director, Housing Secretariat to explore opportunities to maximize the affordable housing targets at each ModernTO site where housing is proposed.

10. City Council direct that Confidential Attachments 1, 2, 3 and 4, and the Confidential Presentation, to the report (February 18, 2022) from the Chief Executive Officer, CreateTO remain confidential in their entirety as they relate to both a proposed or pending acquisition or disposition of property belonging to the City, or one of its Agencies, or Corporations, and a position, plan or instruction to be applied to negotiations carried on or to be carried on by or on behalf of the Board of Directors of CreateTO and City of Toronto.

The Executive Committee:

1. Directed Corporate Real Estate Management, in consultation with the Chief Executive Officer, Toronto Transit Commission and the Chief Executive Officer, CreateTO to report directly to the April 6 and 7 meeting of City Council with an updated High-Level Financial Summary reflecting the following decision of the Toronto Coach Terminal Inc. Board of Directors at its meeting on June 16, 2021:

"1. Approve the transfer, upon the expiry of the Toronto Coach Terminal Inc.- Greyhound and Coach Canada Toronto Operations Ltd. lease, of operational management of the 610 Bay Street and 130 Elizabeth Street properties to the City of Toronto, in accordance with City of Toronto processes respecting transfers of operational management, on the following terms and conditions, to the satisfaction of the Toronto Transit Commission’s General Counsel:

i. the City of Toronto is responsible for all obligations, liabilities and rewards with respect to the properties, including the management of the tenancies (including carrying out all landlord obligations as required under the leases and the collection of rent), payment of property taxes, and carrying out the security, maintenance, repair and replacement of the properties;

ii. the City of Toronto is responsible for all environmental liability both on and off the properties;

iii. the City of Toronto will pay to Toronto Coach Terminal Inc. $4.2 million upon the occurrence of the earlier of, (A) the sale of one or both of the properties; (B) the execution of any agreement between the City of Toronto and a third party in respect of the development of one or both of the properties; and (C) the approval by City of Toronto Council of an application by the City of Toronto to rezone one or both of the properties; and

iv. the City of Toronto is responsible for all tax liabilities related to the sale of one or both of the properties."

Summary from the report (February 18, 2022) from the Chief Executive Officer, CreateTO:

The purpose of this report is to outline to the CreateTO Board, Executive Committee and City Council a recommended portfolio strategy that optimizes city-building opportunities on the eight City-owned properties that are targeted to be unlocked through the ModernTO program and as outlined in Table 1. Following review and input from the CreateTO Board, this report will be forwarded to Executive Committee and City Council for approval.

This project was initiated through the ModernTO: City-Wide Real Estate Strategy and Office Portfolio Optimization Report (EX9.2). Through that report, City Council identified eight City-owned properties as currently underutilized and as opportunities for unlocking value and addressing City needs and city-building objectives. CreateTO was directed to report back on recommended directions and city-building opportunities for these eight properties.

The consolidation and modernization of the City’s office portfolio through the ModernTO program has created a unique opportunity to redevelop and repurpose eight strategically important City-owned real estate assets with an estimated total market value of approximately $450M. In order to unlock and leverage value to address City needs and city-building objectives, CreateTO, in conjunction with CREM, City Planning and other City agencies and divisions, has undertaken a preliminary due diligence and site visioning process on these eight properties which included some or all the following key steps: preparation of relocation strategies for existing occupants; internal stakeholder consultation; prioritization of portfolio-wide city-building objectives; preliminary development due diligence including preparation of conceptual massing plans; and, preparation of business plans and implementation strategies.

The result of this due diligence and visioning process as applied to these eight properties is a recommended portfolio strategy that attempts to balance key city-building priorities while ensuring that these benefits will be generated through a financially sustainable strategic model that helps to support the Workplace Modernization Program and other key strategic City initiatives. Specifically, the identified city-building objectives and outcomes that are proposed to be prioritized across the portfolio of eight properties to be unlocked through the ModernTO program are as follows:

- Creation of Affordable Housing: The inclusion of a minimum average of 33 percent affordable housing over all residential redevelopment opportunities within the ModernTO portfolio.

- Financial Sustainability: The adherence to the strategic investment policy as outlined in recent council direction through the City-Wide Real Estate strategy – Next Phase of Implementation (EX27.4).

- Public Realm Improvements: All of the proposed redevelopments are to include public realm improvements and/or streetscape enhancements.

- City Service and Institutional Improvements: The inclusion of city service improvements, such as Paramedics Multi-Hubs and future institutional uses.

- Maintenance or Enhancement of Employment Opportunities: Within the portfolio of eight sites, employment and office uses will be maintained or enhanced through the proposed redevelopments.

- Adaptive Re-Use of Heritage Resources: Three properties within the portfolio have currently been identified as heritage resources. Those resources are to be adaptively re-used as part of any proposed redevelopment options.

- Sustainable Development: Any redevelopment within the ModernTO portfolio will be required to meet, at a minimum, Tier 2 of the Toronto Green Standards – Version 4.

Opportunities for each site will be determined with input from local councillors, impacted communities, impacted City divisions, current occupants, and external partners. The proposed portfolio strategy envisions multiple implementation approaches across the eight ModernTO properties, dependent upon the site context, available redevelopment opportunities and proposed outcomes to be achieved over the next five to seven years.

This report recommends the adoption of specific visions and implementation strategies for the following five properties that are available for repurposing or redevelopment in the short-term: 610 Bay Street, 277 Victoria Street, 931 Yonge Street, 18 Dyas Road, and 95 The Esplanade. While additional due diligence and consultation will be undertaken for the three properties that are not proposed to be immediately unlocked and are to be redeveloped on a long-term basis, which include 33 Queen Street East, 75 Elizabeth Street and 1900 Yonge Street. For these properties, the timing of the real estate opportunity is being delayed due to other significant infrastructure projects currently being undertaken or under review including transit expansion impacting 33 Queen Street East, utility/power upgrades impacting 75 Elizabeth Street, and local master plans and transit operational needs impacting 1900 Yonge Street. The ability to unlock value at these locations will follow once these important initiatives have been completed or are potentially better understood and coordinated. 

The next phase of work for the eight sites, following adoption of this report, will be to undertake public information sessions on the redevelopment properties identified to be unlocked in the short-term. This consultation will occur prior to the submission of any planning applications. Also included in the next phase will be follow up reports outlining more detailed proposed visions for the three long-term development properties, as those sites are closer to being unlocked.

The Executive Committee recommends that:

1. City Council approve an amendment to Schedule 3 of the Relationship Framework Leaside Memorial Community Gardens Arena (1073 Millwood Avenue) by adding the following paragraph after paragraph E) Staffing:

"Notwithstanding the above paragraph, the Leaside Arena Board may decide to hire its own staff or contract staff by providing the City with advance written notice of 180 days. Upon receipt of such notice, the Leaside Arena Board and the City's designated liaison(s) shall meet within 90 days of receiving written notice to discuss the impacts of the Leaside Arena Board's decision. Should the proposed change to the Arena Board staffing require amendments to the Relationship Framework, as determined by the City Manager or designate, the Arena Board shall comply with Article 13 of the Relationship Framework."

The Board of Management of the Leaside Memorial Community Gardens Arena ("LMCG Board") is requesting an amendment to Schedule 3 (Leaside Arena) of the Relationship Framework between the City of Toronto and the Arena Boards of Management adopted by City Council at its meeting on September 26 and 27, 2007 ("Relationship Framework"). City Council's adoption of the amendment will provide the Board with flexibility to address operational needs in staffing, where required, in line with other Arena Boards.

In response to a transmittal to City Council from the LMCG Board, City Council adopted Item CC35.6, directing the City Manager to review options to improve organizational effectiveness and sustainability at LMCG Arena to ensure that the local community remains well served and that the arena operations and service delivery are supported.

City staff met with the LMCG Board to discuss their concerns regarding the obligation to utilize City employees in the operation of the arena as required by the Relationship Framework. While the LMCG arena derives certain benefits by using City employees, such as being able to rely on the City to manage recruitment, payroll, training and labour relations functions, the LMCG Board expressed a desire to explore alternatives that would allow them more control over their organizational design and operation. In order for the LMCG Board to explore these alternatives, certain amendments to the Relationship Framework in respect of LMCG arena operations is required. The purpose of this report is to seek City Council approval of those amendments.

The Executive Committee recommends that:

1. City Council determine that the Development Charges By-law has been properly applied to the development project located at 337 Maple Leaf Drive.

2. City Council dismiss the complaint dated October 25, 2021, with respect to 337 Maple Leaf Drive filed pursuant to Section 20 of the Development Charges Act, 1997.

The Chief Building Official, Toronto Building, gave a verbal presentation on the Item.

The Executive Committee held a statutory public meeting on March 30, 2022, and notice was given in accordance with the Development Charges Act.

This report responds to a complaint filed pursuant to Section 20 of the Development Charges Act, 1997 relating to a development project located at 337 Maple Leaf Drive.

The development project consists of a one storey addition and interior alterations to convert an existing one storey storage building to a single family dwelling. The complainant asserts that development charges should not apply to the application as they were paid in the form of lot levies when the lot was created in 1980. Additionally, the complainant claims that the existence of a building permit for construction of a detached garage issued in 1980 satisfies an implicit provision within the Development Charges By-law ("DC By-law") that development charges are not applicable to residential lots that have an existing building permit.

City staff have reviewed the complaint and are of the opinion that the Development Charges By-law was applied properly and no error was made in determination of the applicable development charges. Staff believe the project falls within the definition of development under the DC By-law, requiring one or more of the actions referred to in section 415-5, namely the issuing of a permit under the Building Code Act. Where a building permit is being issued for construction of a building, it is considered a development and development charges are applicable unless an exemption applies.

Where a demolition permit is issued within a 60-month period immediately prior to the date of submission of a complete building permit application with respect to a building or structure to be converted from one principal use to another principal use on the same land, the DC By-law provides for a reduction that can be applied against development charges deemed payable. As no demolition permit was issued within this 60 month time frame on the structure at 337 Maple Leaf Drive, the redevelopment reduction cannot be applied.

This report recommends that the complaint be dismissed. A decision of Council to dismiss the complaint may be appealed to the Ontario Land Tribunal (OLT). This report was prepared in consultation with the Chief Building Official and the City Solicitor.

The Executive Committee recommends that:

1. City Council request the City Manager to work with the Provincial and Federal governments to establish an intergovernmental table to better prioritize equitable outcomes and racial equity through ensuring the experiences of Black, Indigenous and racialized communities are reflected in the planning, coordination, and implementation of COVID-19 response and recovery efforts, and that this intergovernmental table establish the following priority action areas:

a. Black health, Black mental health and wellness outcomes, as a priority area aimed at addressing the disproportionate impacts of COVID-19 on Black communities; and

b. removal of barriers to employment and entrepreneurship, and increased access to economic opportunities, with a focus on Black youth for Black communities, as an additional priority area aimed at addressing the disproportionate impacts of COVID-19 on Black communities.

At its meeting on February 16, 2022, the Confronting Anti-Black Racism Advisory Committee considered Item CR5.2, and made a recommendation to City Council.

The Audit Committee recommends that:

1.  City Council request the Auditor General to consider adding, as part of the Auditor General's 2022 Work Plan, an audit of the City of Toronto's snow clearing performance, including the winter storm on January 17, 2022.

2.  City Council direct that Confidential Attachment 1 to the report (February 4, 2022) from the Auditor General remain confidential in its entirety, as it contains information explicitly supplied in confidence to the Auditor General by another level of government or a Crown agency and financial information supplied in confidence to the Auditor General which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.

The Auditor General gave a presentation on Auditor General's 2021 Annual Report - Demonstrating the Value of the Auditor General's Office.

This report provides information on the Auditor General's Office 2021 activities and financial and non-financial benefits achieved by the City through its implementation of report recommendations.

In 2021, the Auditor General's Office presented 14 audit, review and investigation reports, three follow-up reports and seven administrative reports. Additionally, our Fraud and Waste Hotline was as busy as ever managing hundreds of complaints and conducting several complex investigations. We also continued important reviews of the Toronto Police Service, the Toronto Transit Commission's IT infrastructure, the Toronto Building Division, and of Toronto's shelter system.

Every year, we demonstrate the value our Office brings with a quantified return on investment. The Auditor General's Office calculates the return on every dollar invested in the Office by comparing the ratio of five-year audit costs to the cumulative estimated five-year realized savings. The City achieved savings of $464.8 million over the last five years by implementing my reports' recommendations. The cumulative costs of operating the Auditor General's Office since 2017 were approximately $31.2 million. This means for every dollar invested in the Auditor General's Office, there was a return of about $14.90.

The identification of cost savings and increased revenue is only one component of the Auditor General's mandate. Equally important is the ongoing evaluation of governance, risk management and internal controls, the impacts of which are not always easily quantified in financial terms.

The Audit Committee recommends that:

1.  City Council receive the report (February 4, 2022) from the Auditor General for information.

The Director, Forensic Unit, Auditor General's Office gave a presentation on 2021 Annual Report - Fraud and Waste Hotline.

This report represents the 2021 annual report on fraud, waste and wrongdoing at the City including the activities of the Fraud and Waste Hotline Program (the Hotline Program). It highlights the complaints that have been communicated to the Auditor General's Office. It does not represent an overall picture of fraud or other wrongdoing across the City.

In 2021, 820 complaints comprised of approximately 1,200 allegations were received by the Auditor General's Office.

The Hotline Program has helped to reduce losses and resulted in the protection of City assets. The actual and potential losses from complaints received from 2017 to 2021 is more than $28.2 million (actual losses) plus $970,000 (potential losses) had the fraud not been detected. Additional benefits that are not quantifiable include:

- the deterrence of fraud or wrongdoing;

- strengthened internal controls;

- improvements in policies and procedures;

- increased operational efficiencies; and

- the ability to use complaint data to identify trends, address risks, make action-oriented recommendations to management and inform our audit work plan.

The Audit Committee recommends that:

1.  City Council request the Chief Planner and Executive Director, City Planning, in consultation with the City Solicitor and other City divisions that oversee affordable housing, to:

a.  report back to City Council, through the Planning and Housing Committee, on the merits of amending rental replacement policies, including City of Toronto Municipal Code Chapter 667, Residential Rental Property Demolition and Conversion Control, to include clear expectations of how future affordable rental replacement units are made available in a fair and open manner to the general public;

b.  ensure that future affordable rental replacement agreements between the City of Toronto and owners include clear, specific requirements for owners to provide formal access plans; such plans to describe, to the satisfaction of the Chief Planner and Executive Director, City Planning, how information about affordable rental replacement opportunities are to be advertised to the general public, including lower-income households, and how new tenants of affordable rental replacement units are to be selected; and

c.  implement proactive monitoring processes that ensure sufficient evidence, to the satisfaction of the Chief Planner and Executive Director, City Planning, is obtained from owners to demonstrate compliance with required access plans and all other contractual requirements.

2.  City Council request the Chief Planner and Executive Director, City Planning, in consultation with the City Solicitor and other City divisions that oversee affordable housing, to:

a.  review City of Toronto Municipal Code Chapter 667, Residential Rental Property Demolition and Conversion Control and determine whether affordable housing principles and definitions consistent with amended Official Plan definitions of affordable rent and/or By-law 1756-2019, Municipal Housing Facility can be incorporated into City of Toronto Municipal Code Chapter 667, Residential Rental Property Demolition and Conversion Control and all Section 111 agreements containing affordable rental replacement units going forward;

b.  ensure that future Section 111 agreements include terms that support the City of Toronto's ability to require tenant eligibility criteria and verification practices consistent with City of Toronto Municipal Code Chapter 667, Residential Rental Property Demolition and Conversion Control, should affordable housing principles and definitions be adopted; and

c.  implement processes to verify compliance with any eligibility requirements incorporated into executed agreements.

3.  City Council direct that Confidential Attachment 1 to the report (February 17, 2022) from the Auditor General remain confidential in its entirety, as it deals with litigation or potential litigation affecting the City of Toronto.

4.  City Council direct that Confidential Attachment 1 to the supplementary report (February 14, 2022) from the City Solicitor remain confidential, as it contains advice or communications that are subject to solicitor-client and litigation privilege.

The Acting Deputy Auditor General gave a presentation on Revisiting Legacy Rental Replacement Policies to Align them with the City's Affordable Rental Housing Expectations.

A policy objective of the City's Official Plan is to preserve and protect the stock of affordable rental housing. City of Toronto Municipal Code Chapter 667, Residential Rental Property Demolition and Conversion Control, sets out the City’s requirements under Section 111 of the City of Toronto Act, 2006 and implementation of its Official Plan policy which requires that where six or more rental units will be lost due to redevelopment, the same number of rental units must be replaced in the new development.

Simply speaking, the City's rental replacement policies and ensuing agreements were designed to preserve rental stock by requiring that:

1.  demolished rental units are replaced with the same number, size, and type of rental units.

2.  existing tenants have the right to return to the same size and type of unit, should they choose to do so.

3.  replacement units are charged at similar rents and annual rent increases meet the provincial rent guidelines.

It is important to recognize that our reading of the Official Plan policy for rental replacements and Chapter 667 of the Municipal Code, as well as discussions with the City Planning Division and Legal Services Division indicates that the primary purpose of Section 111 agreements was to preserve residential rental housing. From what has been written into the Section 111 agreements, it appears that the City's rental replacement policies and processes were not designed for a supplementary purpose – to provide access to affordable rental replacement units based on financial need.

Through our review of ten Section 111 agreements covering over 80 per cent of affordable rental replacement housing units in developments that were fully or partially occupied from 2012 through 2021, we have identified that:

- Section 111 agreements generally require that affordable rental replacement units be offered to the public on a "fair and open basis" – but agreements do not clearly specify what is meant by "fair and open basis".
 

- Section 111 agreements generally do not include eligibility requirements for new tenants of available affordable rental replacement units, such as income limits, asset limits, or other limitations on ownership interests in residential property.
 

- City divisions responsible for administering affordable rental housing are working towards harmonizing their processes and requirements for tenant access and eligibility going forward.

Our audit findings and recommendations focus on what City Planning can do going forward to continue to enhance its agreements and processes to better align with the City's priorities for making affordable rental replacement housing accessible to all households based on financial need. This includes:

a.  Strengthening requirements for offering affordable rental replacement units through fair, open and transparent processes;

b.  Standardizing affordable rental housing eligibility requirements including updating Section 111 Agreements; and

c.  Harmonizing processes and requirements for administering affordable rental housing.

This report is supplementary to Item AU11.3, Revisiting Legacy Rental Replacement Policies to Align them with the City's Affordable Rental Housing Expectations.

The Audit Committee recommends that:

1.  City Council receive the item for information.

The Acting Deputy Auditor General gave a presentation on Toronto Community Housing Corporation (TCHC) - Embedding Accountability into Service Delivery: Lessons Learned from the Audit of Contracted Property Management Services.

At its meeting on December 9, 2021, the Toronto Community Housing Corporation (TCHC) Board of Directors considered the attached report entitled, "Toronto Community Housing Corporation - Embedding Accountability into Service Delivery: Lessons Learned from the Audit of Contracted Property Management Services".

The Board adopted the following recommendations, as made in the report:

1.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to:

a.  review property management service delivery expectations for the maintenance, operation and repair of buildings and identify where minimum mandatory standards, specifications, and requirements vary from building to building.

b.  clarify to its service providers (be it internal TCHC staff, TCHC vendors, or contracted property managers and their subtrades) any additional expectations and requirements not captured in existing contracts and service-level agreements to ensure performance requirements are consistently defined for the entire TCHC portfolio.

c.  implement a process to ensure updated versions of relevant TCHC standards, specifications, and requirements are applied to all service providers whenever TCHC revises its requirements to support consistent service delivery across all TCHC buildings.

2.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to review and update how TCHC measures and evaluates performance against its objectives, expectations and/or priorities for day-to-day property management across its entire portfolio. In doing so, TCHC should:

a.  develop additional methods of measuring performance, including additional key performance indicators to monitor and measure performance against TCHC's desired outcomes. Such methods and measures should address, among other things, quality of completed property management work (e.g. preventative maintenance, routine repairs and maintenance work orders, cleaning, etc.). 

b.  develop ways to measure tenant satisfaction in order to decipher who is responsible for improving their performance (be it TCHC internal staff, TCHC vendors, or contracted service providers and their subtrades).

3.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to ensure data used to assess, compare, and report on performance and outcomes is collected in a consistent manner across the TCHC portfolio, and that the data collected is accurate, complete and reliable.

4.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to:

a.  obtain and retain key supporting documents, including site sign-in/sign-out logs, service tickets, preventative maintenance reports, and other records to support expenditures charged to TCHC by its service providers.

b.  verify the services are delivered in accordance with the RFP/contracts before payment is made.

c.  implement a process for periodic internal audits or other independent reviews to confirm that internal controls to ensure expenses are valid and work has been completed, are consistently implemented in practice.

5.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to review third-party contracts for the maintenance, operation and repair of buildings across TCHC's entire portfolio to:

a.  ensure they do not exceed the costs of similar contracts for residential properties of a similar type, age and condition.

b.  identify opportunities to achieve better value for money through economies of scale, by procuring and awarding contracts that enable all vendors to provide services to all its buildings regardless of whether they are directly managed or managed by contracted property managers.

6.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to implement robust monitoring processes to verify that property management (including operations and maintenance) service providers are meeting performance requirements, including the quality of workmanship and conformity to specifications and requirements. Such processes should include:

a.  conducting, with sufficient frequency, site visits, inspections or reviews and documenting the results.

b.  reviewing tenant complaints to identify trends in concerns with the conformity of specific categories of work.

c.  enhanced monitoring in areas where there is a higher prevalence of tenant complaints, lower tenant satisfaction ratings, and potential for health and safety risks.

d.  documenting concerns raised and responses from service providers on any remedial action that has been taken.

7.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to strengthen how TCHC oversees the quality of subcontractors engaged to perform work in its buildings by:

a.  verifying that subcontractors engaged meet TCHC's qualification requirements for its own vendors.

b.  ensuring TCHC has an up-to-date list of all the subcontractors engaged to work in its buildings.

8.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to implement a process for documenting, escalating, and following up on service provider performance issues to ensure corrections are made in a timely manner. Such processes should include documenting results of actions that respond to:

a.  performance issues identified through inspections and review of records.

b.  performance issues identified through comparison of performance to KPI, tenant complaints, and tenant satisfaction surveys.

c.  performance issues identified in annual contractor performance evaluations.

d.  performance issues identified in letters of non-compliance.

9.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, in consultation with legal counsel, to review incentive fee structures in contracts and supporting processes to be able to exercise contract clauses in order to support continuous improvement of performance by service providers.

10.  The Board request the Chief Executive Officer, Toronto Community Housing Corporation, to provide data-driven reporting that supports the Board's decision making and ability to hold management accountable for continuous improvement and better outcomes.

11.  The Board forward this report to City Council for information through the City's Audit Committee.

A copy of the Secretary's Certificate regarding this matter is attached.

The Audit Committee recommends that:

1.  City Council direct that Confidential Attachment 1 to the report (February 4, 2022) from the Auditor General be released publicly at the discretion of the Auditor General, after discussions with the appropriate City Officials.

The Auditor General has proactively raised concerns about evolving cybersecurity threats to the City and its Agencies and Corporations. These threats are real and large-scale attacks have disrupted public services in jurisdictions across North America and around the world, such as emergency response systems, utility services and law enforcement operations.

A SCADA system, also known as an Operational Technology (OT) system, is used to control industrial processes at facilities like water and wastewater treatment plants and at energy, utilities and transportation facilities. Toronto Water uses this system to manage and control critical infrastructure equipment and processes used in the treatment and distribution of water.

Recognizing the need to protect critical water assets, the Auditor General initiated an audit of the SCADA system in 2019 and expedited the follow-up review of the audit recommendations in 2021. The 2019 audit was the Office's first critical infrastructure audit of the City's Operational Technology (OT) systems.

The objective of the 2021 follow-up review was to assess the adequacy of controls in place to address potential threats to the SCADA network, systems and applications, and to review actions taken by management since the 2019 audit. The Auditor General made 11 confidential recommendations in the 2019 SCADA audit. Given the importance of critical infrastructure systems and evolving cybersecurity threats, the Auditor General re-tested the controls to verify the implementation of recommendations. 

At the November 2021 Audit Committee, we provided our public report and a high-level confidential presentation on the implementation status of the recommendations. During our follow-up review, we determined that seven recommendations are fully implemented. An overview of the results is contained in Attachment 1. The details of management actions on each confidential recommendation are presented separately to this report in Confidential Attachment 1.

The Audit Committee recommends that:

1.  City Council direct that Confidential Attachment 1 to the report (February 4, 2022) from the Chief Information Security Officer remain confidential in its entirety, as it pertains to the security of the property of the City of Toronto.

The Audit Committee recessed its public session to meet in closed session to consider this item, as it pertains to the security of the property of the City of Toronto.

This report provides an update on the approach the Office of the CISO (OC) has taken in developing a governance structure to effectively identify, plan for and mitigate cybersecurity risks across the City of Toronto, including all City divisions, agencies and corporations, and the governance framework to ensure that City divisions, agencies and corporations are effectively managing their cybersecurity risks and responding as new risks arise.

The Audit Committee recommends that:

1.  City Council direct that Confidential Attachment 1 to the report (February 8, 2022) from the Acting Fire Chief and General Manager - Emergency Management, Toronto Fire Services remain confidential in its entirety, as it pertains to the security of the property of the City of Toronto.

At its meeting on November 9, 10, and 12, 2021, City Council directed the Fire Chief and General Manager - Emergency Management to report back with an update on the implementation of recommendations emerging from Item AU10.4, Auditor General's Cybersecurity Review: Toronto Fire Services Critical Systems Review in the first quarter of 2022.

Details on the implementation of specific recommendations are provided in Confidential Attachment 1.

The Audit Committee submits the Item to City Council without recommendation.

The Audit Committee:

1.  Requested the City Solicitor and the Chief Procurement Officer, in consultation with the Auditor General, to report directly to the April 6 and 7, 2022 meeting of City Council on whether tree maintenance contract violations found through spot checks can be extrapolated to allow greater cost recovery.

On February 9, 2021, the Auditor General released a report entitled "Getting to the Root of the Issues: A Follow-Up to the 2019 Tree Maintenance Services Audit", which was tabled at the Audit Committee meeting on February 16, 2021.

Council provided direction to Parks, Forestry and Recreation (PFR) to report to each meeting of the Audit Committee on experiences and data collected on the performance of Urban Forestry Contractors and City crews. Council also directed the City Manager to provide a consolidated summary and analysis of all forestry services related complaints in 2021.

The purpose of this report is to provide an update on experiences and data collected on the performance of Urban Forestry Contractors and City crews to the end of the previous tree maintenance contracts, June 30, 2021, and for the first five months of the new contracts. The report also provides a summary of Forestry Operations complaints and the actions and outcomes arising from these complaints.

The Audit Committee recommends that:

1.  City Council receive the 2020 Audited Financial Statements and Management Letters, where applicable, for the George Bell Arena, the Larry Grossman Forest Hill Memorial Arena, the Moss Park Arena, the North Toronto Memorial Arena, and the William H. (Bill) Bolton Arena in Attachments 1 to 5 to the report (January 31, 2022) from the Auditor General for information.

The purpose of this report is to provide the Audit Committee and City Council with the 2020 audited financial statements of Arenas and the status of 2020 audited financial statements for Arenas.

The 2020 audited financial statements for the eight City Arenas are presented to the Audit Committee after approval by their respective Boards or Committees of Management.

The audited financial statements for one Arena was previously presented at the November 2021 Audit Committee. This report presents the Independent Auditor's Report, accompanying financial statements and management letters (if applicable) for five additional Arenas. Of the remaining two Arenas, the audit for one is completed but pending Board approval and the audit for the other is in progress. Depending on when the last two remaining audits are finalized, the Independent Auditor's Reports, accompanying financial statements and management letters (if applicable) of those Arenas will be presented at a subsequent meeting of the Audit Committee.

In addition, the 2019 audited financial statements for seven arenas were presented at previous Audit Committee meetings. The audit of the remaining one Arena remains in progress at the time of preparation of this report.

The Audit Committee recommends that:

1.  City Council receive the 2020 Audited Financial Statements for Scadding Court Community Centre in Attachment 1 to the report (January 31, 2022) from the Auditor General for information.

The purpose of this report is to provide the Audit Committee and City Council with the 2020 audited financial statements of Scadding Court Community Centre.

The 2020 audited financial statements for the 10 Community Centres are presented to Audit Committee after approval by their respective Boards of Management. Of the 10 City Community Centres, the audited financial statements for nine Community Centres were previously presented, eight at the July 2021 Audit Committee and one at the November 2021 Audit Committee.

This report presents the 2020 Independent Auditor's Report and accompanying financial statements for the one remaining Community Centre.

The Audit Committee recommends that:

1.  City Council receive the report (January 27, 2022) from Bob Gore, Robert Gore & Associates Chartered Professional Accountants for information.

Bob Gore, Robert Gore & Associates Chartered Professional Accountants reporting on the Auditor General's Office of the City of Toronto - Report on the Results of Applying Specified Auditing Procedures to Financial Information Other Than Financial Statements for the Year Ended December 31, 2020.

The Board of Health recommends that: 

1.  City Council request the Executive Director, Municipal Licensing and Standards and the Chief Building Official and Executive Director, Toronto Building to review the latest knowledge and best practices for air ventilation to reduce the transmission of agents of infectious disease through the air and consider updates to the Property Standards By-law in future phases of the Property Standards By-law Review, in consultation with the Medical Officer of Health.

2.  City Council request the Executive Director, Housing Secretariat, to consider opportunities to leverage improvements to ventilation and air quality to reduce airborne transmission of disease as part of future implementation of the Tower Renewal Program.

The Board of Health:

1.  Requested the Government of Canada and the Province of Ontario to continue to review evidence on the transmission of agents of infectious disease, including SARS-CoV-2, through the air and to provide guidance and support to municipalities to implement ventilation upgrades and other measures proven to reduce airborne transmission of disease.

2.  Requested the Medical Officer of Health, in consultation with the Executive Director, Municipal Licensing and Standards and the Chief Building Official and Executive Director, Toronto Building to provide an update to the Board of Health on any proposed changes to ventilation standards in the Property Standards By-law in 2023, including updates on any new guidance and support from the Government of Canada and the Province of Ontario on measures to reduce airborne transmission of disease.

One of the consequences of the COVID-19 pandemic has been a widened appreciation for the importance of adequate indoor ventilation as a tool to reduce the spread of respiratory infectious diseases. There is value in taking a closer look at how we construct and operate buildings, and the possibility that improved standards and practices can have broad public health benefits.

Many dimensions of indoor ventilation are outside of the direct jurisdiction of local public health or municipalities. In addition, Toronto Public Health is not currently positioned with extensive in-house technical expertise on the matter. Support on this issue, and specifically updated guidance to municipalities and local public health, is needed from authorities such as Public Health Ontario and the Public Health Agency of Canada.

The City of Toronto is currently undertaking a review of the Property Standards By-law, and the Municipal Licensing and Standards division anticipates reporting to City Council later this spring to kick off Phase Two of the work. This is a near-term opportunity to put evolving knowledge into practice, and we are recommending that ventilation requirements be added to the work plan for review.

The Economic and Community Development Committee recommends that:

1. City Council amend Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, to extend the live music on cafes pilot for 2022 by adding a new subsection 742-9.9C as follows:

C. Despite Subsection A, from May 1, 2022 to November 7, 2022, inclusive, amplified sound on a sidewalk café is permitted if:

1. the permit area is located in Ward 9, 10, 11, 14, 19 and 21;

2. the amplified sound is played only between the hours of:

            i. 5:00 p.m. to 10:00 p.m. on Thursday or Friday;

            ii. Noon to 10:00 p.m. on Saturday; or

            iii. Noon to 6:00 p.m. on Sunday;

3. the permit area is not located on a local road;

4. the permit holder has not been convicted of an offence under Toronto Municipal Code, or the Reopening Ontario Act in the past 12 months, unless in the opinion of the General Manager, Economic Development and Culture, measures have been taken to adequately resolve past issues of non-compliance.

2. City Council direct the General Manager, Economic Development and Culture, in consultation with the Executive Director, Municipal Licensing and Standards and General Manager, Transportation Services, to report back to City Council on the results of the pilot and the feasibility of expanding the program city-wide, including considerations for enforcement resources.

3. City Council direct the General Manager, Economic Development and Culture to report to the Economic and Community Development Committee on the results of the restaurant and hospitality industry survey and any implications for the City's support for the restaurant industry and future programs in the first quarter of 2023.

4. City Council authorize the General Manager, Transportation Services, in consultation with the Executive Director, Municipal Licensing and Standards, to extend the CaféTO program until August 31, 2022 for cafés on the sidewalk which have already been approved under the program for a term ending on April 14, 2022; and amend Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, to add the following term to the definition for 2020/22 Café:

6. a curbside café or frontage café which was also approved during the term described in Subsection 3. from no earlier than April 15, 2022 to no later than August 31, 2022, inclusive.

5. City Council request the General Manager of Transportation Services, the Executive Director of Economic Development and Culture, the Executive Director of Municipal Licensing and Standards, the Chief Building Official and the Executive Director of Toronto Building, in consultation with Toronto Fire, Toronto Public Health and other relevant stakeholders, to report before the end of 2022 on the feasibility, safety, and relevant conditions for the approval of full or partial, permanent or seasonal, enclosures and heating for patios on the public right of way, including fire safety, building code requirements, air quality, utility access, and winter maintenance operating challenges.

6. City Council renew and extend and the agreement between the City of Toronto and the University of Toronto Scarborough, for the purposes of the Find Dining program, to May 31, 2023 to allow for the previously allocated funds to be used.

The restaurant industry has been disproportionally impacted by the COVID-19 pandemic. Over the past two years, the City has sought to both strengthen existing programs and to create enhanced supports for this struggling industry. The Economic Development and Culture division has been directed to create numerous new industry focused initiatives with the goal of understanding:

- How to best support the restaurant and hospitality sector through the COVID-19 pandemic;

- How to expand the geographic reach of restaurant industry support programs.
 

This report provides updates to key program activities including:

- CaféTO

- Amplified music on patios pilot

- Supporting the restaurant and hospitality industry outside downtown

- Marketing and financial supports available to the sector

The Economic and Community Development Committee recommends that:

1. City Council adopt and certify the 2022 recommended Operating Budgets and Levy requirements of the following Business Improvement Areas:

2. City Council adopt and certify the 2022 recommended Operating Budgets and Levy requirements for Bloor Annex Business Improvement Area, subject to approval by the Business Improvement Area's General Membership at its Annual General Meeting scheduled for March 24, 2022:

This report brings forward Business Improvement Area annual Operating Budgets for approval by City Council as required by the City of Toronto Act, 2006.  City Council approval is required to permit the City to collect funds through a special tax levy on the commercial and industrial properties within the respective Business Improvement Area boundaries.

There are currently 85 established Business Improvement Areas in the City of Toronto. City Council previously approved the 2022 Operating Budgets for 52 Business Improvement Areas through Report 1 at its meeting on February 2-3, 2022 (Item EC27.2). Included in this Report 2 is the 2022 Operating Budgets for 31 Business Improvement Areas for City Council approval. One Business Improvement Area, Historic Queen East, is inactive and one Business Improvement Area, Bloor Street, will not require an operating budget as the Business Improvement Area will be dissolved. A separate report entitled "Bloor Street Business Improvement Area - Dissolution of Board of Management and Repeal of Designating By-law" prepared by Interim General Manager, Economic Development and Culture is presented at the same Economic and Community Development Committee meeting scheduled for March 24, 2022. No City funding is required since the financing of Business Improvement Area Operating Budgets is raised by a special levy on the commercial and industrial properties within the respective Business Improvement Area boundaries.

The recommendation in this report reflects the board-adopted 2022 Operating Budgets by the respective Business Improvement Area Boards of Management and General Membership. Complete budgets and supporting documentation have been reviewed by City staff to ensure that the 2022 Operating Budgets for Business Improvement Areas reflect Council’s approved policies and practices.

It is noted that the 2022 recommended Operating Budget for the Bloor Annex Business Improvement Area is yet to be adopted by the General Membership. The Annual General Membership meeting is scheduled for March 24, 2022. In the event that the General Membership disagrees, City staff will bring forward a final report at the next opportunity to seek City Council approval of the 2022 Operating Budget for this particular Business Improvement Area.

Covid-19 impacts, including reduced levels of activity/expenditures, resulted in significantly increased net contributions to accumulated surplus reserves for most Business Improvement Areas during 2021. Accordingly, most Business Improvement Areas have been able to budget for withdrawals from the same reserves to minimize or eliminate Business Improvement Area levy increases for 2022.

The Economic and Community Development Committee recommends that:

1. City Council dissolve the Bloor Street Business Improvement Area Board of Management, and repeal By-law 69-2007, which established the Board of Management.

2. City Council repeal By-law 4519-2006, which designated the Bloor Street Business Improvement Area as defined by the boundaries described in Attachment 1 to the report (March 10, 2022) from the Interim General Manager, Economic Development and Culture.

3. City Council amend Municipal Code Chapter 19, Business Improvement Areas to delete all references to the Bloor Street Business Improvement Area.

4. City Council authorize the City Solicitor to prepare the by-laws necessary to dissolve the Bloor Street Business Improvement Area Board of Management; repeal the by-laws noted above and make the necessary amendments to Municipal Code Chapter 19.

5. City Council authorize the transfer of all Bloor Street Business Improvement Area assets and liabilities to the Bloor-Yorkville Business Improvement Area.

6. City Council direct the General Manager of Economic Development and Culture to negotiate and sign on behalf of the City, an agreement with Bloor-Yorkville Business Improvement Area to manage the Bloor Street Business Improvement Area's residual funds to cover the costs of the preparation of their 2021 audit, any assessment appeal overruns and any other financial liability of the Business Improvement Area.

The purpose of this report is to recommend the dissolution of the Bloor Street Business Improvement Area Board of Management and the repeal of the By-laws 519-2006 and 69-2007, which established the Bloor Street Business Improvement Area and the Board of Management, respectively. The report also recommends that City Council direct the City to enter into an agreement with Bloor-Yorkville Business Improvement Area authorizing the use of the Bloor Street Business Improvement Area residual funds for completion of the 2021 audit, potential appeal provision deficit and to cover outstanding Business Improvement Area financial liabilities, if any.

The Economic and Community Development Committee recommends that:

1. City Council approve the updated program design for Toronto's Business Incubation and Commercialization Grant Program, substantially in accordance with the City of Toronto Business Incubation Grant Program Guidelines in Attachment 4 to the report (March 10, 2022) from the Interim General Manager, Economic Development and Culture, with implementation commencing in the second quarter of 2022.

2. City Council authorize the General Manager, Economic Development and Culture to negotiate and execute on behalf of the City grant agreements related to the Business Incubation and Commercialization Grant Program, for a term of no more than three years, in a form acceptable to the City Solicitor.

3. City Council authorize the General Manager, Economic Development and Culture to periodically review and, when necessary, revise the Business Incubation and Commercialization Grant Program Guidelines to ensure alignment with the City of Toronto's Community Grants Policy and any other applicable City policy, as may be amended from time to time, or reflect changing industry needs and best practices.

The primary purpose of this report is to propose updates to Toronto's Business Incubation and Commercialization Grant Program for non-profit incubators and accelerators. Informed by research and consultation with partners in Toronto's innovation ecosystem, these proposed changes will ensure that grants are awarded in a transparent, open and accountable manner in accordance with the City of Toronto's Community Grants Policy (2019) and the Economic Development and Culture Divisional Strategy 2018-2022 and Equity Plan.

The recommended changes to the Business Incubation and Commercialization Grant Program are designed to increase access to funding, clarify eligibility and evaluation criteria, and offer more predictable support to recipients through a multi-year grant stream. Together, these updates should result in administrative efficiencies, improved accountability, and increased support for equity-enhancing programs and services within Toronto's business start-up and innovation eco-system.

A secondary purpose of this report is to advise on broader mechanisms of municipal government support – historic, current and for future consideration – Toronto has or could make available to accelerators, incubators and the city's wider innovation ecosystem.

The following attachments accompany this report:

Attachment 1 – overview of the history of Toronto's support for accelerators and incubators;

Attachment 2 – summary of stakeholder feedback with staff recommendations on program improvements;

Attachment 3 – stakeholder engagement report; and

Attachment 4 – the proposed Business Incubation and Commercialization Grant Program Guidelines.

The Economic and Community Development Committee recommends that:

1. City Council authorize the General Manager, Economic Development and Culture to negotiate and execute a two-year, plus possible one-year extension, Transfer Payment Agreement with the Ontario Ministry of Economic Development, Job Creation and Trade for the delivery of Enterprise Toronto programming, including funding from the Government of Ontario in the amount of $1,000,175 in each of 2022, 2023 and possibly 2024.

2. City Council increase the 2022 Approved Operating Budget for Economic Development and Culture by $1,000,175 gross, zero net, fully funded by a grant from the Government of Ontario, conditional upon conclusion of a Transfer Payment Agreement with the Ontario Ministry of Economic Development, Job Creation and Trade.

3. City Council direct the General Manager, Economic Development and Culture to include the Government of Ontario funding of $1,000,175 gross, zero net, towards the delivery of Enterprise Toronto programming in the 2023 and possibly 2024 Operating Budget submissions for Council consideration.

This report seeks City Council's authorization to enter into a two-year funding agreement plus possible one-year extension with the Ontario Ministry of Economic Development, Job Creation and Trade for Enterprise Toronto programming. Enterprise Toronto offers resources for residents and entrepreneurs wishing to start and grow a small business, and is one of 47 provincially funded Small Business Enterprise Centres across Ontario. Enterprise Toronto services are operated by the City of Toronto's Economic Development and Culture Division. The annual funding of $1,000,175 in each of 2022, 2023 and, potentially, 2024 made available through this agreement will enable the City to provide Enterprise Toronto services to small businesses and start-up companies across the city and support inclusive economic recovery and growth.

The Economic and Community Development Committee recommends that:

1. City Council direct the General Manager, Economic Development and Culture, in consultation with the Chief Financial Officer and Treasurer, the Chief Planner and Executive Director City Planning, and the City Solicitor, to initiate a review of the Imagination, Manufacturing, Innovation and Technology Imagination, Manufacturing, Innovation and Technology Financial Incentive Program in 2022, based on the Terms of Reference as set out in Attachment 1 to the report (March 10, 2022) from the Interim General Manager, Economic Development and Culture, the Chief Planner and Executive Director, City Planning and the Controller.

2. City Council direct staff to report back to the Economic and Community Development Committee on the results of the Imagination, Manufacturing, Innovation and Technology Program Review and any recommended changes to the Imagination, Manufacturing, Innovation and Technology Program in the first quarter of 2023.

The Imagination, Manufacturing, Innovation and Technology Financial Incentive Program (the "Imagination, Manufacturing, Innovation and Technology Program") provides incentives in the form of property tax increment grants to support the renovation or construction of buildings in targeted employment sectors and uses throughout Toronto. This report provides an overview of the economic and financial impacts of the Imagination, Manufacturing, Innovation and Technology Program and proposed Terms of Reference for the upcoming review of the Imagination, Manufacturing, Innovation and Technology Program.

Since the Imagination, Manufacturing, Innovation and Technology Program commenced in 2008, there have been 63 Imagination, Manufacturing, Innovation and Technology applications approved in a wide range of employment sectors, representing almost $5.8 billion in total construction investment, 14.5 million square feet of new commercial/industrial space and the creation or retention of 70,000 jobs. In total, these new developments are expected to result in about $1.1 billion in new municipal taxes during the period in which the successful applicants receive grants. Of this amount, about $664 million will be returned to the property owners and tenants in the form of development grants, while about $436 million will be retained by the City. After each ten year payment term is complete the City then receives the full municipal tax on the property.

The Community Improvement Plans that implement the Imagination, Manufacturing, Innovation and Technology Program are reviewed periodically, typically four years after the by-law comes into full force and effect. In 2018, the previous review of the Imagination, Manufacturing, Innovation and Technology Program resulted in a new Community Improvement Plans by-law that consolidated the three previous Community Improvement Plans into a single city-wide by-law (By-law 1207-2018). The 2018 by-law remains under appeal and as such, the three previously adopted Community Improvement Plans by-laws remain in effect. The City continues to receive and review Imagination, Manufacturing, Innovation and Technology applications under the 2012 Imagination, Manufacturing, Innovation and Technology by-laws on a regular basis.

Despite the appeal of the 2018 by-law, it is recommended that a new review be initiated to ensure the mandate and objectives of the Imagination, Manufacturing, Innovation and Technology Program are being achieved in an efficient manner given the magnitude of the grant money being expended, and an altered investment and city-building context shaped by the COVID-19 pandemic, emergent markets and technology, and provincial policy changes among other factors. The review will result in recommendations for Council regarding whether the Imagination, Manufacturing, Innovation and Technology Development Grant and related Brownfield Remediation Tax Assistance Grant programs should continue, be modified or terminated.

The Economic and Community Development Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the General Manager of Shelter, Support and Housing Administration, to exercise any options to extend currently included in the existing lease and licence agreements for the properties identified in Attachment 1, Table 1 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, and on such other or amended terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, in consultation with the General Manager of Shelter, Support and Housing Administration, and in a form acceptable to the City Solicitor.

2. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the General Manager, Shelter, Support and Housing Administration, to negotiate and approve further lease / licence extensions in relation to any property identified in Attachment 1, Table 1 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, in a form satisfactory to the City Solicitor, provided that the proposed business terms for any such future lease / licence extensions generally reflect the terms and conditions contemplated for that property in Confidential Attachment 1 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, and on such other or amended terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, in consultation with the General Manager, Shelter, Support and Housing Administration, provided that required funding is available in an approved budget and that no such extension shall extend later than April 30, 2023 without securing further City Council approval.

3. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the General Manager of Shelter, Support and Housing Administration, to negotiate and settle the terms and amount of restoration costs, as may be required for any of the 13 leases and license agreements listed in Confidential Attachment 1 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, and on such other or amended terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, in consultation with the General Manager of Shelter, Support and Housing Administration, and in a form acceptable to the City Solicitor, provided that funding is available in an approved budget, subject to the instructions to staff for such costs, as set out in Confidential Attachment 1 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer.

4. City Council authorize the public release of Confidential Attachment 1 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, upon the expiration of the last agreement of the leased and / or licensed premises, as Confidential Attachment 1 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, contains instructions to be applied to negotiations carried on or to be carried on by or on behalf of the City of Toronto.

5. City Council authorize the General Manager, Shelter, Support and Housing Administration and/or the Executive Director, Corporate Real Estate Management to enter into the necessary amending agreements on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and / or Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor to increase the value and extend the term of the fifteen (15) existing non-competitive blanket contracts / purchase orders and five (5) existing competitive blanket contracts outlined in Attachment 1, Table 3, 4 and 5 to the report (March 14, 2022) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer.

6. City Council, in accordance with Section 195-8.5E of City of Toronto Municipal Code Chapter 195 (Purchasing), authorize the General Manager, Shelter, Support and Housing Administration to enter into and execute an agreement with the successful proponent below who has satisfied all requirements set out in Request for Proposal Document Number 3002340572 for the provision of short-term accommodations for shelter clients through the use of hotel / motel services for operated shelters, on terms and conditions set out in the Request for Proposal and satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor, as follows:

a. Kingston Residence Incorporated (formerly New Lido Incorporated) for an initial term of one year from the date of award in the amount of $1,000,000 excluding all taxes ($1,017,600 net of Harmonized Sales Tax recoveries), with the option to renew for four separate additional one-year periods in the amount of $1,000,000 each excluding all taxes ($1,017,600 net of Harmonized Sales Tax recoveries), for a total potential contract value of $5,000,000 excluding all taxes ($5,088,000 net of Harmonized Sales Tax recoveries)

7. City Council, in accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71 (Financial Control), authorize the Executive Director, Corporate Real Estate Management to enter into the necessary amending agreements on terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management,  and in a form satisfactory to the City Solicitor to increase the value, and extend the term, as outlined in Recommendations 7a and 7b below, of the following contracts:

a. Blanket Contract Number 47023936 with Star Security Inc. in the amount of $19,543,536 net of all taxes ($19,887,502 net of Harmonized Sales Tax Recoveries) for the provision of contracted security guard services, increasing and extending the contract value from $9,957,677 to $29,141,213 net of all taxes ($29,647,098 net of Harmonized Sales Tax Recoveries) for the period ending October 10, 2023;

b. Blanket Contract Number 47023937 with Garda Canada Security Corporation in the amount of $8,134,715 net of Harmonized Sales Tax ($8,277,886 net of Harmonized Sales Tax Recoveries) for the provision of contracted security guard services, increasing and extending the contract value from $6,255,564 to $14,390,279 net of all taxes ($14,643,548 net of Harmonized Sales Tax Recoveries) for the period ending October 10, 2023.

8. City Council authorize the General Manager, Shelter, Support and Housing Administration, to enter into grant agreements as needed with at least three non-profit organizations to provide temporary accommodation and related supports for approximately 750 refugee claimants outside of the base City’s emergency shelter system, with a total expenditure of up to $15,169,745, on such terms and conditions as are satisfactory to the General Manager, and in a form approved by the City Solicitor. 

9. City Council direct the General Manager, Shelter, Support and Housing Administration, to report back to Economic and Community Development Committee in the first quarter of 2023 with an update on phase 1 of the Shelter Transition and Relocation Plan outlined in this report and next steps for phase 2 of the plan in 2023.

10. City Council direct the General Manager, Shelter, Support and Housing Administration to amend the Toronto Shelter Standards Directive related to physical distancing to introduce safe, moderate increase of capacity in base shelter sites where feasible, while maintaining public health measures to reduce the spread of COVID-19.

11. City Council direct the General Manager, Shelter, Support and Housing Administration to update and implement changes to the Toronto Shelter Standards as needed to strengthen safety and quality in the shelter system with a lens on equity and inclusion.

12. City Council reiterate its requests to the Federal and Provincial Governments to:

a. continue to provide funding to deliver the COVID-19 response for people experiencing homelessness to allow for the implementation of the phased implementation of the transition plan while ensuring stabilization of the homelessness service system through to recovery;

b. provide ongoing and sustainable funding to ensure that appropriate primary health care, harm reduction, overdose prevention and mental health case management services are available to adequately support individuals who are homeless and implement the shelter health services framework to provide a coordinated and consistent approach to health services across the shelter system;

c. establish and implement an immediate federal and provincial intergovernmental strategy for large scale arrivals of refugee claimants to ensure appropriate supports are in place across Ontario, including reception programs and facilities outside of Toronto (especially near ports of entry), coordination to refer new arrivals across the province, and providing direct funding to refugee houses and refugee specific shelter providers in strategic locations across Ontario, including Toronto; and

d. recognize that permanent solutions to ending chronic homelessness are not possible without increased, long-term funding commitments and provide the capital and ongoing operating funding needed to meet the City of Toronto's supportive housing targets of 1,800 new supportive housing units every year for 10 years.

13. City Council direct the General Manager, Shelter, Support and Housing Administration to work with the Chief Technology Officer to post information:

1. In an open data format  on the City of Toronto Open Data portal for daily numbers of residents denied shelter at time of call (wrap-up code data) and how many people are denied shelter throughout the night (service queue data); and

2. On the City of Toronto website under the Housing and Homelessness Shelter Research and Reports “System Flow Data”.

The Director, Shelter, Support and Housing Administration gave a presentation on COVID-19 Shelter Transition and Relocation Plan Update.

This report provides an update on the COVID-19 Shelter Transition and Relocation Plan and outlines a phased workplan over the next 24 months. It requests the authorities required to implement this plan for 2022 and 2023, including the authority to enter into lease/licence extensions and agreements at emergency shelter program hotels and services to support those programs.

Over the past two years, the shelter system has undergone significant and dramatic transformation to respond to the unprecedented situation caused by the COVID-19 pandemic. These actions have undoubtedly saved the lives of people experiencing homelessness, some of the most vulnerable people in our community.

While many of the pandemic measures introduced in the broader community are now lifting as a result of the provincial re-opening plan, or are anticipated to change in the coming months, in high-risk congregate settings like emergency shelters, similar to Long-Term Care Homes, continued measures are still recommended and a cautious approach is needed both to ensure continued vigilance against any future resurgence of COVID-19 and to ensure that learning from the pandemic contributes to a stronger and more effective shelter system going forward.

The significant changes introduced within the shelter system to respond to the pandemic while maintaining capacity – including opening of 27 new shelter locations for physical distancing - were implemented over the past two years and are not possible to suddenly reverse overnight but will require a planned and gradual transition. The events of the past two years have also created significant resource and staffing capacity challenges across the sector, similar to those challenges facing many other sectors, and further change, while required as part of the transition, needs to ensure the homelessness sector is not further destabilized. For these reasons, the transition plan outlined in this report is recommended to be phased in over the next 24 months.

There are currently 27 temporary shelter sites supporting the City's emergency COVID-19 response, serving approximately 3,200 people nightly to support physical distancing and to provide spaces for people to move indoors from encampments. These temporary sites are now providing approximately 40% of the total spaces in the City's shelter system. Approval of the recommendations in this report will ensure that these critical emergency shelter spaces are available for those in need beyond April 30, 2022, while the phased transition plan is implemented.

Along with the need for a gradual transition from the temporary sites, this report is not recommending a full return to the pre-COVID situation in the shelter system. While many of the restrictions in the broader community are being lifted, within congregate living settings like shelters, continued measures to protect against the spread of COVID-19 and other diseases is needed to protect vulnerable people. A vision for the future of the shelter system, based on learning from the experience of the pandemic and building on the Shelter Design and Technical Guidelines and the housing-focused service model set out in the Homelessness Solutions Service Plan will guide this transition, and capitalize on the opportunity to shape a housing and equity focused recovery. Investments in new affordable and supportive homes through the 24-Month Housing and Homelessness Plan are a significant opportunity to provide better outcomes for people, and shift from emergency responses to more permanent solutions.

At the same time, the shelter system continues to face significant pressures. The anticipated number of new arrivals of refugee claimants may surpass what was seen in 2018 and 2019. Ongoing uncoordinated release of people from provincial institutions like correctional and health facilities without adequate housing plans in place contribute to these pressures. In addition, economic uncertainty, eviction rates and a continuing worsening in housing affordability are putting more people at risk of homelessness.

This report identifies a recommended approach to transition that includes six core components of work which are currently underway and form the basis for the transition workplan. The report seeks City Council approval to extend the use of  sites currently serving as temporary shelters for COVID-19 response that have lease or agreement end dates in 2022. Another 10 temporary shelter sites that have existing authorities will continue operating as needed in 2023 and beyond. As part of phase 1 of the transition plan over the next 12 months, up to five temporary sites will be decommissioned. Based on learning from the first phase, decommissioning more sites is planned for phase 2 in 2023. If current projections change, the timelines for the plan will be revisited.

As part of the first phase, key indicators will be monitored and tracked to measure shelter demand and progress in implementing the transition plan. As new supportive and affordable housing opportunities become available for people experiencing chronic homelessness, existing shelter capacity will be freed up to be used for its originally intended purpose of short-term, emergency shelter, and advancing the City's goal of ensuring homelessness is rare, brief and non-recurring.

Economic and Community Development Committee recommends that:

1. City Council direct that the current pilot project in Chapter 349, Animals, Section 349-4.1, Hens pilot program, be extended until March 31, 2023.

2. City Council direct the Executive Director, Municipal Licensing and Standards to conduct further consultation on the proposed changes for a permanent program outlined in Recommendations 1 to 3 in the report (March 10, 2022) from the Executive Director, Municipal Licensing and Standards, and to report back to the Economic and Community Development Committee in January 2023.

This report outlines findings from a final review of the UrbanHensTO backyard hens pilot program. The report recommends that the program be made permanent and expanded city-wide based on the successful results of the pilot. Overall, there have been no significant issues with the pilot program and complaints related to the pilot and hen keeping city-wide have been low. The program has provided benefits to participants such as access to fresh local eggs, educational opportunities related to food systems and urban agriculture, and has supported mental health, as noted by program participants.

There is public support for hen keeping among Toronto residents and the majority of stakeholders consulted support program expansion. Additional resources and enhanced registration requirements for hen owners (for example, annual flock registration and cost recovery fees, a pro-active site inspection, and required education) are recommended in this report. It is anticipated that the proposed additional requirements, in addition to the existing terms and conditions of the pilot program, will mitigate nuisance, public health, and animal welfare concerns related to expansion.

Expanding the program city-wide will increase equitable geographic access and allow more diverse neighbourhoods to participate. To further improve equitable access, staff are also recommending community hen keeping projects be considered on a case-by-case basis, in partnership with other City divisions and community organizations to help address individual cost barriers and allow residents without sufficient private outdoor space to participate in the program.

Toronto Municipal Code Chapter 349, Animals, currently prohibits animals in the order Galliformes (which includes hens), with the exception of hens registered under the UrbanHensTO pilot program. The UrbanHensTO pilot program began on March 2, 2018 and allows registered households to have up to four hens for the purposes of enjoyment and personal egg production; roosters are prohibited and hens cannot be raised as livestock to eat. The pilot program applies to four former City of Toronto wards (Wards 5, 13, 21, and 32). As a result of ward changes in 2018, the program currently applies to some parts of Wards 2, 3, 4, 8, 12, 14, and 19. Following City Council's decision in December 2020 to extend the pilot for one additional year, the pilot will expire on March 31, 2022.

City staff undertook a final review of the pilot program beginning in late fall 2021. The review included consultations with various City divisions as well as food policy and animal health and welfare stakeholders. Public opinion research and a public survey to solicit feedback on the future of the program were also conducted. Key considerations during the review included impacts on food security and food sovereignty, access to veterinary care, animal health and welfare, public health and nuisance, and equity impacts.

Staff recommend that bylaw amendments come into effect as of April 1, 2023 to implement the city-wide permanent backyard hen-keeping program, and that the current pilot program be extended until this date.

This report was developed in consultation with Toronto Public Health.

The Economic and Community Development Committee recommends that:

1. City Council amend Municipal Code Chapter 349 (Animals) to add the following as subsections 349-15C(3) and (4):

3. Where an officer has concluded that a dog was acting in self-defence and elected not to issue an order to comply under Subsection C(2), that dangerous act will not be counted when determining if a subsequent dangerous act is the second or subsequent on record with the City under Subsection B(3).

4. Where the Dangerous Dog Review Tribunal concludes that a dog was acting in self-defence at the time a dangerous act occurred and rescinded the determination of a dangerous dog on that basis, that dangerous act will not be counted when determining if a subsequent dangerous act is the second or subsequent on record with the City under Subsection B(3).

2. City Council direct the Executive Director, Municipal Licensing and Standards to revise the Dangerous Dog Order text, to note that Dog Owners should seek the permission of their Condominium Board in order to post the order on their unit door.

The Chair of the Dangerous Dog Review Tribunal must submit an annual report on the Tribunal's activities to the appropriate standing committee in accordance with its governance structure. Attached to this report is the Tribunal Chair's 2021 Annual Report.

The Tribunal is an adjudicative board and city and local board of the City of Toronto under the authority of the City of Toronto Act, 2006. Tribunal hearings are conducted in accordance with the Statutory Powers Procedure Act, 1990 and the Tribunal's rules of procedure. The Tribunal provides an independent consideration of appeals to Dangerous Dog Orders issued by Municipal Licensing and Standards under the authority of Section 349-15 of Toronto Municipal Code Chapter 349, Animals. The Tribunal has the authority to either confirm the dangerous dog designation or rescind the dangerous dog designation and exempt the owner from requirements of a Dangerous Dog Order.

In 2021, Municipal Licensing and Standards responded to 1,994 service requests related to a dog's potential dangerous act and issued 103 Dangerous Dog Orders. Twelve Dangerous Dog Orders were appealed to the Dangerous Dog Review Tribunal in 2021, with three Orders being rescinded by the Tribunal. The Tribunal also received eight Requests for Review of its earlier decisions and reheard four appeals, resulting in two Tribunal decisions being reversed.

This report also responds to the recommendations in the Chair's Annual Report to amend Chapter 349, Animals, to allow for the appeal of a first non-severe dangerous dog act that results in written warning, to not issue a Dangerous Dog Order when a dangerous dog act is found by the Tribunal to be in self-defence, and to allow the Dangerous Dog Review Tribunal to customize the conditions attached to a license as it sees fit when confirming an Order.

Staff are recommending an amendment to Chapter 349, Animals, to clarify the language around how dangerous dog acts determined to have been done in self-defence are counted when combined with a second or subsequent act. This amendment would specify that a dangerous act done in self-defence would not "count" against a dog when determining whether to issue a dangerous dog order if coupled with a subsequent dangerous act. This aligns with the Chair's second recommendation and will provide greater clarity to Animal Services staff should this situation arise.

Staff have reviewed the other recommendations made by the Chair and, at this time, do not recommend amending Chapter 349, Animals, to allow for the appeal of written warnings or customize the conditions of a Dangerous Dog Order as they would fundamentally change the scope and purpose of the Tribunal.

The Economic and Community Development Committee recommends that:

1. City Council adopt the Toronto Music Industry Strategy 2022-2026.

At its meeting on March 10, 2022, the Toronto Music Advisory Committee considered Item MA12.1 and made recommendation to City Council.

The Economic and Community Development Committee recommends that:

1. City Council request the Executive Director, Social Development, Finance and Administration, to engage and work with residents disproportionately impacted by food insecurity, poverty, and other inequities in our food system, and with community groups working to defend the food rights of their communities, to update Toronto's Food Charter and report back on revisions to Toronto's Food Charter with plans for implementation, accountability, and resourcing as part of the Toronto Poverty Reduction Strategy 2023-2026 Term Action Plan.

In 1976, Canada signed the United Nations Covenant on Social, Economic, and Cultural Rights, including "the right to be free from hunger." Unfortunately, hunger and food insecurity are still a daily challenge for too many Torontonians, who struggle to access affordable, nutritious, culturally-appropriate food. Two years of the COVID-19 pandemic have only worsened these challenges and highlighted the ways in which food insecurity is linked to injustice and inequity, including poverty and racism.

One in five households in Toronto are food insecure, and for Black and Indigenous households, that number is one in three. During the pandemic, calls to 211 for emergency food services increased 600%, and we experienced our City's highest month of demand ever for food bank assistance.

The status of food insecurity could be even worse, if not for the long history of organizing, advocacy, and action in our city. Toronto has been at the forefront of global work on urban food policy, establishing the Toronto Food Policy Council in 1991, and with the unanimous approval of Toronto's Food Charter by City Council in 2001. The Toronto Food Strategy, led by Toronto Public Health, was established in 2010. And when the pandemic struck, emergency support programs were rapidly rolled out including opening libraries to food banks and distributing food hampers to thousands of Toronto families in partnership with the Red Cross and United Way.

With the benefit of a world-leading vaccination rate, we can begin to turn our attention and collective resources more fully toward learning from the pandemic, addressing its effects on our communities, and planning for a stronger, healthier, more equitable city. City staff are currently working to create the Poverty Reduction Strategy 2023-2026 Term Action Plan, which is planned to incorporate the City's food security objectives, in coordination with the Black Food Sovereignty Plan and the Reconciliation Action Plan.

One critical piece to add to this work plan, as identified by organizations active on food policy and the right to food, including Food Share, is to update Toronto's Food Charter, which is now more than 20 years old. A renewed charter will be the foundation and guiding document to ensure that our collective actions are coordinated toward shared goals, and a measuring stick to be certain that we are seeing through our commitments with the necessary work and accomplishments.

This motion requests that City of Toronto staff update Toronto's Food Charter as an integral part of the ongoing work on the Toronto Poverty Reduction Strategy 2023-2026 Term Action Plan, starting fundamentally by engaging and working with residents and community groups working actively on these issues, and those who are disproportionately affected by food insecurity, poverty and other inequities in our food system. The new version of Toronto's Food Charter should include plans for implementation, mechanisms to ensure City Council's accountability, and resourcing to put these plans into effect.

A lot has changed in our City since the original charter was approved in 2001. Our population is 20 percent larger, our recognition of the necessity for serious work toward anti-racism and reconciliation has deepened, we have adopted new forms of communication and community, and we are recovering from a global pandemic unprecedented in living memory. It is time for Toronto's Food Charter to reflect the Toronto of 2022, for all of us.

The General Government and Licensing Committee recommends that:

1. City Council direct that Confidential Attachment 1 to the report (March 8, 2022) from the Chief Procurement Officer, the Chief Technology Officer and the City Solicitor, be released except for any portions which the City Solicitor determines must remain confidential.

This report responds back to General Government and Licensing Committee request for an update on the approach being taken to address the situation with Deloitte in connection with the award of the ServiceNow Subscription licenses as set out in GL28.6, "Award of Request for Quotation Document Number 2963148010 to Fully Managed Incorporated, for the Non-exclusive Supply of ServiceNow Cloud Subscription Services for Various Divisions".

The General Government and Licensing Committee recommends that:

1. City Council authorize the General Manager, Fleet Services to:

a. negotiate and enter into a non-competitive Agreement with Ford Motor Company of Canada Limited to obtain access to their network of dealers through the Ford Fleet Care program and Original Equipment Manufacturer parts discounts through their National Fleet Parts Pricing program; and

b. negotiate and enter into non-competitive Agreements with any individual Ford Motor Company of Canada Limited Dealers through the Ford Fleet Care program for procurement of proprietary Ford Original Equipment Manufacturer parts and services and Original Equipment Manufacturer parts discounts through the National Fleet Parts Pricing program;

on the following terms and conditions:

i. each Agreement shall be for an initial term of five (5) years from the date of award, with the option to extend the Agreements for one (1) optional extension term of five (5) years, with the extension of the Agreements being at the sole discretion of the General Manager, Fleet Services and subject to budget approval(s);  

ii. the cumulative contract price for all of the non-competitive Agreements with Ford Company of Canada Limited Dealers will be $19,453,203 net of Harmonized Sales Tax ($19,795,579 net of Harmonized Sales Tax recoveries) for the entire term, including extensions;

iii. on the condition that Ford Motor Company of Canada Limited continues to be the exclusive manufacturer and distributor of proprietary Original Equipment Manufacturer parts and services for Ford vehicles, and that access to Ford network of dealers is available through the Ford Fleet Care program; and

iv. each Agreement is on terms and conditions satisfactory to the General Manager, Fleet Services and in a form satisfactory to the City Solicitor.

The purpose of this report is to seek Council authority for the General Manager, Fleet Services to negotiate and enter into a non-competitive Agreement with Ford Motor Company of Canada Limited to obtain access to their network of dealers through their Ford Fleet Care program to supply and deliver proprietary Ford Original Equipment Manufacturer parts and services, and Original Equipment Manufacturer parts discounts through their National Fleet Part Pricing program, and negotiate and enter into non-competitive Agreements with any individual Ford authorized dealer under both the Ford Fleet Care program and National Fleet Part Pricing program.

The Agreement with Ford Motor Company of Canada Limited and the Agreements with the Ford Dealers will each be for a period of five (5) years commencing from the date of award, with the option to extend the Agreements for one (1) optional extension term of five (5) years, at the sole discretion of the City, and subject to budget approvals for a cumulative total amount of $19,453,203 net of Harmonized Sales Tax ($19,795,579 net of Harmonized Sales Tax recoveries), inclusive of the extension term for all of the Agreements.

Fleet Services estimates that by adopting this manufacturer-direct service delivery model with Ford Motor Company of Canada Limited, a cost avoidance of $290,539 can be realized over the ten (10) year period. This does not include cost avoidance from manufacturer-direct procurement for assets already in place or realizing internal cost process savings from reduced procurement activities and payment efficiencies. 

City Council approval is required in accordance with Municipal Code Chapter 195-Purchasing, where the current request exceeds the Chief Purchasing Official's authority of the cumulative five (5) year commitment for each vendor, under Article 7, Section 195-7.3 (D) of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code Chapter 71-Financial Control, Section 71-11A.

The General Government and Licensing Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, to continue negotiations to acquire the Project Requirements as set out in Appendix A to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management and as illustrated on the property sketch attached as Appendix B to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management, and as Approving Authority, authorize the initiation of expropriation proceedings for the Project Requirements for the purposes of expanding the Bloor-Yonge interchange station as part of the Bloor-Yonge Capacity Improvement project.

2. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, to serve and publish the Notices of Application for Approval to Expropriate Land for the Project Requirements, to forward to the Ontario Land Tribunal any requests for hearings received, to attend the hearing(s) to present the City's position, and to report the Ontario Land Tribunal's recommendations to City Council for its consideration.

This report seeks authority to initiate expropriation proceedings for fee simple and temporary easement takings from both freehold and leasehold properties located in the properties municipally known as 2 Bloor Street East and 90 Bloor Street East (the "Project Requirements"), for the purposes of expanding the Bloor-Yonge interchange station as part of the Toronto Transit Commission Bloor-Yonge Capacity Improvement project.

This is Stage 1 of the expropriation process. Should City Council adopt the recommendations in this report, staff may serve and publish the Notice of Application for Approval to Expropriate on each registered owner. Owners, as defined in the Expropriations Act, will have 30 days to request a hearing into whether the City's proposed taking is fair, sound and reasonably necessary.

Staff will report back to City Council with a Stage 2 report, providing details on property values and other costs, and if a hearing is requested, the report of the Ontario Land Tribunal. The proposed expropriation would only be effected, after adoption by City Council, as Approving Authority, of the Stage 2 report, by registration of an expropriation plan, which would then be followed by the service of notices as required by the Act.

Before the City could take possession of the expropriated property, offers of compensation based on appraisal reports must be served on each registered owner.

The General Government and Licensing Committee recommends that:  

1. City Council, as the Approving Authority under the Expropriations Act, approve the expropriation of the property municipally known as 37 Norton Avenue as set out in Appendix A to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management, and identified as Part 1 on Reference Plan Number 66R-32140, attached as Appendix B to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management, for the purposes of expanding the John McKenzie Parkette.

2. City Council authorize the City of Toronto, as the Expropriating Authority under the Expropriations Act, to take all necessary steps to comply with the Expropriations Act, including but not limited to, the preparation and registration of an Expropriation Plan and the service of Notices of Expropriation, Notices of Election and Notices of Possession.

3. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, to prepare and serve Offers of Compensation in accordance with the requirements of the Expropriations Act.

4. City Council authorize the public release of the confidential information contained in Confidential Attachment 1 to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management, once there has been a final determination of all claims for compensation payable to the property owners to the satisfaction of the City Solicitor.

This report seeks: (i) Approval from City Council as Approving Authority under the Expropriations Act, to expropriate a fee simple interest in the property municipally known as 37 Norton Avenue (the "Property"); (ii) Approval for the City, as Expropriating Authority under the Expropriations Act, to serve associated notices and make statutory Offers of Compensation in accordance with the Expropriations Act.

City Council previously authorized the initiation of expropriation proceedings for the Property for the purposes of expanding the John McKenzie Parkette at its meeting on April 7 and 8, 2021.

The Property is required to expand parkland in the area through the expansion of the John McKenzie Parkette (the "Project"). The area surrounding the John McKenzie Parkette is designated as an area of parkland need within the Parkland Strategy, taking into account low parkland provision, but also high growth and a higher percentage of low-income households.

This report relates to the second stage of the expropriation process. During the first stage and in accordance with the Expropriations Act, Notices of Application for Approval to Expropriate were served on all applicable "registered owners", who had 30 days to request an inquiry into whether the proposed taking is fair, sound, and reasonably necessary. No requests were received within the 30 day period ending on January 24, 2022 and City Council may now approve the expropriation by this Stage 2 report. If authorized, the Expropriation Plans will be registered and associated notices served. Statutory Offers of Compensation must be served prior to the City taking possession of the expropriated properties.

The General Government and Licensing Committee recommends that:

1. City Council, as Approving Authority under the Expropriations Act, approve the expropriation of the required fee simple interest in part of the property municipally known as 5791-5793 Yonge Street as set out in the Reference Plan attached as Appendix B to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management, (the "Required Property Interest") for the purposes of constructing a public street connecting Cummer Avenue to Yonge Street.

2. City Council authorize the City of Toronto, as Expropriating Authority under the Expropriations Act, to take all steps necessary to comply with the Expropriations Act, including but not limited to, the preparation and registration of an Expropriation Plan and if the settlement agreement is not executed, service of the Notices of Expropriation, Notices of Election and Notices of Possession.

3. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, to prepare and serve Offers of Compensation in accordance with the requirements of the Expropriations Act, if the settlement agreement is not executed.

On November 9th, 2021, City Council authorized the initiation of expropriation proceedings for two property interests: one temporary easement in part of the property known municipally as 5795 Yonge Street, and; one fee simple interest in part of the property municipally known as 5791-5793 Yonge Street (the "Property Interests") for the purposes of Transportation Services' construction of a future public street connecting Cummer Avenue to Yonge Street (the "Project").

Since then, a negotiated agreement has been reached regarding the temporary easement in part of the property known municipally as 5795 Yonge Street belonging to Toronto Standard Condominium Corporation 805.

This report relates to the second stage of the expropriation process with respect to a fee simple interest in part of the property known municipally as 5791-5793 Yonge Street (the "Required Property Interest"). In accordance with the Expropriations Act, Notices of Application for Approval to Expropriate were served on all applicable "registered owners", who had 30 days to request an inquiry into whether the proposed taking is fair, sound, and reasonably necessary. No requests were received and City Council may now approve the expropriation by this Stage 2 report. An expropriation settlement release agreement has been achieved, which expedites the expropriation, and once authorized by Council, an expropriation plan will be registered and the City will pay settlements to the owners and take possession of the property.

This Stage 2 expropriation report includes details on the costs, based on the settlement achieved, and requests City Council to approve the subject expropriation as approving authority under the Expropriations Act and enact an expropriation by-law.

The General Government and Licensing Committee recommends that:

1. City Council direct that the properties listed in Attachment 1 to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management, and per the recommended direction as identified in Attachment 1, either be used as a municipal parking facility and designated as a municipal parking facility to be managed by the Toronto Parking Authority or be de-designated as a municipal parking facility and cease to be managed by the Toronto Parking Authority.

2. City Council amend City of Toronto Municipal Code Chapter 950, Traffic and Parking, Schedule XXXIV: Municipal Parking Facilities, generally as described in Attachment 1 to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management.

3. City Council direct that the carpark named Carl Hall (Carpark 425) located at 40 Carl Hall Road, upon being acquired, be used for municipal parking purposes, managed by the Toronto Parking Authority, and inserted into Schedule XXXIV: Municipal Parking Facilities to City of Toronto Municipal Code Chapter 950, Traffic and Parking.

4. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor or by the Executive Director, Corporate Real Estate Management, in order to give effect to Recommendations 1 to 3 inclusive, above.

5. City Council authorize and direct the appropriate City Officials to execute all documents and take the necessary actions to give effect to Council's decision.

6. City Council forward this report from the Executive Director, Corporate Real Estate Management to the Board of Directors of Toronto Parking Authority for their information.

This report serves as a housekeeping report concerning necessary amendments to Chapter 950 to designate and de-designate various City properties as a Municipal Parking Facility, and to implement previous Council decisions concerning these properties. City Council authority is required to amend City of Toronto Municipal Code Chapter 950, Traffic and Parking, Schedule XXXIV: Municipal Parking Facilities with respect to designating 14 new carpark locations as a Municipal Parking Facility and to de-designate 18 locations, either proposed or previously approved by City Council.

City Council authority is required in order to assign the Toronto Parking Authority responsibility for operating, as well as terminating a specific City property as a Municipal Parking Facility.

All parking lots operated by the Toronto Parking Authority as a Municipal Parking Facility are designated as such and added to Chapter 950, specifically Schedule XXXIV: Municipal Parking Facilities, for the duration that Toronto Parking Authority operates these properties.

The General Government and Licensing Committee recommend that:

1. City Council authorize the City, as landlord, to enter into the Lease with the Tenant for the building located at the Leased Premises substantially on the terms and conditions set out in Attachment 1 to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management and the Interim General Manager, Economic Development and Culture, generally in keeping with the Community Space Tenancy Policy, except as specifically set out in Attachment 1 to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management and the Interim General Manager, Economic Development and Culture and on such other or amended terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, or their designate, in consultation with the Interim General Manager, Economic Development and Culture, and in a form acceptable to the City Solicitor.

2. City Council authorize each of the Executive Director, Corporate Real Estate Management, and the Director, Transaction Services, Corporate Real Estate Management severally to execute the Lease, and any related documents on behalf of the City.

3. City Council authorize the City Solicitor to complete the Lease transaction on behalf of the City, including amending the commencement date of the Lease and other dates, and amending terms and conditions, on such terms as the City Solicitor deems advisable.

4. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, in consultation with the Interim General Manager, Economic Development and Culture, to administer and manage the Lease including the provision of any amendments, consents, approvals, waivers, notices, and notices of termination, provided that the Executive Director, Corporate Real Estate Management may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

5. City Council direct the Interim General Manager, Economic Development and Culture, in consultation with the Executive Director, Corporate Real Estate Management, to prioritize efforts to support the Tenant to identify a future leased premises on completion of the Term, provided that the Tenant has remained in good standing under the Lease throughout the Term.

The purpose of this report is to obtain Council authority for the City to enter into a nominal lease agreement for a two-year term (the "Lease") with the not-for-profit music organization It’s Ok Community Arts (the "Tenant" operating as "It's OK*") for use of the property located at 468 Queen Street West (the "Leased Premises") for the purpose of providing emerging musicians and grassroots music organizations a hub for rehearsal, talent development, and presentation with ancillary administrative uses. The Leased Premises was acquired by the City in late 2021 for the purpose of creating a future City public park. The proposed Lease will allow for an interim use of the property until the City is ready to proceed with development of the new park. The new park, including 468 Queen Street West, 464-466 Queen Street West and a portion of 15 Denison Avenue, will be developed at the conclusion of the Lease in 2024.

The Tenant is a not-for-profit organization that works with Black, Indigenous, and racialized musicians, promoters and presenters to develop talent and capacity. The term of the Lease is less than five years, making the space incongruous with the City's Community Space Tenancy program.

The General Government and Licensing Committee recommend that:

1. City Council authorize the re-assignment of the delivery of the new Etobicoke Civic Centre project from CreateTO to Corporate Real Estate Management and authorize the Executive Director, Corporate Real Estate Management to enter into the following contracts for the remaining balance amounts, on terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor:

a. Adamson Associates Architects, Henning Larsen Architects and PMA Landscape Architects in the amount of $14,000,000, net of all taxes ($14,246,400 net of Harmonized Sales Tax Recoveries);

b. Finnegan Marshall Incorporated in the amount of $42,746, net of all taxes ($43,498 net of Harmonized Sales Tax Recoveries); and

c. Mills & Mills Consulting Services in the amount of $47,053, net of all taxes ($47,881 net of Harmonized Sales Tax Recoveries).

2. City Council authorize the Executive Director, Corporate Real Estate Management, to enter into an agreement valued at $6,636,600 net of all taxes ($6,753,404 net of Harmonized Sales Tax Recoveries) with Enwave Energy Corporation in order to facilitate the design of a district energy plant, as well as the design and construction of the below grade geothermal boreholes needed to service the Etobicoke Civic Centre Precinct, based on the major terms outlined in Attachment 1 to the report (March 8, 2022) from the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, Purchasing and Materials Management, as may be satisfactory to the Deputy City Manager, Corporate Services.

The purpose of this report is to seek authority from City Council to re-assign ownership of the delivery of the new Etobicoke Civic Centre project (the Project), including all relevant consulting service agreements from CreateTO to Corporate Real Estate Management. The Project has been under the leadership of CreateTO, the City agency established by the City to manage its real estate portfolio within the new City-wide real estate service delivery model, in conjunction with Corporate Real Estate Management.

In 2017, CreateTO was granted authority by City Council to award the design consulting contract for the new Etobicoke Civic Centre to Adamson Associates Architects, Henning Larsen Architects and PMA Landscape Architects (Adamsons), as well as several other project contracts, including the cost consultant Finnegan Marshall Incorporated and the Indigenous recruitment consultant for public art Mills & Mills Consulting Services. As the Project transitions under management of Corporate Real Estate Management, these contracts, valued collectively at $14,089,799 net of all taxes, will need to be re-assigned from CreateTO to Corporate Real Estate Management.

The Project includes the construction of a low-carbon geothermal district energy plant within the below grade structure of the building, which will provide heating and cooling to the new Etobicoke Civic Centre Precinct. In order to progress with the necessary construction documents of the district energy plant, and as this work is re-assigned from CreateTO to Corporate Real Estate Management, a letter of guarantee valued at $6,636,600 net of all taxes is required to be executed with Enwave Energy Corporation ("Enwave").

The re-assignment of the Project and its corresponding agreements from CreateTO to Corporate Real Estate Management is part of the agreed upon project plan between CreateTO and Corporate Real Estate Management to ensure continuation of the Project.  Funding is included in the Council approved 2022-2031 Capital Budget for Corporate Real Estate Management. The re-assignment will not result in an increase in the overall approved budget and will have no financial impact on the project.

The General Government and Licensing Committee recommends that:

1. City Council direct that Confidential Attachments 1, 2 and 3 to the report (March 8, 2022) from the Chief Information Security Officer remain confidential in their entirety, as they involve the security of property belonging to the City of Toronto.

2. City Council direct the Board of any City Agency or Corporation that has not yet submitted a submission under the Confirmation Program described in Confidential Attachment 2 to the report (March 8, 2022) from the Chief Information Security Officer, to take immediate action submit their submission to the Chief Information Security Officer.

3. City Council direct the Board of any City Agency or Corporation that has not yet submitted a remediation plan under the Confirmation Program described in Confidential Attachment 2 to the report (March 8, 2022) from the Chief Information Security Officer, to take immediate action submit their remediation plan to the Chief Information Security Officer.

4. City Council direct the Chief Information Security Officer to report to the April 29, 2022 meeting of General Government and Licensing Committee on any City Agency or Corporation that has not yet submitted a remediation plan under the Confirmation Program described in Confidential Attachment 2 to the report (March 8, 2022) from the Chief Information Security Officer.

5. City Council direct the City Manager to ensure that the heads of any City Agency or Corporation that has not submitted a remediation plan under the Confirmation Program described in Confidential Attachment 2 to the report (March 8, 2022) from the Chief Information Security Officer, are available at the April 29, 2022 meeting of General Government and Licensing Committee to answer questions of staff on this item.

6. City Council direct the Chief Information Security Officer to report, on an exception basis, the details any City Agency or Corporation that is not adhering to their 30, 60 or 90 day remediation plans, to the April 29, 2022, June 7, 2022 and July 4, 2022 General Government and Licensing Committee meeting.

The General Government and Licensing Committee directed the City Manager to ensure that the heads of any City Agency or Corporation that has not yet submitted a submission under the Confirmation Program described in Confidential Attachment 2 to the report (March 8, 2022) from the Chief Information Security Officer, are available at the April 6 and 7, 2022 meeting of City Council to answer questions of staff on this item.

The purpose of this report is to present the biannual report to the General Government and Licensing Committee on the City-wide cyber security program, including an update on the cyber security confirmation program underway with City divisions, agencies and corporations, and to report back on the City's response to the Log4j cybersecurity threat.

This report contains three confidential attachments from the Office of the Chief Information Security Officer:

Attachment 1 The City's Cyber Health describes the City's cyber health as seen from three lenses: cyber resilience, cyber maturity, and cyber awareness.

Further, these attachments provide details on:

a.  Overall cyber health of the organization, the progress made in the past six month and the benefits/efficiencies achieved as a result of the Cyber program implementation, including embedding "cybersecurity by design" principles to support the City's modernization efforts;

b.  The status of all outstanding audit recommendations that have not been implemented to date, including any increase to the City's cybersecurity risk profile

c.  Additional supports required to address cybersecurity risks in an expedited manner.

Subsequent reports to the General Government and Licensing Committee will include updates on the following:

- Projects, initiatives, procurement, and operations where cybersecurity requirements or directives were not included in the process

The attachments also include highlights of the progress the Office of the Chief Information Security Officer has made, in collaboration with Technology Services Division and the City's critical infrastructure Divisions, in embedding cyber security risk management practices in their projects, initiatives, procurement, and operations.

Attachment 2 Status of the Confirmation Program describes the status of the confirmation program in the first quarter of 2022, including rates of compliance, remediation plans and strategies to reduce risk and ensure corporate compliance.

Attachment 3 LOG4J Update describes the situation, sequence of action, incident response and reporting steps taken and the current status of the "Log4j" threat to the City, its agencies, boards and commissions.

The General Government and Licensing Committee recommends that:

1. City Council amend Municipal Code Chapter 217, Records, Corporate (City) by establishing a new records retention schedule for email set out in Attachment 1 to the report (March 8, 2022) from the City Clerk.

The purpose of this report is to amend the City's records retention by-law support of the City's transition to digital recordkeeping by establishing a new records retention schedule specifically for email, which would prevail over any other retention schedule.

The General Government and Licensing Committee recommends that:

1. City Council receive the report (March 4, 2022) from the General Manager, Toronto Water and the Chief Procurement Officer, Purchasing and Materials Management for information.

The purpose of this report is to advise Toronto City Council, pursuant to Chapter 195 of the Toronto Municipal Code (Purchasing By-law, Section 195-7.4), of a non-competitive contract with AECOM Canada Limited (AECOM) for engineering design services and contract administration related to emergency repairs to the East Don Sanitary Trunk Sewer and the Highland Creek Sanitary Trunk Sewer in the amount of $650,000 inclusive of contingency and net of all applicable taxes and charges ($661,440 net of Harmonized Sales Tax recoveries).

In addition, the issuance of an amendment to Purchase Order Number 6045596 issued to Capital Sewer Services Incorporated for the provision of the Full Length Trenchless Rehabilitation of Existing Gravity Sewers - Various Locations within Toronto (Citywide), for unanticipated additional emergency construction services (Purchase Order Amendment) required beyond the existing base scope under the City's contract with Capital Sewer Services Incorporated (Capital Sewer Services Incorporated Contract), by an additional amount of $3,000,000 net of all applicable taxes and charges ($3,052,800 net of Harmonized Sales Tax recoveries).

The issuance of this AECOM Contract and the Purchase Order Amendment under the Capital Sewer Services Incorporated Contract was a matter of urgency.  The damage to the trunk sewers indicated a high probability of complete failure potentially resulting in sewage spilling into the Don River (16 million litres per day) and Highland Creek (43 million litres per day). To avoid risk of a health and safety hazard to the public and to maintain the City's sewers in accordance with legislative requirements, these critical repairs are necessary to maintain the integrity of these vital sewers without delay.

Both damaged trunk sewers were deemed emergencies by the General Manager of Toronto Water, under Chapter 195-7.1(G) of the Municipal Code. In consultation with the Purchasing and Materials Management Division, this emergency procurement could not be reported to the General Government and Licensing Committee and Council in the required timeframe.  Reporting back to City Council is required in accordance with Municipal Code Chapter 195, Purchasing, where the potential value of the non-competitive contract exceeds $500,000 as per Article 7, Section 195-7.4(B) of the Purchasing By-law.

Infrastructure and Environment Committee recommends that:

1. City Council authorize the General Manager, Toronto Water, to negotiate and enter into a non-competitive contract with Alfa Laval Incorporated (Alfa Laval) for the continued supply of proprietary parts required for the maintenance of centrifuges installed at various City wastewater and water treatment plants, on the following terms and conditions:

a.  The initial term of the contract be from the date the contract is issued to March 31, 2023, and include the option to renew for six (6) additional separate one (1) year periods, at the sole discretion of the City and subject to budget approvals, for the total amount over seven (7) years of $5,346,254 net of Harmonized Sales Tax ($5,440,348 net of Harmonized Sales Tax recoveries);

b.  Alfa Laval continues to be the manufacturer or exclusive distributor of the parts; and

c.  Conditional upon such other terms and conditions that are satisfactory to the General Manager, Toronto Water, and in a form satisfactory to the City Solicitor.

2. City Council authorize the General Manager, Toronto Water, to negotiate and enter into a non-competitive contract with Pro Aqua, Incorporated (Pro Aqua) for the continued supply of proprietary parts required for the maintenance of equipment installed at various City wastewater treatment plants, on the following terms and conditions:

a. The initial term of the contract be from the date the contract is issued to March 31, 2023, and include the option to renew for six (6) additional separate one (1) year periods, at the sole discretion of the City and subject to budget approvals, for the total amount over seven (7) years of $6,551,044 net of Harmonized Sales Tax ($6,666,342 net of Harmonized Sales Tax recoveries);

b. Pro Aqua continues to be the exclusive distributor of the parts; and

c. Conditional upon such other terms and conditions that are satisfactory to the General Manager, Toronto Water and in a form satisfactory to the City Solicitor.

3. City Council authorize the General Manager, Toronto Water, to negotiate and enter into a non-competitive contract with the Veolia Water Technologies Canada Incorporated (Veolia Water Technologies) for the continued supply of proprietary parts required for the maintenance of equipment installed at various City wastewater treatment plants, on the following terms and conditions:

a. The initial term of the contract be from the date the contract is issued to March 31, 2023, and include the option to renew for six (6) additional separate one (1) year periods, at the sole discretion of the City and subject to budget approvals, for the total amount over seven (7) years of $414,146 net of Harmonized Sales Tax ($421,435 net of Harmonized Sales Tax recoveries);

b. Veolia Water Technologies continues to be the manufacturer or exclusive distributor of the parts; and

c. Conditional upon such other terms and conditions that are satisfactory to the General Manager, Toronto Water, and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority for the General Manager, Toronto Water, to negotiate and enter into three (3) non-competitive contracts with each of Alfa Laval Incorporated, Pro Aqua, Incorporated, and Veolia Water Technologies Canada Incorporated. These contracts will be for the supply of proprietary parts and supplies required for the maintenance of City wastewater and water treatment process equipment installed at the various plants. The initial term of these contracts will be from the date the contracts are issued to March 31, 2023, with the option to renew for six (6) additional one (1) year periods, at the sole discretion of the City and subject to budget approvals, for the total amount of $12,311,444, net of Harmonized Sales Tax (Harmonized Sales Tax) ($12,528,126 net of Harmonized Sales Tax recoveries).

City Council approval is required in accordance with Toronto Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment for each vendor under Article 7, Non-competitive or Limited solicitations, Section 195-7.3(D) of the Purchasing By-law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per Toronto Municipal Code Chapter 71, Financial Control, Section 71-11A.

The Infrastructure and Environment Committee recommends that:

1. City Council authorize the General Manager, Parks, Forestry and Recreation, to accept a donation valued at up to $0.100 million from The Garden Club of Toronto, to provide financial support for the Children's Conservatory Teaching Garden revitalization project at Allan Gardens, in compliance with the Donations to the City of Toronto for Community Benefits Policy.

2. City Council authorize the General Manager, Parks, Forestry and Recreation, to negotiate and sign on behalf of the City a donor agreement with The Garden Club of Toronto, outlining the agreed-upon uses of the donated funds and donor recognition, on terms and conditions satisfactory to the General Manager, Parks Forestry and Recreation and in a form satisfactory to the City Solicitor.

3. City Council approve an amendment to the Parks, Forestry and Recreation's 2022-2031 Council Approved Capital Budget and Plan for the Parks Plan sub-project, in the Parks Development project, in the amount of $0.100 million, by increasing the total project cost and future year cash flow commitments in 2023 funded from The Garden Club of Toronto donation, for the purpose of the Allan Gardens Teaching Garden.

The purpose of this report is to seek approval from City Council to accept a donation and enter into a donor agreement with The Garden Club of Toronto, a registered charity, for renovations to the Allan Gardens Children's Conservatory Teaching Garden, a City-owned facility in Allan Gardens.  Parks, Forestry and Recreation's 2022-2031 Council Approved Capital Budget and Plan includes $0.250 million in debt funding in 2022 for renovations to the Allan Gardens Children's Conservatory Teaching Garden within the Parks Plan sub-project in the Park Development project.  Authority from Council is required to amend the approved 2022-2031 Capital Budget and Plan by increasing the total project cost by $0.100 million with future year cash flow commitments in 2023, funded from the donation for this project.

The Infrastructure and Environment Committee recommends that:

1. City Council authorize the installation of Bartlett-Havelock-Gladstone Cycling Connections project and all required Chapter 886, 903, 910, 925, and 950 by-law amendments on the following sections of roadway, as generally described in Revised Attachment 2, attached to motion 4a by Chair McKelvie:

a. Bartlett Avenue (Davenport Road to Bloor Street West);

b. Bloor Street West (Bartlett Avenue to Havelock Street);

c. Havelock Street (Bloor Street West to Sylvan Avenue);

d. Lindsey Avenue (Havelock Street to Gladstone Avenue); 

e.  Gladstone Avenue (Sylvan Avenue to College Street).

2. City Council authorize the installation of College Street West Upgrades project between Manning Avenue and Bay Street and all required Chapter 886, 910, and 950 by-law amendments, as generally described in Attachment 3 - College Street Upgrades By-Laws.

3. City Council request the General Manager, Transportation Services to review and develop, during the future feasibility analysis and design phases of College Street, on the following elements:

a. design solutions to install raised sidewalks across all side streets not completed by the College Street Upgrade project;

b. the creation of a street vision emerging from a robust, transparent collaborative process including incorporating environmental improvements and greening initiatives outlined in the HVRA and PARA Green Plans, including engaging the Forestry division for possible opportunities for tree planting and permeable surfaces on street flankages wherever possible, and;

c. the development of a working group with key stakeholders including area residents.

4. City Council request the General Manager, Transportation Services to establish metrics and commence data collection on safety of all road users, and impacts to motor vehicle traffic following the completion of construction of the College Street Upgrades project and provide an update to stakeholders and the public 12 months after construction completion.

5. City Council request the General Manager, Transportation Services to conduct a safety analysis of Bathurst Street and College Street, and Spadina Avenue and College intersections to update pavement markings, signage and other infrastructure to support safer travel and include in the current College Street Upgrade project.

6. City Council request the General Manager, Transportation Services to facilitate the CaféTO applications in 2023 and engage with applicants between Manning Avenue and Spadina Avenue to identify contiguous CaféTO applications and the potential use of the raised cycle tracks adjacent to the sidewalk.

7. City Council authorize the installation of Douro-Wellington Cycling Connections project and all required Chapter 886, 910, 925, and 950 by-law amendments, on the following sections of roadway, as generally described in Attachment 4 - Douro-Wellington Cycling Connections By-Laws:

a. Bathurst Street (Front Street West to Richmond Street West);

b. Clarence Square (Spadina Avenue to Wellington Street West);

c. Douro Street (King Street West to Strachan Avenue);

d. Wellington Street West (Strachan Avenue to Blue Jays Way).

8. City Council authorize the installation of Knox Avenue Cycling Connections project between Eastern Avenue and Lake Shore Boulevard East and all required Chapter 886, and 950 by-law amendments, as generally described in Attachment 5 - Knox Avenue Cycling Connections By-Laws.

9. City Council authorize the installation of Sentinel Road Safety Improvements project and all required Chapter 886 and 950 by-law amendments, on the following sections of roadway, as generally described in Attachment 6 - Sentinel Road Safety Improvements By-Laws:

a. Dovehouse Avenue (Sentinel Road and Keele Street);

b. Grandravine Drive (a point 75 metres west of Sentinel Road and a point 40 metres east of Sentinel Road);

c. Sentinel Road (Lamberton Boulevard and Sheppard Avenue West); 

d. Sheppard Avenue West (Sunfield Road and a point 100 metres east of Sentinel Road). 

10. City Council request the General Manager, Transportation Services to, as part of the next Near-Term Cycling Network Plan Update, review opportunities for a connection along the south side of Sheppard Avenue West from Sunfield Road and up to the east terminus of the future multi-use trail being secured along the public right of way as part of the development application at 1629 Sheppard Avenue West.

11. City Council request the General Manager, Transportation Services to report to the next meeting of the Infrastructure and Environment Committee on the a plan for extending the Sentinel Road Safety Improvements project identified in Recommendation 5, north to Finch Avenue, and subsequently to Pond Road as a second phase.

12. City Council authorize the installation of Sheppard-Willowdale Road Resurfacing Opportunities project and all required Chapter 886, 910, and 950 by-law amendments on the following sections of roadway, as generally described in Attachment 7 - Sheppard-Willowdale Road Resurfacing By-Laws:

a. Hollywood Avenue (Willowdale Avenue and Longmore Street);

b. Greenfield Avenue (Willowdale Avenue and Wilfred Avenue);

c. Sheppard Avenue East (Bonnington Place and Clairtrell Road);

d. Willowdale Avenue (Empress Avenue and a point 40 metres south of Sheppard Avenue East).

13. City Council authorize the installation of Steeles Avenue Complete Street project between Kennedy Road and a point 150 metres east of McCowan Road and all required Chapter 886 by-laws amendments, as generally described in Attachment 8 - Steeles Avenue Complete Street By-Laws.

14. City Council authorize the installation of The Queensway Complete Street project and all required Chapter 886, 910 and 950 by-law amendments  on the following sections of roadway, as generally described in Attachment 9 - The Queensway Complete Street By-Laws:

a. Grand Avenue (The Queensway and a point 23 metres south);

b. High Street (The Queensway and Whitworth Avenue);

b. Park Lawn Road (Ringley Avenue and Lake Shore Boulevard West);

c. Stephen Drive (Ringley Avenue and The Queensway);

d. The Queensway (Burma Drive and a point 657 metres east of High Street); 

e. Woodford Park Road (The Queensway and a point 39 metres north).

15. City Council authorize the installation of a traffic control signal at the intersection of Bartlett Avenue and Davenport Road.

16. Subject to approval of and in conjunction with the installation of traffic control signals at Bartlett Avenue and Davenport Road identified in Recommendation 9 above, City Council authorize removal of the pedestrian crossover at Salem Avenue and Davenport Road.

17. City Council authorize the installation of a traffic control signal at the intersection of Bartlett Avenue and Dupont Street.

18. Subject to approval of and in conjunction with the installation of traffic control signals at Bartlett Avenue and Dupont Street identified in Recommendation 11 above, City Council authorize removal of the pedestrian crossover at Bartlett Avenue and Dupont Street.

19. City Council authorize the reduction of the speed limit from 40 kilometres per hour to 30 kilometres per hour on Wellington Street West between Bathurst Street and Portland Street.

20. City Council authorize the reduction of the speed limit from 60 kilometres per hour to 50 kilometres per hour on Steeles Avenue East between Brimley Road and McCowan Road

21. City Council amend cycling, traffic and parking regulations required in Chapter 886, Chapter 910 and Chapter 950, as generally described in Attachment 10 - Technical Amendments, for the Danforth Avenue cycle tracks, Oakwood Cycling Connections project and Davenport Road upgrades project, Bloor Street West cycle tracks, and The Esplanade cycle tracks previously approved by City Council are enacted in phases aligned with the timing of implementation of the appropriate segments of the respective projects over 2022 - 2023 and by-law accuracy.

22. City Council authorize the continuation of the temporary ActiveTO 2021 Cycling Network Expansion Projects listed below to July 31, 2023, inclusive, in order to provide sufficient time for Transportation Services to undertake additional data collection, monitoring evaluation and report back with recommendations to Infrastructure and Environment Committee and Council prior to July 31, 2023 regarding these projects:

a. Bayview Avenue:  River Street to Front Street East (multi-use trail, Ward 13); and

b. Yonge Street:  Davisville Avenue to 100 m south of Bloor Street (cycle tracks, Ward 11 and 12);

and request City staff to examine all intersections along the ActiveTO Midtown pilot project for the implementation of dedicated turn lanes and implement as soon as possible, in coordination with CaféTO.

23. City Council amend the various delegated authorities of the General Manager, Transportation Services, as adopted by City Council on April 7, 2021 in Item IE 20.12 - ActiveTO Lessons Learned from 2020 and Next Steps for 2021, which are currently in effect until April 30, 2022 to remain in effect until July 31, 2023, inclusive.

24. City Council authorize the appropriate City Officials to submit directly to City Council at the appropriate time any necessary Bills to amend the appropriate City of Toronto Municipal Code Chapter, and any Schedules to the Code, to reinstate the traffic and parking regulations to what they were immediately prior to the By-law amendments made in connection with the IE 20.12 report (March 9, 2021) from the General Manager, Transportation Services.

25. City Council authorize and direct the appropriate City Officials to take the necessary action to give effect to City Council's decision, including the introduction in Council of any and all Bills that may be required.

Infrastructure and Environment Committee requested the General Manager, Transportation Services to work with the Chief Executive Officer, Toronto Transit Commission, to compile all available data related to regular bus service and shuttle-bus service on Yonge Street during planned and unplanned Line 1 closures pre- and post-implementation of the ActiveTO Midtown Yonge Street Cycling Network Expansion project, and any other transit impacts, and to report directly to the April 6 and 7, 2022 meeting of City Council.

The Cycling Network Plan and the associated Near Term Implementation Plan, adopted by City Council in December 2021 seeks to build on the existing network of cycling routes to Connect gaps in the current network, Grow the network into new parts of the city, and Renew existing parts of the network to improve safety. This report recommends a number of bikeway projects that are proposed to be installed in the near term (2022 to 2024) for which design and consultation have been completed.

This report seeks Council authority to install 10 centreline kilometres of new bikeways on the following streets:

- Bartlett Avenue, Havelock Street, Gladstone Avenue and Lindsey Avenue: Davenport Road to College Street (contra-flow bike lane and cycle tracks, Ward 9)

- Knox Avenue: Eastern Avenue to Lake Shore Boulevard (bi-directional cycle tracks, Ward 14)

- The Queensway: the Humber Bridge to Burma Drive (cycle tracks, Ward 3)

- Sentinel Road: Dovehouse Avenue to Sheppard Avenue West (cycle tracks, Ward 6)

- Sheppard Avenue East: Bonnington Place to Clairtrell Road (cycle tracks, Ward 18)

- Steeles Avenue East: Midland Avenue to McCowan Road (cycle tracks, Ward 23)

- Wellington Street: Bathurst Street to Blue Jays Way (bi-directional cycle tracks, Ward 10)

- Willowdale Avenue: Empress Avenue to Sheppard Avenue East (cycle tracks, Ward 18)

This report also seeks Council authority to make improvements to 5 centreline kilometres of existing cycling infrastructure on the following streets:

- Bloor Street West: Bartlett Avenue to Havelock St (cycle tracks to two-way cycle tracks, Ward 9)

- College Street: Bay Street to Manning Street (bicycle lanes to cycle tracks, Ward 11)

- Douro Street: King Street to Strachan Avenue (uni-directional cycle tracks to bi-directional cycle tracks, Ward 10)

- Sentinel Road: Lamberton Boulevard to Dovehouse Avenue (bicycle lanes to cycle tracks, Ward 6 and 7)

- Stephen Drive: The Queensway to Ringley Avenue (bicycle lanes to cycle tracks, Ward 3)

- Wellington Street: Strachan Avenue to Bathurst Street (bicycle lanes to bi-directional cycle tracks, Ward 10)

The changes proposed would improve safety and mobility options by providing improved cycling connections to transit, parks, local schools, businesses, and residences. Pedestrian improvements have also been included in the projects, wherever feasible, including curb extensions and new sidewalk installations, and motor vehicle lane adjustments.

In addition, this report summarizes a preliminary evaluation of the pilot 2021 ActiveTO Cycling Network Expansion projects on Midtown Yonge Street and Bayview Avenue south of River Street and recommends the temporary pilot periods of both installations be extended to July 2023, before which time Transportation Services will report to Infrastructure and Environment Committee and City Council on additional data, evaluation, and recommendations on the future of the two temporary ActiveTO Cycling Network Expansion projects installed in 2021.

The ActiveTO Cycling Network Expansion program dedicated road space on a temporary basis to facilitate cycling for essential trips and physical activity in order to support the city during the COVID-19 pandemic in 2020 and 2021. The program was highlighted in the City of Toronto's Office of Recovery and Rebuild's COVID-19: Impacts and Opportunities Report, which indicated that transportation infrastructure and programs will be critical for Toronto's recovery to build back better.

Seven of the temporary ActiveTO Cycling Network Expansion projects installed in 2020 were made permanent in December 2021. There were two additional corridors installed in 2021, Yonge Street from Davisville Avenue to Bloor Street and Bayview Avenue from River Street to Front Street East.

The ActiveTO Midtown Complete Street pilot on Yonge Street implemented cafés, cycle tracks and other streetscape elements in July 2021. The expanded CaféTO program provided urgent support to local restaurants, while the ActiveTO bikeways provided a new safe connection that mirrored the Line 1 subway line.

After less than a year and with the evolving COVID-19 pandemic and corresponding public health restrictions, the preliminary data demonstrates significant increases in cycling trips on the corridor and a reduction in motor vehicle operating speeds, as well as support for local business including an increase in the number of CaféTO patios on the corridor.

The preliminary data also indicates that motor vehicle travel times on Midtown Yonge Street have increased in comparison to the pre-pandemic baseline from Fall 2019. After various adjustments to the pilot and with evolving pandemic restrictions, travel times have increased by up to 30 seconds in AM/PM peak periods (down from 90 seconds observed Fall 2021) and approximately 102 seconds midday (reduced from 150 seconds observed in Fall 2021). At this point, the motor vehicle impacts are within the scale of impacts of the other ActiveTO 2020 and permanent bikeway projects that removed motor vehicle travel lanes. The largest impacts have been observed in the northbound direction during the middle of the day. As a result of this data and follow-up field observations, signal coordination timing adjustments and a Corridor Traffic Management System project are being implemented to optimize traffic operations along the corridor.

Community consultation has taken place, both before and during the pilot, with local businesses, four Business Improvements Areas, several neighbourhood associations and area residents. Feedback for the ActiveTO Midtown Complete Street Pilot ranged from support for the project citing improved safety and experience for people walking and cycling because of the cycle tracks and complete street design, to requests to remove the cycle tracks due to concerns about motor vehicle congestion and increased travel time.

Additional data collection, monitoring, and evaluation is recommended as Toronto reopens and recovers from the on-going pandemic impacts, particularly to address impacts from changing volumes of motor vehicle traffic along the corridor.

The ActiveTO pilot on Bayview Avenue East was implemented between Front Street East and River Street to provide a safe and direct detour to the Lower Don Trail closures. While Waterfront Toronto has moved forward with closures of the trail south of Corktown Commons until at least 2024, the planned Parks, Forestry and Recreation project which was expected to close the trail in 2021 to widen and improve the trail between Riverdale Park and Corktown Commons has experienced a delay due to contractor issues. Construction of the Lower Don Trail project is now expected to start in 2022. Extending the pilot period to July 2023, would allow staff to monitor the status of the trail construction project and report back with recommendations based on those findings.

As such, Transportation Services recommends extending the pilot period and existing delegation of authority in place for the corridors below until July 2023:

- Bayview Avenue: River Street to Front Street East (multi-use trail, Ward 13);

- Yonge Street: Davisville Avenue to 100 metres south of Bloor Street (cycle tracks, Ward 11 and 12).

Finally, this report seeks to make minor housekeeping amendments to existing bikeways and their associated traffic and parking by-laws on the following streets:

- Bloor Street West (bike lane by-laws and traffic and parking, Ward 9)

- Davenport Road (bike lane by-laws and traffic and parking, Ward 11)

- Danforth Avenue (traffic and parking, Ward 19)

- The Esplanade (bike lane by-laws and traffic and parking, Ward 10 and 13)

A map of the bikeway and ActiveTO projects proposed in this report is included as Attachment 1.

The Infrastructure and Environment Committee recommends that:

1. City Council request that the General Manager, Transportation Services, to include in the development of the Parking Strategy a review of the impact to City revenues when on-street parking spaces are displaced due to other uses, and to include a proposed approach to maximizing those revenues post-COVID recovery.

This report proposes a framework to develop a city-wide Parking Strategy for Toronto. At its core, the Parking Strategy will seek to continue the work of positioning Toronto as a world class city, with an integrated transportation network that can sustain the significant growth our city will experience over the next few decades, while concurrently striving to meet our greenhouse gas emission reduction targets as established by TransformTO.

The advancement of this Parking Strategy is a collective effort between several City partners that have mandates requiring innovation related to Toronto's parking systems and infrastructure. Managing parking effectively is an essential element to succeed in executing major city building objectives including achieving our climate change, housing affordability and traffic congestion management goals. Parking also has a critical role to play in supporting the City's vibrancy and commitment to the growth and commercial viability of key industries and businesses.

The COVID-19 pandemic and the resulting period of disruption has presented the City with an exciting opportunity to determine the optimal size, programming and governance of our parking network. The advent of widespread curb lane cafés through the CaféTO program, the sudden and sustained growth of deliveries and curbside pick-ups of online orders and new requirements for the safe and efficient pick-up and drop-off of people and goods have all increased the pressure on available curb space.  This has also revealed a refreshed public enthusiasm for a balance of uses in the curbside area and changing perspectives on how our streets and public spaces should function.

This unique opportunity will build on a number of existing Council-approved policies and will include a significant focus on data related to Toronto's parking supply and infrastructure, along with an innovative stakeholder engagement experience including support for local business needs. A number of activities are outlined in this report that will occur through 2022 towards the creation of a Parking Strategy that will be presented to City Council in the fourth quarter of 2023.

The Infrastructure and Environment Committee recommends that:

1. City Council amend Section 918-3A of City of Toronto Municipal Code Chapter 918, Parking on Residential Front Yards and Boulevards, as follows:

a. by deleting the phrase "or any other by-law provision"; and

b. by inserting after the phrase "under this chapter" the phrase ", except as permitted under regulation 10.5.80.10(4), regulation 10.5.80.11(1), or regulation 10.5.80.11(2) of Zoning By-law 596-2013, as amended, or under Section 6(3) Part IV 1(e) of Zoning By-law 438-86, as amended".

so the section would then read:

A. No person shall park any motor vehicle in any front yard unless parking is authorized under this chapter, except as permitted under regulation 10.5.80.10(4), regulation 10.5.80.11(1), or regulation 10.5.80.11(2) of Zoning By-law 569-2013, as amended, or under Section 6(3) Part IV 1(e) of Zoning By-law 438-86, as amended.

2. City Council amend Section 918-6 of City of Toronto Municipal Code Chapter 918, Parking on Residential Front Yards and Boulevards, by inserting new subsections C, D, E and F generally as follows:

C. Subject to Section 918-6E, if, prior to April 8, 2022, a variance to a City of Toronto zoning by-law was granted to permit a parking space located entirely in the front yard, the permission to park in the front yard continues without the need for a permit or license under this chapter.

D. Subject to Section 918-6E, if a complete application for a minor variance to a City of Toronto by-law is accepted by the Committee of Adjustment prior to April 8, 2022, and, where approval of that application is subsequently granted by that committee or a Local Appeal Body, as constituted under section 8.1 of the Planning Act, the permission to park in the front yard continues without the need for a permit or license under this chapter.

E. The provisions of this chapter shall not apply to prevent front yard parking where a copy of a final and binding Notice of Decision or equivalent authorizing the variance to a City or Toronto zoning by-law granting parking solely in the front yard is filed with the General Manager of Transportation Services.

F. The permission granted pursuant to Section 918-6C or D shall be governed by any conditions related to parking in the front yard contained in a decision of the Committee of Adjustment or Local Appeal Body, as constituted under section 8.1 of the Planning Act, approving the variance as long as the conditions of approval at the time of variance approval continue to be complied with and, further, the permission will apply to subsequent property owners unless any one or more of the approval conditions provide otherwise. 

3. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor, General Manager, Transportation Services, or Chief Planner and Executive Director, City Planning, in order to give effect to Parts 1 and 2 above.

The purpose of this report is to respond to a request from Planning and Housing Committee, which was subsequently redirected through the Infrastructure and Environment Committee, to assess what changes can be made to the City of Toronto Municipal Code and/or to City processes to protect City Council's authority to regulate front yard parking.

Front yard parking is regulated by City of Toronto Municipal Code Chapter 918, Parking on Residential Front Yards and Boulevards (Chapter 918), under authority of the City of Toronto Act, 2006.  In some parts of the geographical area of the former City of Toronto, Chapter 918 prohibits front yard parking.  However, some individuals, in contradiction to the intent of the prohibition in Chapter 918, have been applying for a minor variance for a front yard parking pad that is entirely on private property.

Staff have identified a potential amendment that would provide primacy to Chapter 918, specifically section Section 918-3A.  This approach would require a property owner within the boundaries of the former City of Toronto to obtain permission from the City for front yard parking under Chapter 918 and preclude the potential for a minor variance.  It is hoped that this proposed technical amendment provides clarity to residents on the review and approvals process related to front yard parking.

In addition, it is being proposed that any front yard parking pads that, to date, have been approved through zoning or a variance in the geographical area of the former City of Toronto would be permitted to continue through an amendment to Chapter 918.

The Infrastructure and Environment Committee recommends that:

1. City Council amend the existing parking prohibition in effect at all times, on the west side of Victoria Park Avenue, between a point 90 metres north of Queen Street East and a point 30 metres further north, to be in effect between a point 90 metres north of Queen Street East and a point 38 metres further north.

2. City Council amend the existing parking prohibition in effect at all times from the 16th to the end of each month on the west side of Victoria Park Avenue, between a point 120 metres north of Queen Street East and a point 73 metres further north, to be in effect between a point 128 metres north of Queen Street East and a point 65 metres further north.

As Victoria Park Avenue borders two Community Council areas, City Council approval of this report is required.

Transportation Services is recommending that the parking regulations be amended on the west side of Victoria Park Avenue, north of Queen Street East.  The proposed amendment will extend an existing parking prohibition in effect on the west side of the street, an additional 8 metres further north to encompass a section between two closely spaced driveways on the west side of Victoria Park Avenue.  This parking amendment will discourage parking between the two driveways and will provide unobstructed sightlines for motorists.

The Infrastructure and Environment Committee recommends that:

1. City Council request the General Manager, Transportation Services to consult with internal and external stakeholders and to report back to the Infrastructure and Environment Committee on an Extreme Winter Weather Response Plan in the first quarter of 2023.

2. City Council request the General Manager, Transportation Services to implement initiatives and service improvements as soon as feasible and in advance of the next winter season where possible.

3. City Council request the General Manager, Transportation Services to meet with Ward Councillors in advance of the next winter season, regarding improvements to snow services, including ward-specific contracts and measures.

On January 16-17, 2022, the City of Toronto experienced an extraordinary winter storm that involved extreme cold temperatures, very rapid snowfall, and an ultimate snow accumulation of 55 centimetres in just 15 hours. The below freezing temperatures that followed the storm and lasted for more than two weeks created a unique set of challenges for storm clean up. Responses to this winter weather event required additional efforts above and beyond typical salting and snow plowing activities, and included significant involvement from Transportation Services, Strategic Public and Employee Communications, 311, and Fleet Services.

Preparations for the January storm began with proactive communications and a pre-treatment of salt brine on expressways, select major arterial roads, hills and bridges. Salting and plowing operations commenced as the snow began to fall and continued with numerous rounds on all roads and sidewalks. A Significant Weather Event and Major Snow Storm Condition was declared from 18:00 on January 17 until 18:00 on February 16 to assist crews with snow clearing, including removal of 180,000 tonnes of snow from streets, sidewalks and bicycle paths. The removal alone cost more than $17 million, or almost 20 percent of the winter maintenance budget for Transportation Services.

None of the existing Council-approved service levels accounts for extreme weather events, and therefore the levels do not set a feasible response time for a storm of the magnitude experienced in January. In addition, a number of challenges were experienced as a result of the storm including supporting the immediate needs of emergency services, digging out Toronto Transit Commission vehicles, strain on equipment, manual clearing to avoid infrastructure and property damage, logistics of removing and relocating the volume of snow as quickly as possible, some contractor issues and communicating service levels and response times.

Following an external winter maintenance review in 2019 and a 2020 Winter Road Maintenance Program Audit, Transportation Services has implemented changes and improvements to existing and future service provision.  Nonetheless, the January 16-17 winter storm highlighted the need for continuous improvement including the development of an Extreme Winter Weather Response Plan with new service levels.

At its meeting on February 22, 2022, the Toronto Accessibility Committee considered Item DI19.3 and made recommendations to City Council.

Transportation Services staff was seeking input from the Committee prior to finalizing a report to the Infrastructure and Environment Committee.

The Planning and Housing Committee recommends that:

1. City Council amend the Official Plan, with respect to the lands municipally known as, 158 Borough Drive, substantially in accordance with the recommended Official Plan Amendment attached as Attachment 7 to the report (March 10, 2022) from the Chief Planner and Executive Director, City Planning.

2. City Council amend former City of Scarborough Employment Districts Zoning By-law Number 24982 (Progress Employment District), as amended, with respect to the lands municipally known as 140, 150, 156, 158 and 160 Borough Drive, substantially in accordance with the recommended Zoning By-law Amendment attached as Attachment 8 to the report (March 10, 2022) from the Chief Planner and Executive Director, City Planning.

3. City Council authorize the City Solicitor to make such stylistic and technical changes to the recommended Official Plan Amendment and Zoning By-law Amendment as may be required.

4. City Council request the Chief Executive Officer, CreateTO, in consultation with the Chief Planner and Executive Director, City Planning, to engage City partners and the developer partner, to advance the detailed design of development requirements identified in Attachment 11 to the report (March 10, 2022) from the Chief Planner and Executive Director, City Planning, to the satisfaction of the Chief Planner and Executive Director, City Planning, and to secure the delivery of the development requirements on terms, including details and timing, in a Lease Agreement with the developer partner.

5. City Council direct that future planning applications for 150 to 160 Borough Drive, including an application for Site Plan Control be reviewed in the context of the 158 Borough Drive Design Brief (February 2022), provided as Attachment 12 to the report (March 10, 2022) from the Chief Planner and Executive Director, City Planning.

6. City Council direct that market dwelling units are provided in accordance with the Growing Up Urban Design Guidelines with respect to unit size and type, and secured through the Lease Agreement with the future developer partner.

7. City Council request the Executive Director, Corporate Real Estate Management to identify interim parking opportunities in the vicinity of Scarborough Civic Centre to meet civic centre parking needs related to the ModernTO program.

8. City Council direct the Executive Director of Corporate Real Estate Management to take all necessary steps to update and amend the applicable Shared Use Agreement and Cost Sharing Agreement between the City of Toronto and the Toronto District School Board to facilitate the development at 158 Borough Drive, prior to final Site Plan Approval.

9. City Council direct the General Manager of Transportation Services to review the feasibility of implementing a Borough Drive reconfiguration pilot project including temporary bidirectional bike lanes on the northern curb lane, from Omni Drive to the northeast intersection of Town Centre Court and Borough Drive, as recommended in the approved Scarborough Centre Transportation Master Plan dated April 11, 2018.

The Planning and Housing Committee held a statutory public meeting on March 25, 2022 and notice was given in accordance with the Planning Act.

The City-owned parking lot at 158 Borough Drive is one of six sites approved by City Council in May 2020 for inclusion in Phase Two of the Housing Now Initiative. This site represents an important city-building opportunity in the heart of the Civic Precinct of Scarborough Centre. The proposed development concept envisions the transformation of the parking lot into a mixed-use site featuring rental housing, including affordable units, a daycare, an improved and expanded public realm, and high-quality built form.

This report recommends approval of the City-initiated applications to amend the Official Plan and the Employment Districts Zoning By-law Number 24982 (Progress Employment District), and to lift the Holding ("H") provisions at 158 Borough Drive. The applications propose to update existing residential permissions to permit a mixed-used building with two residential towers of 27 and 42-storeys with approximately 645 dwelling units, of which between 33 percent – 50 percent will be provided as affordable rental housing through the Housing Now Initiative.

The site's redevelopment will include a non-profit daycare with programmable outdoor space and two publicly accessible pedestrian connections along the north and west side of the development which will improve pedestrian circulation to Albert Campbell Square from Borough Drive and Town Centre Court. The proposed development concept includes a generous landscaped streetscape along Borough Drive and a publicly accessible space with opportunity for hard and soft landscaping.

The site's redevelopment will contribute to the continued development of a mixed-income, inclusive community, supporting the evolution and vision of Scarborough Centre. The site will remain in City ownership and will be leased to a developer partner for a term of 99 years. The developer partner will be responsible for detailed design and submission of a Site Plan Control application based on technical work that has been undertaken by CreateTO and City divisions to support the proposed development concept, in addition to other obligations related to the provision of new affordable housing.

The proposed amendment to the Official Plan would exempt 158 Borough Drive from Policy 6.3 of the Scarborough Centre Secondary Plan that sets a parkland dedication rate of 0.4 hectares per 300 units. It would bring the parkland dedication rate for the site in alignment with the city-wide Official Plan policies that apply a cap on required parkland dedication, based on site area.

In order to keep zoning permissions consistent for the surrounding properties at 140, 150, 156 and 160 Borough Drive, the proposed zoning by-law amendment also includes updating a performance standard that relates to how Gross Floor Area is calculated for these properties.

The proposed development concept is consistent with the Provincial Policy Statement (2020), conforms with A Place to Grow: Growth Plan (2020), as it provides an appropriate form and scale of development in a strategic growth area, Scarborough Centre.

The Planning and Housing Committee recommends that:

1. City Council approve an increase in the Toronto Local Appeal Body Member composition from ten (10) to fourteen (14) part-time Members including a Chair and Vice-Chair.

 
2. City Council approve a half-day per diem rate for Review Request hearings for the Chair and Vice-Chair of the Toronto Local Appeal Body effective April 1, 2022.

This report responds to City Council's direction to the City Manager to report back to the Planning and Housing Committee by the first quarter of 2022 on the following:

1. The operations of the Toronto Local Appeal Body (TLAB) relative to its original intent, with public engagement, with the intended outcome of simplifying the hearing process and increasing public participation.
2. Extending compensation to the Chair and Vice-Chair for hearing time in Review Requests that is currently afforded to Toronto Local Appeal Body Members.
3. For the Chair to be represented and included in the preparation of the annual Toronto Local Appeal Body budget, in consultation with Court Services.
4. Amending the Fees, Licences, and Charges By-law to incorporate a 'Toronto Local Appeal Body Review Request Fee' in the amount of $300 per property address.

The Toronto Local Appeal Body is an independent, quasi-judicial tribunal established through City of Toronto Municipal Code Chapter 142, Local Appeal Body, the City of Toronto Act, and relies on other provincial legislation. The City of Toronto Act allows for the creation of a local appeal body for land-use planning disputes related to applications under Sections 45 and 53 of the Planning Act.

Toronto Local Appeal Body Member responsibilities are outlined in Municipal Code Chapter 142. They include conducting mediations, presiding over hearings, and rendering a written decision on hearings based on the evidence presented in accordance with the Toronto Local Appeal Body's Rules of Practice and Procedure and the Statutory Powers Procedure Act. Toronto Local Appeal Body Chair responsibilities were adopted by City Council in 2016 through the Toronto Local Appeal Body Governance Structure. The Chair's responsibilities are associated with the adjudication process, Member training and development, representing the Toronto Local Appeal Body, and annual reporting to Committee and Council on the Toronto Local Appeal Body's activities.

This report recommends that City Council approve an increase in the Toronto Local Appeal Body Member composition from ten to fourteen part-time Members including a Chair and Vice-Chair. The purpose of this increase is to alleviate workload pressures on individual Toronto Local Appeal Body Members in order to promote timely outcomes. It is important to note that any recruitment of additional Toronto Local Appeal Body Members in 2022 would need to be completed before Council's final meeting in July 2022. If this timeline is not met, the City would not be able to bring forward additional Toronto Local Appeal Body Member nominees until Q2 2023 due to the municipal election and recruitment appointment priorities.

This report also recommends that remuneration for Review Request hearing time be given to the Chair and Vice-Chair effective April 1, 2022.

The Planning and Housing Committee recommends that:  

1. City Council, in response to the Ministry of Municipal Affairs and Housing consultation on partial and phased occupancy of "super-tall" buildings request that the Minister of Municipal Affairs and Housing:

a. Convene a task-force of experts in construction site safety (including the City of Toronto on the task force) with a mandate to determine if the Building Code should be amended to permit safe partial or phased occupancy of "super-tall" buildings that are still under construction, and if so, to develop and recommend prescriptive Building Code requirements that must be met to permit safe partial or phased occupancy, and

 
b. Conduct further consultations on the specific findings and recommendations of the task-force before proceeding with any changes to the Ontario Building Code to permit the partial or phased occupancy of "super-tall" buildings.

2. City Council request that the Government of Ontario, consider the development of prescriptive regulations setting out requirements for safety measures at construction sites to protect public safety and ensure that no person is exposed to undue risk, in addition to the existing provisions of the Building Code and the Occupational Health and Safety Act.

3. City Council request the Chief Building Official and Executive Director, Toronto Building, in consultation with the General Manager, Transportation Services and the Fire Chief and General Manager, Toronto Fire Services, to report back to the Planning and Housing Committee on any further consultations and changes to the Building Code that permit partial and phased occupancy of super-tall buildings.

Tall buildings have been part of Toronto's urban landscape since the early twentieth century. Their construction reflects a healthy economy and vibrant construction industry. With skyscrapers becoming taller and the construction process taking longer, the Ministry of Municipal Affairs and Housing is consulting on whether the Building Code should be amended to include prescriptive requirements to allow partial occupancy for "super-tall" buildings that are still under construction and what those requirements should be.  

The purpose of this report is to provide City Council with recommendations for a response to the Ministry of Municipal Affairs and Housing as it considers potential Building Code changes in this area.

The early occupancy of a partially constructed skyscraper presents unique public safety hazards to those within the building and people in the public realm adjacent to the construction site. While the Building Code allows partial occupancy of buildings in certain cases, it does not permit this to occur unless the entire building’s structure and enclosing walls are completed to the roof. These provisions reflect typical high-rise building construction practices.

If the Province were to proceed with permitting early occupancy of super-tall buildings, it should only do so after careful consideration by people with specific expertise in construction site safety and the hazards of allowing the public to interact with an active construction site. The report recommends that City Council ask the Ministry of Municipal Affairs and Housing to convene this expert panel (including the City of Toronto) with a mandate to consider and develop recommendations on whether and how the Building Code may be amended to allow partial occupancy of "super-tall" buildings.

In a dense urban environment such as Toronto, construction-related incidents have further identified that there are gaps in current legislation which should be addressed more broadly to strengthen public safety during the construction process. Safety of the public from an active construction site is not a matter currently regulated through the Building Code Act, 1992 or the Occupational Health and Safety Act (aside from covered public walkways adjacent to a site). The report further recommends that the Government of Ontario fill the gap in the existing legislation to ensure that no person is exposed to undue risk from active construction sites.

This report has been written in consultation with the Acting Fire Chief and General Manager, Toronto Fire Services and the General Manager, Transportation Services.

The Planning and Housing Committee recommends that:

1. City Council request the Chief Planner and Executive Director, City Planning to report back to City Council in the third quarter of 2023 following the completion of the first phase of the Toronto Heritage Survey work plan, and to make recommendations on future phases of work.

This report responds to Council's request in July 2019 to provide an update in the second quarter of 2020 on progress and a timeline for completion of Phase One of the Toronto Heritage Survey. Though delayed by the global pandemic and by the impact of recent, significant Bill 108 changes to the Ontario Heritage Act, this report demonstrates that City Planning has established the Toronto Heritage Survey (THS) as a fundamental building block of good planning that will help to provide transparency and clarity about where properties have heritage interest. This report summarizes the accomplishments of Phase One to date, including revisions to Heritage Planning processes related to the implementation of Bill 108.  

The projected deliverables of Phase One were identified in the City-Wide Heritage Survey Feasibility Study report's recommendations and Attachment 3: Phase One Work Plan (2019-2022). A phased approach to the survey was recommended due to the importance of establishing clear and consistent business practices, communications, and survey and engagement methods prior to scaling up to a city-wide program.

Since the launch of Phase One, City Planning has:

• co-developed, with First Nations, Métis and Inuit communities, the Economic Development and Culture Division and the Indigenous Affairs Office, an Indigenous Heritage Engagement Project;
• supported greater equity and inclusion in City Planning engagement practices;
• shaped processes, work flows, and methodologies across the Heritage Planning unit and throughout the City Planning Division to achieve early, efficient, and systematic review of properties to determine if they do, or do not, have cultural heritage value;
• achieved greater transparency and predictability for the public and development review through the prompt inclusion of identified properties on the Heritage Register; and
• contributed to new development and growth plans that conserve cultural heritage resources and the sense of place they define or support.

Progress within Phase One has largely been the result of a strategic approach that has tested city-wide survey methodologies within the existing study work program, supported by staff across the City Planning Division.

In delivering the Toronto Heritage Survey, City Planning is not only identifying properties of heritage interest and clearing the vast majority of others of heritage concern, the Division is advancing the implementation of Toronto's Official Plan vision and the strategic priorities of Toronto's Corporate Strategic Plan, 2019, including implementation of the Toronto Office of Recovery and Rebuild recommendations. To this end, the Toronto Heritage Survey and the City Planning Division's Study Work Program have been responsive to emerging issues and priorities facing the city to ensure that everyone can benefit from and share the rewards and advantages of living in Toronto. The Toronto Heritage Survey's key goals remain especially relevant today and for the future of the city.

More work remains to be done before Phase One can be completed. This report identifies key next steps and proposes a Staff Report in the third quarter of 2023 to summarize the results of Phase One and recommend next phases of the Toronto Heritage Survey.

At its meeting on February 22, 2022, the Toronto Preservation Board considered Item PB31.5 and made recommendations to City Council.

Summary from the report (February 7, 2022) from the Chief Planner and Executive Director, City Planning:

This report responds to Council's request in July 2019 to provide an update in the second quarter of 2020 on progress and a timeline for completion of Phase One of the Toronto Heritage Survey. Though delayed by the global pandemic and by the impact of recent, significant Bill 108 changes to the Ontario Heritage Act, this report demonstrates that City Planning has established the Toronto Heritage Survey (THS) as a fundamental building block of good planning that will help to provide transparency and clarity about where properties have heritage interest. This report summarizes the accomplishments of Phase One to date, including revisions to Heritage Planning processes related to the implementation of Bill 108.  

The projected deliverables of Phase One were identified in the City-Wide Heritage Survey Feasibility Study report's recommendations and Attachment 3: Phase One Work Plan (2019-2022). A phased approach to the survey was recommended due to the importance of establishing clear and consistent business practices, communications, and survey and engagement methods prior to scaling up to a city-wide program.

Since the launch of Phase One, the City Planning Division has:

- co-developed, with First Nations, Métis and Inuit communities, the Economic Development and Culture Division and the Indigenous Affairs Office, an Indigenous Heritage Engagement Project

- supported greater equity and inclusion in City Planning engagement practices

- shaped processes, work flows, and methodologies across the Heritage Planning unit and throughout the City Planning Division to achieve early, efficient, and systematic review of properties to determine if they do, or do not, have cultural heritage value

- achieved greater transparency and predictability for the public and development review through the prompt inclusion of identified properties on the Heritage Register

- contributed to new development and growth plans that conserve cultural heritage resources and the sense of place they define or support

Progress within Phase One has largely been the result of a strategic approach that has tested city-wide survey methodologies within the existing study work program, supported by staff across the City Planning Division.

In delivering the Toronto Heritage Survey, City Planning is not only identifying properties of heritage interest and clearing the vast majority of others of heritage concern, the Division is advancing the implementation of Toronto's Official Plan vision and the strategic priorities of Toronto's Corporate Strategic Plan, 2019, including implementation of the Toronto Office of Recovery and Rebuild recommendations. To this end, the Toronto Heritage Survey and the City Planning Division's Study Work Program have been responsive to emerging issues and priorities facing the city to ensure that everyone can benefit from and share the rewards and advantages of living in Toronto. The Toronto Heritage Survey's key goals remain especially relevant today and for the future of the city.

More work remains to be done before Phase One can be completed. This report identifies key next steps and proposes a Staff Report in Q3 2023 to summarize the results of Phase One and recommend next phases of the Toronto Heritage Survey.

The Planning and Housing Committee recommends that:

1. City Council affirm its decision to state its intention to designate the properties at 10 and 10A Dawes Road under Part IV, Section 29 of the Ontario Heritage Act as set out in City Council Decision Item DM35.1 on July 14, 15 and 16, 2021.

2. City Council authorize the City Solicitor to introduce the bill in City Council designating the properties at 10 and 10A Dawes Road under Part IV, Section 29 of the Ontario Heritage Act.

This report recommends that City Council affirm its decision of July 14, 15 and 16, 2021 (Item DM35.1) stating its intention to designate the properties at 10 and 10A Dawes Road under Part IV, Section 29 of the Ontario Heritage Act. The City has received an objection to the Notice of Intention to Designate from an interested party within the statutory timeline.

The properties at 10 and 10A Dawes Road are located on the west side of Dawes Road at the southern terminus of the road, south of Danforth Avenue and north of the railway corridor.

Staff have reviewed the objections raised by the interested party and are of the opinion that these objections have no bearing on the cultural heritage value of the properties.  The properties meet Ontario Regulation 9/06, the criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act under all three categories of design and physical, historical and associative, and contextual values.

As the properties have cultural heritage value or interest and meet the prescribed criteria pursuant to Part IV, Section 29 of the Ontario Heritage Act, staff are of the opinion that these properties should be designated. Designation enables City Council to review proposed alterations for the property, enforce heritage property standards and maintenance, and refuse demolition.

In June 2019, the More Homes, More Choice Act, 2019 (Bill 108) received Royal Assent. Schedule 11 of this Act included amendments to the Ontario Heritage Act which included amendments to the listing and designation processes. The Bill 108 Amendments to the Ontario Heritage Act came into force on July 1, 2021.

City Council has until April 24, 2022, 90 days from the date of the end of the objection period, to make a decision on this objection as per the timeline under the Ontario Heritage Act.

The Planning and Housing Committee recommends that:

1.  City Council state its intention to designate the property at 14 Duncan Street (including entrance addresses at 180, 184, and 188 Pearl Street) under Part IV, Section 29 of the Ontario Heritage Act in accordance with the Statement of Significance: 14 Duncan Street (Reasons for Designation) attached as Attachment 3 to the report (March 3, 2022) from the Chief Planner and Executive Director, City Planning.

2.  If there are no objections to the designation, City Council authorize the City Solicitor to introduce the Bill in Council designating the property under Part IV, Section 29 of the Ontario Heritage Act.

This report recommends that City Council state its intention to designate the property at 14 Duncan Street (including entrance addresses at 180, 184, and 188 Pearl Street) under Part IV, Section 29 of the Ontario Heritage Act.

The property at 14 Duncan Street is situated on the northwest corner of Duncan and Pearl streets in the King-Spadina neighbourhood. It contains the Telfer Paper Box Building, a three-storey structure on a raised basement that was constructed in 1902 by the Telfer Manufacturing Company according to the designs of the well-known Toronto architects Gregg and Gregg. The property is fashioned in the Edwardian Classical style. Occupied for 60 years by the Telfer Paper Box Company, the facility was expanded in 1906 by Wickson and Gregg and again in 1925, when a westward extension was added as was a fourth-storey to this wing. The property was modified at the end of the 20th century when it was converted for commercial uses and continues to contribute to the distinctive heritage character of the King-Spadina neighbourhood, which is grounded in its early-mid 20th-century transformation as the city's primary manufacturing hub and its fashion district identity. 

The property at 14 Duncan Street was included on the City of Toronto's Heritage Register on March 9, 2017 and was identified as a contributing property within the proposed King-Spadina Heritage Conservation District, adopted by City Council in 2017 and currently under appeal.

Following research and evaluation under Ontario Regulation 9/06, the provincial criteria prescribed for municipal designation, staff have determined that the property at 14 Duncan Street merits designation under Part IV, Section 29 of the Ontario Heritage Act for its design and physical, historical and associative, and contextual values.

The property is currently the subject of a Zoning By-law amendment application to permit a mixed-use development on the site that proposes to conserve the Telfer Paper Box Building.

In June 2019, the More Homes, More Choice Act, 2019 (Bill 108) received Royal Assent. Schedule 11 of this Act included amendments to the Ontario Heritage Act. The Bill 108 Amendments to the Ontario Heritage Act came into force on July 1, 2021, which included a shift in Part IV designations related to certain Planning Act applications. Section 29(1.2) of the Ontario Heritage Act now restricts City Council's ability to give notice of its intention to designate a property under the Act to within 90 days after the City Clerk gives notice of a complete application.

The application currently under review was deemed complete prior to the amended legislation coming into force.

A Heritage Impact Assessment (HIA) is required for all development applications that affect listed and designated properties and will be considered when determining how a heritage property is to be conserved. Designation also enables City Council to review proposed alterations or demolitions to the property and enforce heritage property standards and maintenance.

At its meeting on February 22, 2022, the Toronto Preservation Board considered Item PB31.1 and made recommendations to City Council.

Summary from the report (January 31, 2022) from the Senior Manager, Heritage

Planning, Urban Design, City Planning:

This report recommends that City Council state its intention to designate the property at 14 Duncan Street (including entrance addresses at 180, 184, and 188 Pearl Street) under Part IV, Section 29 of the Ontario Heritage Act.

The property at 14 Duncan Street is situated on the northwest corner of Duncan and Pearl streets in the King-Spadina neighbourhood. It contains the Telfer Paper Box Building, a three-storey structure on a raised basement that was constructed in 1902 by the Telfer Manufacturing Company according to the designs of the well-known Toronto architects Gregg and Gregg. The property is fashioned in the Edwardian Classical style. Occupied for 60 years by the Telfer Paper Box Company, the facility was expanded in 1906 by Wickson and Gregg and again in 1925, when a westward extension was added as was a fourth-storey to this wing. The property was modified at the end of the 20th century when it was converted for commercial uses and continues to contribute to the distinctive heritage character of the King-Spadina neighbourhood, which is grounded in its early-mid 20th-century transformation as the city's primary manufacturing hub and its fashion district identity. 

The property at 14 Duncan Street was included on the City of Toronto's Heritage Register on March 9, 2017 and was identified as a contributing property within the proposed King-Spadina Heritage Conservation District, adopted by City Council in 2017 and currently under appeal.

Following research and evaluation under Ontario Regulation 9/06, the provincial criteria prescribed for municipal designation, staff have determined that the property at 14 Duncan Street merits designation under Part IV, Section 29 of the Ontario Heritage Act for its design and physical, historical and associative, and contextual values.

The property is currently the subject of a Zoning By-law amendment application to permit a mixed-use development on the site that proposes to conserve the Telfer Paper Box Building.

In June 2019, the More Homes, More Choice Act, 2019 (Bill 108) received Royal Assent. Schedule 11 of this Act included amendments to the Ontario Heritage Act. The Bill 108 Amendments to the Ontario Heritage Act came into force on July 1, 2021, which included a shift in Part IV designations related to certain Planning Act applications. Section 29(1.2) of the Ontario Heritage Act now restricts City Council's ability to give notice of its intention to designate a property under the Act to within 90 days after the City Clerk gives notice of a complete application.

The application currently under review was deemed complete prior to the amended legislation coming into force.

A Heritage Impact Assessment (HIA) is required for all development applications that affect listed and designated properties and will be considered when determining how a heritage property is to be conserved. Designation also enables City Council to review proposed alterations or demolitions to the property and enforce heritage property standards and maintenance. 

The Planning and Housing Committee recommends that:

1.  City Council state its intention to designate the property at 68 Kendal Avenue under Part IV, Section 29 of the Ontario Heritage Act in accordance with the Statement of Significance; 68 Kendal Avenue (Reasons for Designation) attached as Attachment 3, to the report (March 3, 2022) from the Chief Planner and Executive Director, City Planning.

2.  If there are no objections to the designation City Council authorize the City Solicitor to introduce the Bill in Council designating the property under Part IV, Section 29 of the Ontario Heritage Act.

This report recommends that City Council state its intention to designate the listed heritage property at 68 Kendal Avenue for its design, historical/associative and contextual values under Part IV, Section 29 of the Ontario Heritage Act.

Located on the west side of Kendal Avenue, north of Jean Sibelius Square in the Annex neighbourhood, the property contains the Audley Court Apartments designed by architect Joseph Hunt Stanford for his client C. R. S. Dinnick, a noteworthy local contractor and land developer. The Audley Court Apartments, located at 68 Kendal Avenue, is a fine example of an early period of apartment architecture within Toronto, displaying many characteristics of the Edwardian Classical Revival style. Constructed in 1912, the building retains its original scale, form, and massing as a three-and-a-half storey brick building, and it features a prominent cornice at the roof and its original architectural detailing around the front entrance. In 1986 the building was converted into a condominium with 8 units.

The Audley Court Apartments located on the property at 68 Kendal Avenue was listed on the Heritage Register on May 30, 1983.  Metropolitan Toronto Condominium Corporation Number 704, owners of the subject property, requested designation when they applied to the 2021 Toronto Heritage Grant program. On December 15, 2021, City Council approved the award of $58,800 from the Toronto Heritage Grant Program to assist with the conservation work on the building's façade includes repairs to the existing wood columns, railings and balusters.

Designation is required to satisfy a condition in the Letter of Understanding of the grant award between the City of Toronto and the heritage grant recipient. Designation also enables City Council to review proposed alterations to the property and enforce heritage property standards and maintenance.

There are no planning applications related to this designation.

At its meeting on February 22, 2022, the Toronto Preservation Board considered Item PB31.2 and made recommendations to City Council.

Summary from the report (January 31, 2022) from the Senior Manager, Heritage

Planning, Urban Design, City Planning:

This report recommends that City Council state its intention to designate the listed heritage property at 68 Kendal Avenue for its design, historical/associative and contextual values under Part IV, Section 29 of the Ontario Heritage Act.

Located on the west side of Kendal Avenue, north of Jean Sibelius Square in the Annex neighbourhood, the property contains the Audley Court Apartments designed by architect Joseph Hunt Stanford for his client C. R. S. Dinnick, a noteworthy local contractor and land developer. The Audley Court Apartments, located at 68 Kendal Avenue, is a fine example of an early period of apartment architecture within Toronto, displaying many characteristics of the Edwardian Classical Revival style. Constructed in 1912, the building retains its original scale, form, and massing as a three-and-a-half storey brick building, and it features a prominent cornice at the roof and its original architectural detailing around the front entrance. In 1986 the building was converted into a condominium with 8 units.

The Audley Court Apartments located on the property at 68 Kendal Avenue was listed on the Heritage Register on May 30, 1983.  Metropolitan Toronto Condominium Corporation Number 704, owners of the subject property, requested designation when they applied to the 2021 Toronto Heritage Grant program. On December 15, 2021, City Council approved the award of $58,800 from the Toronto Heritage Grant Program to assist with the conservation work on the building's façade includes repairs to the existing wood columns, railings and balusters.

Designation is required to satisfy a condition in the Letter of Understanding of the grant award between the City of Toronto and the heritage grant recipient. Designation also enables City Council to review proposed alterations to the property and enforce heritage property standards and maintenance.

There are no planning applications related to this designation.

The Planning and Housing Committee recommends that:

1. City Council state its intention to designate the property at 2726 Danforth Avenue (with entrance address at 2732 Danforth Avenue) under Part IV, Section 29 of the Ontario Heritage Act, in accordance with the Statement of Significance in Attachment 3 to the report (March 9, 2022) from the Chief Planner and Executive Director, City Planning.

2. City Council state its intention to designate the property at 2734 Danforth Avenue under Part IV, Section 29 of the Ontario Heritage Act, in accordance with the Statement of Significance in Attachment 4 to the report (March 9, 2022) from the Chief Planner and Executive Director, City Planning.

3.  If there are no objections to the designation, City Council authorize the City Solicitor to introduce the Bill in Council designating the property under Part IV, Section 29 of the Ontario Heritage Act.

The Planning and Housing Committee:

1. Directed the Chief Planner and Executive Director, City Planning to report directly to City Council on adding the existing wood beam structural elements visible in the basement of the Little York Hotel to the list of heritage attributes.

This report recommends that City Council state its intention to designate the two adjacent listed properties at 2726 and 2734 Danforth Avenue under Part IV, Section 29 of the Ontario Heritage Act for their cultural heritage value. 

The subject properties are located on the north side of Danforth Avenue, east of Main Street and west of Dawes Road within the historic village of Little York known today as the East End-Danforth neighbourhood. The area is associated with an early European settlement at the corner of Danforth Avenue and Dawes Road, the village of Dawes' Corners, which later became Little York at end of the 19th century, the Town of East Toronto between 1903 and 1908, eventually being annexed to the City of Toronto.

The property at 2726 Danforth Avenue, dating to the mid-19th century and later known as Little York Hotel, is a rare surviving example of a pre-Confederation era building in the city and a unique remnant of the hotel/inn typology located near the historic intersection of Danforth and Dawes Road. The design, style and materiality exhibited at the upper-storey level of the original building typifies Georgian architecture while remnant structural members associated with construction methods that pre-date the mass production of machined lumber are still present in the basement.

The adjacent 2-storey main street commercial row building dating to c.1886 and located at 2734 Danforth Avenue is likewise representative of the mid- to late-19th century local streetscape, with brick-clad wood-frame construction and Victorian-era decorative wooden detailing.

Both of the subject properties were identified in the Danforth Avenue Planning Study - Coxwell Avenue to Victoria Park Avenue (2018) and Main Street Planning Study (2019) as potential heritage properties. They were both listed on the City's Heritage Register on December 16, 2020 as part of the Danforth Avenue (Coxwell Avenue to Victoria Park Avenue) and Dawes Road Properties multiple listings staff report.

Heritage Planning staff have undertaken research and evaluation and determined that the two subject properties meet Ontario Regulation 9/06, the criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act under all three categories of design, associative and contextual values. As such, the properties are significant built heritage resources. 

On February 6, 2020 the City received an application to amend the zoning by-law to permit the redevelopment of the site with a proposed 9-storey mixed-use building. The development plan proposes conservation of the historic hotel/inn building at 2734 Danforth Avenue and retains portions of the 2-storey historic Main Street commercial row building at 2726 Danforth Avenue.

The application currently under review was deemed complete prior to the amended Ontario Heritage Act (Bill 108) legislation coming into force on July 1, 2021.

Designation enables City Council to review proposed alterations or demolitions to the property and allows staff to enforce heritage property standards and maintenance.

At its meeting on March 23, 2022, the Toronto Preservation Board considered Item PB32.2 and made recommendations to City Council.

Summary from the report (March 1, 2022) from the Senior Manager, Heritage Planning, Urban Design, City Planning:

This report recommends that City Council state its intention to designate the two adjacent listed properties at 2726 and 2734 Danforth Avenue under Part IV, Section 29 of the Ontario Heritage Act for their cultural heritage value. 

The subject properties are located on the north side of Danforth Avenue, east of Main Street and west of Dawes Road within the historic village of Little York known today as the East End-Danforth neighbourhood. The area is associated with an early European settlement at the corner of Danforth Avenue and Dawes Road, the village of Dawes' Corners, which later became Little York at end of the 19th century, the Town of East Toronto between 1903 and 1908, eventually being annexed to the City of Toronto.

The property at 2726 Danforth Avenue, dating to the mid-19th century and later known as Little York Hotel, is a rare surviving example of a pre-Confederation era building in the city and a unique remnant of the hotel/inn typology located near the historic intersection of Danforth and Dawes Road. The design, style and materiality exhibited at the upper-storey level of the original building typifies Georgian architecture while remnant structural members associated with construction methods that pre-date the mass production of machined lumber are still present in the basement.

The adjacent 2-storey main street commercial row building dating to c.1886 and located at 2734 Danforth Avenue is likewise representative of the mid- to late-19th century local streetscape, with brick-clad wood-frame construction and Victorian-era decorative wooden detailing.

Both of the subject properties were identified in the Danforth Avenue Planning Study - Coxwell Avenue to Victoria Park Avenue (2018) and Main Street Planning Study (2019) as potential heritage properties. They were both listed on the City's Heritage Register on December 16, 2020 as part of the Danforth Avenue (Coxwell Avenue to Victoria Park Avenue) and Dawes Road Properties multiple listings staff report.

Heritage Planning staff have undertaken research and evaluation and determined that the two subject properties meet Ontario Regulation 9/06, the criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act under all three categories of design, associative and contextual values. As such, the properties are significant built heritage resources. 

On February 6, 2020 the City received an application to amend the zoning by-law to permit the redevelopment of the site with a proposed 9-storey mixed-use building.              The development plan proposes conservation of the historic hotel/inn building at 2734 Danforth Avenue and retains portions of the 2-storey historic Main Street commercial row building at 2726 Danforth Avenue.

The application currently under review was deemed complete prior to the amended Ontario Heritage Act (Bill 108) legislation coming into force on July 1, 2021.

Designation enables City Council to review proposed alterations or demolitions to the property and allows staff to enforce heritage property standards and maintenance. 

The Planning and Housing Committee recommends that:

1.  City Council state its intention to designate the property at 778 King Street West under Part IV, Section 29 of the Ontario Heritage Act in accordance with the Statement of Significance: 778 King Street West (Reasons for Designation) in Attachment 3 to the report (March 9, 2022) from the Chief Planner and Executive Director, City Planning.

2.  If there are no objections to the designation, City Council authorize the City Solicitor to introduce the Bill in Council designating the property under Part IV, Section 29 of the Ontario Heritage Act.

3. City Council include the property at 778 King Street West on the City of Toronto's Heritage Register.

This report recommends that City Council state its intention to designate the property at 778 King Street West under Part IV, Section 29 of the Ontario Heritage Act.  

The property at 778 King Street West comprises a two-storey brick building with stone trim, located on the north side of King Street West, just west of Tecumseth Street. It is a representative example of a mid-twentieth-century industrial headquarters, demonstrating the influence of the Streamlined Moderne style. Designed by Leo Hunt Stanford, the building was constructed in 1947 for the York Mending Wool Company. It was subsequently the location of Uniforms Registered, the notable Ydessa Hendeles Art Foundation gallery (1988-2012), and is currently a real estate office. The property reflects the redevelopment of King Street West for textile-related manufacturing during the first half of the twentieth century, as well as the area's later period of adaptive reuse and cultural regeneration.

Heritage Planning staff have determined that the property at 778 King Street West meets Ontario Regulation 9/06 – the criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act – for its design/physical, historical/associative, and contextual values.

In June 2019, the More Homes, More Choice Act, 2019 (Bill 108) received Royal Assent. Schedule 11 of this Act included amendments to the Ontario Heritage Act. The Bill 108 Amendments to the Ontario Heritage Act came into force on July 1, 2021, which included a shift in Part IV designations related to certain Planning Act applications. Section 29(1.2) of the Ontario Heritage Act now restricts City Council's ability to give notice of its intention to designate a property under the Act to within 90 days after the City Clerk gives notice of a complete application.

In November 2021, the City received an application for a Zoning By-law Amendment to facilitate the redevelopment of the site for an 18-storey mixed-use building with a non-residential gross floor area of 714 square metres, and a residential gross floor area of 24,126 square metres. The building at 778 King Street West is proposed to be demolished as well as the adjacent existing buildings located at 780, 782, 786, and 788 King Street West.

The development application currently under review was deemed complete on

January 14, 2022, following the new legislation coming into force. This Notice of Intention to Designate report must be considered by City Council before April 14, 2022.

A Heritage Impact Assessment (HIA) is required for all development applications that affect listed and designated properties and will be considered when determining how a heritage property is to be conserved. A Heritage Impact Assessment was not submitted for this application. Designation also enables City Council to review proposed alterations or demolitions to the property and enforce heritage property standards and maintenance.

At its meeting on March 23, 2022, the Toronto Preservation Board considered Item PB32.1 and made recommendations to City Council.

Summary from the report (March 1, 2022) from the Senior Manager, Heritage Planning, Urban Design, City Planning:

This report recommends that City Council state its intention to designate the property at 778 King Street West under Part IV, Section 29 of the Ontario Heritage Act.  

The property at 778 King Street West comprises a two-storey brick building with stone trim, located on the north side of King Street West, just west of Tecumseth Street.

It is a representative example of a mid-twentieth-century industrial headquarters, demonstrating the influence of the Streamlined Moderne style. Designed by Leo Hunt Stanford, the building was constructed in 1947 for the York Mending Wool Company.

It was subsequently the location of Uniforms Registered, the notable Ydessa Hendeles Art Foundation gallery (1988-2012), and is currently a real estate office. The property reflects the redevelopment of King Street West for textile-related manufacturing during the first half of the twentieth century, as well as the area's later period of adaptive reuse and cultural regeneration.

Heritage Planning staff have determined that the property at 778 King Street West meets Ontario Regulation 9/06 – the criteria prescribed for municipal designation under Part IV, Section 29 of the Ontario Heritage Act – for its design/physical, historical/associative, and contextual values.

In June 2019, the More Homes, More Choice Act, 2019 (Bill 108) received Royal Assent. Schedule 11 of this Act included amendments to the Ontario Heritage Act. The Bill 108 Amendments to the Ontario Heritage Act came into force on July 1, 2021, which included a shift in Part IV designations related to certain Planning Act applications. Section 29(1.2) of the Ontario Heritage Act now restricts City Council's ability to give notice of its intention to designate a property under the Act to within 90 days after the City Clerk gives notice of a complete application.

In November 2021, the City received an application for a Zoning By-law Amendment to facilitate the redevelopment of the site for an 18-storey mixed-use building with a non-residential gross floor area of 714 square metres, and a residential gross floor area of 24,126 square metres. The building at 778 King Street West is proposed to be demolished as well as the adjacent existing buildings located at 780, 782, 786, and 788 King Street West.

The development application currently under review was deemed complete on

January 14, 2022, following the new legislation coming into force. This Notice of Intention to Designate report must be considered by City Council before April 14, 2022.

A Heritage Impact Assessment (HIA) is required for all development applications that affect listed and designated properties and will be considered when determining how a heritage property is to be conserved. An HIA was not submitted for this application. Designation also enables City Council to review proposed alterations or demolitions to the property and enforce heritage property standards and maintenance.

The City Manager recommends that:

1. City Council consider the report of the Toronto Transit Commission attached to this report as Attachment 1: Status Update – Cross-Boundary Service Integration (TTC Board report adopted February 10, 2022).

2.  City Council request the Ontario Government amend Section 395 of the City of Toronto Act, 2006 to enable cross boundary transit service integration and specifically:

a. allow the Toronto Transit Commission to enter into an agreement with a municipality or local board authorizing the municipality or board to operate and maintain transit services within the City of Toronto on the conditions specified in the agreement; and

b. provide that such an agreement is not a sale, transfer or deemed sale or transfer of the operation or part of the operation of the Toronto Transit Commission under the Labour Relations Act, nor is it a contract for services for the Toronto Transit Commission to enter into an agreement for such transit services within the City of Toronto.

3. City Council direct the Board of the Toronto Transit Commission to report to City Council on an implementation plan for the Cross-Boundary Transit Service Integration Pilot Project, including details of TTC service reallocation, transit service improvements, financial implications and cost-benefit analysis.

At its meeting of February 10, 2022, the Toronto Transit Commission (TTC) Board considered an update on cross-boundary service integration. The TTC staff report (included as Attachment 1) provides an overview of the proposed Cross-Boundary Service Integration Plan, which calls for a partnership between the TTC and 905 transit agencies (e.g. York Region Transit and Mississauga transit) that would allow 905 transit agencies to serve customers within the boundaries of Toronto. Currently, the City of Toronto Act, 2006 (COTA) restricts the TTC from entering into an agreement with another entity to provide transit service in the City of Toronto unless that entity provided the service prior to January 1, 1954. This effectively prevents the TTC from entering into cross-boundary service agreements.

In its decision, the TTC Board:

·       approved the Agency's Cross-Boundary Service Integration Plan in principle;

·       advised of legislative barriers in COTA that currently prevent the TTC from operationalizing the Plan;

·       directed the CEO to report back to the TTC Board on details of interagency revenue sharing, a plan for the reinvestment of savings, and a plan for ensuring consistent customer service and support; and,

·       forwarded the report to the City Manager and the Ontario Ministry of Transportation.

The report of the TTC Board also noted that there is a limitation in TTC's collective agreement with Local 113 of the Amalgamated Transit Union (ATU) on entering into arrangements pertaining to contracting out or sale of business. As at date of submission of this report, the TTC is continuing discussions with the ATU regarding this issue.

The purpose of this City Manager report is to convey the TTC Board's report to City Council, with a recommendation that City Council request the Ontario Government amend COTA to remove the legislative barriers currently preventing the TTC from entering into agreements with other public passenger transportation organizations for better co-ordination of services across municipal boundaries. The legislative amendments requested are one step on the path towards implementing TTC's proposed Cross-Boundary Service Integration Plan. TTC continues to work with partners on implementation details, including service planning, required technology solutions, and cost-sharing between the parties.