Decisions

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 deferred Item EX31.8 to the May 4, 2022 Executive Committee Meeting, to permit the Deputy City Manager, Corporate Services, and the Chief Technology Officer, Technology Services to submit a supplementary report on:

1. The further questions and issues raised at the Executive Committee meeting on March 30, 2022.

2. A time frame for developing a ConnectTO Business Plan, which will include:   

a. the short, medium and long term costs of building and maintaining the proposed networks;

b. the end-user price and download/upload capacity that will be available through the City’s Municipal Broadband Network;

c. proof of the City’s ability to create better access and pricing for high speed internet than established Internet Service Providers, when the city does not have existing infrastructure or funding;

d. address how ConnectTO will gain access to apartment buildings that already have contracts with other Internet Service Providers;

e. the number of Full Time Equivalent staff required for the planning, implementation, and on-going operations and management of this project, in addition to the 1000+ existing Technology Services Full Time Equivalents;

f. evidence that price is the main factor that challenges the use of internet services in priority neighbourhoods, and not lack of computers, computer literacy, or other fears or concerns about internet use; and

g. a statement of the metrics for success, including the anticipated number of new internet subscriptions from residents who previously could not afford and/or lacked access to high speed internet.
 

3. The justification for creating this new internet infrastructure, given that most buildings already have high speed internet, and affordable high speed internet plans are available to low income families with sufficient download/upload capacity for video streaming for classroom use.

4. A comparative analysis of short and long term costs, capital and operating, of existing service versus the proposed service; such cost analysis should separate the costs for service to City properties from service to residential communities and should also show the cost differences between using private sector providers for internet service versus City-owned and managed assets.

The Chief Technology Officer, Technology Services gave a presentation on the Item.

At its February 2, 3 and 5, 2021 meeting, City Council approved the phased implementation of ConnectTO, a collaborative program that aims to centralize stewardship of municipal resources and assets to deliver on the City's equity and connectivity goals.

This report provides an update on the first phase of the ConnectTO program, and seeks City Council's endorsement of the proposed next steps for the creation of a City of Toronto Municipal Broadband Network (MBN). The intention is that the Municipal Broadband Network will be a City-owned, high-speed fibre broadband internet network that will support municipal operation and services, connect City-owned facilities, and that will be accessible to Internet Service Providers (ISPs) in order to provide high-speed internet services directly to Toronto residents and businesses. This report also seeks City Council's support for proposed requests to other levels of government to improve infrastructure and address the digital divide.  

Since February 2021, staff have executed the ConnectTO Phase 1 work plan as directed by Council and built on the momentum of 2020 to continue expanding internet connectivity in several Neighbourhood Improvement Area communities. Specific updates and outcomes included in this report are:

- Expanded Free Wi-Fi in Community Centres and Toronto Community Housing common areas, as well as launching a Youth Learning & Work Placement Program through the Digital Canopy initiative in Tower Neighbourhoods;

- Continued partnerships with Higher Education Institutions (HEIs) to research and analyse digital access, responsible data collection and management, and the social impacts of ConnectTO;  

Initiated development of a Digital Equity Policy for the City of Toronto;

- Continued monitoring of Federal and Provincial initiatives, including activities of the Canadian Radio-television and Telecommunications Commission (CRTC);

- Continued leading regular dialogue with other big cities coast-to-coast, in the Greater Toronto and Hamilton Area (GTHA), and with the Federation of Canadian Municipalities (FCM), seeking alignment on broadband priorities; and

- Conducted ConnectTO Municipal Broadband Network Phase 1 pre-tender information-gathering and issued a Negotiated Request for Proposals (nRFP) seeking suppliers to deploy fibre and provide low-cost high-speed internet access to 6,700 residential and business units in several Neighbourhood Improvement Areas. No responses to the Negotiated Request for Proposals were received.

It is clearer than ever that access to broadband, also known as high-speed internet service, is necessary for Torontonians to equitably participate in the economy and day-to-day life. Through 2020 and 2021, the experiences of Torontonians have highlighted the presence of a digital divide in our city, and that high-speed internet access is essential to the resiliency of our city and its residents. Toronto has the opportunity to leverage its assets and expertise in public service delivery to create an Municipal Broadband Network. The Municipal Broadband Network will not situate the City of Toronto as an Internet Service Provider, but will instead enhance local competition by bringing more capacity to Toronto's internet service market for a broader range of private or public Internet Service Providers. These efforts will also help the City of Toronto leverage its assets in partnerships with Internet Service Providers to make high quality and reliable internet more accessible for all residents, regardless of their financial means or circumstances.

Based on research, review of relevant jurisdictions, lessons learned from the Phase 1 Negotiated Request for Proposals, consideration of sustainable business models and expert advice, Technology Services is seeking City Council support for the proposed approach and high-level planning, administration, and governance activities required over the next three years to facilitate longer-term deployment of a City of Toronto Municipal Broadband Network. In following this approach, staff anticipate Municipal Broadband Network construction may be able to commence by 2024 and proceed longer-term by deploying fibre infrastructure assets in parallel with planned construction projects.

Once fully implemented, the Municipal Broadband Network would enhance the City's high-speed fibre broadband capacity, lower costs incurred by the City for its own network services, and provide the necessary infrastructure to support more robust competition in Toronto's internet service market. The City aims to achieve these outcomes by:

- Connecting City buildings, facilities and public spaces through a City-owned, high-capacity fibre broadband network (i.e. "the middle mile");

- Collaborating with private ISPs to provide affordable, high-quality internet services to residents and businesses (i.e. the "last mile");

- Creating opportunities for private Internet Service Providers to access City-wide fibre network infrastructure; and

- Ensuring that revenue or savings realized through the Municipal Broadband Network is re-invested to support connectivity in communities with a priority focus on Indigenous, Black and equity-deserving communities.

Given the long-term nature of an Municipal Broadband Network implementation, this report also outlines several opportunities to help bridge connectivity gaps in the shorter-term for communities in need.

This report aligns with, and supports the report from the Chief Technology Officer entitled City of Toronto Digital Infrastructure Strategic Framework: A new Principles-based approach for the planning and use of technology and data in Toronto which is also being considered by the Executive Committee on March 30, 2022.

Engineering and Construction Services, Social Development, Finance and Administration, Toronto Employment and Social Services, Purchasing and Materials Management, Toronto Public Health, People and Equity, Economic Development and Culture, City Planning, Parks, Forestry and Recreation, Transportation Services, Corporate Real Estate Management, Legal Services, and the City Manager's Office were consulted in the preparation of this report. In addition, Toronto Community Housing, Toronto Public Library, and CreateTO were consulted on this report.

The Executive Committee:

1. Received the report (March 16, 2022) from the General Manager, Transportation Services for information.

As part of the approval for Item EX28.14, City Council requested a report on vulnerable road user safety, transit priority and timely communication to the local community during construction of the Ontario Line downtown stations. This report responds to those requests.

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:

1. Referred Item EX31.11 to the City Manager and requested the City Manager, in consultation with the Chief Planner, the Executive Director Housing Secretariat, and the City Solicitor as appropriate to report to the Planning and Housing Committee on the new "More Homes for Everyone Plan" legislation.

In December 2021, the Provincial government appointed a Housing Affordability Task Force (HATF) with a mandate to explore measures to address housing affordability and submit recommendations to the Minister of Municipal Affairs and Housing. On February 8, 2022, the Ontario Government published the Report of the Housing Affordability Task Force which included 55 recommendations for additional measures to increase the supply of market housing to address the housing crisis. Full text of the report is available at this link: https://files.ontario.ca/mmah-housing-affordability-task-force-report-en-2022-02-07-v2.pdf.

Media have reported that the Province intends to act on some of the recommendations prior to the provincial election on June 2, 2022, with new legislation to be introduced during the Spring 2022 legislative sitting¹.

The purpose of this report is to:

- provide City Council with an overview of the Housing Affordability Task Force's report, including potential implications of the report's recommendations to the City of Toronto should the Ontario Government act on them;

- highlight areas of City support and areas of concern that warrant reconsideration by the Ontario Government;

- provide an overview of actions the City is already taking that align with the direction of the Housing Affordability Task Force Report;

- request that City Council share City staff analysis as outlined in this report with key ministries of the provincial and federal governments; and

- seek City Council authorization to make submissions to the Ontario Government, if required, regarding any future legislative or regulatory provincial initiatives that may arise in connection with implementation of the Task Force's recommendations. 

The City of Toronto has demonstrated a strong commitment to the creation and development of affordable housing. Staff are concerned that many of the Task Force's recommendations may not deliver affordable housing but may result in diminished liveability for current and future Toronto residents.

[1] Doug Ford"s housing task force calls for more density, less public consultation:

(CBC News, February 8, 2022)

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 deferred consideration of Item EX31.13 to the May 4, 2022 meeting of Executive Committee.

The purpose of this report is to request City Council approval for the removal of the Harbour Lead Line and Keating Rail Yard in the Port Lands. As shown in Attachment 1, the Harbour Lead Line runs southeast from Metrolinx's Wilson Yard and over the Don River; it then runs east along Lake Shore Boulevard East, south along Leslie Street and west on Unwin Avenue; in sum, it connects the Port Lands to the Union Station Rail Corridor. The Keating Rail Yard is located on the north side of Lake Shore Boulevard East, east of the Don Roadway.

As this report describes in further detail below, removing the Harbour Lead Line would produce a number of benefits for the City and its partners. In addition to both capital and operational cost savings, immediate cycling and Pedestrian safety and public realm improvements could be obtained within the Lake Shore Boulevard East corridor between the Don Roadway and Carlaw Avenue. Waterfront Toronto is currently overseeing the implementation of the Lake Shore Boulevard East Bridge and Public Realm project within this section, and, provided that Council approves the recommendations below, there is a time-limited opportunity to modify Waterfront Toronto's proposed designs to reallocate space made available by removing the Harbour Lead Line to implement cycling and pedestrian safety, and public realm design enhancements.

Over the past 10 to 15 years, the main user of the Harbour Lead Line has been Toronto Water, with deliveries to the Ashbridges Bay Treatment Plant. The last shipment to PortsToronto's 8 Unwin Avenue facility was in 2010. The last shipment to the CanRoof facility at 560 Commissioners Street was in 2014. In 2018, a portion of the Harbour Lead Line along Leslie Street was removed to facilitate the sale of 675 Commissioners Street (at Leslie Street) to Canada Post, effectively shutting down the line. Prior to this shutdown, overall rail volumes saw a general decline from a monthly volume of 1,100 cars per month in 1985, to less than 200 per month in the late 1990s, to only 13 cars per month in the 2010s (three cars ran at night once weekly for Toronto Water).

Within this context, City and CreateTO staff, analyzed the costs and benefits of the removal versus reinstatement of the Harbour Lead Line. Apart from the line's declining use and 2018 shutdown, staff are of the view that there are a number of reasons for recommending the removal of the Harbour Lead Line and Keating Rail Yard:

- The benefits of reinstatement do not justify the associated capital, operational, and maintenance costs needed to bring the rail spur to contemporary industrial standards; and

- The typical port operations and current and emerging industrial/commercial activities within the Port Lands primarily depend on efficient truck and marine access, as opposed to rail service, to service local supply chains. Although the Port handled about 2.2 million tonnes of cargo in 2021 the vast majority of material was in the form of bulk goods such as salt, sugar, aggregate and construction steel, the vast majority of which are intended for immediate local use and as such are best transported by truck. 

Furthermore, the removal of the Harbour Lead Line and Keating Rail Yard would generate a variety of potential benefits to the City, its waterfront partners and the public, including:

- As noted above, the removal would benefit future redevelopment projects in the Port Lands and enable several roadway, public realm, pedestrian and cyclist safety improvement opportunities along Lake Shore Boulevard East, the Don Roadway, and the Broadview Avenue extension, among others; and

- The removal would result in significant capital and future operating cost savings for the City, CreateTO and PortsToronto. Consultants retained by the City estimated that the cost of reinstating the Harbour Lead Line to operational use to be approximately $50 million. In addition to reconstructing and lengthening the rail bridge over the Don River, these costs would include reconstructing the entire line and signals to reflect contemporary rail operational/regulatory requirements and a new modernized rail yard.

The City completed a study related to rail access, referred to as the Toronto Port Lands – Rail Access Assessment Review. The study undertaken in response to the Local Planning Appeal Tribunal settlement requirement for Official Plan Amendment 387, concluded the costs of retaining and modernizing the Harbour Lead Line and Keating Rail Yard far exceeded the benefits. The study included consultation with Port Area businesses/industries. Given the local nature of the shipping activity that occurs in the Port Lands, long distance rail service is not considered optimal for present and future distribution needs. Transportation Services is also advancing the development of a Port Lands-wide Truck Access Management Strategy intended to identify the recommended approach for ensuring continued truck access for goods movement, including identifying reliable and redundant truck routes in and out of the Port Lands. The Strategy is being advanced in accordance with the September 2020 executed Goods Movement Minutes of Settlement from the Port Lands Phase 1 hearing and is anticipated to be completed by the end of this year. The Strategy will be used to inform completion of further Environmental Assessments and detailed design exercises.

Following the Harbour Lead Line's operational suspension in March 2018, Toronto Water eliminated rail deliveries to the Ashbridges Bay Treatment Plant and instituted deliveries by truck. As a result, operations at the Ashbridges Bay Treatment Plant no longer rely on deliveries by rail.

In November 2021, Metrolinx signaled their intent to proceed with Wilson Yard Expansion project but has recently deferred implementing the project until further notice. As planned, the scope of the project includes the decommissioning and removal of the Metrolinx owned portion of the Harbour Lead Line. To date, Metrolinx has not shared timelines associated with removal of the Harbour Lead Line with the City. As seen in Attachment 2, the removal of this 750 metre portion of the line would effectively sever the Harbour Lead Line's only practical connection to the Union Station Rail Corridor.

PortsToronto has confirmed that the competitive advantage of the Port of Toronto does not depend on rail access. PortsToronto relies on truck and marine access, and the Port’s proximity to downtown Toronto, which enables the efficient servicing of local supply chains. Noting the significant capital expenditures that would be required to restore the Harbour Lead Line to operational status, as well as ongoing operational costs, PortsToronto has indicated that there is no business case for the line and it is of the view that public funds would be better spent on improvements to the Port Lands transportation network. These improvements, including the reconstruction and re-alignment of Unwin Avenue from Leslie St. to Cherry Street, including the replacement of the existing single lane Bailey Bridge, have also been identified by the City as important capital investments in both the Port Lands Planning Framework and Port Lands and South of Eastern Transportation and Servicing Masterplan. One key improvement, the full restoration of the Bascule Bridge approach and bridge spans over the Ship Channel, will be partially funded by the City and is underway. Discussions regarding the other identified capital improvements, described above and in the Comments section below, are ongoing between the City and PortsToronto.    

Moving forward, City and CreateTO staff will develop an implementation plan for removing the Harbour Lead Line and Keating Rail Yard, and study the implications and opportunities resulting from their removal. Given the potential heritage significance of the Harbour Lead Line to the legacy of the Port Lands and its cultural heritage landscape, City staff will investigate cost-effective measures for commemorating and/or conserving elements of the Harbour Lead Line and Keating Rail Yard in consultation with Heritage Planning staff, integrated with current public realm projects along Lake Shore Boulevard East being advanced by the City working with Waterfront Toronto.

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:

1. Received the report (March 16, 2022) from the Executive Director, Social Development, Finance and Administration for information.

This report provides a status update on the implementation of the Rexdale-Casino Woodbine Community Benefits Agreement.

Adopted by City Council in 2018 as a condition of expanded gaming at the Woodbine Racetrack site, the Rexdale-Casino Woodbine Community Benefits Agreement established a range of community benefits requirements that One Toronto Gaming must fulfill.

While significant progress towards meeting the requirements of the Community Benefits Agreement has been made since 2018, the COVID-19 pandemic has impacted progress on nearly all of the targets and requirements of the Agreement. As of December 31, 2021, highlights of progress to date include:

- Local and Social Hiring[1] (Operations) – Of the 1,689 new hires since 2018, 48 percent self-identified as a social hire and 11 percent were local hires; the required target for local hires has not yet been met.

- Full-Time Employment – Prior to the onset of the COVID-19 pandemic, 56 percent of Casino Woodbine employees were full-time and 44 percent were part-time. Of the 937 active team members as of December 31, 2021, 75 percent were full-time.

- Local and Social Hiring (Construction) – Of the 1,426 people employed on the construction site since 2018, 27 percent self-identified as a social hire and 1.3 percent self-identified as a local hire.

- Supply Chain Diversity – In 2021, One Toronto Gaming spent $67 million across 17 local suppliers and reported no spend via diverse suppliers. A mechanism to track progress against the 10 percent target has not yet been established.

- Responsible Gambling – All Responsible Gambling measures are being met at Casino Woodbine following its reopening in July 2021.

This report provides an update on:

- One Toronto Gaming's progress on achieving each of the targets and requirements of the Rexdale-Casino Woodbine Community Benefits Agreement;

- Ontario Lottery and Gaming Corporation's efforts in advancing Responsible Gambling;

- The updated estimated timeline for the completion of the first phase of the Casino Woodbine redevelopment project;

- Efforts to maximize employment opportunities on the construction site for local and social hires;

- The extension of the deadline for the International Marketing Plan from January 1, 2022 to March 31, 2023 given the impacts of the COVID-19 pandemic;

- The ongoing efforts to identify a suitable location for a child care centre;

- The City of Toronto's share of gaming revenues for 2021; and

- The acquisition of Great Canadian Gaming Corporation by Apollo Global Management Inc.

While 2021 was a challenging year for the Rexdale-Casino Woodbine Community Benefits Agreement, it also represented a year of opportunity with Casino Woodbine reopening in July following prolonged government-mandated closures - and with new employment and procurement opportunities on the horizon given the expected completion of the first phase of redevelopment in late 2022. One Toronto Gaming, the City, and the Community Steering Committee remain committed to ensuring that the Rexdale-Casino Woodbine Community Benefits Agreement supports Toronto's recovery efforts, and more specifically the recovery efforts in Rexdale.

 
[1] Local Hiring is defined as the hiring of people who live in the Woodbine Local Area. Social Hiring is defined as the hiring of people who self-identify with an Equity-seeking group or people who face unique barriers to employment, including Ontario Works clients.

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 Executive Committee:

1. Directed the City Manager, in consultation with relevant City Divisions to report to the May 4, 2022 meeting of the Executive Committee and the May 5, 2022 meeting of the Toronto Accessibility Advisory Committee on the tools and strategies the City currently use to ensure accessibility in the public realm surrounding private development as well as capital City projects including:

a. access to sidewalks, or where not possible, adequate pathways;

b. existing guidelines for access/egress standards;

c. ramps, signage, and wayfinding for pedestrians; and

d. enforcement protocol and associated fines, if any, for non-compliance.

As one of the largest cities in North America, the City of Toronto is consistently under construction through state of good repair infrastructure work or private development with over 124 cranes in the sky at any moment. Each construction site is unique whether it is cramped conditions through the downtown or more spacious construction in other parts of the city. In all cases, the City of Toronto needs to ensure that the public realm remains accessible, or that adequate accommodation is maintained.

There are many instances reported of failure to maintain an accessible pathway or adequate accommodation on a variety of sites across the City. While each site brings unique challenges, we need to ensure that Toronto remains accessible for all who navigate the city. It is important to have consistent standards and enforcement to protect vulnerable road users across the city.

The Executive Committee:

1. Directed the Executive Director, Social Development, Finance and Administration to:

a. apply a specific intersectional Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer lens to SafeTO: Toronto's Ten-Year Community Safety and Well-Being Plan;

b. invite and involve community-based organizations to the Leadership Table and in the further development and implementation of the SafeTO plan, including but not limited to the Black Health Alliance, The 519 Community Centre, Toronto’s Trans community organizations, and Gender-Based Violence organizations and to report back annually to the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee;

c. incorporate the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee’s feedback in the implementation of the SafeTO plan; and

d. incorporate the applicable recommendations from the United Nations Declaration on the Rights of Indigenous Peoples, the Final Report of the National Inquiry into Missing and Murdered Indigenous Women and Girls, the Truth and Reconciliation Commission's Calls to Action, and the City of Toronto’s Confronting Anti-Black Racism Action Plan into the implementation of the SafeTO plan.

At its meeting on September 27, 2021, the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee considered Item QS5.5 and made recommendations to the Executive Committee.

SafeTO will work to bring about a safe Toronto that promotes and celebrates the well-being and resilience of all residents. SafeTO will drive 26 priority actions across seven strategic goals: reduce vulnerability; reduce violence; advance truth and reconciliation; promote healing and justice; invest in people; invest in neighbourhoods, and drive collaboration and accountability. It provides a roadmap for how the City and social systems that serve Torontonians, such as community services, healthcare systems, education systems, justice systems, police and businesses, can work collaboratively across different sectors and across governments to support community safety and well-being.