Agenda

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

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

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

July 19, 2024

toronto.ca/council

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

- O Canada

- Moment of Silence

City Council will confirm the Minutes from the regular meeting held on June 26 and 27, 2024.

Report of the Executive Committee from Meeting 16 on July 16, 2024

Submitted by Mayor Olivia Chow, Chair

Report of the Audit Committee from Meeting 5 on July 5, 2024

Submitted by Councillor Stephen Holyday, Chair

Report of the Economic and Community Development Committee from Meeting 14 on July 4, 2024

Submitted by Councillor Alejandra Bravo, Chair

Report of the General Government Committee from Meeting 14 on July 2, 2024

Submitted by Councillor Paul Ainslie, Chair

Report of the Infrastructure and Environment Committee from Meeting 15 on July 3, 2024

Submitted by Councillor Jennifer McKelvie, Chair

Report of the Planning and Housing Committee from Meeting 14 on July 11, 2024

Submitted by Councillor Gord Perks, Chair

Report of the Etobicoke York Community Council from Meeting 15 on July 15, 2024

Submitted by Councillor Stephen Holyday, Chair

Report of the North York Community Council from Meeting 15 on July 9, 2024 

Submitted by Councillor James Pasternak, Chair

Report of the Scarborough Community Council from Meeting 15 on July 12, 2024 

Submitted by Councillor Paul Ainslie, Chair  

Report of the Toronto and East York Community Council from Meeting 15 on July 10, 2024 

Submitted by Councillor Chris Moise, Chair

New Business submitted by the Mayor and City Officials

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

Members of Council may file petitions.

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

City Council will review the Order Paper.

Councillor Michael Thompson, Ward 21, Scarborough Centre, has submitted the following Administrative Inquiry:

I am submitting this Administrative Inquiry under Municipal Code S27-7.11 for the July 24, 2024 meeting of City Council.

City Council 2023.AU2.7 adopted the Auditor General’s June 21, 2023 report with 19 recommendations to strengthen the planning, oversight, tracking, monitoring, management and reporting of project costs of all Phase One and Phase Two Modular Housing projects. A future work plan would see the AG examine whether supportive housing is effective in meeting the needs of tenants.

39 Dundalk Drive, included in Phase Two of the Modular Housing Initiative, opened 57 units last November. It is operated by Homes First Society, responsible for providing critical supports to the tenants. Over the past several months, there have been incidents at or near the Dundalk homes that have had a significant impact on the surrounding community. These raise concerns about the level of supportive care offered and accepted by the tenants with severe needs.

What made this housing concept attractive is the promise of the integration of shelter and supports for citizens who may not be fully ready for independent living.

I am requesting answers to the following questions:

1. What was the selection process to identify tenants for housing at 39 Dundalk Drive? How many Dundalk tenants were selected from the 22 Metropolitan Road and Delta shelters? How many tenants from 22 Metropolitan Road were formerly sheltered at Strachan House?

2. What selection process is used to identify tenants for housing at other modular housing sites?

3. What selection process will be used to identify future residents for 39 Dundalk Drive?

4. What criteria is used to assess tenants’ housing readiness?

5. What programs are in place to support and/or treat the tenants with severe mental health and drug addiction issues? Is 39 Dundalk providing the appropriate level of care?

6. How are decisions being made in the best interests of tenants who are unable to act on their own behalf, due to impaired competency?

7. What is the relationship between Homes First and the City?

a. What is the contractual responsibility of Homes First to match the level of service and care to the needs of the tenants?

b. What oversight does the City have over service providers and how is it structured?

c. What is the evaluation process and what are the performance standards for service providers?

8. How is the Housing Secretariat evaluating the program management and the effectiveness of supportive housing in meeting the needs of tenants by service providers?

The Planning and Housing Committee forwards the item to City Council without recommendations.

The Planning and Housing Committee held a statutory public meeting that began on October 26, 2023 and continued on November 30, 2023, and notice was given in accordance to the Planning Act.

City Council, at its meeting on November 8 and 9, 2023, referred the draft Zoning By-law Amendments in Attachment 1 to the report (September 13, 2023) from Chief Planner and Executive Director, City Planning and the Executive Director, Transit Expansion Office, as they relate to the following properties, to the Planning and Housing Committee for further consideration at its meeting of November 30, 2023:

891, 885 and 897 Pape Avenue;

1012-1052 Pape Avenue;

240 and 242 First Avenue;

495 and 497 Pape Avenue;

716 Pape Avenue;

676-692 Danforth Avenue;

5-11 Gertrude Place;

1, 3, 5, 7, 11, and 13 Lipton Avenue;

855 Gerrard Street East;

15 and 17 Minton Place and 156 and 158 Hopedale Avenue; and

449 Carlaw Avenue.

The City Solicitor recommends that:

1. City Council adopt the recommendations contained in the Confidential Attachment 1 to this report from the City Solicitor.
 

2. City Council authorize the public release of the confidential recommendations contained in the Confidential Attachment 1 and Confidential Appendix A to this report from the City Solicitor, if adopted by City Council.

3. City Council direct that all other information contained in Confidential Attachment 1 to this report from the City Solicitor is to remain confidential at the discretion of the City Solicitor, as it contains advice which is subject to solicitor-client privilege.

On December 14, 2020, the City received Zoning By-law and Official Plan Amendment applications for 5051-5061 Yonge Street (the "Site") to permit the construction of a 42 storey (135 metres excluding mechanical penthouse) mixed-use building with non-residential uses on the first 6 storeys, and residential uses above, with a total of 350 units. On October 26, 2022 a revised application was submitted proposing a 39 storey (126 metres excluding mechanical penthouse) mixed use building with non-residential uses on the first two storeys, and residential uses above with a total of 365 units.

The applicant appealed City Council's neglect or failure to make a decision on its application for the Official Plan and Zoning By-law Amendments (the "Appeal"), to the Ontario Land Tribunal on January 18, 2023. A ten-day Ontario Land Tribunal hearing was scheduled to commence on May 15, 2024, but was adjourned by the applicant so that further direction could be sought from City Council. This matter is urgent and should not be deferred.

The City Solicitor recommends that:

1. City Council adopt the recommendations contained in Confidential Attachment 1 to this report from the City Solicitor.

2. City Council authorize the public release of the confidential recommendations contained in Confidential Attachment 1 and Appendices A and B to this report from the City Solicitor, if adopted by City Council.

3. City Council direct that all other information contained in Confidential Attachment 1 to this report from the City Solicitor is to remain confidential at the discretion of the City Solicitor, as it contains advice which is subject to solicitor-client privilege.

On September 16, 2021, Official Plan Amendment and Zoning By-law Amendment applications were submitted seeking to permit a 12-storey mixed-use building with an interior block of 15 three-storey townhouse units at 21-53 Broadview Avenue, 344 Eastern Avenue and 18-34 and 40 Lewis Street (the "Site"). A Site Plan Control application was submitted on July 5, 2022. A Rental Housing Demolition application was also submitted to permit the demolition of existing rental dwelling units on the site.

On March 29, 2023, the Applicant appealed the Official Plan Amendment and Zoning By-law Amendment applications to the Ontario Land Tribunal because of City Council's failure to make a decision on the applications within the timeframe legislated by the Planning Act.

A two-week hearing was scheduled to commence on June 10, 2024 but was adjourned to allow for further discussions with the Applicant. The City Solicitor requires further directions to prepare for an upcoming case management conference scheduled to commence on June 21, 2024. This matter is urgent and cannot be deferred.

The Executive Committee recommends that:  

1. City Council receive the report (July 2, 2024) from the Chief Engineer and Executive Director, Engineering and Construction Services, the General Manager, Transportation Services and the Chief Procurement Officer, Purchasing and Materials Management for information.

Further to City Council's previous consideration in June 2024 (CC19.2)  the Chief Engineer and Executive Director, Engineering and Construction Services, General Manager, Transportation Services, and the Chief Procurement Officer will be submitting a report as soon as more information is available that provides an update on the State of Good Repair Design-Build Contract for the F.G. Gardiner Expressway Rehabilitation Section 2 - Dufferin Street to Strachan Avenue, Contract Number 22ECS-BE-01GE (the "Gardiner Section 2 Contract") including the results of the industry expert workshops held on June 11 and 12, 2024, as well as negotiations with the current contractor, on a plan that includes tangible, implementable measures to advance construction acceleration and enhanced congestion management measures.

The Executive Committee recommends that:

1. City Council endorse the reallocation plan outlined in the report (July 2, 2024) from the Chief Financial Officer and Treasurer and City Council direct the Executive Director, Financial Planning, in consultation with the Chief Financial Officer and Treasurer, to work with relevant City Divisions and Agencies to prioritize investment in capital projects in these areas through the 2025 Budget process.

On December 13, 2023, City Council approved in principle the terms of the Ontario-Toronto New Deal Agreement (the New Deal), which enables significant infrastructure investment in the City. The New Deal committed the City to funding and delivering growth infrastructure to advance transit and housing priorities, and also created the opportunity to invest in aging infrastructure through the upload of the F.G. Gardiner Expressway (Gardiner) and Don Valley Parkway (DVP) to the Province. Subject to a third-party due diligence assessment, the upload of the Gardiner and DVP allows for approximately $1.9 billion to be re-invested in existing and unfunded City infrastructure priorities over the next 10-year planning period.

This report identifies areas in the City that require a significant state of good repair (SOGR) investment, consistent with the funding gaps identified in the City's 2024 Corporate Asset Management Plan (EX14.6), and prior SOGR reporting to Council. The report also highlights funding obligations from the New Deal that require investment, which will be supported from the reallocated expressway funding such as the Broadview Eastern Flood Protection (BEFP) project for advancing Transit-Oriented Communities, and the City's commitment to advancing housing development to support provincial economic development and growth.

The report seeks endorsement of the plan to reallocate funding from the Gardiner and DVP to the following priority areas: Toronto Transit Commission (TTC) base system, Housing SOGR and infrastructure development, Parks, Forestry and Recreation (PFR) SOGR, Transportation Services SOGR, Corporate Real Estate Management (CREM) SOGR, and to the Broadview Eastern Flood Protection (BEFP) project. The Executive Director, Financial Planning, and the Chief Financial Officer and Treasurer will work with relevant City Divisions and Agencies, supported by the Capital Prioritization Framework for capital planning to invest in priority infrastructure renewal projects over the entire 10 year planning period through the 2025 Budget process.

The Executive Committee recommends that:

Subway Program Agreement-in-Principle 

1.  City Council approve the terms set out in Attachment 1 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer, and City Council authorize the City Manager to enter into and execute a Subway Program Agreement-in-Principle with the Province of Ontario, based substantially on the terms set out in Attachment 1 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer, and on such other terms and conditions satisfactory to the City Manager, in consultation with the Deputy City Manager, Infrastructure Services, the Chief Financial Officer and Treasurer, the Executive Director, Transit Expansion, and any other relevant officials, and in a form satisfactory to the City Solicitor. 

2.  Subject to entering into the Subway Program Agreement-in-Principle in accordance with Recommendation 1 above, City Council authorize the Deputy City Manager, Infrastructure Services, or designate and any other relevant City officials, to negotiate and execute any such necessary ancillary or related agreements, amendments and renewals with any other relevant parties, including a Subway Main Agreement, for the implementation of the Subway Program, all substantially in accordance with the terms included as Attachment 1 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer, the executed Subway Program Agreement-in-Principle, and on such other terms and conditions satisfactory to the Deputy City Manager, Infrastructure Services, or designate, in consultation with the Chief Financial Officer and Treasurer, the Executive Director, Transit Expansion, and any other relevant officials, and in a form satisfactory to the City Solicitor. 

3.  City Council delegate authority to the Deputy City Manager, Infrastructure Services or designate, in consultation with the relevant Divisions, to oversee the management and implementation of the Subway Program Agreement-in-Principle, the Subway Main Agreement and any ancillary or related agreements, including, without limitation, providing all necessary consents, approving assignments and enforcement of warranties. 

4.  City Council delegate authority to the Deputy City Manager, Infrastructure Services or designate, in consultation with the relevant Divisions, to negotiate, enter into and execute agreements with Metrolinx and any other party, including amendments and renewals for new utility crossing, level crossings and grade separations, including terms related to cost-sharing for construction and on-going maintenance, if any, as appropriate. 

5.  City Council, with respect to the Subways Program:  

a.  authorize the Deputy City Manager, Infrastructure Services or designate, in consultation with the relevant Divisions, to identify and approve the inclusion of enhancements to City infrastructure, as well as any investigative, planning and design studies considered necessary for City infrastructure and services in the vicinity of the work to deliver the Subway Program ("Additional Infrastructure") which Metrolinx's contractor will be asked to design and/or construct as part of the Subway Program, subject to the following conditions: 

i.  the Deputy City Manager, Infrastructure Services, in consultation with the Executive Director, Transit Expansion, the Chief Financial Officer and Treasurer and relevant Divisions, are of the view that the estimated price provided by Metrolinx for the Additional Infrastructure, as may be reviewed by an independent reviewer, is fair and reasonable in the circumstances; and 

ii. the funding for the estimated cost of the Additional Infrastructure is or will be available in the year required, within an approved capital budget; 

b.  authorize the Deputy City Manager, Infrastructure Services or designate, in consultation with the relevant Divisions, to obtain and pay for estimates and pre-estimates for Additional Infrastructure from Metrolinx and/or Metrolinx's contractor; 

c.  authorize the Deputy City Manager, Infrastructure Services or designate, in consultation with the relevant Divisions, to negotiate, enter into and execute Municipal Infrastructure Agreements with Metrolinx for Additional Infrastructure, including any amendments;  

d.  authorize the Deputy City Manager, Infrastructure Services or designate, in consultation with the relevant Divisions, to enter into cost-sharing arrangements with Metrolinx for services or infrastructure requested by the City for mutually beneficial projects in the vicinity of the Subway Program, or where the Province has agreed to cost-share with the City as their work on the Subway Program has created an incremental cost impact to the City’s funded capital projects that are either planned or underway, as long as conditions in Recommendations 5.a.i. and 5.a.ii. above are satisfied;

e.  notwithstanding City of Toronto Municipal Code Chapter 71, Financial Control, authorize the Chief Financial Officer and Treasurer to approve budget adjustments, provided that sufficient funds are available, and: 

i.  reallocate funds between capital projects or sub-projects in an amount not more than $3 million; and

ii.  report any exercise of this delegated authority to the appropriate standing committee at the first opportunity; and

f.  direct that Confidential Attachment 3 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer remain confidential in its entirety, as it contains confidential information supplied in confidence to the City of Toronto by the Province of Ontario and contains financial information related to ongoing negotiations with the Province of Ontario. 

6.  City Council authorize the General Manager, Transportation Services to negotiate, in consultation with the Toronto Transit Commission, and execute a TO360 Wayfinding Implementation Agreement, and any ancillary or related agreements and amendments, with Metrolinx for the Subway Program and other Metrolinx-led transit projects within the City of Toronto for the purpose of completing design studies, producing wayfinding maps and signs, sharing data and standards, and other deliverables as may be required to support wayfinding programs, in a form satisfactory to the City Solicitor.  

7.  City Council receive Attachment 3 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer for information.

Transit Ledger Clearing 

8.  City Council authorize the Chief Financial Officer and Treasurer to negotiate and execute an agreement with the Province of Ontario, in terms satisfactory to the Chief Financial Officer and Treasurer, in consultation with the City Manager, for the settlement and clearing of transit ledger items outlined in Confidential Attachment 1 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer, to fulfil a term in the Terms of the Ontario-Toronto New Deal, and in a form satisfactory to the City Solicitor.

9.  City Council direct that Confidential Attachment 1 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer remain confidential in its entirety, as it contains confidential information supplied in confidence to the City of Toronto by the Province of Ontario and contains financial information related to ongoing negotiations with the Province of Ontario. 

Scarborough Subway Extension – Eglinton East LRT Kennedy Station Interface

10.  City Council direct the Executive Director, Transit Expansion to continue discussions with Metrolinx and the Province of Ontario to explore options that provide appropriate transit network integration between the Eglinton East Light Rail Transit and Scarborough Subway Extension at Kennedy Station.

11.  City Council authorize the public release of Confidential Attachment 2 to the supplementary report (July 15, 2024) from the Executive Director, Transit Expansion and the Chief Financial Officer and Treasurer following completion of the Scarborough Subway Extension project, as it contains commercial information, supplied in confidence to the City, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization and involves the security of the property belonging to the City of Toronto. 

Other

12.  City Council request Metrolinx to provide the City with an urgent update on the current status of construction on the Eglinton Crosstown Light Rail Transit including a projected date for the commencement of revenue service.

13. City Council request the Deputy City Manager, Infrastructure Services to continue to advance the following goals around the sites of Ontario Line Construction in Ward 14:

a.  better engagement through the provision of a Metrolinx Community Office at Pape and Danforth;

b.  an improved tenant support strategy for current tenants who will be relocated and tenants who have previously been relocated by Ontario Line Construction;

c.  replacement of parking lost via the occupation of Toronto Parking Authority lots to continue to support local businesses and residents; 

d. additional construction mitigation measures in consultation with the local community, including the addition of construction hoarding with public art, to minimize impact and beautify the site; and

e. maintaining a clean and accessible public realm around the construction site in consultation with business owners, and immediate improvements to remove obstructions in the vicinity of 777 Danforth Avenue.

The Province of Ontario's Subway Program, being delivered by Metrolinx, is a significant transit expansion project within the City of Toronto. The Subway Program consists of the Ontario Line, Scarborough Subway Extension, Eglinton Crosstown West Extension, and Yonge North Subway Extension projects.

In February 2020, the Province and the City negotiated a Preliminary Agreement (PA) for the Subway Program, amongst other matters. The PA outlined high-level roles and responsibilities of the City and Province in the planning, delivery, and operations of the Subway Program. As the Province continues to advance the Subway Program, through its delivery agent Metrolinx, there is a need to develop and execute a Subway Agreement-in-Principle (AIP) that enhances the principles outlined within the PA to further guide the ongoing design and delivery of the Subway Program.

Negotiations on the Subway Program AIP are ongoing and will conclude imminently. As such, the purpose of this report is to note that City staff will provide a supplementary report with the details on the outcome of negotiations as soon as possible.

The supplementary report to Executive Committee will provide an update on four key items related to the Subway Program, namely:

1. Subway Agreement-in-Principle;

2. Settlement of the transit ledger in accordance with the terms of the Ontario-Toronto New Deal;

3. Scarborough Subway Extension-Eglinton East LRT overbuild protections; and,

4. Update on the status of the Subway Program projects.

The Province of Ontario's Subway Program, being delivered by Metrolinx, is a significant transit expansion project within the City of Toronto. The Subway Program consists of the Ontario Line, Scarborough Subway Extension, Eglinton Crosstown West Extension, and Yonge North Subway Extension projects. This report provides City Council with an update on four key items related to the Subway Program, namely:

1. Subway Agreement-in-Principle;

2. Settlement of the transit ledger in accordance with the terms of the Ontario-Toronto  New Deal;

3. Scarborough Subway Extension-Eglinton East LRT Kennedy Station interface; and,

4. Update on the status of the Subway Program projects.

1. Subway Agreement-in-Principle

In February 2020, the Province and the City negotiated a Preliminary Agreement (PA) for the Subway Program, amongst other matters. The PA outlined high-level roles and responsibilities of the City and Province in the planning, delivery, and operations of the Subway Program. As the Province continues to advance the Subway Program, through its delivery agent Metrolinx, there is a need to develop and execute a Subway Agreement in Principle (AIP) that enhances the principles outlined within the PA to further guide the ongoing design and delivery of the Subway Program.

As such, this report is seeking City Council authority to execute a binding Subway AIP with the Province of Ontario, based on the terms outlined in Attachment 1. The AIP is intended to provide a clear understanding and agreement between the City and the Province on respective roles and responsibilities, authorities, funding responsibilities, ownership, and approvals that are crucial to the implementation of the Subway Program. Subject to City Council approval, the AIP will provide a framework for continued engagement between the City and the Province, as well as the TTC and Metrolinx, and will provide the basis from which a detailed Subway Main Agreement and additional ancillary agreements can be negotiated and executed by City staff in consultation with the TTC.

2. Transit Ledger Clearing

This report also seeks authority to negotiate and execute an agreement with the Province of Ontario to settle claims and clear the ledger on historical transit costs. The costs the City has sought to recover from the Province for planning and design work on the extension and development of new subway lines (prior to the upload of the Provincial Transit Priority projects) are of the same order of magnitude as the costs the Province has sought to recover from the City for work related to Metrolinx projects. Therefore, as a term of the New Deal Agreement, both the Province and the City of Toronto have agreed to settle their claims to support the shared commitment to advance the delivery of transit projects in the City. The settlement of these claims, that for both the City and the Province are of the same order of magnitude, reflect a change in accounting treatment and do not have a material impact to the City’s overall net financial position. A summary of these settled amounts is provided under Confidential Attachment 1.

3. Scarborough Subway – Eglinton East LRT Kennedy Station Interface

In December 2023, through EX10.17, City Council authorized City staff to execute the necessary agreements with Metrolinx to advance only the design of the Scarborough Subway Extension (SSE) tunnel box structure in order to protect for the Eglinton East Light Rail Transit (EELRT) Kennedy Station overbuild (Overbuild), at a cost of up to the maximum amount outlined in Confidential Attachment 2 to that report (EX10.17).

On May 31, 2024, the Ministry of Transportation (MTO) requested formal written confirmation from the City that the City would fund the costs of both the design and delivery of the Overbuild, as well as the associated delay costs to the SSE, as provided by Metrolinx and outlined in Confidential Attachment 2 to this report, no later than July 31, 2024. City staff subsequently met with Metrolinx to further clarify and confirm how the cost estimate was derived, its breakdown, risk assumptions, and anticipated cash flow according to the stages of the EELRT Overbuild protection delivery process.

In parallel, City staff explored alternative options that removed structural dependency on the SSE tunnel box while achieving the same design and operations requirements as the design with the Overbuild. A potentially viable alternative has emerged (i.e., Option 2 as described in this report and in Confidential Attachment 2). Additional work is required to confirm the feasibility, costs and risks of Option 2. Confidential Attachment 2 also provides the benefits, and risks associated with Option 2.

Given the significant costs of delivering the Overbuild (Option 1), along with the fact that the EELRT is at 10% design, and full funding for its construction has not been secured, City staff do not recommend committing to the costs of the Overbuild at this time. However, to ensure a responsible intergovernmental approach to transit expansion, this report seeks City Council approval for staff to continue discussions with Metrolinx and the Province of Ontario to explore options that provide appropriate transit network integration between the EELRT and the SSE.

4. Subway Program Update

Attachment 3 provides updates on procurement, design, construction, and engagement milestones achieved by Metrolinx since City staff last reported to City Council on the full Subway Program in June 2023 and addresses related City Council directives that request bi-annual reports to Council on the overall Subway Program.

The Executive Committee recommends that:  

1. City Council direct the City Manager to request a Working Group be established regarding the Ontario Science Centre with the Province of Ontario and the Toronto and Region Conservation Authority to review the following:

a. the lease agreement signed in 1965 between the Province of Ontario, City of Toronto and the Toronto and Region Conservation Authority requiring the building at 770 Don Mills Road to serve as the Ontario Science Centre;

b. the Province of Ontario’s obligation to keep the Ontario Science Centre in a state of good repair; and

c. opportunities and commitments for the Province of Ontario to work in partnership with the City of Toronto and the local community on the future of the Ontario Science Centre.

Further to City Council's direction in June 2024 (MM19.25), the City Manager will be submitting a report to Executive Committee before its meeting on July 16, 2024 that provides an update on City staff's preliminary work related to the future of the Ontario Science Centre (OSC).

This report provides an update on City staff's preliminary work related to the future of the Ontario Science Centre (OSC) in response to City Council's request at its meeting of June 26, 2024. Further to City Council's direction, the report includes an overview of:

- the provincial requirements in the lease with the City and the Toronto and Region Conservation Authority (TRCA) to operate the Ontario Science Centre at the Don Mills and Eglinton site; 

- the feasibility of the City operating the Science Centre at its current location, including an assessment of potential revenues from event rentals; and

-  the November 29, 2023, Provincial business case for the Ontario Science Centre relocation and the December 6, 2023 Office of the Auditor General of Ontario Value-for-Money Audit: Science Centres (2023), which evaluated the November business case.

The City, the TRCA and the Province (through the OSC agency) entered into a 99-year nominal lease commencing July 1, 1965, with the City and TRCA leasing their respective interests in the OSC Site to the Province. Two of the three OSC buildings (Tower and Valley Buildings) reside on TRCA property, while a majority of the third (the Reception Building) and on-site parking facilities are on City-owned lands. The lease restricts the Province’s permitted use of the OSC Site to a science centre but does not obligate the operation of one. Provincial obligations in the event that the Province wishes to terminate the lease early are not specified and would require the City, TRCA and Province to negotiate a termination agreement.

Publicly available information regarding the OSC’s operations and financial performance indicate that even with a substantial annual provincial operating grant, the OSC was operating at a financial loss. The OSC also requires significant capital investment to be returned to a state of good repair that would allow for continued operation of the facility. Based on this information and preliminary analysis by staff, it does not appear the City alone could sustainably fund and maintain the operations of the OSC under the current conditions.

The most recent engineering report commissioned by the Province, the provincial business case for the OSC’s relocation to Ontario Place, and the Auditor General of Ontario’s subsequent Value-for-Money Audit indicate that while the OSC requires significant State of Good Repair (SOGR) work, including some that is critical and urgent, other options beyond the immediate full closure of the OSC were available to the Province. Further, the Auditor General of Ontario noted “that the recent relocation decision was not fully informed and based on preliminary and incomplete costing information”[1].  City staff do not have access to full information on the factors that led to the Province’s decision to relocate the OSC and thus are unable to provide independent analysis on the merits of this decision.

Further discussions with the Province and the TRCA are required to understand the Province’s obligations and intentions with respect to the current Site, and to explore opportunities to maintain science programming in the Flemingdon Park and Thorncliffe Park communities.

 
[1] https://www.auditor.on.ca/en/content/annualreports/arreports/en23/AR_sciencecentres_en23.pdf

The Executive Committee recommends that:     

1. City Council approve General By-Law No. 2 of The 519 Church Street Community Centre Board of Management as set out in Attachment 3 to the report (July 2, 2024) from the City Manager.

2. City Council authorize the City Manager, in consultation with the City Solicitor, to make any necessary substantive or technical changes to the Relationship Framework between the City of Toronto and the Association of Community Centres Boards of Management Community Centres as required in accordance with City Council's decision.

The purpose of this report is to transmit General By-law No.2 of The 519 Church Street Community Centre Board of Management (The 519) for consideration by Executive Committee and City Council, as required by previous Council direction and the Relationship Framework for the City of Toronto and the Boards of Management of the Association of Community Centres (AOCCs).

The Relationship Framework provides that Council consider AOCC Boards of Management requests to amend Chapter 25, other by-laws, Council policies or existing governance structures, and that requests to amend them be submitted to the City Manager for transmittal to the appropriate Committee of Council. In 2011, City Council also required Council approval of Board by-laws of all agencies that regulate the conduct of the business and affairs of the agency.

In accordance with these requirements, the Chair of The 519 Board of Management has transmitted to the City the Board approved General By-law No. 2, containing its revised governance and procedural policies provided here in Attachments 1, 2 and 3 to this report.

The Board of Management of The 519 seeks City Council's approval of proposed General By-law No.2 that sets out governance principles of the Agency and its revised board procedure by-law. The 519 has updated its procedure by-law to reflect City of Toronto Act, 2006 and City requirements, and to expand The 519's Catchment Area as endorsed by its membership in order to serve its broader community.

The Executive Committee forwards the Item to City Council without recommendation.

The Executive Committee held a statutory public meeting on July 16, 2024, 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 (the "DC Act"), relating to a development project located at 100 Thorncliffe Park Drive in Don Valley West.

The development project is an expansion of the current building, which consists of a two-storey addition totalling 1,502.95 square meters of gross floor area (GFA). The complainant, 2613815 Ontario Inc., objects to the amount of development charges calculated. The complainant asserts that development charges in the amount of $400,147.13 should be refunded as all new GFA as contained within the first level of the expansion is for industrial uses.

City staff have reviewed the complaint and are of the opinion that the Development Charges By-law (the "DC By-law") was applied properly, and no error was made in the determination of the applicable development charges. Staff have reviewed the building permit application along with the documentation submitted by the complainant, and believe the expansion was correctly categorized as commercial retail use. The development does not meet the definition of industrial uses; therefore, development charges are not exempt.

This report recommends that the complaint be dismissed. A decision or a non-decision of Council to dismiss the complaint may be appealed to the Ontario Land Tribunal (OLT). This report was prepared in consultation with the (Acting) Chief Building Official and Executive Director, Toronto Building, and the City Solicitor.

The Executive Committee recommends that:

1. City Council direct the 2022 operating surpluses of five of the Community Centres (Community Centre 55, Central Eglinton Community Centre, Scadding Court Community Centre, Swansea Town Hall Community Centre and Waterfront Community Centre) totalling $228,451 be paid to the City of Toronto and the City of Toronto provide four Community Centres (Applegrove Community Centre, Cecil Street Community Centre, Eastview Neighbourhood Community Centre, and Ralph Thornton Community Centre) with supplementary grants to fund the operating deficits totalling $123,464, resulting in a net operating surplus of $104,987 to be received by the City.

On an annual basis, the City of Toronto receives the audited financial statements from 10 community centres which collectively are known as the City's Association of Community Centres (AOCCs). The audited financial statements assist the City to determine whether operating grant payments need to be provided to or clawed back from the AOCCs to settle their operating deficits or surpluses. The audited financial statements are based on the Public Sector Accounting Board (PSAB) requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting.

This report recommends settlement with the Association of Community Centres for 2022 based on their audited financial results as of December 31, 2022. 

While normally the prior year end settlement reports for both Association of Community Centres and Arena Boards are submitted together to Council in the following year, the 2022 settlement reports were delayed due to delays in completing the 2022 audits for the Arena Boards. City staff will present the 2023 Settlement Reports at the first opportunity to the City Council for consideration and approval.

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to the 2023-2032 Approved Capital Budget and Plan as detailed in Appendix 4 to the report (June 28, 2024) from the Chief Financial Officer and Treasurer.

The purpose of this report is to provide City Council with the City of Toronto’s capital spending for the twelve-month period ended December 31, 2023. Furthermore, this report seeks Council's approval for in-year budget adjustments to the 2023 Approved Capital Budget and Plan to align with the year-end funding requirements.

As illustrated in Table 1 below, the City's 2023 capital expenditure was $4.219 billion or 71.4% of the 2023 Approved Capital Budget of $5.911 billion for the period ended December 31, 2023.

- Tax Supported City Programs and Agencies reported capital expenditures of $2.994 billion representing 68.8% of their collective 2023 Approved Capital Budget of $4.349 billion.

- Rate Supported City Programs reported capital expenditures of $1.225 billion, representing 78.5% of their collective 2023 Approved Capital Budget of $1.561 billion.   

Table 1: Capital Variance Summary

The City's actual capital delivery in 2023 has improved from the average expenditure of $3.65 billion from 2019-2022 to $4.22 billion. In 2023, City Programs and Agencies enhanced budget planning and process management, including improving clarity and accountability in project execution and implementation, streamlining business planning processes, and improving decision-making. These actions along with improvements in the supply chain and other market conditions contributed to the on-time delivery or acceleration of capital projects. As a result, the City has achieved a spending rate of 71.4% in 2023, which is greater than the 2019-2022 average of 68%, with an aim for continued improvements in the coming years. 

The Executive Committee recommends that:

1. Due to the absence of any further 2023 intergovernmental funding support, City Council approve the one-time withdrawal of $739.3 million COVID-19 backstop funding from the Tax Rate Stabilization Reserve to offset the remaining unfavourable variance to the 2023 operating year-end results.

2. City Council direct that $200 million generated from the 2023 operating year-end Toronto Shelter and Support Services one-time underspending, as a result of New Deal intergovernmental funding support, to be transferred to the Working Capital Reserve for addressing expected future shelter demand requirements.

3. City Council approve the recommended expenditure authority as detailed in Appendix D to the report (July 2, 2024) from the Chief Financial Officer and Treasurer.

The report provides City Council with the Operating Variance for the year-ended December 31, 2023. This report also requests City Council's approval for recommended expenditure authority allocations that have no impact on the City's Net Budget.

The following table summarizes the year-end financial position of the City's Tax-Supported Operations as of December 31, 2023.

Table 1: Tax-Supported Operating Variance Summary

As noted in Table 1 above, for the 2023 year-end, Tax-Supported Operations experienced an unfavourable net variance of $739.3 million or 15% of planned expenditures adjusted for Toronto Building, City Planning, obligations and reserve allocations, and prior to backstop funding.

The unfavourable variance is driven entirely by the sustained COVID-19 impacts as a result of lower than budgeted intergovernmental funding support.

Table 2: 2023 COVID-19 Financial Impacts and Intergovernmental Funding Support

In 2023, the City continued to experience significant financial impacts, both in the form of added costs and revenue losses due to sustained impact of the COVID-19 pandemic. As a result, the 2023 Operating Budget was balanced based on the expectation of continued support funding from the Government of Canada and Province of Ontario with a total budget amount of $932.8 million.

At the end of 2023, the City received $109.9 million in intergovernmental funding support, which included $68.5 million specific to Public Health, $18.8 million for Seniors Services and Long-Term Care and $22.6 million for Toronto Shelter and Support Services. In addition to the intergovernmental funding support, the City achieved $83.6 million in offsets associated with projected COVID-19 impacts compared to budgeted estimates, leaving a $739.3 million shortfall in intergovernmental funding.

As a result of the intergovernmental funding shortfall, the City's backstop strategy will be used to offset the COVID-19 related 2023 operating budget deficit. This includes a $739.3 million draw from the COVID-19 backstop that will leave the backstop fully depleted by the end of 2024.

Table 3: Rate-Supported Operating Variance Summary

The favourable year-end variance is driven by all three Rate-Supported Programs: Solid Waste Management, Toronto Parking Authority, and Toronto Water. Solid Waste Management have primarily reported underspending for the year-end, while Toronto Parking and Toronto Water have realized favourable revenues.

Rate-Supported Programs are funded entirely by the user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water’s respective year-end surpluses, if any, must be transferred to the Waste Management Reserve Fund and the Wastewater and Water Stabilization Reserves respectively, to finance capital investments and ongoing capital repairs and maintenance.

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to the 2024-2033 Approved Capital Budget and Plan, as well as a reallocation of funding sources for 2022 and 2023 Approved Capital Budgets, as detailed in Appendix 3 to the report (July 2, 2024) from the Chief Financial Officer and Treasurer.

The purpose of this report is to provide City Council with the City of Toronto capital spending for the four-month period ended April 30, 2024, as well as the projected 2024 year-end expenditures. Furthermore, this report seeks Council's approval for in-year budget adjustments to previous approved Capital Budget and Plan as outlined in the Appendix 3 of this report.

Table 1 below summarizes the City's 2024 actual capital expenditures compared with the 2024 Approved Capital Budget for the four-month period ended April 30, 2024, and the projected expenditures by December 31, 2024.

Table 1: Capital Variance Summary

The City's actual capital spending through the first four months of 2024 is $844.1 million or 13.6% of the 2024 Approved Capital Budget. This is in line with the seasonal trend of historical spending pattern.  The projected spending rate is 86.1% by year-end based on submissions from City Programs and Agencies. Capital spending will continue to be reviewed with updates provided in future variance reports that will benefit from actual experience over capital intensive months. As more actual delivery materialized over the course of the year, the Programs and Agencies will provide updated spending projections. 

The Executive Committee recommends that:

1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (July 2, 2024) from the Chief Financial Officer and Treasurer to amend the 2024 Approved Operating Budget, with no impact on the Net Operating Budget of the City.

2. City Council amend Toronto Municipal Code Chapter 441, Fees and Charges, Appendix C – Schedule 10, City Clerk’s Office by amending the fee in Column V for Fee Reference Number 80 to “Variable”.

The purpose of this report is to provide City Council with the Operating Variance for the four months ended April 30, 2024, as well as projections to the year-end, December 31, 2024. This report also requests City Council's approval for amendments to the 2024 Approved Operating Budget that have no impact on the City's Net Budget.

The following table summarizes the year-to-date financial position and year-end projections for the City's Tax-Supported Operations as of April 30, 2024.

Table 1: Tax-Supported Operating Variance Summary

As detailed in Table 1 above, for the four-month period, Tax-Supported Operations experienced a favourable net variance of $89.5 million. A favourable net variance is projected at year-end of $62.9 million. These figures are adjusted for Toronto Building, City Planning, which have surplus allocated to reserves by legislation or reserve draws if a deficit is experienced. It is important to note that the financial information presented is as of April 30, which is a snapshot in time and the year-end projection is based on current and expected future activities.

The funding provided by the New Deal struck with the Province of Ontario makes significant contributions towards transit and shelter related services. To date, $300.0 million has been received for Subway and Transit Safety, Recovery and Sustainable Operations, $200.0 million for Shelters and Homelessness, and $6.9 million related to operating costs of the Gardner Expressway and Don Valley Parkway, which are all reflected in the City’s year-to-date results and year-end projections.

Rate-Supported Programs:

Rate-Supported Programs reported a favourable year-to-date net variance of $19.1 million. At year-end, Rate-Supported Programs are projecting a favourable variance of $33.0 million.         

Table 2: Rate-Supported Operating Variance Summary

While the favourable year-to-date variance was driven by all three programs, Toronto Water accounts for just over fifty (50) percent of the variance. The year-end projections forecast all programs seeing a favourable net variance.

Rate-Supported Programs are funded entirely by user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water’s respective year-end surpluses, if any, must be transferred to the Waste Management Reserve Fund and the Wastewater and Water Stabilization Reserves respectively, to finance capital investments and ongoing capital repairs and maintenance.

The Executive Committee recommends that:

1. City Council approve the establishment of a reserve called the Toronto Shelter and Support Services Stabilization Reserve in City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix A, Schedule 3 - Stabilization Reserves, for the purpose of providing funding to stabilize Toronto Shelter and Support Services’ shelter operations resulting from changes in shelter demand and changes to intergovernmental funding support.

2. City Council direct that $200.0 million reflected in the 2023 operating year-end Toronto Shelter and Support Services results be transferred from the 'Working Capital Reserve' to the newly created 'Toronto Shelter and Support Services Stabilization Reserve'.

3. City Council direct that $48.4 million generated from the 2023 revenue recognized as part of the ‘Canada Community-Building Fund’ be transferred to the ‘Capital Financing Reserve’.

Reserves and Reserve Funds

Reserves and Reserve Funds established by Toronto City Council (Council) are key to support the financial management and operations of the City of Toronto (City). These funds are set aside to help offset future capital needs, future obligations such as employee expenses, fiscal pressures from ongoing programs and unforeseen costs or to offset revenue shortfalls, minimizing annual tax rate fluctuations. As an example, prudent financial management requires the City to retain a Tax Rate Stabilization Reserve balance as a contingency to address unanticipated and emergency events. The City has committed to maintaining a Tax Rate Stabilization Reserve balance of no less than 2% of annual property tax revenues for this purpose.

Reserves and Reserve Funds are drawn upon to finance operating and capital expenditures as designated by Council; the contributions to, or draws from, Reserve and Reserve Funds represent a source or use of funds. Contributions to Reserves and Reserve Funds are not revenue earned by the City; similarly, draws are not expenses. Total Reserve and Reserve Funds are consolidated within the City's Accumulated Surplus position on the Consolidated Statement of Financial Position. These balances have accumulated over the last several years with half of the contributions made to address COVID-related financial challenges at the expense of contributions that otherwise would have supported the City's capital program. Outside of planned reserve contributions for specific uses, when possible, contributions may be made when there are excess cash inflows over budgeted amounts, when there are lower expenditures than budgeted or when there are timing impacts to commitments originally planned and approved. With the sustained impacts of the pandemic and the increased financial pressures on the City, these balances are being drawn down. The COVID-19 backstop has been nearly depleted in 2023 and will be fully depleted by the end of 2024.

This report provides a summary of activities for the year ended December 31, 2023 for the City's Reserves and Reserve Fund balances.

Reserves and Reserve Funds balances as at December 31, 2023 totaled $5,291.7 million, a decrease of $139.9 million from the December 31, 2022 balance of $5,431.6 million. This net decrease is the result of a drawdown of the COVID-19 backstop, partially offset by various deliberate contributions for capital investments in housing and capital infrastructure, contributions to vehicle and equipment replacement, and the proceeds from land sales credited directly to the land acquisition reserve fund, as authorized by Council. The majority of the City's reserve and reserve fund balances ($5,000.1 million, or 94.5%) are committed to future Council directed activities that include capital and operating expenditures and rate-based activities. Only the remaining balance of $291.6 million, or 5.5% of total reserves and reserve funds is uncommitted and available to respond to various unanticipated costs, stabilize funding sources, including the tax base, or for emergency purposes such as extreme weather events.

Of the $5,000.1 million in committed reserve and reserve funds, there are approximately

$15,447.3 million in future commitments and obligations against the existing reserves and discretionary reserve fund balances, which are consistent with Council approved plans over the 2023-2032 capital planning period. These commitments and obligations are nearly 3 times greater than the current reserve and discretionary reserve fund balances, requiring continued reserve contributions to support planned expenditures.

The Executive Committee recommends that:  

1. City Council authorize the levy and collection of taxes for the 2024 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, in accordance with subsection 280 (1) of the City of Toronto Act, 2006, and subsection 257.7 (1) of the Education Act.

2. City Council request the Province of Ontario to explore the impact of national railways converting to a tonnage-based levy system, as opposed to the current rate per acreage system in the Province of Ontario, to determine any benefits to municipalities.

3. City Council forward the Item to the Ontario Good Roads Association, the Association of Municipalities of Ontario and the Federation of Canadian Municipalities for their information

This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2024 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, totalling approximately $6,996,373 in taxation revenue, of which the municipal share is $6,487,844 and the provincial education share is $508,529.

The 2024 levy has remained consistent with the 2023 levy total of $6,996,832 (with a $6,488,196 municipal share and a provincial education share of $508,636). For 2024, the prescribed property tax rates for railway rights-of-way and hydro corridors remain unchanged from 2023.

Taxation of railway lands varies across Canada, with some provinces utilizing a per-acre rate for railway lands, and most western provinces using tonnage per linear kilometre rates. In Ontario, per-acre rates are not increased annually. From 2005 to 2016 railway rates remained static, followed by modest rate increases in 2017 and again in 2018, with no rate increases since. If railway and hydro rates had been indexed to inflation to reflect increases in the Consumer Price Index in each year since 2005, an additional $3,468,799 would be generated from the levy in 2024. This additional levy would be inclusive of the educational portion of Hydro One's levy of approximately $3,214,409.

The Executive Committee recommends that:

1. City Council authorize the levy and collection of amounts for the 2024 taxation year on colleges and universities, public hospitals, and correctional facilities at the prescribed rate of $75 per provincially rated hospital bed, full time student or resident place as authorized by Section 285 of the City of Toronto Act, 2006, to be due on September 5, 2024.

2.  City Council forward the Item to the Premier of Ontario and the Ontario Minister of Finance and request the Province to increase the $75.00 levy annually by the rate of inflation.

This report requests Council authority to adopt a by-law to levy amounts in the 2024 taxation year for colleges and universities, public hospitals, and correctional facilities (the "institutions"), estimated at approximately $19.8 million (annual "Heads and Beds" levy) based on the current legislative rates.

A levy of $75 per head or bed has been in effect since 1987. If the rates had been increased to reflect increases in the Consumer Price Index in each year from 1987 to 2024 (such that the 2024 rate would be $177.81 for each full time student, provincially rated bed, or resident place), an additional $27.2 million in tax revenue would be received in 2024. This is an issue faced by all Ontario municipalities.

The Executive Committee recommends that:

1. City Council authorize the reallocation of cashflows and corresponding funding within Toronto Water’s 2024 Capital Budget and 2025-2033 Capital Plan in the amount of $29.405 million, for acceleration and deferral of projects, as presented in Schedule A (Parts A and B) to the report (June 21, 2024) from the General Manager, Toronto Water, with a zero Budget impact.

2. City Council authorize the reallocation of project costs, cashflows and corresponding funding in Toronto Water's 2024 Capital Budget and 2025-2033 Capital Plan in the amount of $15.983 million from projects that have been awarded under budget or completed to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (June 21, 2024) from the General Manager, Toronto Water, with a zero Budget impact.

This report requests City Council's authority to amend Toronto Water's 2024 Capital Budget and 2025-2033 Capital Plan by adjusting project cash flows contained within the Budget and Plan, respectively, to align forecasted project accelerations and deferrals. Additional reallocations to project cashflows and project costs are requested where project expenditures exceed the current approved cashflows and project costs. These reallocations will allow Toronto Water to continue to deliver projects within its capital plan. The adjustments will have a zero dollar impact on the 2024 Capital Budget and 2025-2033 Capital Plan and will align the budget and plan with Toronto Water's capital project delivery schedule and program requirements.

The Executive Committee recommends that:

Development Review - Planning Approvals

1. City Council amend City of Toronto Municipal Code Chapter 415-16 to rescind authority from the Chief Planner and Executive Director, City Planning, and delegate authority to the Executive Director, Development Review, and their designates to approve plans of subdivision.

2. City Council amend City of Toronto Municipal Code Chapter 415-17 to rescind authority from the Chief Planner and Executive Director, City Planning, and delegate authority to the Executive Director, Development Review, and their designates for the giving of draft condominium approvals.

3. City Council amend City of Toronto Municipal Code Chapter 415-18 to rescind authority from the Chief Planner and Executive Director, City Planning, and delegate authority to the Executive Director, Development Review, and their designates to execute, amend, or release agreements to secure conditions imposed by the Committee of Adjustment or the Ontario Land Tribunal.

4. City Council amend City of Toronto Municipal Code Chapter 415-18.1 to rescind authority from the Chief Planner and Executive Director, City Planning, and delegate authority to the Executive Director, Development Review, and their designates to instruct the City Solicitor on what position to take at an Ontario Land Tribunal hearing relating to a plan of subdivision, condominium, site plan approval, complete planning application and removal of a holding provision.

5. City Council amend City of Toronto Municipal Code Chapter 415-18.2 to rescind authority from the Chief Planner and Executive Director, City Planning, and delegate authority to the Executive Director, Development Review, and their designates to pass Minor Zoning By-laws to remove a holding provision where the conditions for the removal have been satisfied.

6. City Council amend City of Toronto Municipal Code Chapter 415-19 to rescind authority from the Chief Planner and Executive Director, City Planning, and delegate authority to the Executive Director, Development Review, and their designates to consider and approve or refuse to approve site plans.

7. City Council amend City of Toronto Municipal Code Chapter 415-19.1 to rescind authority from the Chief Planner and Executive Director, City Planning, and delegate authority to the Executive Director, Development Review, and their designates to determine whether a planning application submitted to the City is complete or incomplete.

8. As a condition of the delegations of authority by City Council to the Executive Director, Development Review, and their authorized designates, as set out in Recommendations 1 through 7 above, City Council direct the Executive Director, Development Review and the Chief Planner and Executive Director, City Planning, to enter into a partnership agreement to, among other things, identify the roles, accountabilities, competencies and responsibilities of the respective divisions, related to the development application review process, ensuring adherence to Official Plan Policy and other applicable plans, policies and guidelines to the satisfaction of the Deputy City Manager, Development and Growth Services.

Development Review - City Infrastructure

9. In addition to the authority currently delegated by City Council to the General Manager, Toronto Water, the Chief Engineer and Executive Director, Engineering and Construction Services, and their respective authorized staff designates in writing, City Council delegate authority to the Executive Director, Development Review, and their authorized designates in writing, to sign verification forms and applications required by the Ontario Ministry of the Environment, Conservation and Parks under the Municipal Drinking Water Licensing Program.

10. In addition to the authority currently delegated by City Council to the General Manager, Toronto Water, the Chief Engineer and Executive Director, Engineering and Construction Services, and their respective authorized staff designates in writing, City Council delegate authority to the Executive Director, Development Review, and their authorized designates in writing, to sign any application forms required by the Ontario Ministry of the Environment, Conservation and Parks as part of the Transfer of Review Program under the Ontario Water Resources Act, and subject to any applicable requirements of the City's Transfer of Review Agreement entered into with the Ontario Ministry of the Environment, Conservation and Parks dated October 3, 2018.

11. In addition to the authority currently delegated by Municipal Code Chapter 415-20 to the Chief Engineer and Executive Director, Engineering and Construction Services, City Council delegate authority to the Executive Director, Development Review, and their authorized designates, to enter into Municipal Infrastructure Agreements with developers to secure the construction of municipal infrastructure required to support developments or redevelopments.

12. As a condition of the additional delegations of authority by City Council to the Executive Director, Development Review, and their authorized designates, as set out in Recommendations 9, 10 and 11 above, City Council direct the General Manager, Toronto Water, the Chief Engineer and Executive Director, Engineering and Construction Services, and the Executive Director, Development Review, to enter into a partnership agreement to, among other things, identify the roles, accountabilities, competencies and responsibilities of the respective divisions, related to the development application review process, including the establishment of a harmonized practice for the circulation, review and commenting on water, wastewater and stormwater infrastructure requirements or conditions, on terms and conditions satisfactory to the General Manager, Toronto Water, the Deputy City Manager, Infrastructure Services and the Deputy City Manager, Development and Growth Services.

Development Review - Planning and City Infrastructure

13. City Council authorize the City Solicitor to introduce any necessary Bills required to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, including stylistic, format and organization, minor modifications, technical amendments or by-law amendments as may be identified by the City Solicitor, the Chief Planner and Executive Director, City Planning, the Executive Director, Development Review, the General Manager, Toronto Water and the Chief Engineer and Executive Director, Engineering and Construction Services.

Other

14. City Council request the Deputy City Manager, Development and Growth Services to provide the following information to all Members of Council by October 2024:

a. an organization chart that lists positions within the new Development Review Division, City Planning and other Divisions affected by this reorganization, such chart to include positional reports and accompanying rationales; and

b. clarity over which official has authority over which decision in the new Development Review Division and the remaining sections of City Planning.

15.  City Council request the Deputy City Manager, Development and Growth Services to report to the July 2025 meeting of the Executive Committee to provide an update on implementation and performance of, and challenges facing the Development Review Division.

Development review shapes how the City grows and delivers services necessary to successfully promote and manage growth. The development review and approval system is critical in developing affordable housing, securing parklands, driving economic growth and job creation, supporting landmark projects, and delivering complete communities that meet approved service standards and regulatory requirements across Toronto.

In September 2019, City Council adopted the End-to-End Review of the Development Review Process final report, which outlined several recommendations to improve the City's development review process. This included implementing a new operating model focused on organizational structure, process improvements and technology.

Implementation of the new operating model began in March 2020 by establishing an interim team-based structure, comprised of a core team of staff across several City divisions, to streamline the review of all development applications received by the City. To expedite implementation of the new operating model in response to the housing crisis, as well as the Government of Ontario’s legislated application review timelines through Bill 109, the More Homes for Everyone Act, 2022, in June 2023, the City established a new centralized service area, Development and Growth Services, and appointed a new Deputy City Manager for the service area. All development and growth-related services and functions in the City, including the review of development applications, are now reporting to the Deputy City Manager, Development and Growth Services. The City divisions under Development and Growth Services include: City Planning, Toronto Building, the Housing Secretariat and a newly created Development Review Division (Development Review).

Development Review's mandate is to expedite the review of all development applications received by the City, with a focus on getting more homes, notably affordable homes, built faster within complete communities. To help achieve this mandate, core staff who review development applications across a number of City divisions and disciplines, some working under previously delegated Council authorities currently in effect, will now be consolidated under Development Review. This is vital to streamline decision-making; improve consistency, transparency and accountability; improve service delivery for applicants and City staff; and ultimately, accelerate the City's development application review process.

As a result of this consolidation, the delegation of certain development review related authorities to the Executive Director, Development Review, and the appropriate City staff, is required, accompanied by changes to authorities currently delegated to the Chief Planner position. The purpose of this report is to seek the necessary delegated authority from City Council. This is required to move and consolidate City development review-related authorities within the new division.

Council approval of the recommendations in this report will help accelerate the establishment of Development Review and advance many of the City’s strategic priorities aimed at improving the quality of life for Torontonians. This includes promoting a well-run city, creating housing that is affordable and helping Torontonians along the housing continuum, keeping Toronto moving, investing in our people and neighbourhoods, and addressing climate change.

The Executive Committee recommends that:

1. City Council authorize the City Manager and the Executive Director, FIFA World Cup Hosting 2026 to enter into agreements with third party corporations, individual donors and other organizations to receive funds in support of the FIFA World Cup 2026 and provide quarterly updates to the FIFA World Cup 2026 Subcommittee, on terms and conditions satisfactory to the City Manager and the Executive Director, FIFA World Cup Hosting 2026, and in a form satisfactory to the City Solicitor.

2. City Council authorize the General Manager, Transportation Services, in consultation with the City Manager, the Executive Director, FIFA World Cup Hosting 2026 and the Chief Executive Officer, Toronto Transit Commission, to advance a strategy to accelerate the review and design of the following RapidTO surface transit priority projects, and to bring study findings and recommendations, informed by consultation with local Councillors, adjacent residents and businesses, and the public, to the appropriate Committee and City Council for approval at the appropriate time: 

- Dufferin Street between Eglinton Avenue West and Dufferin Gate Loop; and 

- Bathurst Street between Eglinton Avenue West and Lakeshore Boulevard West.

Toronto's journey to hosting the FIFA World Cup 2026 (FWC26) began in 2018 when FIFA awarded hosting the FWC26 to a joint bid by Canada, Mexico and the United States, with matches to be staged across 16 cities in North America. On June 16, 2022, the City of Toronto was announced as an official Host City for the FWC26. Since that time, planning has actively been underway, preparing and uniting the city for Toronto to be showcased on the world stage.

Toronto will host six matches in the FWC26 kicking off on June 12, 2026 with the first-ever FIFA World Cup™ men’s match on Canadian soil and featuring Canada’s Men’s National Team. The games in Toronto will conclude with a knockout round of 32 match on July 2, 2026.

Hosting the FIFA World Cup is expected to bring significant economic, cultural and community benefits to Toronto that will help to enhance the City’s global profile. The economic impact is projected to aid the City’s long-term recovery from the COVID-19 pandemic particularly benefiting the tourism, hospitality, and entertainment sectors. As with any major event, the City is working with partners to balance costs and benefits while ensuring that any public investment yields significant legacies and community benefits for Torontonians.

This report is a coordinated response to address the multiple directives from City Council in March 2024 (EX12.2), led by the FWC26 Toronto Secretariat, in collaboration with multiple divisions and agencies, including Financial Planning, Transportation Services, Environment and Climate, Solid Waste Management Services, Social Development, Finance and Administration, Purchasing and Materials Management, Economic Development and Culture, People and Equity, Toronto Shelter and Support Services, and Toronto Transit Commission.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (June 3, 2024) from the Chief Executive Officer, CreateTO is considered as the Annual General Meeting of the Shareholder for Build Toronto Inc.:

a. receive the Board-approved 2023 Audited Financial Statements for Build Toronto Inc. from CreateTO's Chief Executive Officer, forming Attachment 1 to the report (June 3, 2024) from the Chief Executive Officer, CreateTO;

b.  receive the 2023 Annual Report for Build Toronto Inc. from CreateTO's Chief Executive Officer, forming Attachment 2 to the report (June 3, 2024) from the Chief Executive Officer, CreateTO; and

c. receive the CreateTO's 2023 Highlights Report from CreateTO's Chief Executive Officer, forming Attachment 3 to the report (June 3, 2024) from the Chief Executive Officer, CreateTO.

2. City Council appoint KPMG LLP as the Auditor of Build Toronto Inc. for fiscal year 2024.

As a part of the City-wide Real Estate Model, Build Toronto Inc. (BT) supports CreateTO to fulfill its mandate. As the City of Toronto’s real estate agency, CreateTO applies a strategic city-wide lens to Toronto’s real estate holdings, develops City buildings and lands for municipal purposes and delivers real estate solutions to advance City Council’s key public policy goals and meet the program needs of City divisions, agencies, and corporations.

Under the leadership and guidance of our Board of Directors, CreateTO and its related corporations, Build Toronto Inc. and Toronto Port Lands Company, have brought stakeholders, partners and community members together to advance a number of key City-building initiatives. Please refer to Attachment 3, for CreateTO’s 2023 Highlights Report.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (July 2, 2024) from the Executive Director, Lakeshore Arena Corporation is considered as the Annual General Meeting of the Shareholder for Lakeshore Arena Corporation, and:

a. receive the Board-approved "Lakeshore Arena Corporation 2023 Annual Report" and "Lakeshore Arena Corporation 2023 Audited Financial Statements", forming Attachments 1 and 2 to the report (July 2, 2024) from the Executive Director, Lakeshore Arena Corporation, respectively;

b. appoint Welch LLP as the Auditor of Lakeshore Arena Corporation for fiscal year 2024, and authorize the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor; and

c. receive the "Lakeshore Arena Corporation Executive Compensation Disclosure 2023", forming Attachment 3 to the report (July 2, 2024) from the Executive Director, Lakeshore Arena Corporation.

This report recommends that the Board of Directors of Lakeshore Arena Corporation (LAC) recommend to City Council actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of LAC, including receipt of its Annual Report and Audited Financial Statements (Statements) for 2023 and appointment of the auditor for 2024.

LAC's 2023 Statements were audited by Welch LLP and received an opinion stating that the financial statements present fairly, in all material respects, the financial position of the LAC as at December 31, 2023, and its results of operations, changes in net debt and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.

This report also recommends that City Council receives information disclosing the individual compensation of executive officers employed by LAC in 2023.

 The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (July 2, 2024) from the President and Chief Executive Officer, Toronto Community Housing Corporation and the Chair, Board of Directors of Toronto Community Housing Corporation is considered as the Annual General Meeting of the Shareholder for Toronto Community Housing Corporation by:

a. receiving the Letter to the Shareholder from the Toronto Community Housing Corporation's Chair of the Board of Directors and the President and Chief Executive Officer dated April 29, 2024 transmitting the "Toronto Community Housing Corporation 2023 Annual Report: Celebrating Community – Stories Across the City" and "Additional Information" (including Executive Compensation Disclosure), forming Attachment 1 to the report (July 2, 2024) from the President and Chief Executive Officer, Toronto Community Housing Corporation and the Chair, Board of Directors of Toronto Community Housing Corporation;

b. receiving the "Toronto Community Housing Corporation 2023 Audited Consolidated Financial Statements", forming Attachment 2 to the report (July 2, 2024) from the President and Chief Executive Officer, Toronto Community Housing Corporation and the Chair, Board of Directors of Toronto Community Housing Corporation;

c. appointing KPMG LLP as the Auditor of Toronto Community Housing Corporation for fiscal year 2024, and authorizing the Board of Directors of Toronto Community Housing Corporation to set the fee of the Auditor; and

d. receiving the Toronto Community Housing Corporation's executive compensation disclosure included in "Additional Information" of Attachment 1 to the report (July 2, 2024) from the President and Chief Executive Officer, Toronto Community Housing Corporation and the Chair, Board of Directors of Toronto Community Housing Corporation.

2. In accordance with Section 5.2.2 of the City’s Shareholder Direction to Toronto Community Housing Corporation, City Council approve Toronto Community Housing Corporation By-law 4, the “Board of Directors Meeting Procedures”, as approved by Toronto Community Housing Corporation’s Board of Directors at its meeting of February 24, 2023, and set out in Attachment 3 to the report (July 2, 2024) from the President and Chief Executive Officer, Toronto Community Housing Corporation and the Chair, Board of Directors of Toronto Community Housing Corporation.

This report transmits materials submitted by the Board of Directors of Toronto Community Housing Corporation (TCHC) to the City. Management of TCHC confirms that all financial information was made available to the auditors for the performance of the audit.

This report recommends the actions necessary to comply with the requirements of the Business Corporations Act, for holding the Annual General Meeting of the Shareholder of TCHC, including receipt of its Annual Report and Audited Consolidated Financial Statements (Statements) for 2023 and appointment of the auditor for 2024.

TCHC's 2023 Statements were audited by KPMG LLP and received an unqualified opinion stating that the financial statements present fairly, in all material respects, the financial position of the TCHC as of December 31, 2023, and its results of operations for the year then ended in accordance with Canadian public sector accounting standards.

The report also provides information on subsidiaries and joint ventures, individual compensation of executive officers, and additional items as directed by the Shareholder.

Finally, the report recommends, for Council’s approval the Rules of Procedure including procedures for governing the calling, place and proceedings of meetings of the Board and its committees as required by Section 5.2.2. The Board seeks Council’s approval for these Rules of Procedure, in the form of TCHC By-law #4.

The Executive Committee recommends that:

1. City Council treat the portion of the City Council meeting at which the report (July 2, 2024) from the Corporate Secretary, Toronto Hydro Corporation is considered as the Annual General Meeting of the Shareholder for Toronto Hydro Corporation.

2. City Council approve and adopt the shareholder resolution attached in Attachment 2 to the report (July 2, 2024) from the Corporate Secretary, Toronto Hydro Corporation to re-appoint the auditor of Toronto Hydro Corporation to hold office until the close of the next annual meeting of the shareholder and to authorize the Directors of Toronto Hydro Corporation to fix the auditor's remuneration.

3. City Council receive the following documents for information:

a. Attachment 1a – Toronto Hydro Corporation 2023 Annual Report;

b. Revised Attachment 1b – Toronto Hydro 2023 Climate Action Plan Status Report;

c. Attachment 2 – Resolution of the Sole Shareholder – City of Toronto, Re-appointing Auditor;

d. Attachment 3 – Toronto Hydro Corporation 2023 Annual Financial Report for the Year Ended December 31, 2023 including Toronto Hydro Corporation’s audited consolidated financial statements for 2023 and the auditor's report related thereto;

e. Attachment 4 – Toronto Hydro Corporation Annual Information Form for the Year Ended December 31, 2023;

f. Attachment 5 – Toronto Hydro Corporation 2023 Environmental Performance Report;

g. Attachment 6 – Toronto Hydro 2023 Environmental, Social and Governance Report;

h. Attachment 7 – Toronto Hydro Corporation Chief Executive Officer and Chief Financial Officer Certification of Annual Filings;

i. Confidential Attachment 8a – Executive Compensation Disclosure of Toronto Hydro Corporation for 2023 (Part 1, NEO’s);

j. Confidential Attachment 8b – Executive Compensation Disclosure of Toronto Hydro Corporation for 2023 (Part 2, All);

k. Confidential Attachment 9 – Toronto Hydro Corporation Report to the Shareholder for the Year Ended December 31, 2023 and Toronto Hydro Corporation Non-Consolidated Financial Statements for the year ended December 31, 2023;

l. Confidential Attachment 10 – Financial Statements of Toronto Hydro-Electric System Limited for the Years Ended December 31, 2022 and December 31, 2023;

m. Confidential Attachment 11 – Financial Statements of Toronto Hydro Energy Services Inc. for the Years Ended December 31, 2023 and December 31, 2022;

n. Attachment 12 – Toronto Hydro Corporation’s First Quarter Report for the Quarter Ended March 31, 2024 including Toronto Hydro Corporation’s unaudited consolidated financial statements for the first quarter of 2024;

o. Attachment 13a – Statement of Remuneration and Expenses for Council Appointees for the Year Ended December 31, 2023 (Form 1);

p. Attachment 13b – Toronto Hydro Corporation Statement of Board Remuneration and Expenses 2023 (Form 2)

4. City Council direct that Confidential Attachments 8a, 8b, 9, 10 and 11 remain confidential in their entirety due to the security of the property of the City and securities requirements arising from Toronto Hydro Corporation’s status as an offering corporation under the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 (the “OBCA”), Toronto Hydro Corporation’s status as a reporting issuer under the Securities Act, (Ontario) R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102.

5. City Council authorize and direct appropriate City officials to take the necessary action to give effect to City Council's decision.

Toronto Hydro provides this report:

- In combination with the attached 2023 Annual Report in satisfaction of City staff’s request, by way of email dated March 8, 2024, that Toronto Hydro Corporation provide a cover report that highlights key financial information for Executive Committee and City Council consideration.

- To comply with the requirements of subsection 94(1) of the OBCA, the directors of Toronto Hydro Corporation are required to call an annual meeting of its shareholder (i.e. the City of Toronto) by no later than fifteen (15) months after holding the last preceding annual meeting. The preceding annual meeting was held on July 11, 2023.

- To comply with the requirements of subsection 149(2) of the OBCA, the shareholder shall, at each annual meeting, appoint one or more auditors to hold office until the close of the next annual meeting. Pursuant to subsection 149(7) of the OBCA, the remuneration of an auditor appointed by the shareholder shall be fixed by the shareholder, or by the directors if they are authorized to do so by the shareholder.

- To comply with the requirements of subsection 154(1) of the OBCA and section 9.7 of the City’s Shareholder Direction, the directors of Toronto Hydro Corporation are required to place before each annual meeting of the shareholder:

- the financial statements required to be filed under the Securities Act (Ontario) and the regulations thereunder relating separately to: (i) the period that began immediately after the end of the last completed financial year and ended not more than six months before the annual meeting; and (ii) the immediately preceding financial year;

- the report of the auditor, if any, to the shareholders; and

- any further information respecting the financial position of Toronto Hydro Corporation and the results of its operations required by the articles, the by-laws or any shareholder direction.

Toronto Hydro Corporation therefore hereby submits and recommends that this report and attached documents be received by the Executive Committee and the attached shareholder resolution be approved by the City Council.

The Executive Committee recommends that:

1.  City Council in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc. that it adopt and authorize the City Manager to sign the Resolutions of the Shareholders attached as Attachments 2 and 3 to the letter (May 17, 2024) from the Secretary, Board of Directors, Toronto Pan Am Sports Centre on behalf of the City that resolve:

a.  Financial Statements

1.  the audited financial statements of the Corporation for the financial year ended December 31, 2023, are received;

 b.  Appointment of Auditors

1.  Welch LLP are reappointed as the auditors of the Corporation until the close of the next annual meeting of the shareholders or until their successors are duly appointed; and

2.  the remuneration of the auditors will be fixed by the directors who are hereby authorized to fix that remuneration;

c. Confirmation of Proceedings

1.  all by-laws, contracts, acts, proceedings, appointments, elections and payments of any director or officer of the Corporation that were enacted, made, done, or taken since the last annual meeting of the shareholders of the Corporation are approved, ratified, sanctioned, and confirmed; and

d.  Approval of Budgets

1.  the Budget be and is hereby ratified and approved; and

2.  any two directors or officers of the Corporation, be and they are hereby authorized and directed, for and in the name of and on behalf of the Corporation, to do all such acts and things and to execute under the corporate seal of the Corporation or otherwise, and to deliver all agreements, certificates and documents as they may consider necessary or advisable to carry out the  provisions of the resolutions passed by the shareholders of the Corporation herein.

The Toronto Pan Am Sports Centre (TPASC) 2023 Overview (Attachment 1) provides a brief history of the organization, 2023 operating highlights, an overview of annual general meeting requirements, Board actions related to appointment of the 2024 auditor, 2023 financial statement summary, results of the financial statement audit, 2023 operating financial results, background on the 2024 budget, the future outlook of the organization and a description of the Board composition.

The Executive Committee recommends that:

1.  City Council treat that portion of the City Council meeting at which the report (June 21, 2024) from the Chief Executive Officer, CreateTO is considered as the Annual General Meeting of the Shareholder for Toronto Port Lands Company, and:

a. receive the Board-approved 2023 Audited Financial Statements for Toronto Port Lands Company from CreateTO's Chief Executive Officer, forming Attachment 1 to the report (June 21, 2024) from the Chief Executive Officer, CreateTO;

b. receive the 2023 Annual Report for Toronto Port Lands Company from CreateTO's Chief Executive Officer, forming Attachment 2 to the report (June 21, 2024) from the Chief Executive Officer, CreateTO;

c. receive the CreateTO's 2023 Highlights Report from CreateTO's Chief Executive Officer, forming Attachment 3 to the report (June 21, 2024) from the Chief Executive Officer, CreateTO; and

d. appoint KPMG LLP as the Auditor of Toronto Port Lands Company for fiscal year 2024.

Under CreateTO’s management, Toronto Port Lands Company (TPLC) continues to advance the long-term vision for a sustainable new community in the heart of Toronto. As an active port, a vital part of our city’s economy and home to Toronto’s thriving film studio district, the Port Lands houses a large cluster of industrial uses that build and maintain the broader city.

The Port Lands also represents one of the most significant urban renewal opportunities in the city today. As the largest landowner in the Port Lands, TPLC, through CreateTO, is not only active in its role as steward and property manager but is also paving the way for a new era of innovation in the Port.

The Port Lands is currently undergoing significant flood protection work that will transform this neighborhood and unlock major new city-building uses. More than 120+ acres of land continue to be leased to Waterfront Toronto to support the completion of the flood protection work. Once completed, this initiative will unleash an abundance of new opportunities from affordable housing to vibrant parks, trails, and commercial hubs. We’re committed to continuing to work with our partners and stakeholders to ensure that this distinctive downtown area enriches Toronto to the fullest extent possible.

Please refer to Attachment #3, page 6 & 7, for Port Lands 2023 Highlights.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (June 28, 2024) from the Chief Executive Officer, Toronto Seniors Housing Corporation is considered as the Annual General Meeting of the Shareholder for Toronto Seniors Housing Corporation, and:

a. receive the Board-approved "Toronto Seniors Housing Corporation 2023 Audited Financial Statements" as set out in Attachment 1 to the report (June 28, 2024) from the Chief Executive Officer, Toronto Seniors Housing Corporation;

b. receive the Board-approved "Toronto Seniors Housing Corporation 2023 Annual Report" as set out in Attachment 2 to the report (June 28, 2024) from the Chief Executive Officer, Toronto Seniors Housing Corporation;

c. receive the Toronto Seniors Housing Corporation's 2023 executive compensation disclosure as set out in Attachment 3 to the report (June 28, 2024) from the Chief Executive Officer, Toronto Seniors Housing Corporation; and

d. appoint KPMG LLP as the Auditor of Toronto Seniors Housing Corporation for fiscal year 2024, and authorize the Board of Directors of Toronto Seniors Housing Corporation to set the fee of the Auditor.

Enclosed are the materials in support of the Toronto Seniors Housing Corporation Annual General Meeting and 2023 Audited Financial Statements reporting to the City of Toronto and City Council as per the requirements of the Shareholder Direction.

The Executive Committee recommends that: 

1. City Council affirm the goal of creating a minimum of one Youth Space or Youth Hub in each of the City’s 31 Neighbourhood Improvement Areas and emerging neighbourhoods.

2. City Council request the Executive Director, Social Development, Finance and Administration to report back to the Economic and Community Development Committee on responses to youth violence, including the feasibility of creating a minimum of one Youth Space or Youth Hub in each of the City’s 31 Neighbourhood Improvement Areas and emerging neighbourhoods, in consultation with community based organizations.

3. City Council request the Executive Director, Social Development, Finance and Administration and the General Manager, Parks, Forestry and Recreation to advance violence prevention opportunities for youth during the upcoming summer months, including recreation programs. 

At its meeting on June 18, 2024, the City-School Boards Advisory Committee considered Item TS2.4 and made a recommendation to Executive Committee.

Summary from the City-School Boards Advisory Committee:

The Associate Director, Violence Prevention, Social Development, Finance and Administration Division, and the Centrally Assigned Principal, Toronto District School Board, will give a presentation on Community Safety and Well-being and Schools.

This presentation will highlight ongoing engagements and activities led by the City, school boards, and multi-sectoral partners to advance SafeTO, the City’s ten-year community safety and well-being plan.

The Executive Committee recommends that:

1. City Council encourage City Councillors in all wards to explore opportunities for outdoor improvements like shade structures, misting stations at schools that benefit the students and the local neighbourhood.

2. City Council request the General Manager, Parks, Forestry and Recreation to report back to the City-School Boards Advisory Committee at its October 21, 2024 meeting on a plan that outlines how the City of Toronto can formally collaborate with school boards to develop partnerships to identify opportunities to build and provide access to cricket fields, practice cages and cricket equipment as well as to increase access to cricket programs for children and youth in both City of Toronto and school board facilities.

3. City Council request the General Manager, Parks Forestry and Recreation, in consultation with the Executive Director, Social Development, Finance and Administration to work with respective school boards to identify locations for this summer within schools located in neighbourhood improvement areas to fill programming gaps.

4. City Council request the General Manager, Parks Forestry and Recreation to provide an update to the City-School Boards Advisory Committee at its first meeting in 2025 on the status of the Facilities Master Plan with a focus on what is being undertaken for gender equity in sports field usage.

At its meeting on June 18, 2024, the City-School Boards Advisory Committee considered Item TS2.5 and made a recommendation to Executive Committee.

Summary from the City-School Boards Advisory Committee:

The Senior Project Manager, Parks, Forestry and Recreation, and the Project Officer, Parks, Forestry and Recreation, will give a presentation on Refreshing the Parks and Recreation Facilities Master Plan and actions specific to Building a Cricket Strategy, as well as potential opportunities with school boards.

The Executive Committee recommends that:

1. City Council direct the City Manager, the Executive Director, FIFA World Cup Hosting 2026 and the Chief Procurement Officer, Purchasing and Materials Management to proceed in accordance with the procurement plan to procure the goods and services required for the delivery of FIFA World Cup 2026 set out in Confidential Attachment 1 to the second revised report (July 2, 2024) from the Executive Director, FIFA World Cup Hosting 2026 and the Chief Procurement Officer, Purchasing and Materials Management.

2. City Council direct the Executive Director, FIFA World Cup Hosting 2026 and the Chief Procurement Officer, Purchasing and Materials Management to report quarterly to the Executive Committee, through the FIFA World Cup 2026 Subcommittee, on:

a. updates to the procurement plan included in Confidential Attachment 1 to the second revised report (July 2, 2024) from the Executive Director, FIFA World Cup Hosting 2026 and the Chief Procurement Officer, Purchasing and Materials Management, for continued review and approval; and

b. all procurements valued under $500,000, following the closing of any procurement transactions.

3.  City Council direct that Confidential Attachment 1 to the second revised report (July 2, 2024) from the Executive Director, FIFA World Cup Hosting 2026 and the Chief Procurement Officer, Purchasing and Materials Management remain confidential at this time as it pertains to criteria to be applied to negotiations carried on or to be carried on by or on behalf of the City of Toronto and City Council authorize that Confidential Attachment 1 to the second revised report (July 2, 2024) from the Executive Director, FIFA World Cup Hosting 2026 and the Chief Procurement Officer, Purchasing and Materials Management be made public at the discretion of the Chief Procurement Officer following the award or closing of the contemplated procurement transactions.

4. City Council direct the City Manager, the Executive Director, FIFA World Cup Hosting 2026 and the Chief Procurement Officer to:

a.  incorporate supply chain diversity requirements into a minimum of 50 percent of competitive procurements of all values, including, in addition to the Social Procurement Policy requirements:

1.  setting aside invitational procurements valued under $133,800 for Indigenous, Black and diverse suppliers and social enterprises where a minimum of three (3) such suppliers are available; and

2. incorporating subcontracting requirements into a minimum of 50 percent of open competitive procurements valued over $133,800 to require bidders to identify opportunities to subcontract components of work to Indigenous, Black and diverse suppliers and social enterprises and to award points in the evaluation for bids that include strong subcontracting targets;

b. set a target of $20 million of contracts and subcontracts to Indigenous, Black and diverse suppliers and social enterprises;

c. report to the next FIFA Subcommittee meeting on a plan to advance workforce development in accordance with the Social Procurement Policy; the plan shall include opportunities to advance workforce development in as many procurements as possible and set ambitious targets for workforce development within each procurement;

d. in advance of the planned fourth quarter of 2024 report to the General Government Committee on the Social Procurement Policy, utilize the process that Purchasing and Materials Management is developing, in collaboration with ethno-cultural business associations, to work with Indigenous, Black and diverse suppliers that are not certified by a supplier certification organization for FIFA World Cup 2026 procurements;

e. explore the potential of reducing the bid price for evaluation purposes for bids from Indigenous, Black and diverse suppliers and social enterprises, to a maximum of 10 percent (i.e., applying bid discounts);

f.  develop a communications plan, in consultation and engagement with relevant City, external and community partners including Afro Canadian Contractors Association, CIEO Golden Mile Community JV, BuySocial Canada and cultural business organizations, to ensure that open competitive procurement opportunities are advertised to Indigenous, Black and diverse suppliers and social enterprises; and

g.  include social procurement reporting as part of regular report backs to the FIFA World Cup 2026 Subcommittee on awarded solicitations.

At its meeting on July 5, 2024 the FIFA World Cup 2026 Subcommittee considered Item FWC1.1 and made recommendations to the Executive Committee.

 
This report presents the procurement plan, directly associated with the planning, execution and general obligations connected to hosting the FIFA World Cup 2026 (FWC26), including the circumstances under which the Chief Procurement Officer intends to consider exercising the discretion to bring forward recommendations to Executive Committee, via the FIFA World Cup 2026 Subcommittee, regardless of any existing authority, in recognition of the specific requirements for financial oversight of FIFA expenditures.

The Audit Committee recommends that:  

1. City Council approve the 2023 Consolidated Financial Statements in Appendix B to the report (June 20, 2024) from the Chief Financial Officer and Treasurer and the Interim Controller and Executive Director, Finance Shared Services.

2. City Council approve the 2023 Sinking Funds Financial Statements in Appendix C to the report (June 20, 2024) from the Chief Financial Officer and Treasurer and the Interim Controller and Executive Director, Finance Shared Services.

3. City Council approve the 2023 Consolidated Trust Funds Financial Statements in Appendix D to the report (June 20, 2024) from the Chief Financial Officer and Treasurer and the Interim Controller and Executive Director, Finance Shared Services.

Project Director, Accounting Service, Mark Rozic, and Director, Accounting Services, Duri Lee, gave a presentation on the 2023 Audited Financial Statements - Consolidated City, Sinking Funds, and Consolidated Trust Funds.

This report presents the City of Toronto's (City) Consolidated Financial Statements, the Sinking Funds Financial Statements and the Consolidated Trust Funds Financial Statements for the year ended December 31, 2023.

All City financial statements are prepared in accordance with Public Sector Accounting Standards established by the Public Sector Accounting Board of the Chartered Professional Accountants of Canada.

Management is highlighting the following items in relation to the City's financial statements:

- The Sinking Funds Financial Statements have now been prepared in accordance with Public Sector Accounting Standards as a result of the introduction of PS 3450 - Financial Instruments.

- The City's tangible capital asset balances detailed in the City's Consolidated Financial Statements contain corrective adjustments recommended by the City's external auditors, KPMG LLP (KPMG), during the 2023 year-end audit;

- The City's 2023 Consolidated Financial Statements have incorporated only those entities significant to the City's overall financial position and performance; and

The City's external auditors, KPMG, are responsible for providing an opinion on the fair presentation of the above financial statements in accordance with Public Sector Accounting Standards. KPMG has issued a clean audit opinion (also referred to as an unqualified audit opinion) on the City's 2023 Consolidated Financial Statements, Sinking Funds Financial Statements, and Consolidated Trust Funds Financial Statements.

The Audit Committee is responsible for adopting the financial statements prior to City Council's approval.

The Audit Committee recommend that:

1. City Council receive the City of Toronto Audit Planning Report for the Year Ended December 31, 2023 (June 20, 2024) from KPMG LLP for information.

Lead Audit Engagement Partner, KPMG LLP, Kevin Travers, and Audit Engagement Partner, KPMG LLP, Maria Khoushnood gave a presentation on City of Toronto Audit Findings Report for the Year Ended December 31, 2023.

At its meeting of June 29, 2020, in item 2020.AU5.7, City Council appointed KPMG LLP as the auditor licensed under the Public Accounting Act, 2004 responsible for annually auditing the accounts and transactions of the City and certain of its local boards and expressing an opinion on the financial statements of these bodies based on the audit.

KPMG LLP presents the City of Toronto Audit Planning Report for the Year Ended December 31, 2023 for the 2023 audit of the consolidated financial statements for the City of Toronto.

The Audit Committee recommend that:

1. City Council receive item AU5.3 - Financial Statements for the Year Ended December 31, 2023 - Agencies, for information.

The following 2023 Financial Statements and related documents for the year ended December 31, 2023 have been submitted to the Audit Committee for consideration:

- CreateTO
- Exhibition Place
- Heritage Toronto
- TO Live
- Toronto Atmospheric Fund
- Toronto Parking Authority
- Toronto Public Library
- Toronto Transit Commission
- Toronto Zoo
- Yonge-Dundas Square

Financial Statements for Exhibition Place for the year ended December 31, 2023.

Financial Statements for Heritage Toronto for the year ended December 31, 2023.

Financial Statements for TO Live for the year ended December 31, 2023.

Consolidated Financial Statements for Toronto Atmospheric Fund for the year ended December 31, 2023.

Financial Statements for Toronto Parking Authority for the year ended December 31, 2023.

Financial Statements for Toronto Public Library for the year ended December 31, 2023.

Financial Statements for Toronto Zoo for the year ended December 31, 2023.

Financial Statements for Yonge-Dundas Square for the year ended December 31, 2023.

Consolidated Financial Statements for Toronto Transit Commission for the year ended December 31, 2023.

At its meeting on April 22, 2024, the Board of Directors of CreateTO considered Item RA11.4 and made recommendations to City Council.

Summary from the report (April 8, 2024) from the Chief Executive Officer, CreateTO:

As the City of Toronto’s real estate agency, CreateTO applies a strategic city-wide lens to Toronto’s real estate holdings, develops City buildings and lands for municipal purposes and delivers real estate solutions to advance City Council’s key public policy goals and meet the program needs of City divisions, agencies, and corporations.

Toronto has an extensive real estate portfolio, which holds tremendous value, both financially and in its potential to be activated for the public good. CreateTO was established to put that value to use for our city. The agency offers creative and strategic approaches to solving some of our city’s most pressing challenges, from building affordable homes and inclusive communities, to creating cultural and employment opportunities, driving economic prosperity, achieving our climate goals, and increasing our collective quality of life. Key accomplishments achieved in 2023 have been summarized in CreateTO’s 2023 Highlights Report. Please refer to Attachment 1 for details.

For the year ending December 31, 2023, KPMG LLP conducted the audit and delivered a clean audit opinion. Please refer to Attachment 2 for KPMG LLP's audit findings report and Attachment 3 for the audited financial statements.

The Audit Committee recommends that:

1. City Council receive the report (June 20, 2024) from the Auditor General on the status of the financial statement audits of the City’s Agencies and Corporations for the year ended December 31, 2023 for information.

The purpose of this report is to provide the Audit Committee and City Council with the status of financial statement audits of the City’s Agencies and Corporations for the year ended December 31, 2023.

The Audit General recommends that:

1. City Council direct that the confidential information contained in Confidential Attachment 1 to the report (June 21, 2024) from the Auditor General remain confidential in its entirety, as it contains information that involves the security of property of the City of Toronto or one of its agencies and corporations, or the information is about labour relations or employee negotiations, or is about criteria to be applied to any negotiations carried on or to be carried on by or on behalf of the City of Toronto or one of its agencies and corporations.

2. City Council direct that the confidential information contained in Confidential Attachment 1 to the letter (July 4, 2024) from the Toronto Transit Commission Board remain confidential in its entirety, as it involves the security of property belonging to the Toronto Transit Commission.

The Auditor General follows up on her reports to review management actions taken to implement the recommendations and to ensure that intended benefits are being achieved.

At the beginning of this follow-up cycle in July 2023, management reported 294 recommendations as fully implemented or no longer applicable. We selected 128 across multiple City divisions and 63 Toronto Transit Commission recommendations to review in this follow-up cycle. The number of high priority recommendations included were 88 for the City and 44 for Toronto Transit Commission. The assessments for the 191 recommendations concluded that 136 are fully implemented, 15 are no longer applicable, and 40 are not fully implemented.    

Since 1999 to April 30, 2024, the Auditor General has verified 86 per cent of the 3,534 recommendations as fully implemented or no longer applicable.

The detailed results from this follow-up review are discussed in Attachment 1.

At its meeting on Thursday, June 20, 2024, the Toronto Transit Commission Board considered the attached report titled, “Toronto Transit Commission 2024 Follow-up - Status of Previous Auditor General’s Recommendations” and adopted the following:

That the Toronto Transit Commission Board:

1. Receive this report for information and forward this report to City Council for information through the City’s Audit Committee.

2. Direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, as it involves the security of property belonging to the Toronto Transit Commission.

Advice and Other Recommendations

The Toronto Transit Commission Board adopted a motion requesting that an action plan addressing the outstanding recommendations contained in the Auditor General’s Report - Review of Toronto Transit Commission's Revenue Operations: Phase One - Fare Evasion and Fare Inspection, 2019 be presented to the Audit and Risk Management Committee prior to the July 17 Toronto Transit Commission Board meeting.

The foregoing is submitted to the Audit Committee for consideration.

The Audit Committee recommends that:

1. City Council request the Chief, Toronto Paramedic Services to:

a. Review its performance plan and its response time targets to see if any updates are needed; and 

b. Improve overall response times to ensure it meets its response time targets and performance plan, particularly for the highest acuity calls.

2. City Council request the Chief, Toronto Paramedic Services to:

a. Monitor and report out on performance by geographic areas to better inform future decision-making; and

b. Reassess the designations of priority post stations, taking into consideration hospital locations, frequent dispatch locations, and areas with greatest needs by level of acuity and the type of hospital care required.

3. City Council request the City Manager, in consultation with the Chief, Toronto Paramedic Services, to request the Ontario government to:

a. Consider establishing a provincial mandated target for wait time to offload a patient to encourage hospitals to better manage offload delays;

b. Invest in a centralized database of integrated healthcare, to facilitate paramedic referrals to alternate healthcare providers and the transport of patients to non-hospital facilities; and

c. Provide the requested staffing increases to address the resource needs in the Central Ambulance Communications Centre.

4. City Council request the Chief, Toronto Paramedic Services, to conduct a detailed staffing analysis that includes call volume, workload demand throughout the day, inactive staff, and response time targets to determine the optimal staffing level for frontline staff.

5. City Council request the Chief, Toronto Paramedic Services, to explore and implement strategies to help manage the daily, weekly, and seasonal peaks in demand that contribute to the low availability of staffed ambulances.

6. City Council request the Chief, Toronto Paramedic Services, to:

a. evaluate the effectiveness of its retention strategies and initiatives and consider additional strategies if needed, to ensure it remains competitive in retaining frontline staff, including call takers and dispatchers, considering burnout and wellness; and

b. consult union representatives and subject matter experts as part of this evaluation.

7. City Council request the Chief, Toronto Paramedic Services, to conduct a cost-benefit / risk analysis of innovative approaches for responding to low acuity calls to free up resources for higher acuity calls.

8. City Council request the Chief, Toronto Paramedic Services, to collaborate with Toronto Police Service and Toronto Community Crisis Service, to:

a. Improve data collection and communication channels to enable paramedics to directly refer calls that would benefit from the attendance of Toronto Community Crisis Service or alternate City agencies; and

b. Develop a more comprehensive plan for call diversion and consider if joint training is necessary to enhance each workforce's understanding of roles, responsibilities, limitations, and awareness of available mental health programs and resources.

9. City Council request the Chief, Toronto Paramedic Services, to improve the analysis of data on frequent 9-1-1 users, to:

a. Identify more patients who can benefit from the community paramedicine programs; and

b. Consider developing targeted public education and awareness campaigns to reduce non-emergency call volume.

10. City Council request the Chief, Toronto Paramedic Services to:

a. Determine the optimal level of ambulances it requires in its fleet to meet its needs and response time targets; and

b. Compare this to its existing fleet to determine the level of surplus and consider selling the vehicles not needed.

The Auditor General, Tara Anderson, and Assistant Auditor General, Ariane Chan, gave a presentation on Toronto Paramedic Services: Rising Response Times Caused by Staffing Challenges and Pressures in the Healthcare System.

The Audit Committee:

1. Requested the Auditor General to report directly to the July 24, 25 and 26, 2024 meeting of City Council with information that identifies the 13 hospitals mentioned in the "Average Wait Time to Offload Patient (in Minutes) by Hospital, 2022-2023'" portion of the report (June 21, 2024) from the Auditor General and presentation to Committee.

As mandated by the Ambulance Act, R.S.O. 1990 (the Act), Toronto Paramedic Services provides paramedic-based healthcare services 24 hours a day, seven days a week, 365 days a year in Toronto. Its services encompass emergency medical dispatch, paramedic care and land ambulance transportation to hospital, and community paramedicine. Toronto Paramedic Services manages its own ambulance communications centre to receive and dispatch calls, including 9-1-1 calls transferred to it by the Toronto Police Service.

On average, Toronto’s ambulance communications centre handles about 910 emergency calls per day. The centre is the busiest of all the 22 ambulance communications centres in the province, receiving approximately 16 per cent of the medical emergency calls in Ontario.

The ongoing shortage of doctors is putting added pressure on paramedic services. The Ontario College of Family Physicians reported that more than 516,000 Torontonians are currently without a family doctor. It further forecasts that nearly one million Torontonians could be without a family doctor by 2026. With the ongoing shortage of doctors, more people rely on paramedic services (and hospital emergency departments) as a safety net to access basic healthcare services they need when other options are unavailable.

This audit assesses whether Toronto Paramedic Services is providing ambulance emergency response services in a timely manner across the City of Toronto, while optimizing the use of its resources. In assessing this objective, our audit aimed to answer the following questions:

- Is Toronto Paramedic Services meeting its legislated and internally approved targets for providing a timely emergency response to persons requesting ambulance service?

- Is Toronto Paramedic Services effectively measuring, monitoring, and reporting on how well it meets its targets and using these results to inform management decisions?

- Are there opportunities for Toronto Paramedic Services to optimize its use of resources, including the use of vehicles and staff, to improve its performance and response time?

Our report highlights opportunities for Toronto Paramedic Services to improve the efficiency and effectiveness of its operations by:

a. Reviewing response time targets, improving overall response times particularly for higher acuity calls, and monitoring response times by geographic area.

b. Requesting further provincial support to address the healthcare system pressures. Determining optimal staffing and ambulance resources and implement strategies to help manage the daily, weekly, and seasonal peaks in demand that contribute to the low availability of staffed ambulances.

c. Implementing strategies to free up resources for higher acuity calls by employing innovative approaches to address low acuity calls, diverting some mental health calls to partners in the future, and understanding the needs of frequent 9-1-1 users better through data analysis.

The Audit Committee recommends that:

1. City Council request the Executive Director, Municipal Licensing and Standards, to expand the use of data analytics to reduce non-compliant short-term rentals and enforce compliance with the bylaw.

2. City Council request the Executive Director, Municipal Licensing and Standards, to develop and implement effective risk indicators to identify non-compliant short-term rental operators who use property managers to operate a commercial short-term rental.

3. City Council request the Executive Director, Municipal Licensing and Standards, to:

a. Complete the implementation of an Application Programming Interface solution allowing licensed short-term rental companies to verify the registration information of short-term rental operators and minimize the number of non-compliant listings; and

b. Hold licensed short-term rental companies accountable for identifying and removing non-compliant listings.

4. City Council request the Executive Director, Municipal Licensing and Standards, to develop a process for proactively identifying and addressing illegally short-term rentals advertising online and unlicensed short-term rental companies.

5. City Council request the Executive Director, Municipal Licensing and Standards, in consultation with the Legal Services Division, to clarify the roles and responsibilities of all involved parties regarding landlord-tenant matters and consider adopting risk-based sampling procedures for verifying landlord consent for short-term rental registrations.

6. City Council request the Executive Director, Municipal Licensing and Standards, to implement risk-based sampling procedures to proactively verify that the short-term rental operators are permitted by their condominium bylaws to engage in short-term rentals of their principal residence.

7. City Council request the Executive Director, Municipal Licensing and Standards, to develop a comprehensive, proactive, and risk-based framework for compliance and enforcement to assist staff in enforcing the bylaw.

8. City Council request the Executive Director, Municipal Licensing and Standards, to develop service level targets for processing applications and renewals; and create system reports to monitor if the service level targets are met.

9. City Council request the Executive Director, Municipal Licensing and Standards, to triage the emails in the short-term rentals mailbox and ensure information provided by applicants about their application is reviewed on a timely basis; or consider an alternative automated method to improve the efficiency and effectiveness of processing information.

10. City Council request the Executive Director, Municipal Licensing and Standards, to:

a. Work with the Chief Technology Officer to centralize short-term rental case management to the short-term rental database; and

b. Improve tracking of investigation referrals, streamline the compliance and investigation processes, and improve coordination between Enforcement and Compliance teams.

11. City Council request the Executive Director, Municipal Licensing and Standards, to regularly conduct validity checks to ensure that the short-term rental transaction and property information data collected is complete and accurate.

12. City Council request the Executive Director, Municipal Licensing and Standards, to develop, implement, and comply with standard procedures for file documentation and retention for the Short-Term Rental Program, aligned with the City's policy on record retention. The procedures should specify the documents to be retained and their retention length, especially for any information supporting the calculation of the Municipal Accommodation Tax and nightly fees.

13. City Council request the Director, Revenue Services, to:

a. Establish a quarterly reconciliation process that compares Municipal Accommodation Tax remittances with the detailed transaction data provided by licensed short-term rental companies that have also signed a Voluntary Collection Agreement with the City; and

b. Develop procedures for sampling and comparing Municipal Accommodation Tax remittances with the detailed transaction data to be provided by the short-term rental operator upon request and / or by those licensed short-term rental companies without a Voluntary Collection Agreement with the City.

14. City Council request the Director, Revenue Services, in consultation with the Executive Director, Municipal Licensing and Standards, to ensure that short-term rental operators file quarterly reports in a timely manner and consider appropriate remedial actions against non-compliant short-term rental operators, including but not limited to charging interest on late Municipal Accommodation Tax payments and / or revoking their permits.

15. City Council request the Executive Director, Municipal Licensing and Standards, to develop and implement key performance indicators and targets for periodically evaluating the effectiveness and efficiency of the Short-Term Rental Program.

The Auditor General, Tara Anderson, Assistant Auditor General, Ariane Chan, and Senior Audit Manager, Ruchir Patel, gave a presentation on Audit of Short-Term Rental Program and Municipal Accommodation Tax: Strengthening By-law Enforcement and Enhancing Municipal Accommodation Tax Collection Processes.

The Director, Policy and Strategic Support, Municipal Licensing and Standards, Ginny Adey, gave a presentation on Audit of Short-Term Rental Program and Municipal Accommodation Tax: Strengthening By-law Enforcement and Enhancing Municipal Accommodation Tax Collection Processes.

Short-term rental services have disrupted housing markets across Canada, with apartments and houses being converted from traditional long-term housing rentals into short-term rentals. The City’s Short-Term Rental Program aims to limit short-term rental activity to principal residences and safeguard long-term rental residential housing. City Council approved regulations to govern short-term rentals in late 2017 and 2018, following public consultations.

Toronto Municipal Code Chapter 547, alongside zoning regulations, requires individuals to register if they want to offer short-term rentals and short-term rental companies to obtain licenses. Under these rules, individuals can host short-term rentals on their principal residence for less than 28 consecutive days.

The Municipal Licensing and Standards Division is responsible for administering the Short-Term Rental Program and ensuring that the short-term rental operators and licensed short-term rental companies comply with the City's short-term rental and zoning bylaws. As of February 29, 2024, there were approximately 8,400 registered operators and three (one with no active listings) licensed short-term rental companies in the City.

Revenue Services Division is responsible for collecting and processing the Municipal Accommodation Tax on short-term rental transactions. From 2021, when the Municipal Accommodation Tax came into effect, to February 29, 2024, Revenue Services Division has collected an estimated total of approximately $20 million in short-term rental Municipal Accommodation Tax.

Our report highlights opportunities for the Municipal Licensing and Standards Division and Revenue Services Division to enhance the Short-Term Rental Program and collection of the Municipal Accommodation Tax revenue, as well as to ensure the goals of the Short-Term Rental Bylaw are being achieved as intended by:

a. Strengthening the risk-based compliance framework to help achieve the bylaw's intended goals

b. Improving program effectiveness and efficiencies

c. Ensuring Municipal Accommodation Tax Remittance is accurate, complete, and processed in a timely manner

d. Enhancing key performance indicators and targets to evaluate program effectiveness and efficiency

The Audit Committee recommends that:  

1. City Council request the Executive Director, Municipal Licensing and Standards, in consultation with the Chief People Officer, to develop and implement a framework for Municipal Licensing and Standards staff when declaring conflicts of interest to ensure that there is a standardized process that includes:

a. conflict of interest declarations are completed in writing;

b. the appropriate people are notified of the conflict so that proper controls are in place to mitigate and manage the conflict appropriately; and

c. the documentation is stored in a central location.

2. City Council request the Executive Director, Municipal Licensing and Standards, to ensure staff members have an up-to-date and clear understanding of the Divisional conflict of interest policy and procedure requirements, as well as providing periodic refresher training.

This report provides the results of an investigation into an allegation of reprisal from a City of Toronto employee in the Municipal Licensing and Standards Division. The employee claimed they were facing reprisal by management for disclosing a conflict of interest to the Fraud and Waste Hotline.

In accordance with the Toronto Public Service By-law, Chapter 192, the Auditor General's Office (AGO) has the responsibility to investigate reprisal, in consultation with the City Manager or designate. Reprisal investigations are complex, and therefore the Auditor General initiated an investigation into the allegations.

Under the City of Toronto Act, the Auditor General is also responsible for assisting City Council in holding itself and City administrators accountable for the quality of stewardship over public funds and for achievement of value for money in City operations. Ensuring that employees can come forward in a safe environment to report potential wrongdoing is a key internal control that helps to safeguard City assets and ensure value for money.

Based on the work performed, the Auditor General has concluded that the employee was not subjected to reprisal for reporting a conflict of interest to the Fraud and Waste Hotline. No further action is recommended with respect to the alleged reprisal.

With regards to the conflict of interest allegation, the Auditor General has concluded that the allegation is substantiated, including a violation of a related section in the Toronto Municipal Code. We have made two recommendations to strengthen the process for reporting and documenting conflicts of interest within the Division to supplement the overarching Conflict of Interest and Confidentiality provisions.

The Audit Committee recommend that:

1. City Council receive the 2023 audited financial statements and management letters, where applicable, for the Community Centres in attachments 1 to 8 to the report (June 27, 2024) from the Auditor General for information.

The purpose of this report is to provide the Audit Committee and City Council with the 2023 audited financial statements of Community Centres.

The 2023 audited financial statements for the 10 Community Centres are presented to Audit Committee after approval by their respective Boards of Management.

At this time, the audits of eight Community Centres have been completed, one was still in progress and another one awaiting final sign-off by the board. Depending on when the remaining audits are completed, the Independent Auditor's Reports, accompanying financial statements and management control letters (where applicable) of those Community Centres will be presented at a subsequent meeting of the Audit Committee.

The Audit Committee recommends that:

1. City Council receive the 2023 audited financial statements and management letters, where applicable, for the Arenas in Attachment 1 and Attachment 2 to the report (June 27, 2024) from the Auditor General for information.

2. City Council receive the 2022 audited financial statements and management letters, where applicable, for the Arenas in Revised Attachment 3, Attachment 4 and Attachment 5 to the report (June 27, 2024) from the Auditor General for information.

The purpose of this report is to provide the Audit Committee and City Council with a status update on the 2023 and prior audited financial statements of Arenas.

The 2023 audited financial statements for the eight City Arenas are presented to the Audit Committee after approval by their respective Boards or Committees of Management.

At the time of preparation of this report, there were two 2023 audited financial statements available for Arenas. This is because the 2023 audits for five entities had not yet started, and the audit of the Larry Grossman Forest Hill Memorial Arena was in progress. Depending on when the audits are completed, the Independent Auditor's Reports, accompanying financial statements and management control letters (if applicable) will be presented at a subsequent meeting of the Audit Committee.

This report also provides City Council with the 2022 audited financial statements for Leaside Memorial Community Gardens Arena, Ted Reeve Community Arena, and William H. Bolton Arena.

The draft 2022 audited financial statements for the Moss Park Arena are currently pending board approval. The Independent Auditor's Report, accompanying financial statements and management control letter (where applicable) for this Arena will be presented at a subsequent meeting of the Audit Committee.

The Audit Committee recommends that:  

1. City Council approve the 2022 audited financial statements and management letters of the Business Improvement Areas as attached in Appendices A to CD to the report (June 17, 2024) from the Chief Financial Officer and Treasurer.

The purpose of this report is to present the Audit Committee and City Council with the audited financial statements and management letters of 69 Business Improvement Areas (BIAs) for fiscal 2022.

In 2022, City Council dissolved the Bloor Street Business Improvement Area and authorized for its assets to be transferred to the Bloor-Yorkville Business Improvement Area. Based on City Council's direction, the formal dissolution and asset transfers were completed in 2023 - the financial impacts associated with these activities will be reflected and disclosed in the Bloor-Yorkville Business Improvement Area's 2023 audited financial statements. As a result, the Bloor Street Business Improvement Area's 2022 year-end financial statements are not included as part of this report.

All of the audited financial statements and management letters included in this report have been previously approved by their respective Boards of Management (Board).

The Audit Committee recommend that:

1. City Council receive the report (July 2, 2024) from Robert Gore and Associates on the 2023 Compliance Audit for the Auditor General’s Office of the City of Toronto for information.

Bob Gore, Robert Gore & Associates, Chartered Professional Accountants, reporting on the Auditor General's Office of the City of Toronto - Report on the Results of Applying Specified Auditing Procedures to Financial Information Other Than Financial Statements for the Year Ended December 31, 2023.

The Civic Appointments Committee recommends that:  

1. City Council appoint the public members recommended in Attachment 1 to the report (July 9, 2024) from the City Manager to the Aboriginal Affairs Advisory Committee, for a term of office ending on November 14, 2026.

Kate Bassil, Chief of Staff, City Manager's Office, gave an presentation on the Appointment of Public Members to the Aboriginal Affairs Advisory Committee.

This report recommends the appointment of public members to the Aboriginal Affairs Advisory Committee, for a term ending on November 14, 2026.

The Economic and Community Development Committee recommends that:

1. City Council approve Imagination, Manufacturing, Innovation, and Technology incentives for the following application:

• 29, 35, 41 and 75 Basin Street - BASIN MEDIA STUDIOS GP INCORPORATED, as general partner for and on behalf of BASIN MEDIA STUDIOS LP, City of Toronto Economic Development Corporation in the estimated grant amount of $21.6 million over 10-12 years.

2. City Council authorize the General Manager, Economic Development and Culture to negotiate and execute a Financial Incentive Agreement for the application in Recommendation 1 above in a form satisfactory to the City Solicitor.

This report provides recommendations on an Imagination, Manufacturing, Innovation and Technology Program application for a film studio complex known as Basin Media Studios in the Port Lands, an area in Ward 14 (Toronto – Danforth).

The application was submitted by Hackman Capital Partners and CreateTO on May 24, 2023, and is subject to the City-Wide Community Improvement Plan, By-law 1207-2018, which was the bylaw in effect at the time of application. The applicant has also applied for the Brownfield Remediation Tax Assistance incentive.

By-law 1207-2018 states that City Council approval is required in cases where an application for Development Grants has an estimated construction value for the development exceeding $150 million. Due to the potential financial implications to the City of approving an Imagination, Manufacturing, Innovation and Technology Program application for a project of this size, the City contracted with Hemson Consulting Limited. to provide a third-party review and detailed analysis of the subject applications (Attachment 2).

For the reasons detailed in this report, staff recommends the approval of the application for 29, 35, 41 and 75 Basin Street.

In the fourth quarter of 2024, a new City-wide Community Improvement Plan for a Financial Incentive Program consisting of development grants will be brought forward to City Council. Until any new City-Wide Community Improvement Plan by-law is approved and in force, applications received under the existing program will continue to be considered and processed under the applicable in-force by-law at the date of the application’s receipt.

This report was prepared by Economic Development and Culture division in consultation with City Planning, Finance and Treasury Services, and Social Development, Finance and Administration.

The Economic and Community Development Committee recommends that:

1. City Council state its intention to designate the area described by Attachment 1 to the report (June 7, 2024) from the General Manager, Economic Development and Culture, as the Upper Avenue Business Improvement Area under Chapter 19 of the City of Toronto Municipal Code.

2. City Council direct the City Clerk to send out a notice of City Council’s intention to pass a by-law designating the area described by Attachment 1 to the report (June 7, 2024) from the General Manager, Economic Development and Culture, as a Business Improvement Area, in accordance with Chapter 19 of the City of Toronto Municipal Code.

3. City Council direct the General Manager, Economic Development and Culture to prepare designation by-law maps of the area as described by Attachment 1 to the report (June 7, 2024) from the General Manager, Economic Development and Culture, and submit them to the City Solicitor.

This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to designate the area along Avenue Road from Lawrence Avenue West to Joicey Boulevard and connecting side streets as the Upper Avenue Business Improvement Area.

Upon completion of the poll, the General Manager, Economic Development and Culture will report on the results to City Council through the Economic and Community Development Committee. Subject to a positive poll result, staff shall prepare the necessary by-laws and bills to give effect thereto.

The Economic and Community Development Committee recommends that:

1. City Council, in accordance with the City's Public Appointments Policy, appoint the following nominee to the Business Improvement Area Board of Management set out below at the pleasure of Council, and for a term expiring at the end of the term of Council or as soon thereafter as successors are appointed:

Upper Village:
Finer Toren, Carmit

2. City Council remove the following director from the Business Improvement Area Board of Management set out below:

The Eglinton Way:  

Lash, Dalia

The purpose of this report is to make changes to the The Eglinton Way and Upper Village Business Improvement Area Boards of Management, in accordance with the requirements of the City of Toronto Municipal Code Chapter 19, Business Improvement Areas. The Eglinton Way and Upper Village Business Improvement Areas falls within two Community Council boundaries.

The Economic and Community Development Committee recommends that:

1. City Council adopt the Association of Community Centres Expansion Framework shown in Attachment 1 to the report (June 19, 2024) from the Executive Director, Social Development, Finance and Administration, as amended by Part "a" below, and direct City staff to apply it when considering space development opportunities.

a. Amend “Application” section, Part  3 by adding “while maintaining the opportunity for Wards that have existing AOCCs to experience expansions“ so that it now reads as follows:

"Geographic Distribution: Equitable geographic distribution of community services and facilities across Toronto will be considered when assessing potential Association of Community Centres expansion opportunities to ensure access to essential programs, services, and facilities, while maintaining the opportunity for Wards that have existing AOCCs to experience expansions."

2. City Council direct the Executive Director, Social Development, Finance and Administration, the Chief Planner and Executive Director, City Planning, the Chief People Officer, People and Equity, the Executive Director, Financial Planning Division, the Executive Director, Corporate Real Estate Management Services, the General Manager, Parks, Forestry and Recreation and Chief Executive Officer, CreateTO, in consultation with the City Manager's Office, the City solicitor and other relevant divisions and agencies, to develop an Implementation Plan and Resourcing Strategy and report back in the third quarter of 2025 with recommendations to advance the City of Toronto's Association of Community Centres Expansion Framework, including shortlisted areas for expansion, and indication of the required resources.

Community and social service organizations provide critical social infrastructure that is essential in the development of complete communities. As the City of Toronto undergoes continued growth and development, the need for additional community-based social infrastructure becomes increasingly important. The City can help meet this need through a renewed approach to developing City-owned, community-operated service spaces through a policy framework to facilitate the expansion of the Association of Community Centres (AOCCs) model. The purpose of this report is to put forward an Association of Community Centres (AOCCs) Expansion Framework.

Currently, the City of Toronto has ten centres that are operated and maintained by volunteer Boards of Management appointed by the City, which is collectively referred to as the Association of Community Centres. The Centres are multi-purpose facilities that provide public space, programs, and services to meet the social and recreational and needs of local communities. The ten centres are managed, operated, and maintained by Council-approved volunteer Boards of Management. The City of Toronto provides each Centre with access to a City-owned or City-leased facility and core administrative funding. Programming funds are raised through membership and program fees, as well as donations and grants. The Association of Community Centres portfolio has not been expanded in more than 30 years. Although the Centres are designated as part of an association, they operate independently as ten separate local and City boards under the City of Toronto Act, 2006. A Relationship Framework sets out Council’s delegation of authority, expectations and requirements for the Boards of Management.

These ten Centres are distinct from the City’s 126 Community Recreation Centres, operated by Parks, Forestry and Recreation, as well as centres that are operated by other nonprofit agencies, such as the YMCA. AOCCs aim to achieve the following community development outcomes:

· Social Connectedness and Cohesion, contributing to fostering social connectedness and cohesion among community members through the promotion of cross-cultural understanding, access to barrier-free spaces, diverse programming, volunteer opportunities and local community engagement.

· Community Resilience, including increasing access to health-related resources and services, engaging and prioritizing vulnerable or marginalized groups, and maintaining long-term, often local staff to build enduring relationships with residents.

·  Local Leadership and Collaboration, focusing on partnerships with local agencies, grassroots groups, educational institutions, BIAs, and various City divisions to provide locally relevant opportunities and supports.

·  Improved Health and Well-being, offering a range of tailored and responsive programs, services, and support networks that address the physical, social, emotional, and educational needs of meet the needs of vulnerable populations, such as seniors, low-income families, and individuals with disabilities.

The report outlines an equitable, location-based methodology to guide expansion, including alignment with the advancement of Complete Communities, use of equity metrics, geographic distribution, as well as community leadership and resident activation and the alignment with planning frameworks and area-based plans. Procedural, financial and legal considerations for expanding the Association of Community Centres are included, and the framework will place priority on understanding programming requirements, identifying existing space and locating potential development opportunities, formulating a capital resourcing strategy, and establishing a local Program Advisory Body.

Social Development, Finance and Administration will coordinate a City of Toronto Association of Community Centres Interdivisional Working Group to provide continuous input, references, and leadership to implement the Association of Community Centres Expansion Framework. The Interdivisional Working Group will develop an Implementation Plan and Resourcing Strategy including shortlisted areas and sites for expansion, by Q3 2025, for potential consideration as part of the 2026 budget process. The Working Group will explore the potential application of the Framework to existing development projects as well as new opportunities. A multi-stakeholder, city-wide Expansion Advisory Group will also be developed to guide the expansion of the Association of Community Centre model.

The Economic and Community Development Committee recommends that:

1. City Council adopt the Downtown East 2025-2030 Action Plan, outlined as Attachment 4 to the report (June 19, 2024) from the Executive Director, Social Development, Finance and Administration, and direct the Executive Director, Social Development, Finance and Administration and other relevant Divisions, to include the staffing and resources needed to implement the 2025-2030 Action Plan through the 2025 Budget Process for consideration to advance the Downtown East Action Plan, and report back to the Economic and Community Development Committee with a mid-implementation Progress Report in 2026.

2. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into any agreements integral to implementing these recommendations, within the resources in the approved operating budget, upon terms satisfactory to them, and in forms and terms satisfactory to the City Solicitor, to support implementation of the Downtown East Action Plan, as required.

3. City Council authorize the Executive Director, Social Development, Finance and Administration to create a grant program to provide funding to not-for-profit organizations in accordance with the City's Community Grants Policy; and that the grant documents include expectations regarding accountability, social responsibility, and community connections.

4. City Council request the Executive Director, Social Development, Finance and Administration to change Central Outcome 1 of the Downtown East Action Plan from “Safe, Inclusive Communities” to “Safe, Welcoming, and Inclusive Communities”.

The Downtown East area is defined as Bloor Street to the north, Front Street to the south, Bay Street to the west, and the Don Valley Parkway to the east. Many distinct neighbourhoods are in this area, including Moss Park, St. James Town, Church-Wellesley Village, Regent Park and Cabbagetown. These neighbourhoods have resilient social networks, a history of community involvement, and local identities. Alongside being a destination for people across the city for jobs, services, entertainment and tourism, Downtown East also faces a multitude of complex social challenges amidst its vibrancy and economic activity. The 2020-2024 Downtown East Action Plan was developed to address these entrenched issues, ranging from poverty and homelessness to mental health and substance use crises. Despite the onset of the COVID-19 pandemic impacting implementation, significant progress has been made through multi-sectoral collaboration and targeted initiatives.

The Action Plan, guided by extensive stakeholder collaboration, has delivered tangible outcomes in community safety, housing strategy advancement, and the provision of support services to meet urgent and emerging needs. Piloted initiatives and citywide strategies have evolved to amplify impact. Notwithstanding concerted efforts, significant ongoing challenges persist; most notably, housing affordability, healthcare access, and sustainable funding for initiatives that support the outcomes of the Action Plan.

Key lessons from the implementation of the first phase emphasized the importance of collaborative partnership building, enhanced community engagement, and strategic alignment to maximize impact. Addressing systemic challenges such as service gaps and sustainable program funding remains crucial for long-term success. The 2025-2030 Downtown East Action Plan will continue to prioritize safe, inclusive communities, cross-sector collaboration, stability for those experiencing marginalization, and a model for City responses to complex issues.

Staged implementation strategies, ongoing communication, sustained funding, and enhanced monitoring and evaluation mechanisms are outlined as critical components for effective implementation of the next phase of the Action Plan. Continued partnership between stakeholders and the City of Toronto, coupled with proactive community engagement, will be essential to address the evolving needs of the Downtown East and foster a more resilient and inclusive community.

The Economic and Community Development Committee recommends that:

1. City Council receive the report (June 19, 2024) from the Fire Chief, Toronto Fire Services for information.

The Toronto Fire Services (TFS) 2023 Annual Report provides an overview of the fire protection services provided to Toronto's residents and visitors, along with a clear and transparent reporting of outcomes and service level performance. Toronto Fire Services provides Toronto residents, visitors, and businesses with world-class fire protection services, through public education, fire prevention and all-hazards emergency response services.

Toronto Municipal Code Chapter 79, Fire Services, requires the Fire Chief to prepare and present an annual report to Council. This report fulfills that requirement and provides Council with an update on fire protection service levels, service level performance, and an overview of the numerous achievements and accomplishments in 2023.

The Economic and Community Development Committee recommends that:

1. City Council amend Toronto Municipal Code Chapter 545, Licensing to add "ITM Thai Massage Alumni Association" to Appendix L, List of Professional Holistic Associations.

This report responds to a directive from City Council requesting a recommendation from staff on whether to add ITM Thai Massage Alumni Association to Appendix L to Municipal Code Chapter 545, Licensing (the Licensing By-law), List of Professional Holistic Associations, for the purposes of licensing holistic practitioners and owners based on the requirements outlined in the Licensing By-law.

After receiving all application requirements from the applicant as listed in the By-law, staff recommend amending Appendix L of Chapter 545, Licensing to include ITM Thai Massage Alumni Association.

The Economic and Community Development Committee recommends that:

1. City Council request the General Manager, Children’s Services to report back to the Economic and Community Development Committee in the fourth quarter of 2024 with an update on growth and expansion within Toronto’s licensed child care sector, ongoing implementation of the Canada-wide Early Learning and Child Care system, and an analysis of the provincial funding formula for the Canada-wide Early Learning and Child Care agreement.
 

2. City Council requests the Minister of Education to introduce a Canada-wide Early Learning and Child Care provincial funding formula that ensures long-term stability and viability of the child care sector through sustainable multi-year operating and capital funding, addresses workforce compensation issues and supports a thriving workforce, provides capital funding for expansion in the non-profit and public sector, and supports access and inclusion for families across the City of Toronto.

Maintaining and growing our child care system in Toronto is a key priority, as outlined in our Licensed Child Care Growth Strategy. Since the introduction of the Canada-Wide Early Learning and Child Care Agreement, Toronto Children’s Services has been working with operators to implement the program despite the challenges created by the program’s guidelines. 

During the implementation of the Canada-Wide Early Learning and Child Care Agreement, the childcare sector has faced a number of challenges. Operators have faced uncertainty on both operating and capital funding, while disparities in workers’ wages have caused recruitment and retention challenges. Sector expansion is stalled due to inadequate investment, and a lack of clarity on the provincial funding formula has made it hard to plan for the future. It is clear that much more work is needed in order for our child care system to be accessible and inclusive for everyone. 

The City of Toronto’s Economy and Community Development Committee called for a roundtable of Toronto’s child care sector to be convened to discuss these challenges, identify opportunities, and talk about how we can move forward together to build the best possible future for child care in Toronto. In this report, you’ll see the key themes identified through the roundtable’s discussions and the collective wisdom of those who are on the frontlines. 

Affordable and accessible child care helps us build a more fair city and grows our economy. The Canada-wide Early Learning and Child Care agreement also needs to be implemented in a way that is fair, sustainable, and promotes growth. This isn’t feasible without additional support from the provincial and federal governments. 

I extend my sincere thanks to all those who joined us for the roundtable, and to everyone else who has reached out in the past few months to speak up for child care in Toronto.

The Economic and Community Development Committee recommends that:

1. City Council direct the Deputy City Manager Community and Social Services and the General Manager Parks, Forestry and Recreation to convene a Discussion Table with counterparts from each of the school boards to discuss the use of City parks by schools and to explore related property usage matters within Scarborough North, in consultation with the local Councillor.

At the heart of Scarborough North’s neighbourhoods lie our schools—both Catholic and Public—and our parks, side by side. In Ward 23 each of our parks is adjacent to one or two schools. Goldhawk Park hosts four - Banting and Best Public School, Prince of Peace Catholic School, Laure-Riese Elementary School and Agnes Macphail Public School.

So, while we understandably might think and act in terms of our land boundaries and property requirements at times, our youth just see paths, grass, swing sets, trees, fields - and future possibilities. During the pandemic, the City of Toronto supported the resilience and health of our school communities by enabling our school communities to use their adjacent parks during school hours. Apart from restoring that practical precedent, we would like to:

· Cultivate further cooperation by exploring joint climate resilient greening projects;

· Expand possibilities for year-round programming that supports lifelong learning and healthy communities; and,

·  Explore strategic opportunities to use public lands to their full potential.

The Economic and Community Development Committee recommends that:

1. City Council direct the Executive Director, Municipal Licensing and Standards and the Chief Technology Officer to report back to the Economic and Community Development Committee by the second quarter of 2025 with a Business Licence and Permit Applications Action Plan containing actions to further simplify the application process for business licences and permits regulated under Chapter 545, Licensing and other licensing bylaws administered by Municipal Licensing and Standards; including but not limited to accelerating plans for technology improvements to continue modernizing the licensing system, communications improvements, updated interdivisional review processes and requirements, permit issuance improvements, and more.

2. City Council direct the Executive Director, Municipal Licensing and Standards to include the simplification of application requirements as a key consideration of the ongoing review of Chapter 545, Licensing and report back on current licence application requirements that can be modified or eliminated as part of the ongoing policy review of Chapter 545, Licensing.

One of the most common ways that Torontonians interact with municipal government is by applying for a licence or permit. People in our city, including many in my own ward of Davenport, have shared that the current application processes can be inconsistent, unclear, and confusing.

Torontonians want to follow the rules and apply for permits and licences to open new small businesses and over 120 other licence and permit types. It should be easy to apply for a permit or licence, but years of compounding changes and adjustments have made it harder.

In recent years, we’ve made some good progress on improving our business licence system including through the introduction of online applications, modernizing regulations for bars, restaurants and entertainment venues, and streamlining some requirements. We can build on that progress to make it even easier for Torontonians.

It’s time to accelerate and make visible improvements to how applications are received, processed, and issued, and to look more broadly at the requirements in our Licensing By-law to make sure that we’re only asking for the information we need and reducing administrative burden on residents and small business owners/operators. Together, let’s make it easier to get a business licence or permit in Toronto.

The General Government Committee recommend that:

1. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and enter into an agreement, and any ancillary or related agreements as necessary, with Damen Shipbuilding 5 B.V (Damen Shipbuilding), being the top-ranked supplier meeting the requirements outlined in the Negotiated Request for Proposals Doc4053424337 for the provision of construction, delivery, commissioning and warranty of two new fully electric ferry vessels (RoPax and Pax Vessels), for a fixed period of four and a half years from the date of award, in accordance with the terms and conditions as are satisfactory to the General Manager, Parks, Forestry and Recreation and the Chief Procurement Officer, and all in a form satisfactory to the City Solicitor, subject to approval of additional funds for the Ferry Fleet Replacement Capital Project in Parks, Forestry and Recreation's 2024 Capital Budget and 2025 - 2033 Capital Plan.

The General Government Committee considered this item together with item GG14.7.

The General Government Committee:

1. Requested the General Manager, Parks, Forestry and Recreation, to report directly to the July 24, 25 and 26, 2024 meeting of City Council outlining the total life expectancy and lifecycle cost of the proposed ferry vessels including staffing, operations, fuel electricity, parts, maintenance, and other capital costs to both the vessels or shore-side.

The City of Toronto provides year-round ferry services for residents, passengers and vehicles traveling to and from Toronto Island. Due to the aging ferry fleet, City Council directed Parks, Forestry and Recreation to advance the Ferry Fleet Replacement Strategy, beginning with the construction of two new, fully electric ferry vessels: a new passenger and vehicle vessel and new passenger vessel.

The delivery of the two new vessels will increase the City's ferry capacity by over 400 passengers per trip for the passenger and vehicle vessel and nearly 1,000 passengers per trip for the passenger vessel. Delivery of the new vessels will also enhance the passenger experience with contemporary ferry designs and amenities, reduce anticipated repair costs of the current fleet, and significantly reduce greenhouse gas emissions as the ferry fleet transitions from diesel to electric.

City Council initiated the Ferry Fleet Replacement Strategy with preliminary funding allocated in 2015. During the course of the design process, in 2022, City Council established the objective of constructing fully electric vessels (rather than hybrid diesel-electric vessels). The recommended design responds to this direction and input received through community engagement.

Delivery of the new vessels is targeted to occur in the fall of 2026 and spring of 2027.

The purpose of this report is to advise on the status of the Negotiated Request for Proposals for the construction, delivery, commissioning, and warranty of two new fully electric ferry vessels, and the intention of staff to continue negotiations with the preferred proponent. A supplemental report, with full details on the recommended contract award, delivery schedule and financial impact, will be submitted to General Government Committee for its meeting of July 2, 2024.

Consideration of this report at July 2024 City Council is essential to preserve the current planned delivery schedule for the new vessels.

The City of Toronto provides year-round ferry services for residents, passengers and vehicles traveling to and from Toronto Island. Due to the aging ferry fleet, City Council initiated the Ferry Fleet Replacement Strategy with preliminary funding allocated in 2015, and directed Parks, Forestry and Recreation (PFR) to advance the strategy beginning with the construction of two new vessels. During the design process, in 2022, City Council established the objective of constructing fully electric vessels (rather than hybrid diesel-electric vessels).

The purpose of this report is to advise on the results of the Negotiated Request for Proposals Doc4053424337 for the provision of construction, delivery, commissioning and warranty of two new fully electric ferry vessels, and to seek authority for the General Manager, Parks, Forestry and Recreation to negotiate and enter into an agreement, and any ancillary or related agreements, with Damen Shipbuilding 5 B.V (Damen Shipbuilding) for a fixed period of four and a half (4.5) years from the date of award.

This Negotiated Request for Proposals was developed strategically to source two electric propulsion ferry vessels - one RoPax Vessel (vehicle and passenger vessel) and one Pax Vessel (solely passenger vessel) - by PFR and Purchasing and Materials Management Division's Category Management and Strategic Sourcing team and identified Damen Shipbuilding, a shipbuilder with significant Canadian and international industry expertise.

Damen Shipyards Galati (Romania) will be the location for construction. Delivery of the vessels is targeted to occur in the Q4 2026 (RoPax) and Q2 2027 (Pax). The new vessels will increase the City's ferry capacity by over 400 passengers per trip for the RoPax (a 195% increase) and nearly 1,000 passengers per trip for the Pax (a 321% increase). The new vessels will significantly enhance passenger experience with contemporary ferry designs and amenities, reduce expected repair costs of the current fleet, and significantly reduce greenhouse gas emissions as the ferry fleet transitions from diesel to full electric propulsion.

Consideration of this report at July 2024 City Council is essential to preserve the current planned delivery schedule for the new vessels. The agreement is subject to City Council's approval of additional funds for the Ferry Fleet Replacement Capital Project in Parks, Forestry and Recreation's 2024 Capital Budget and 2025-2033 Capital Plan.

The General Government Committee recommend that:

1. City Council in accordance with Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment limit for each vendor under Article 7, Section 195-7.3(D) of the Purchasing By-law grant authority to the General Manager of Parks, Forestry and Recreation and Chief Procurement Officer to enter into the necessary amending agreement on terms and conditions satisfactory to the General Manager, Parks, Forestry and Recreation and in a form satisfactory to the City Solicitor, to amend the existing Property Management Agreement for an additional period of seven months amending the contract expiration date from July 31, 2024 to February 28, 2025 and increase the contract value by $90,118 net of applicable taxes and charges ($91,704 net of Harmonized Sales Tax recoveries), revising the overall contract value from $996,482 net of applicable taxes and charges ($1,014,020 net of Harmonized Sales Tax recoveries) to $1,086,600 net of applicable taxes and charges ($1,105,724 net of Harmonized Sales Tax recoveries).

The purpose of this report is to request authority to amend Blanket Contract Number 47022859 issued to Kipling Realty Management Inc., as a result of Request for Proposal 9119-19-7055.

This purchase order amendment is requested to amend the existing property management agreement with Kipling Realty Management Inc., for the Canoe Landing Facility, located at 20 Brunel Court for seven months beyond the original five year term and increase the contract value by $90,118 net of applicable taxes and charges ($91,704 net of Harmonized Sales Tax recoveries), revising the overall contract value from $996,482 net of applicable taxes and charges ($1,014,020 net of Harmonized Sales Tax recoveries) to $1,086,600 net of applicable taxes and charges ($1,105,724 net of Harmonized Sales Tax recoveries).

This amendment is required to allow additional time to undertake a competitive Request for Proposal process for property management services at the Canoe Landing Facility. This is the first request for an amendment for these services at this property and is required to ensure a seamless continuation of service while a new contract is procured.

The General Government Committee recommend that:

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

a. Amend contract 47023317 with Cummins Canada ULC., to extend the target date by one (1) year from December 1, 2024 to November 30, 2025, with the option to renew the contract for four (4) additional (1) one year periods, at the sole discretion of the City, increase the total target value by $685,175 net of Harmonized Sales Tax and all applicable charges ($697,235 net of Harmonized Sales Tax Recoveries), revising the current Blanket Contract value from $500,000 to $1,185,175 net of all taxes and charges ($1,339,248 including all taxes and charges, $1,206,034 net of Harmonized Sales Tax Recoveries); and,

b. Include the provision of warranty and non-warranty service bulletins, safety recalls, services, tools, subscriptions, and training on Cummins engines.

2. City Council authorize the Fire Chief and General Manager, Toronto Fire Services to negotiate and execute a non-competitive contract with Cummins Canada ULC., for the amount of $250,758 net of all applicable taxes ($255,172 net of Harmonized Sales Tax Recoveries) for an initial term of one (1) year from December 1, 2024 to November 30, 2025, with the option to renew the contract for four (4) additional (1) one year periods, at the sole discretion of the City, for a total potential value of $1,331,312 net of all applicable taxes $1,354,746 net of Harmonized Sales Tax Recoveries).

3. City Council authorize the Chief of Toronto Paramedic Services to negotiate and execute a non-competitive contract with Cummins Canada ULC., for the amount of $76,883 net of all applicable taxes ($78,237 net of Harmonized Sales Tax Recoveries) for an initial term of one (1) year from December 1, 2024 to November 30, 2025, with the option to renew the contract for four (4) additional (1) one year periods, at the sole discretion of the City, for a total potential value of $408,186 net of all applicable taxes $415,372 net of Harmonized Sales Tax Recoveries).

4. City Council direct that the agreements in Parts 1 through 3 above be based on the condition that Cummins Canada ULC., continues to be the exclusive distributor for the provision of warranty and non-warranty service bulletins, safety recalls, services, tools, subscriptions, and training on Cummins engines, and on other terms and conditions satisfactory to the General Manager, Fleet Services, and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority from City Council to amend non-competitive Blanket Contract 47023317 with Cummins Canada ULC for the supply and delivery of labour, materials, and equipment necessary to provide warranty and non-warranty Original Equipment Manufacturer (OEM) authorized parts and services for Cummins engines to extend the contract validity date by an additional five (5) year term and increase the budget by $685,175 net of Harmonized Sales Tax and all applicable charges ($697,235 net of Harmonized Sales Tax Recoveries and to increase the scope to include the provision of service bulletins, safety recalls, services, tools, subscriptions and training;

The term extension for Blanket Contract 47023317 will revise the maximum duration from five (5) years to ten (10) years, where all optional extension years are exhausted. This blanket contract value increase will revise the overall target value from $500,000 to $1,185,175 net of Harmonized Sales Tax ($1,339,248 including all taxes and charges, $1,206,034 net of Harmonized Sales Tax Recoveries).

This report also requests that Non-Competitive Blanket Contracts be established with Cummins Canada ULC for Toronto Fire Services for a total potential value of $1,331,312 net of all applicable taxes $1,354,746 net of Harmonized Sales Tax Recoveries) and for Toronto Paramedic Services for a total potential value of $408,186 net of all applicable taxes $415,372 net of Harmonized Sales Tax Recoveries). These non-competitive contracts will be for an initial term of one (1) year from December 1, 2024 to November 30, 2025, with the option to renew the contract for four (4) additional (1) one year periods, at the sole discretion of the City.

The amended contract will be for the provision of warranty and non-warranty service bulletins, safety recalls, services, tools, subscriptions, and training on Cummins engines for which Cummins Canada ULC is the only authorized service facility. These services, tools, subscriptions, and training cannot be obtained through the competitive procurement process as Cummins Canada ULC is the only authorized services facility in the Greater Toronto Area.

Access to warranty and non-warranty service bulletins, safety recalls, and services pertaining to Cummins engines will allow the City to optimize fleet performance, and equipment health and safety. This information and these services are required to increase fleet availability and reliability to ensure that units are able to deliver critical services across the City of Toronto, specifically to support Toronto Fire Services and Toronto Paramedics Services. A better return on investment is also expected, with well maintained vehicles having a lengthy lifespan, and yielding greater returns at the end of their life cycle.

Access to Cummins authorized technical training, tools, and subscriptions, will ensure that technicians stay up to date with industry leading service knowledge, capabilities, technology and trends. This will support Fleet Services’, Toronto Fire Services’ and Toronto Paramedic Services’ ongoing work to reduce downtime and increase fleet availability by giving technicians the training and tools to complete warranty and non-warranty repairs in house.

City Council approval is required in accordance with Municipal Code Chapter 195-Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five (5) year commitment for each vendor, under Article 7, Section 195-7.3 (D) of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71-Financial Control, Section 71-11.1.

The General Government Committee recommend that:  

1. City Council, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to amend Purchase Order Number 6050005 with Yardi Canada Ltd., to integrate a Centralized Affordable Rental Housing Access System into the existing web-based system acquired from the Vendor of Record by increasing the value of the Purchase Order by $1,166,254 net of all applicable taxes and charges ($1,186,780 net of Harmonized Sales Tax recoveries).

2. City Council, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to the Executive Director, Housing Secretariat, to negotiate a further contract to extend the Purchase Order validity date for an additional five (5) years from December 31, 2024 to December 31, 2029. This further five (5) year term will increase the value of the Purchase Order by $5,960,150 net of all applicable taxes and charges ($6,065,049 net of Harmonized sales Tax recoveries), subject to further negotiation with Yardi Canada Ltd. The combined value of recommendation one (1) and two (2) revises the overall Purchase Order value from $6,065,796 net of all applicable taxes and charges ($6,172,554 net of Harmonized Sales Tax recoveries) to $13,192,200 net of all applicable taxes and charges ($13,424,383 net of Harmonized Sales Tax recoveries).

The purpose of this report is to request authority to amend Purchase Order Number 6050005 with Yardi Canada Ltd., for the provision of an Integrated Housing Management System and Acquisition system. In 2019, Toronto Community Housing entered into a five (5)-year agreement for a Software as a Service solution with Yardi Canada Ltd., that included language allowing the City of Toronto to piggyback on that procurement. The City exercised the piggyback option, which resulted in Purchase Order 6050005. The Purchase Order amendment sought in this report is requested to include units associated with the Affordable Rental Housing Program into the existing Integrated Housing Management System (MyAccesstoHousingTO). The City's Digital Infrastructure Framework principles will continue to guide the next phase implementation with the inclusion of Affordable rental units in MyAccesstoHousingTO.

Toronto City Council, at the July 19, 2022 meeting of the Planning and Housing Committee, directed the General Manager, Shelter, Support and Housing Administration, the Chief Planner and Executive Director, City Planning, and the Executive Director, Housing Secretariat to:

Engage stakeholders (including the public, private and not profit housing providers, community organizations and the development industry) in designing a model for a new affordable housing centralized access system which would leverage the City's current choice-based system for subsidized housing to allow applicants to search and apply for available affordable housing and allow housing providers to advertise and fill affordable units with eligible applicants through a randomized draw process. Leveraging the City's existing technology to integrate the Affordable Rental Housing Program ensures service continuity, optimizes efficiencies, and allows for system integration across multiple City-run housing programs to deliver a streamlined and coordinated service to Toronto residents.

While the initiative has been led by the Housing Secretariat, it has been in collaboration with Technology Services Division on the initial implementation of MyAccesstoHousingTO. There is an ongoing commitment to align this initiative to the principles outlined in the Digital Infrastructure Strategy and, in partnership with Technology Services, maintain a focus on continuous improvement for the benefit of applicants.

The requested amendment increases the Purchase Order value by $1,166,254 net of all applicable taxes and charges ($1,186,780 net of Harmonized Sales Tax recoveries).

In addition, this report requests approval to re-negotiate and enter into a further five (5) year license agreement with Yardi Canada Ltd., commencing January 1, 2025 and ending on December 31, 2029. The current agreement is set to expire on December 31, 2024. As we are extending the term of contract beyond that set out in the original solicitation, a renewal shall be considered non-competitive agreement (in accordance with Section 195.7.1.E of the City of Toronto Municipal Code Chapter 195 (Purchasing)) and will allow for the City of Toronto's to align with Toronto Community Housing's amended agreement.  This further agreement will be inclusive of the existing Choice-Based System and the Housing Provider Web-Based Portal project, previously included in Purchase Order 6050005. The further five (5) year licence agreement is expected to be valued at $5,960,150 net of all applicable taxes and charges ($6,065,049 net of Harmonized sales Tax recoveries), subject to further negotiation with Yardi Canada Ltd.

The total value of the two requests is $7,126,404 net of all applicable taxes and charges ($7,251,829 net of Harmonized Sales Tax recoveries), revising the overall Purchase Order value from $6,065,796 net of all applicable taxes and charges ($6,172,554 net of Harmonized Sales Tax recoveries) to $13,192,200 net of all applicable taxes and charges ($13,424,383 net of Harmonized Sales Tax recoveries).

The General Government Committee recommend that:

1. City Council authorize the Chief Technology Officer to amend contract 47015457 for the amount $17,492,138 net of all applicable taxes ($17,800,000 net of Harmonized Sale Tax Recoveries) revising the current Purchase Order value from $146,407,475 net all taxes ($148,984,247 net of Harmonized Sale Tax Recoveries) to $163,899,613 net all taxes ($166,784,246 net of Harmonized Sale Tax Recoveries).

The City of Toronto's Integrated Telecommunications Infrastructure enables a comprehensive system that allows City staff to communicate and collaborate with each other across the organization and with the public to provide effective municipal services. Since 2010, the City of Toronto has managed its Integrated Telecommunications Infrastructure through a contract with Bell Canada, expiring September 30, 2025.

The original contract value was determined before the pandemic and did not account for the increased reliance on Integrated Telecommunications Infrastructure by the City. This report will support daily City operations, completion of state of good repair projects and ongoing network cabling work for the ModernTO and Workplace Modernization programs.

This report seeks authority for a purchase order amendment in the amount of $17,492,138 net of all applicable taxes ($17,800,000 net of Harmonized Sale Tax Recoveries) for Blanket Contract 47015457 to Bell Canada.

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

The General Government Committee recommend that:

1. City Council authorize the General Manager, Toronto Water, to enter into a non-competitive contract with Trojan Technologies Group ULC for the supply and delivery of proprietary parts and maintenance services for the Ultraviolet disinfection system at Ashbridges Bay Treatment Plant on the following terms and conditions:

a. The term of the contract will be from the date of award to March 31, 2027, with the maximum contract price of $1,111,867 net of all applicable taxes and charges ($1,131,436 net of Harmonized Sales Tax recoveries);

b. Trojan Technologies Group ULC continues to be the manufacturer or exclusive distributor of the parts and service; and

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

The purpose of this report is to request City Council authority to enter into a new non-competitive contract with Trojan Technologies Group ULC for the supply of proprietary parts and maintenance services for the Ultraviolet Disinfection System at Ashbridges Bay Treatment Plant. This contract will commence from the date of award to March 31, 2027, for the total amount of $1,111,867,net of all applicable taxes and charges ($1,134,436 net of Harmonized Sales Tax recoveries).

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

The General Government Committee recommend that:

1. City Council authorize the Chief Communications Officer, Strategic Public and Employee Communications to negotiate and execute a non-competitive three (3)-year agreement, substantially in the form of the originally issued solicitation terms and conditions, from the date of award to August 27, 2027, and an option to renew for one (1) additional term of two (2) years, with Hootsuite Inc., in the amount of $853,343 net of Harmonized Sales Tax ($868,362  net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the Chief Communications Officer, Strategic Public and Employee Communications, and the Executive Director, Customer Experience Division, in a form satisfactory to the City Solicitor.

2. City Council request the Chief Communications Officer, the City Clerk, and the Chief Technology Officer, to explore the feasibility of including access for Members of Council and their offices once a social media enterprise solution is in place.

The purpose of this report is to request authority to enter into a non-competitive contract with Hootsuite Inc. for an enterprise social media management solution. A competitive procurement was attempted but unsuccessful. A non-competitive procurement is necessary to continue the City’s contract for an enterprise social media management platform. The contract will be for an initial three (3)-year period from date of award to August 27, 2027 with the option to renew the agreement on the same terms and conditions for one (1) additional term for a two (2)-year period, in the total amount of $853,343 net of Harmonized Sales Tax ($868,362 net of Harmonized Sales Tax recoveries).

The initial contract was awarded to Hootsuite Inc. in February 2020 during a possible labour disruption to centralize the management and access to the City's numerous social media accounts and reduce reputational risk. The City made a non-competitive purchase and signed a one (1)-year contract with Hootsuite Inc. for their enterprise package. The contract was extended until August 27, 2024 to afford staff the opportunity to pursue a new agreement through a competitive process.

The competitive procurement process, which ran from October 6, 2023 to November 24, 2023, resulted in an unsuccessful outcome where no proponent met the City's requirements. Strategic Public and Employee Communications Division (SPEC), Customer Experience Division (CXD) and Purchasing and Materials Management Division (PMMD) are requesting approval to pursue a non-competitive agreement with the existing supplier, Hootsuite Inc. as the current agreement expires on August 27, 2024.

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

The General Government Committee recommend that:

1. City Council grant authority to the Executive Director, Toronto Emergency Management to negotiate a service agreement with Canadian Red Cross for the provision of Emergency Social Services on the following terms:

a. the City pays Canadian Red Cross a mutually agreed upon annual contribution to build and maintain the organization's capacity to deliver Emergency Social Services;

b. the service agreement be for a two (2) year term, with an option to renew for one (1) additional two (2) year period and one (1) additional one (1) year period, totaling five (5) years, at the discretion of the Executive Director, Toronto Emergency Management;

c. the total value of the agreement annually is $3,000,000, including all applicable taxes and charges; and

d. on such other terms and conditions satisfactory to the Executive Director, Toronto Emergency Management and in a form satisfactory to the City Solicitor.

The purpose of this report is to request City Council authority to enter into a non-competitive agreement with Canadian Red Cross for the provision of Emergency Social Services. The non-competitive contract will commence January 1, 2025, to December 31, 2029, for an initial two (2) year term, with an option to renew for one additional two (2) year period and one (1) additional one (1) year period, totaling five (5) years. This non-competitive contract will ensure there is a local and scalable agency to meet the immediate, short-term needs of Toronto residents affected by an emergency.

As part of the environmental scan of Emergency Social Services providers, it has been noted that Canadian Red Cross offers a wide array of services and possesses capacity, especially in addressing rapid-response situations of varying scales. Considering the breadth of services and capabilities offered by Canadian Red Cross, establishing a non-competitive contract agreement is deemed essential to guarantee efficient and reliable access to these resources.

While a non-competitive service agreement is being sought by Toronto Emergency Management for Emergency Social Services, Toronto Emergency Management will be exploring procurement options with additional suppliers that can complement Canadian Red Cross' capabilities. Over the next five years, Toronto Emergency Management will actively identify and collaborate with secondary suppliers to build the sector's capacity, paving the way for a competitive procurement process in the future.

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

The General Government Committee recommend that:  

1. City Council, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law), grant authority to amend Purchase Order Number 6034062 issued to Adamson Associates Architects by an additional amount of $40,000, net of all taxes and charges, revising the current purchase order value from $6,951,199 to $6,991,199 net of all taxes and charges ($7,114,244 net of Harmonized Sales Tax recoveries), for ongoing contract administration services and expertise for the duration of the St. Lawrence Market North Redevelopment project.

2. City Council forward a copy of this report to the Auditor General for consideration.

The purpose of this report is to provide an update on the status of the City of Toronto's St. Lawrence Market North Redevelopment project (the “Project”) and advise City Council, pursuant to Chapter 195 of the Toronto Municipal Code (Purchasing By-law, Section 195-7.4), of a non-competitive contract with the General Contractor, The Buttcon Limited / The Atlas Joint Venture (“BA-JV”), for the non-exclusive supply of construction services both already completed and still required to attain substantial completion, occupancy, and operational readiness of the St. Lawrence Market North Redevelopment, for a total value of $9,335,692 net of all applicable taxes and charges ($9,500,000 net of Harmonized Sales Tax Recoveries). These additional costs were primarily driven by unforeseen cost escalations from the COVID-19 pandemic, client-driven changes including the incorporation of updated workplace modernization standards, evolving information and technology requirements around the delivery of court services, security and police radio system infrastructure, and errors and omissions from the Prime Architect.

In consultation with the Purchasing and Materials Management Division (“PMMD”), the non-competitive contract was issued on the basis of emergency in order to meet immediate legislated payment requirements and avoid further Project delays that would have resulted in additional Project costs. Reporting back to City Council is required in accordance with Municipal Code Chapter 195, Purchasing, Article 7, Section 195-7.4(B) where a non-competitive contract over $500,000 is entered into on an emergency basis.

This report also requests that City Council grant authority to amend Purchase Order Number 6034062 issued to Adamson Associates Architects (“AAA”) for an additional amount of $40,000 net of all taxes and charges, revising the current purchase order value from $6,951,199 to $6,991,199 net of all taxes and charges ($7,114,244, net of Harmonized Sales Tax recoveries), for ongoing contract administration services and expertise. The requested amendment will restore sufficient value to the contract to ensure that contract administration services are available for the duration of the Project.

Approval of the purchase order amendment for continued contract administration services will allow construction to continue, with the Project expected to be completed and the facility ready for tenant fit-up in September 2024. 

The General Government Committee recommends that:  

1. City Council authorize the General Manager, Transportation Services, to negotiate, enter into and execute an agreement with Hillside Media Communications Limited ("Proposed Revenue Share Agreement"), in substantial accordance with the terms and conditions described in Confidential Attachment 1 to the report (June 17, 2024) from the General Manager, Transportation Services.

2. City Council direct that Confidential Attachment 1 to the report (June 17, 2024) from the General Manager, Transportation Services remain confidential until such time as final Agreement between the City and Hillside Media Communications Limited is fully executed by all parties as it contains a position, plan, procedure, criteria or instruction to be applied to any negotiations to be carried on by or on behalf of the City, and that the final Agreement between the City and Hillside Media Communications Limited be made public subject to applicable law, once it has been fully executed by all parties.

3. City Council direct the revenues from the Agreement to the Public Realm Reserve Fund XR1410 drawn upon annually to provide funding for neighbourhood beautification and other physical public realm improvements. 

This report recommends that the City enter into an agreement with Hillside Media Communications Limited ("Hillside") for a revenue sharing arrangement relating to 14 topiary signs within a portion of the rail corridor defined as the Oakville Subdivision adjacent to, and visible, from the F.G. Gardiner Expressway ("Proposed Revenue Share Agreement").

Currently, Hillside has a 10-year revenue sharing agreement with the City, administered through Transportation Services, under which Hillside pays a specific portion of the revenues to the City; and, also provides the City with the direct benefit of using a specific topiary sign (the "Toronto Sign") along with the maintenance and upkeep thereof. The revenue sharing agreement also obligates Hillside to operate two of the 14 topiary signs with sign content that advertises or promotes charities, approved by the City, at no cost to the City.

The current agreement is set to expire on September 23, 2024. It is the opinion of the General Manager, Transportation Services, that a new revenue sharing agreement, should be agreed to and executed by the City.  It is proposed that the new revenue sharing agreement require a combination of financial payments and provision of services similar to the current Agreement. 

Under the current Agreement, Council approval is required to continue the exemption from Chapter 771, Taxation, Third Party Sign Tax of the City of Toronto Municipal Code.

The General Government Committee recommends that:  

1. City Council authorize the Executive Director, Corporate Real Estate Management to accept the agreement of purchase and sale / Offer to Purchase from Metrolinx on behalf of the City, for the sale of the property municipally known as 120 Grangeway Avenue (the "Property") to Metrolinx, and convey a temporary easement over portions of the Property (collectively, the "Transaction"), and subject to any reservation specified in Attachment 1 of the report (June 17, 2024) from the Executive Director, Corporate Real Estate Management, and substantially on the major terms and conditions set out in Attachment 2 to the report (June 17, 2024) from the Executive Director, Corporate Real Estate Management.

2. City Council authorize a portion of the proceeds of closing be directed to pay the City’s outstanding expenses related to the said portions of the Property and the completion of the Transaction.

3. City Council authorize the City Solicitor to complete the Transaction on behalf of the City, including making payment of any necessary expenses and amending the closing and other dates to such earlier or later date(s) and on such terms and conditions as they may from time to time consider reasonable; and the appropriate City officials be authorized to take the necessary action to give effect thereto.

The purpose of this report is to obtain Council authority to sell a fee simple portion of the City-owned property municipally known as 120 Grangeway Avenue (the "Property") and to convey a temporary easement over other portion(s) of the Property to Metrolinx. Metrolinx requires the portions of the Property to facilitate the construction of the new Toronto Transit Commission's Scarborough Centre Subway Station, as part of the Scarborough Subway Extension Project. The Scarborough Subway Extension Project Project is being delivered by Metrolinx, on behalf of the Province.

The General Government Committee recommends that:  

1. City Council pass a By-law pursuant to Section 252 of the City of Toronto Act, 2006, providing authority to:

a. enter into a Municipal Capital Facility Agreement between 245 Bartley Inc., the landlord, which will lease approximately 46,000 square feet at 245 Bartley Drive (the "Leased Premises") to the City of Toronto, used for the general administration of the City; and

b. exempt the Leased Premises from taxation for municipal and school purposes, with the tax exemption being effective from the latest of:

- the commencement date of the lease;

- the date the Municipal Capital Facility Agreement is entered into; and

- the date the Tax Exemption By-law is enacted.

2. City Council direct the City Clerk to give written notice of the By-law to the Minister of Finance, the Municipal Property Assessment Corporation, the Toronto District School Board, the Toronto Catholic District School Board, le Conseil scolaire Viamonde and le Conseil scolaire catholique MonAvenir.

This report seeks City Council's authority for the adoption of the necessary By-law to designate a portion of the property owned by 245 Bartley Inc., leased to the Toronto Transit Commission as a Municipal Capital Facility, and to provide an exemption for municipal taxes and education taxes. The Municipal Capital Facility agreement authorized by the By-law will provide an exemption for unit 2 which is approximately 46,000 square feet at 245 Bartley Drive.

The General Government Committee recommends that:  

1. City Council adopt the confidential recommendations contained in Confidential Attachment 1 to the report (June 14, 2024) from the City Solicitor.

2. City Council authorize the public release of the confidential recommendations contained in Confidential Attachment 1 to the report (June 14, 2024) from the City Solicitor, at the discretion of the City Solicitor, but that the remainder of Confidential Attachment 1 to the report (June 14, 2024) from the City Solicitor remain confidential as it contains advice which is subject to solicitor-client and litigation privilege.

The City purchased vehicle components for environmental and fuel efficiency of Toronto Paramedic Services (“TPS”) vehicles. The City alleges that the components were defective.

Confidential Attachment 1 contains legal advice from the City Solicitor regarding legal action.

The General Government Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, to continue negotiations to acquire the property interests set out in Appendix A (the "Property Requirements") to the report (June 17, 2024) from the Executive Director, Corporate Real Estate Management, and as illustrated in the sketches set out in Appendix B to the report (June 17, 2024) from the Executive Director, Corporate Real Estate Management, and City Council authorize the initiation of expropriation proceedings for the Property Requirements, for the purpose of accommodating the construction of a dedicated bus roadway, if the Executive Director, Corporate Real Estate Management, deems it necessary or appropriate to proceed in that manner.

2. City Council grant authority to serve and publish the Notices of Application for Approval to Expropriate Land for the Property Requirements, to forward to the Ontario Land Tribunal any requests for hearings that are received, to attend the hearing(s) to present the City's position, and to report the Ontario Land Tribunal's recommendations to City Council for its consideration.

This report seeks authority to initiate expropriation proceedings for temporary easement interests in part of the properties at the rear of the east side of Jenkinson Way and the rear of Jolly Way, for the purposes of accommodating the construction of a dedicated bus roadway (the "Project"). The Project forms part of the Toronto Transit Commission's ("TTC") Scarborough Rapid Transit ("Line 3") Bus Replacement and Busway program.

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

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

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

The General Government Committee recommends that:  

1. City Council, as approving authority under the Expropriations Act (the "Act"), approve the expropriation of a fee simple interest in part of the property municipally known as 165 The Queensway as set out in Appendix A (the "Property") to the report (June 17, 2024) from the Executive Director, Corporate Real Estate Management, and as identified on the reference plan attached as Appendix B to the report (June 17, 2024) from the Executive Director, Corporate Real Estate Management. 

2. City Council authorize the City, as expropriating authority under the Act, to take all necessary steps to comply with the Act, including but not limited to the preparation and registration of an Expropriation Plan, and service of Notices of Expropriation, Notices of Election and Notices of Possession, as may be required.

3. City Council authorize severally each of the Executive Director, Corporate Real Estate Management and the Director, Real Estate Services to prepare, execute and serve Offers of Compensation based on a report appraising the market value of the Property in accordance with the requirements of the Act. 

On June 14 and 15, 2023, City Council authorized the initiation of expropriation proceedings for a fee simple interest in part the property municipally known as 165 The Queensway, for the purposes of constructing road safety enhancements, construction, maintenance, and any future repairs at the intersection of The Queensway and Park Lawn Road (the "Project"). The Project forms part of the Council-approved The Queensway Complete Street project.

This report relates to the second stage of the expropriation process. During the first stage and in accordance with the Expropriations Act, Notices of Application for Approval to Expropriate were served on all applicable "registered owners" who had 30 days to request an inquiry into whether the proposed taking is fair, sound, and reasonably necessary. No requests were received within the 30-day period ending on March 11, 2024, and City Council may now approve the expropriation by this Stage 2 report. If authorized, an Expropriation Plan will be registered, and associated notices served. Statutory Offers of Compensation must be served prior to the City taking possession of the expropriated properties.

The property requirement is set out in Appendix A and shown on the reference plan attached as Appendix B.

The General Government Committee recommends that:  

1. City Council direct the Executive Director, Corporate Real Estate Management and the Executive Director, Social Development, Finance and Administration continue to work collaboratively with the Learning Enrichment Foundation to explore future opportunities for additional programming space in York South - Weston area.

This report provides City Council with the results of a review of available space opportunities in City-owned and privately-owned buildings that could be offered to Learning Enrichment Foundation to support the organization to continue delivering community services in the York South - Weston area. This report is in response to Council direction received on February 6, 2024, through adopted Member Motion MM14.12.

Staff’s review of available space opportunities has highlighted the need for additional community facilities in the York South-Weston area. As such, Corporate Real Estate Management will work with City Planning and Social Development, Finance and Administration to continue to identify and prioritize opportunities to secure new community space through the Community Benefits Charge framework, and through the optimization of existing City-owned properties to provide additional opportunities for community service delivery.

The Infrastructure and Environment Committee recommends that:

1. City Council direct the Executive Director, Environment and Climate, the General Manager, Children's Services, the General Manager, Toronto Shelter and Support Services, and the General Manager, Seniors Services and Long-Term Care in consultation with the Executive Director, Social Development, Finance and Administration, the Chief Procurement Officer, Purchasing and Materials Management, and the Medical Officer of Health, Toronto Public Health, to determine what combination of climate-friendly meals are feasible to meet the dietary needs and food preferences of populations being served by the three City divisions Seniors Services and Long-Term Care, Toronto Shelter and Support Services, and Children’s Services, and how to implement these changes at the plate level in order to meet the City's Cool Food Pledge and the C40 Good Food Cities Declaration commitments, and report back on the progress in implementing these changes in the annual carbon budget report and, in detail, in the 2027 Consumption Based Emissions Inventory report.

2. City Council direct the Executive Director, Environment and Climate to include in the upcoming Consumption Based Emissions Inventory report in 2027, the progress and actions in meeting Toronto's Cool Food Pledge and the C40 Good Food Cities Declaration commitments, including a detailed comparison of the financial and (where practicable) environmental costs of beef and of other animal and plant-based proteins at the plate or meal level.

This report outlines the food-related greenhouse gas emissions associated with meals served by the City of Toronto in relation to its Cool Food Pledge commitment. Specifically, it outlines how the City of Toronto is exploring a shift to climate-friendlier meals in order to reduce corporate food-related greenhouse gas emissions and meet its Cool Food Pledge commitments.

In 2019, Toronto became a signatory of the World Resources Institute's Cool Food Pledge and committed to reducing greenhouse gas emissions from corporate food procurement by 25 per cent by 2030 relative to 2019 levels. The City is also a C40 Good Food Cities signatory, pledging to achieve a planetary health diet for Toronto residents by 2030. Furthermore, the City of Toronto is also currently undertaking actions that align with the Plant Based Treaty, a voluntary treaty that the City of Toronto has not formally signed, which aims to reduce the widespread degradation of ecosystems worldwide caused by animal agriculture by promoting a shift to more healthy, sustainable plant-based diets.

For the year 2019, Toronto's food-related emissions were measured at 46 kilotonnes of carbon dioxide equivalent (CO2e)¹. Of those emissions, nearly half were attributable to beef and lamb alone, which comprised only three percent of total food purchased by weight.

Corporate food-related procurement data

Three City Divisions -- Seniors Services and Long-Term Care, Toronto Shelter and Support Services, and Children's Services -- procure the vast majority of food purchased by the City of Toronto, serving approximately seven million meals annually. In 2022, these Divisions purchased a combined 3,207 tonnes of food, which resulted in about 43,905 tonnes of carbon dioxide equivalent. Of that, 87 tonnes of food purchased were beef which accounted for 48 per cent of corporate food-related emissions.

City of Toronto Divisions are taking actions toward meeting the City of Toronto's Cool Food Pledge target. For example, in January 2024, Toronto Shelter and Support Services signed the Forward Food Pledge, committing to transitioning at least 33 percent of animal-based foods to plant-based by 2027 relative to 2024. Children's Services was able to reduce food-related greenhouse gas emissions by 43 percent relative to 2019 levels, surpassing the Cool Food Pledge target by almost eliminating beef from the menu.

Meaningful consultations with the varied populations being served by the City of Toronto will ensure that proposed strategies to meet the City of Toronto's Cool Food Pledge target do not further burden populations already disproportionately impacted by climate change, food insecurity and other inequalities.

The City of Toronto is taking steps in becoming one of the few jurisdictions in the world aiming to address this complexity by meaningfully reducing our emissions from corporate food procurement through key City of Toronto service areas. A multidisciplinary, multi-Divisional approach will help facilitate discussions and enable the City of Toronto to meaningfully reduce its food-related emissions while considering the complexities associated with serving climate-friendly meals through its services.

¹ https://www.toronto.ca/wp-content/uploads/2023/11/914f-2019-Corporate-Consumption-Based-Emissions-Inventory-Report.pdf

The Infrastructure and Environment Committee recommends that:  

1. City Council adopt the Toronto Island Master Plan in Attachment 1 to the report (June 20, 2024) from the General Manager, Parks, Forestry and Recreation as the general direction in which improvements to Toronto Island shall be undertaken over the next 25 years and to coordinate with other Divisions and agencies and the Toronto and Region Conservation Authority and intergovernmental partners as required to implement the Toronto Island Master Plan. 

2. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with other Divisions and agencies as needed, to advance the implementation of priorities identified in Attachment 3 to the report (June 20, 2024) from the General Manager, Parks, Forestry and Recreation as part of future Capital and Operating budget processes through studies, cost estimates, and / or detailed design exercises as needed, subject to the capital planning and prioritization process for infrastructure planning and investment. 

3. City Council request the Government of Canada and Government of Ontario to continue to fund and support the implementation of the improvements outlined in the Toronto Island Master Plan, as described in Attachments 1 and 3 to the report (June 20, 2024) from the General Manager, Parks, Forestry and Recreation. 

4. City Council direct the General Manager, Parks, Forestry and Recreation, to continue to engage with Indigenous communities, in particular the Mississaugas of the Credit First Nation, on the implementation of the Toronto Island Master Plan, and with a focus on components related to the Reconciliation Action Plan and as described within the Plan.

5. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with other appropriate divisions and Hanlan's Point Beach Working Group, to continue to advance implementation of priorities and initiatives relating to Hanlan's Point Area and Beach endorsed by Council through 2023.MM6.22, 2023.MM7.15, and 2024.MM16.25 as part of the implementation of the Toronto Island Master Plan. 

6. City Council direct the General Manager, Parks, Forestry and Recreation to establish through future Capital and Operating budget processes a dedicated capital-funded position to coordinate Toronto Island Master Plan implementation initiatives, physical improvements to the visitor experience and related community engagement, including oversight of working groups to ensure a coordinated approach to Island improvements. 

7. City Council direct the General Manager, Parks, Forestry and Recreation to report back to City Council by the Second Quarter 2027 with a progress report on the implementation of the Toronto Island Master Plan and recommendations 1 - 6 above.

8. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with other Divisions and agencies as needed, to report back to the Infrastructure and Environment Committee on or before November 27, 2024 on a work program to develop management plans to protect and enhance the Islands’ wetlands and Environmentally Significant Areas, including a summary of ongoing work, incorporation of Indigenous ways of knowing and targets and metrics such as the 30 percent natural area protection target of the Montreal Biodiversity Framework, and identify capital and / or operating resources that would be required in the 2025 Budget to advance protection and naturalization efforts in the short term.

9. City Council direct the General Manager, Parks, Forestry and Recreation to establish the Toronto Island Working Group identified in the report (June 18, 2024) from the General Manager, Parks, Forestry and Recreation, develop terms of reference for the Toronto Island Working Group and convene regular meetings in order for stakeholders, including but not limited to environmental, educational, business, community, and user groups, to participate in and advise on ongoing project prioritization and implementation.   

The General Manager, Parks, Forestry and Recreation, Howie Dayton, and the Interim Director, Capital Projects Design and Delivery, Parks, Forestry and Recreation, Paul Farish, gave a presentation on the Toronto Island Park Master Plan.

Toronto Island Park (the Island) is a 242 hectare (598 acre) public park formally established in 1956 and recognized as a sacred and significant place known by Indigenous communities as Mnissing ("on the islands") since long before colonial record. Toronto Island Park is comprised of 15 discrete islands and internal waterways, providing a habitat for a diversity of flora and fauna, a natural recreational amenity for millions of annual visitors, and a home to over 600 Island residents.  

This staff report summarizes, and seeks Council's endorsement of, the Toronto Island Master Plan, see Attachment 1 and 2, which was developed as a long-needed response to the complex needs and significant challenges facing the Island. These challenges include the increasing effects of climate change, population and tourism growth placing pressure on Toronto Island Park's amenities and natural environment, associated maintenance and state of good repair needs of aging infrastructure, and a desire to enhance access and the overall visitor experience of the Island. The Toronto Island Master Plan is a generational opportunity to establish a vision for what this treasured place can become with strategic investments, and chart a sustainable, celebratory, and equitable future for Toronto Island, its visitors, and its residents.  

The Toronto Island Master Plan is the result of a three-year long collaboration and engagement with and between Indigenous rights holders, urban Indigenous communities, Island residents, Toronto’s 2SLGBTQ+ communities, intergovernmental partners, advocacy organizations, vendors, businesses, and city residents and visitors. City staff heard stories and came to appreciate how special and personal this space is for so many and how invested the public is in sustaining its charm, meaning and environments for the future. Improvements to Toronto Island Park should be carefully considered to balance multiple overlapping objectives. These include a "light touch" approach that prioritizes the ecological integrity of the Island, a "play and explore" visitor experience that continues from the mainland to the islands and back, and a focus on equity that "honours and celebrates" the deep Indigenous significance of the Islands, their rich 2SLGBTQ+ history, and the contemporary diversity of the Islands' communities' stories.  

This staff report describes how the Toronto Island Master Plan's strategic enhancements, program ideas, and overall vision will advance. The recommendations will provide City staff and partners the authority and direction needed to implement the Toronto Island Master Plan over the next twenty-five years. The improvements proposed for Toronto Island Park include better access, information sharing and getting around, protecting the environment, visitor experience, interpretation, storytelling and programming, capital, and operational opportunities that will collectively transform the overall Island experience. Action is already underway on these improvements including enhancing the visitor experience at the Jack Layton Ferry Terminal, flood and erosion works, restoring Hanlan's Point beach and celebrating its 2SLGBTQ+ significance, procuring two new higher-capacity electric ferries in the near-term, and undertaking a review of the business opportunities for current and potential vendors and concession operators.  

Funding has been included in Parks, Forestry and Recreation’s 2024 - 2033 Capital Budget and Plan to ensure progressive implementation of the Toronto Island Master Plan. In the near term (see Attachment 3), there are several critical projects that should be achieved to further enhance the visitor experience and protect the Island’s ecosystem and infrastructure from flood risks. Over the long term, implementation will proceed incrementally as funding and opportunities arise, and as detailed design processes advance. Further engagement with Indigenous partners, Island stakeholders, and the public will be included in all projects as they proceed. Implementation will also require coordination with other projects and initiatives across the Central Waterfront, including the ongoing Marine Use Strategy and the Port Lands revitalization. Finally, opportunities to secure intergovernmental investment via grants and collaborations will be explored to accelerate implementation where feasible.  

Staff recommend advising Council on implementation progress with reports every five years over the course of the twenty-five-year horizon of the Toronto Island Master Plan. 

The Infrastructure and Environment Committee recommends that:

1. City Council endorse in principle the development of the Major Snow Event Response Plan as outlined in the report (June 18, 2024) from the General Manager, Transportation Services.

2. City Council confirm the proposed updated levels of service beginning in 2024 - 2025 winter season for the winter maintenance of cycling facilities as outlined in Attachment 2 to the report (June 18, 2024) from the General Manager, Transportation Services.

3. City Council allow for advanced notification of a “major snow storm condition” and approve the amendments to City of Toronto Municipal Code Chapter 950, Traffic and Parking, generally as outlined in Attachment 7 to the report (June 18, 2024) from the General Manager, Transportation Services.

4. City Council amend City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, to delegate to the General Manager, Transportation Services, the authority to temporarily close to vehicular traffic any highway or portion of highway for up to and including 24 hours for each and any individual temporary closure between November 8 of one year and April 7, inclusive, of the following year, despite Section 937-4 of Chapter 937, as required for the purposes of snow removal operations, and City Council exempt the General Manager, Transportation Services, in carrying out this delegated authority from Section 937-5 of Chapter 937, that being the requirement to notify the local Ward Councillor of the pending closure and the requirement to report on the proposed closure if so requested by the local Ward Councillor.

5. City Council amend City of Toronto Municipal Code Chapter 27, Council Procedures, to provide that the current delegation to Community Council to temporarily close public lanes or public alleys, local roads, collector roads, and minor arterial roads, does not include closures delegated to the General Manager, Transportation Services, in carrying out the authority in Recommendation 4 above.

6. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council’s decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor, in consultation with the General Manager, Transportation Services, in order to give effect to Recommendations 3 to 5, inclusive, above.

The General Manager, Transportation Services, Barbara Gray, and the Director, Operations and Maintenance, Vincent Sferrazza, gave a presentation on the Annual Winter Maintenance Report.

This is the first in a planned annual cycle of reporting on winter operations from the previous season and updating about improvements for the upcoming winter season. This is a new commitment that will provide better transparency on the Transportation Services Division's performance for winter operations and provide insights around operational efforts and efficiencies.

This report provides the first Annual Winter Maintenance update for the 2023 - 2024 winter season and outlines improvements being planned for the 2024 - 2025 winter season operations, including pilot testing, training, improved contract administration, and community events.

The final section of this report is an update on advancements to the Major Snow Event Response Plan, formerly known as the Extreme Winter Weather Plan. The Major Snow Event Response Plan addresses weather events which result in significant snow accumulation beyond what Toronto typically experiences. This accumulation creates obstructions in the right of way, primarily due to insufficient space to store the snow at roadsides and in boulevards. Storms of this magnitude have a much greater impact on the transportation infrastructure, and by extension on the public, and such events cannot be fully addressed within the Council-approved levels of service for a normal snowfall. The renaming to "Major Snow Event Response Plan" instead of "Extreme Winter Weather Plan" reflects that this plan does not address the full range of extreme winter weather (e.g. ice storms, flash flooding, etc.) which are more effectively addressed under Toronto Emergency Management's Extreme Winter Weather Coordination Plan.

Developments on the Major Snow Event Response Plan includes a Vision, Guiding Principles, Prioritization Framework, updated processes to action the Framework, and a Communication Plan. This Plan will be a dynamic document, with review and updates after each new major snow event to iteratively drive continuous improvement.  Next action items for staff will be to develop new priority route maps, assign updated snow removal operations for contractors and in-house staff, and create a formal communication plan to proactively inform the general public during a storm regarding timelines and removal operations.

This report seeks approval to make amendments to the City of Toronto Municipal Code Chapter 950, Traffic and Parking, as it relates to "major snow storm conditions", including when they can be declared.

In addition, the report requests City Council to amend the City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, as well as City of Toronto Municipal Code Chapter 27, Council Procedures, in order to delegate to the General Manager, Transportation Services, the authority to temporarily close to vehicular traffic any highway or portion of highway to facilitate efficient snow removal operations. Any temporary road closures under this proposed delegated authority will be for up to and including 24 hours for each and any individual temporary closure between November 8 of one year and April 7, inclusive, of the following year.  

The Infrastructure and Environment Committee recommends that:

1. City Council request the General Manager, Parks, Forestry and Recreation and General Manager, Fleet Services, in consultation with other City divisions that operate vehicles in parks and public spaces report to the Infrastructure and Environment Committee in the First Quarter 2025 on a review of standard operating procedure, and any required by-law amendments, which governs the use of City vehicles, agency vehicles, and otherwise permitted vehicles under Chapter 608 of the Toronto Municipal Code in areas of City-owned parks without formal road systems, that is informed by the following considerations:

a. limiting motor vehicle usage where the vehicle is not being used to perform maintenance or repair functions, including by City contractors and where a vehicle is used to support special events and reviewing restrictions to vehicle usage where applicable.

b. Alignment with Toronto's Vision Zero and TransformTO plans;

c. enabling safe access of emergency vehicles for emergency purposes only;

d. reducing impact on tree health from soil compaction; and

e. existing situational requirements for traffic control / flag people.

2. City Council request the General Manager, Parks, Forestry and Recreation, in consultation with the General Manager, Fleet Services, to report to the Infrastructure and Environment Committee in the Frist Quarter 2025 to provide an update on efforts to acquire and implement alternative vehicle and equipment types (such as kei trucks, golf karts, cargo bicycles, and handcarts) for work functions that occur in City parks.

Torontonians are proud of our City's extensive urban park system and the opportunities they create for leisure, recreation, learning, discovery, and social connection. Fundamentally, parks are for people.

Increasingly, I’ve heard from my constituents and people from across Toronto that frequent and unpredictable vehicle usage in green areas of City parks has intruded on the enjoyment of our public parks. Motor vehicles cause damage to fields and turf, dominate pedestrian pathways that aren't designed for vehicles and can block accessible routes, and sometimes leave pedestrians and other vulnerable road users feeling unsafe.

Chapter 608 of the Toronto Municipal Code provides wide latitude to the General Manager of Parks, Forestry and Recreation to permit the operation of motor vehicles within City parks, including corporate vehicles, agency vehicles, contractor vehicles, and vehicles related to event permits. While recognizing that staff sometimes must operate vehicles within park areas to perform work functions that keep our parks running, I’ve heard from my constituents that the operation and parking of vehicles in City parks has increased in recent years for reasons that don’t seem to connect to a specific work function.

The below recommendations seek to review existing standard operating procedure for when vehicles should be permitted to operate and park in areas of City parks without formal road systems. Further, I recommend that Parks, Forestry and Recreation, together with Fleet Services, explore alternative vehicle and equipment types that would support the work of park operations while reducing the use of full-size motor vehicles in parks.

Establishing this guidance for the operation of our parks will help us meet our TransformTO and Vision Zero goals. Together, let's ensure our parks remain welcoming, safe, and put people first.

The Infrastructure and Environment Committee recommends that:

1. City Council direct the General Manager, Toronto Water, in consultation with the Chief Financial Officer and Treasurer, the General Manager, Parks, Forestry and Recreation, and the General Manager, Solid Waste Management Services, to explore and report back on options to fund and expand the HTO To Go Water Trailer program, including but not limited to:

a. Increasing the number of water trailers available; and

b. Identifying potential funding sources, including but not limited to grants, sponsorships, partnerships, and budget allocations.

2. City Council request the General Manager, Toronto Water, to provide a report on the findings and recommendations to the Infrastructure and Environment Committee by the Fourth Quarter of 2024, with a view to implementing the expansion of the HTO To Go Water Trailer program in the next fiscal year.

This motion seeks to inquire about potential opportunities and available resources and assets that can be utilized to expand the HTO To Go Water Trailer Program.

Access to clean and safe drinking water is a fundamental human right and essential for public health and well-being. The City of Toronto is committed to promoting sustainable and environmentally friendly practices, including reducing the use of single-use plastic bottles. The HTO To Go Water Trailer, which provides tap water, free-of-charge, to select public events between May 1 and September 30th, has been successful in providing free, clean, and refreshing drinking water at various events and locations throughout the city, thereby reducing the need for single-use plastic bottles.

There is a growing demand from residents, event organizers, and community groups for increased availability of HTO To Go Water Trailers at more events and locations across Toronto. As we experience higher temperatures each summer, particularly with many events being held outdoors, the need for accessible hydration becomes even more critical. Expanding the HTO To Go Water Trailer program would contribute to the City's environmental goals, promote public health, and support the City's efforts to provide equitable access to clean drinking water. Therefore, we request funding for additional HTO To Go Water Trailers to meet this increasing demand and continue supporting Toronto's commitment to sustainability and public health.

The Infrastructure and Environment Committee recommends that:

1. City Council request the General Manager, Transportation Services to report to the Infrastructure and Environment Committee on September 27, 2024 on the feasibility of implementing a permanent barrier on the Leaside Bridge to improve public safety and mitigate suicide attempts.

On June 16, 2024, a man fell from the Leaside Bridge and landed on an oncoming vehicle on the Don Valley Parkway resulting in a tragic accident, a passenger and the person who fell both succumbed to their injuries. The incident is currently under investigation by Toronto Police Service. Two lives were lost during this event that could have been mitigated by a protective barrier or railing along the bridge. Sadly, there are records of several similar suicide cases that have taken place at this bridge.

In 2003, the City of Toronto originally erected barriers along the Bloor Viaduct, an unfortunately common site for suicide attempts. This action proved to be highly effective at discouraging and preventing people from jumping off the Bloor Viaduct. A study published in 2017 by Toronto Sunnybrook Hospital stated that between 2004 – 2014, only 1 person died after managing to circumvent the Bloor Viaduct barrier.

In 2016, Toronto City Council adopted item MM18.4, which requested “the City Manager, in collaboration with the Medical Officer of Health, the General Manager, Transportation Services, the Toronto Police Services Board and mental health experts, to explore the effectiveness and feasibility of options to prevent suicide deaths from bridges in Toronto and to report back to the Executive Committee in 2017.”

In 2018, Toronto Executive Committee received a report from the Medical Officer of Health which stated that “Transportation Services is planning to review the feasibility of implementing barriers and/or other interventions on priority bridge locations.”

Further study on the Leaside Bridge and its surrounding infrastructure is necessary as a measure to improve public safety and mitigate further tragedies.

The Infrastructure and Environment Committee recommends that:

1. City Council direct the City Manager, in consultation with the Medical Officer of Health, the Chief Engineer and Executive Director, Engineering and Construction Services, the Executive Director, Municipal Licensing and Standards, the General Manager, Solid Waste Management Services, the General Manager, Toronto Water, the Chief Building Official and Executive Director, Toronto Building and other relevant divisions, to report back to Infrastructure and Environment Committee in the third quarter of 2025 with an interdivisional action plan for the reduction of rats in Toronto, including strategies to address contributing environmental factors and the impacts of rats on local neighbourhoods in line with an integrated pest management approach.
                                                                                                

2. City Council direct the City Manager to consult with other North American jurisdictions on their approach to the reduction of rats when developing the strategy.

People in our communities have contacted us with their concerns about rats in local neighbourhoods. Large rat populations have become an increasing challenge for a number of complex reasons. This is a multifaceted problem that requires collaboration across City divisions. We're proposing that an upstream prevention and action-focused plan is needed if we want to reduce the number of rats and their impacts on households and businesses in our local communities. 

Many other jurisdictions have tackled this issue before, like the Region of Peel’s Rat Prevention programs, Alberta’s Rat Control Plan, New York City's Rat Mitigation Zones, Ottawa's Rat Mitigation Working Group, Washington, DC's Rodent Control Program, and Chicago's Bureau of Rodent Control. There is an opportunity to learn from other cities who are experiencing the same local challenges we face and are implementing proven solutions to make a difference.

As climate change, construction site management, infrastructure state-of-good-repair, solid waste management practices, property maintenance and many other factors accelerate the presence of rats in our neighbourhoods, we believe it's time for Toronto to take this step. With this purpose, we can leverage ongoing work and initiate new actions across City divisions to reduce rats and keep our neighbourhoods cleaner and healthier.

The Planning and Housing Committee recommends that:

1. City Council adopt Official Plan Amendment 680 in accordance with Attachment 1 to the report (June 24, 2024) from the Interim Chief Planner and Executive Director, City Planning.

2. City Council direct the City Solicitor to withhold the introduction of the necessary Bills until such time as:

a. Subsection 1(1) of the Planning Act, as amended by Bill 97, has been proclaimed and is in full force and effect; and

b. Official Plan Amendment 668 is in full force and effect with the exception of any outstanding site-specific appeals.

3. City Council authorize the City Solicitor to make such stylistic and technical changes to the recommended Official Plan Amendment 680 as may be required.

4. City Council request that the Chief Planner and Executive Director, City Planning, following OPA 668 and OPA 680 coming into effect, provide as-of-right permissions for "lawfully established" uses that continue to be permitted in the Official Plan, in the appropriate zoning categories through the zoning conformity exercise as required by the Planning Act.

The Director, Strategic Initiatives Policy and Analysis, City Planning gave a presentation to the Planning and Housing Committee.

The Planning and Housing Committee held a statutory public meeting on July 11, 2024, and notice was given in accordance with the Planning Act.

This report recommends that Council adopt Official Plan Amendment 680 (OPA 680) which amends various Employment Area related policies to bring the Official Plan into alignment with the provincial definition of "area of employment" in the Planning Act, as amended by Bill 97 - Helping Homebuyers, Protecting Tenants Act. This report also concludes the Council-directed study to consider expanding permitted uses in Employment Areas to include places of assembly, places of worship and sports facilities on a site or area-specific basis, given the provincial definition.

On April 6, 2023, the Province introduced the Helping Homebuyers, Protecting Tenants Act ("Bill 97"). Among many other changes, Bill 97 amends the definition of "area of employment" in the Planning Act by narrowing the scope of uses from what is currently permitted in an "area of employment". In particular, it would expressly exclude from the definition all types of institutional uses and commercial uses, except for retail and office uses that are associated with manufacturing, warehousing and research and development in connection with manufacturing.

This is the second of two reports that respond to Planning Act changes as a result of Bill 97 and the resulting official plan amendments required to implement these changes. The first report resulted in City Council adopting OPA 668 to authorize the continuation of institutional and commercial uses expressly excluded by paragraph 2 of the amended definition of "area of employment" but which allowed uses to be transitioned by provisions introduced in the Planning Act by Bill 97.

The purpose and intent of the recommended OPA 680 (together with OPA 668) is to maintain the integrity and viability of the City's finite Employment Areas, which would be at risk of destabilization should the City take no action. By aligning the Official Plan employment policies with the new definition of "area of employment" the current employment conversion policies will continue to apply, protecting the City's vital supply of employment areas.

While Bill 97 received Royal Assent on June 8, 2023, the amended definition of "area of employment" has yet to be proclaimed into force. The Province has signalled that municipalities should make timely amendments to their Official Plan to ensure that it is aligned with the amended definition so that provincial policies related to the conversion and protection of employment areas still apply.

The Planning and Housing Committee recommends that:

1. City Council adopt Official Plan Amendment 742 substantially in accordance with Attachment 1 to the report (June 24, 2024) from the Interim Chief Planner and Executive Director, City Planning.

2. City Council authorize the Chief Planner and Executive Director, City Planning to seek approval of the Minister of Municipal Affairs and Housing of Official Plan Amendment 742 under Section 26 of the Planning Act.

3. City Council authorize the City Solicitor to make such stylistic and technical changes to the recommended Official Plan Amendment 742 as may be required.

4. City Council declare by resolution to the Minister of Municipal Affairs and Housing that Official Plan Amendment 742 conforms with Provincial Plans or does not conflict with them; has regard to the matters of Provincial Interest in Section 2 of the Planning Act; and is consistent with policy statements issued under subsection 3(1) of the Planning Act.

5. City Council request that the Minister of Municipal Affairs and Housing review OPA 742 under the current in effect Provincial Policy Statement 2020 and Growth Plan for the Greater Golden Horseshoe 2020.

6. City Council declare that the Municipal Comprehensive Review (MCR) is concluded except as it pertains to:

a. Conversion Request 041 for 21 Don Roadway, 30 Booth Avenue, and 375 and 385 Eastern Avenue (East Harbour lands);

b. Conversion Request 070 for 825 Don Mills Road; and

c. 360, 388, and 400 Carlaw Avenue and 10 Dickens Street.

The Planning and Housing Committee held a statutory special public meeting on July 11, 2024, and notice was given in accordance with the Planning Act.

This report is the sixth in a series of Final Reports that provide staff recommendations on Employment Area conversion requests as part of the Municipal Comprehensive Review (MCR) of the Official Plan.

In 2023, Toronto’s Employment Areas were home to over 21,900 establishments employing nearly 398,000 people (26% of all jobs in the city). Businesses within our Employment Areas create about 27% of the City’s estimated 2021 GDP of $195.7 billion and contribute about 12% of all property taxes paid in the City (municipal and education taxes). This report also highlights the social and economic role that Employment Areas play in the health and growth of the city supporting Toronto’s diverse economic base and providing jobs with living wages for the City’s diverse labour pool.

Council authorized the commencement of the Municipal Comprehensive Review (MCR) and Growth Plan Conformity Exercise known as "Our Plan Toronto", on August 4, 2020. As part of the MCR City Planning received approximately 150 requests to convert lands designated Core Employment Areas or General Employment Areas in the Official Plan to non-employment uses, including some of which were City-initiated. 

The MCR and recommended Official Plan amendments are considered under Section 26 of the Planning Act, where the Minister of Municipal Affairs and Housing is the approval authority. The Minister’s decisions are not subject to appeal to the Ontario Land Tribunal unless the Minister refers all or part of the amendments to the Tribunal.

Through previous staff reports Council has considered final recommendations on almost all conversion requests submitted during the MCR, including 60+ requests that resulted in conversions of Employment Area lands. To implement the Council-adopted conversions, staff prepared and forwarded Official Plan Amendments (OPAs) 591, 644, 653 and 692 to the Ministry of Municipal Affairs and Housing for approval. On December 12, 2023, the Minister approved OPA 591 for 30+ Council adopted conversion requests. To date, the City has yet to receive a decision on OPAs 644, 653, and 692. OPA 683, which implements a conversion request for East Harbour, was deferred at the June 13, 2024 Planning and Housing Committee, until such time as the Chief Planner and Executive Director, City Planning reports back on further discussions with Cadillac Fairview and the Province on additional proposed changes to land use permissions at East Harbour, and by no later than the December 5, 2024 meeting of the Planning and Housing Committee and that no further notice of a special public meeting be given.

This sixth report provides final recommendations on:

• one conversion request not yet considered by Committee or Council;
• two conversion requests previously converted as part of OPA 591;
• Council declaring the MCR as concluded, with the exception of three sites/areas.

This report is to be considered at a Special Public Meeting under Section 26 of the Planning Act regarding the City's phased Official Plan and Municipal Comprehensive Reviews.

The Planning and Housing Committee recommends that:

1. City Council receive the 2023 Annual Report from the Chair of the Toronto Local Appeal Body, contained in Attachment 1 to the report (May 30, 2024) from the Director, Court Services, for information.

Enacted on May 3rd, 2017, the Toronto Local Appeal Body (TLAB) is an independent, quasi-judicial tribunal established through City of Toronto Municipal Code Chapter 142, Local Appeal Body, the City of Toronto Act, and other provincial legislation. The TLAB has all the powers of the Ontario Land Tribunal related to the hearing of appeals to Committee of Adjustment decisions for minor variance and consent applications under subsections 45(12), 53(14), 53(19) and 53(27) of the Planning Act.

The TLAB is composed of fourteen members including the Chair, Vice-Chair, and twelve Panel Members who are nominated by an impartial citizen-member nominating panel with recommendations for appointments submitted to City Council. City Council appoints Members of the TLAB for a four-year term of office.

The Planning and Housing Committee recommends that:

1. City Council adopt the instructions to staff as set out in Confidential Attachment 1 to the report (June 26, 2024) from the Executive Director, Housing Secretariat, for the site at 777 Victoria Park Avenue.

2. City Council direct that Confidential Attachment 1 to the report (June 26, 2024) from the Executive Director, Housing Secretariat, remain confidential in its entirety as it: outlines a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the City; and contains financial information, supplied in confidence to the City of Toronto and CreateTO, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.

3. City Council direct the information contained in Confidential Attachment 1 to the report (June 5, 2024) from the Chief Executive Officer, CreateTO remain confidential in its entirety, as it deals with a pending disposition of land by the City of Toronto.

4. City Council request the Deputy City Manager, the Executive Director, Corporate Real Estate Management, and the Board of Directors of CreateTO to direct the Chief Executive Officer, CreateTO, to secure options for off-site paid Green P public parking, with a minimum of 50 spots, that could be made available within the surrounding area to offset the loss of the existing commuter parking due to the development of affordable housing at 777 Victoria Park Avenue.
 

5. City Council request the Board of Directors of CreateTO to direct the Chief Executive Officer, CreateTO, to ensure private operator parking is aligned with the above Green P parking rates; and to explore additional parking solutions that are above grade.

6. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, and Chief Executive Office, CreateTO, to identify opportunities to make a portion of the parking at 781 Victoria Park Avenue, Dentonia Park Golf Course, available for Victoria Park Station commuter use, having consideration for the impacts on Golf Course Operations and other parks operational requirements, and report to the Planning and Housing Committee at its meeting on September 26, 2024 with updates.

The Housing Now Initiative is a signature affordable housing program in Toronto and across Canada. It is also a key housing supply program to support the City's HousingTO 2020-2030 Action Plan, Housing Action Plan 2022-2026, and City of Toronto’s Generational Transformation of Toronto’s Housing System to Urgently Build More Affordable Homes report. Through the Housing Now Initiative, City-owned lands are leveraged for the purpose of creating new mixed-use, mixed-income communities with maximized affordable housing outcomes. 

To-date, the City has identified 22 sites and committed substantial land value, capital funding and financial incentives to the program, making it one of the most significant municipal financial investments in housing underway today. There are also 4 additional pipeline sites that have been identified for pr-development due-diligence. The site at 777 Victoria Park Avenue was among the original sites included in the program.

Like many of the Housing Now Sites, 777 Victoria Park Avenue experienced project slow downs resulting from the COVID-19 pandemic, unprecedented escalation in construction costs, changes to federal and provincial housing policy, and steep increases in interest rates. As an example, construction costs have increased by over 63% (more than 20% year-over-year) since 2019, making Toronto the most expensive city in Canada to build high-rise residential.

Recently, however, shifts in Toronto’s residential market, stable interest rates, and the introduction of new inter-governmental program and policy changes have resulted in a window of opportunity for the delivery of purpose built and affordable rental homes. 

The 777 Victoria Park site will include a range of rental homes, retail and community space at grade and a new purpose-built childcare facility. Importantly the land will remain in public ownership in perpetuity. Subject to Committee of Adjustment approval, the site will deliver 705 rental homes including:

• 256 new affordable rental homes (rents at average of 80% City of Toronto’s average market rent)
• 449 new rent-controlled market homes (with annual rent increases limited at Provincial guideline+2%).

Similar to the Housing Now Initiative - 2023 Progress Update (April 13, 2023), this report makes a number of recommendations to City Council to help 'unstick' the Housing Now project at 777 Victoria Park Avenue to quickly realize a significant amount of new affordable rental homes.

At its meeting on June 19, 2024, the Board of Directors of CreateTO considered Item RA12.4 and made recommendations to City Council.

Summary from the report (June 5, 2024) from the Chief Executive Officer, CreateTO:

Following completion of the market offering process on December 10, 2019, the successful proponent executed the term sheet on April 14, 2020. On January 27, 2020, the CreateTO Board adopted Item 2020.RA10.2 and approved selection of the successful proponent partners and the term sheet. On March 8, 2021, the CreateTO Board of Directors adopted Item 2021.RA21.4 and approved negotiated agreements which included the Ground Lease, the Project Agreement, and the Contribution Agreement (the "Agreements"). The proponent selection and the negotiated agreements were approved by senior City management on April 20, 2021.

Following execution of the Agreements in November 2021 by the City and the Proponent, the Proponent has been advancing the building design and site plan application for the relocation of the TTC Pick-up and Drop-off ("PUDO"), currently located at 777 Victoria Park Avenue, to 781 Victoria Park Avenue, located immediately north of the site. During this time, several economic factors have impacted the proponent's proposal and other Phase 1 Housing Now projects. CreateTO has been working with the Housing Secretariat and the Proponent to resolve these issues to advance project schedules and the delivery of affordable housing. On May 10, 2023, City Council adopted Item 2023.PH3.6, and approved an approach to advance the Housing Now projects at 50 Wilson and 5207 Dundas Street West. A similar approach is proposed for the Phase One Housing Now site at 777 Victoria Park Avenue. The factors and an approach to resolve these issues are outlined in Confidential Attachment 1.

This report recommends that the CreateTO Board of Directors approve the approach outlined in Confidential Attachment 1, which responds to the changes in the development and financing markets over the past two years and ensures the project's viability and delivery of 256 affordable housing units.

The report also recommends that the Board of Directors of CreateTO direct the Chief Executive Officer, CreateTO to request the necessary City of Toronto authorities to execute amended Agreements and such other documents as may be necessary to finalize the arrangement with the proponent partners for 777 Victoria Park Avenue as described in Confidential Attachment 1.

Subject to approval of this report, CreateTO will collaborate with City legal to make the amendments to the Agreements and prepare for execution of the documents.

Pending minor variance and site plan approvals, the proponent's current schedule is to commence site mobilization and construction start in the first quarter of 2025

The Planning and Housing Committee recommends that:

1. City Council request that, the Minister of Municipal Affairs and Housing and the Secretary Canadian Board for Harmonized Construction Codes consult directly with the City of Toronto, including the Chief Building Official and Executive Director Toronto Building, and the Fire Chief General and Manager, Toronto Fire Services in considering any potential Ontario Building Code and/or National Building Code of Canada changes related to single means of egress in residential buildings between four and six storeys and address safety considerations for both building occupants and first responders.

2. City Council forward this report including the "Single Exit Stair: Ontario Building Code Feasibility Study" to the Minister of Municipal Affairs and Housing and the Secretary, Canadian Board for Harmonized Construction Codes, to inform the development of any specific Ontario Building Code/National Building Code of Canada proposals in this area and address safety considerations for both building occupants and first responders.

3. City Council request that the Chief Building Official and Executive Director, Toronto Building develop a public-facing guideline for building permit applicants to access the "Single Exit Stair: Ontario Building Code Feasibility Study" to assist in the preparation of alternative solution proposals under the Ontario Building Code where a single means of egress is proposed.

4. City Council request that the Chief Building Official and Executive Director, Toronto Building, in consultation with the Fire Chief and General Manager, Toronto Fire Services, and the Chief Planner and Executive Director, City Planning, report to the Planning and Housing Committee no later than the third quarter of 2025 on any proposed amendments to the Ontario Building Code and Model National Building Codes that would permit a single means of egress in multi-residential buildings up to six storeys.

5. City Council request that the Chief Building Official and Executive Director, Toronto Building, continue to engage with industry stakeholders to identify further opportunities to address Building Code-related challenges that may be impeding the design and construction of “missing middle” housing beyond land use planning policy, while addressing safety considerations for both building occupants and first responders, and to report back to the Planning and Housing Committee with recommendations no later than the third quarter of 2025.

The purpose of this report is to respond to City Council direction that the Chief Building Official and Executive Director, Toronto Building, in consultation with the Fire Chief and General Manager, Fire Services, engage a Building Code Consultant to study the feasibility of supporting a single means of exiting multi-residential buildings of up to four storeys, including additional life safety and other measures which would meet the objectives and intent of the Ontario Building Code.

Exits are a fundamental and essential component of a building's fire and life safety system. Some designers and others have advocated that the Ontario Building Code threshold for requiring a second exit stair in small multi-unit residential buildings is too high compared to other jurisdictions in North America, Europe and around the world. They suggest that a single exit staircase would support innovation in the design and construction of higher density small multi-unit buildings on constrained sites in higher density urban areas resulting in more missing middle housing.

Building regulators and emergency responders have identified that there are potential impacts on safety that need to be considered in developing Ontario Building Code changes in this area which are complex and significant. Any code changes to allow a single exit in a building need to be based on current research and take into consideration the impacts for both building occupants and first responders. Any potential changes must also provide an equivalent level of protection to that of a building having at least two means of egress, while also ensuring timely access to responding Firefighters and the deployment of the associated firefighting equipment into the building when a fire occurs.

This report provides an overview of a technical study undertaken for the City of Toronto by a third-party Building Code Consultant with expertise in fire protection engineering, to consider the feasibility of an alternative solution to the single egress issue.

As the Province of Ontario and the Canadian Board for Harmonized Construction Codes continue to consider potential changes to the provincial and national codes, the study will help provide certainty to designers and others preparing submissions to the city where a single exit is being considered and to expedite and facilitate the approval of missing middle projects in the City of Toronto. The report also contains recommendations to provide a copy of the report to the Ministry of Municipal Affairs and Housing and the Canadian Board for Harmonized Construction Codes to support research and code development in this area.

This report has been written in consultation with Toronto Fire Services and City Planning.

The Planning and Housing Committee recommends that:

1. City Council approve the terms of the Memorandum of Understanding substantially as outlined in Confidential Attachment 1 to the report (June 5, 2024) from the Chief Executive Officer, CreateTO and:

a. direct the Chief Executive Officer, CreateTO, in consultation with the Executive Director, Corporate Real Estate Management to negotiate and finalize the Purchase Agreement, Tri-Party Development Agreement, Reciprocal Rights and Cost Sharing Agreement and such other agreements and documents as may be required in order to finalize the arrangement with Toronto Lands Corporation and Toronto District School Board; and

b. authorize the Deputy City Manager, Corporate Services, and the necessary City of Toronto authorities to execute the Purchase Agreement, Tri-Party Development Agreement, and such other agreements and documents, and take such other steps as may be required in order to finalize the arrangement with Toronto Lands Corporation and Toronto District School Board provided, they are materially in accordance with the terms of the Memorandum of Understanding.

2. City Council direct the information contained in Confidential Attachment 1 to the report (June 5, 2024) from the Chief Executive Officer, CreateTO remain confidential in its entirety, as it deals with a proposed or pending disposition of land by the City of Toronto.

The Planning and Housing Committee:

1. Requested the Executive Director, Corporate Real Estate Management, in consultation with the Executive Director, Housing Secretariat, provide a supplementary report directly to City Council following a review of the terms of the Memorandum of Understanding contained within the Confidential Attachment 1 to the report (June 5, 2024) from the Chief Executive Officer, CreateTO.

At its meeting on June 19, 2024, the Board of Directors of CreateTO considered Item RA12.2 and made recommendations to City Council.

Summary from the report (June 5, 2024) from the Chief Executive Officer, CreateTO:

The purpose of this report is to inform the Board of Directors of CreateTO of the ongoing discussions between CreateTO staff and the Toronto Lands Corporation ("TLC"), on behalf of the Toronto District School Board ("TDSB"), in respect of the opportunity to incorporate a public elementary school within the Housing Now development at 770 Don Mills Road.

770 Don Mills Road (the "Site") is a Phase 1 Housing Now site located at the southwest corner of Don Mills Road and Eglinton Avenue East.  The Site is located directly adjacent to the Eglinton Crosstown LRT Science Centre station, a future Ontario Line station, as well as directly north of the Ontario Science Centre.  The Site is currently a 5.48 acre vacant surface parking lot.

The proposed mixed-use, mixed-income development for the Site consists of three towers of 37-storeys, 48-storeys and 39-storeys in height and having a total of 1,254 residential units.  It is proposed that 1/3 of the units will be affordable rental and 2/3 of the units will be market units.

There will also be a new 62-space non-profit childcare, a new public park, new public road and new retail as part of the overall development.  The TDSB elementary school will be located in the base podium of Block 2, the 39-storey residential tower (see Attachment 1).  

The Site obtained Re-zoning and Draft Plan of Subdivision approvals in June 2022 with no notice of appeal and is in full force and effect.

The TDSB elementary school was contemplated as a use early in the re-zoning process and is incorporated as part of the approved zoned lands.  As part of the Don Mills Crossing Secondary Plan, there is also a requirement for a minimum Floor Space Index (FSI) of 1.0 of non-residential uses within the base of mixed-use developments.  By incorporating the elementary school into the development at 770 Don Mills, this assists in achieving this Secondary Plan policy.   

Subject to market conditions, the Site will be taken out for a market offering to seek a development partner in Q4 2024.  Prior to bringing the Site to market, the deal terms with TLC need to be confirmed in order to provide clarity to developer proponents on what their role and responsibilities will be in delivering the elementary school as part of the overall proposed development.

Providing for an elementary school at this location meets TLC/TDSB's strategic plan goals by providing for a much-needed school in this neighbourhood and will benefit students and the surrounding community.

This partnership represents a great example of how two public agencies can work together to deliver on community benefits and achieve the goals of both organizations.  This could also be a framework for future joint partnerships between TLC and the City of Toronto, whereby schools and residential developments can be delivered creatively together on public land

The Planning and Housing Committee recommends that:

1. City Council request the Chief Planner and Executive Director, City Planning, to undertake a review of the feasibility of a Zoning By-law amendment to permit additional residential uses in buildings ancillary to residential buildings, including but not limited to group homes and residential care homes, including the identification of appropriate performance standards, and report back in the first quarter of 2025.

2. City Council request the Chief Planner and Executive Director, City Planning, to undertake a review of the feasibility of a Zoning By-law amendment to permit multi-tenant homes in buildings ancillary to residential buildings, including the identification of appropriate performance standards, and report back as part of the first annual report on the implementation of the Multi-Tenant Homes Framework in 2025.

On September 28, 2023, House of Compassion, a non-profit housing provider, submitted a minor variance application (A0862/23TEY) proposing to build a laneway suite as an expansion of a residential care home use for their property at 169, 171, and 171½ Shaw Street. On November 29, 2023, the Committee of Adjustment approved the application.

On May 10, 2024, my office shared an inquiry from House of Compassion with City Planning, providing some suggestions following their above-noted Committee of Adjustment application. The inquiry requested that staff investigate the possibility of amending the Zoning By-law to provide as-of-right permissions for other residential uses in laneway suites and/or garden suites including multi-tenant houses, group homes/residential care homes, multiplexes and co-living.

The Planning and Housing Committee forwards the item to City Council without recommendation.

The Planning and Housing Committee recessed its public session to meet in closed session to consider the item as it pertains to solicitor client privilege.

4646 Dufferin Street is at the heart of the City’s Russian Jewish community in a location well placed to contribute to serving the acknowledged need of this community for a wide range of convenient healthcare facilities and seniors and affordable housing, both rental and ownership; all to be provided within the context of aging in place and continuum of care.
This medical, office and residential proposal supports the City’s housing initiatives to accelerate housing supply and improve affordability and Provincial policies promoting medical facilities closer to local communities to make access more convenient and cost effective.

The proposal aims to utilize the 6.17-acre site as follows:

• Six buildings conceived in the context of a continuum of care;

• 432,000 square feet of non-residential employment, commercial and medical uses (1,200 permanent jobs); and

• A minimum of 770 residential units, inclusive of 350 seniors units (independent serviced, assisted living and memory care) supported by a grouping of medical support personnel; and 225 market rental units (of which 20%-30% are proposed to be affordable rental units for a period of 99 years).

This is a request for a Minister’s Zoning Order (MZO) to permit this mixed-use development. As such, site plan approval would continue to be required to review the proposal against functional servicing, transportation, and other technical compliance requirements. Requiring site plan approval would enable City staff and the proponent to work collaboratively to resolve site specific details to ensure a successful implementation of the MZO.

The Director, Community Planning, Etobicoke York District recommends that:

1. City Council amend the City of Toronto Zoning By-law 569-2013 for the lands at 1575 Lawrence Avenue West substantially-in-accordance with the draft Zoning By-law Amendment attached as Attachment 5 to this report.

2. City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Zoning By-law Amendment as may be required.

That:

3. City Council request the Mayor to consider allocating any Community Benefits Charge funds collected from this development to public realm improvements in the LIKE BIA within Ward 5, York South-Weston, through the annual budget process, immediately following the payment of funds to the City.

The Etobicoke York Community Council held a statutory public meeting on July 15, 2024, and notice was given in accordance with the Planning Act.

This application proposes to amend city-wide Zoning By-law 569-2013 to construct an 11-storey mid-rise mixed-use building for 1575 Lawrence Avenue West. The proposed development consists of a gross floor area of 10,014 square metres, of which 132 square metres would be used for retail space. There would be a total of 118 residential units with two retail units at grade.

The proposed development is consistent with the Provincial Policy Statement (2020), conforms with A Place to Grow: Growth Plan for the Greater Golden Horseshoe (2020), and the Official Plan. The proposal is also generally consistent with the City's guidelines.

The proposal provides an appropriate level of intensification to an underutilized parcel of land while delivering new housing opportunities. This report reviews and recommends approval of the application to amend the Zoning By-law.

The Etobicoke York Community Council recommends that:

1. City Council amend the City of Toronto Official Plan for the lands at 955-975 Weston Road substantially-in-accordance with the draft Official Plan Amendment attached as Attachment 5 to the report (June 25, 2024) from the Director, Community Planning, Etobicoke York District.

2. City Council amend Zoning By-law 569-2013 for the lands at 955-975 Weston Road substantially-in-accordance with the draft Zoning By-law Amendment attached as Attachment 6 to the report (June 25, 2024) from the Director, Community Planning, Etobicoke York District, including a Holding Provision for the following:

a. The owner or applicant, at their sole cost and expense, has submitted a revised Functional Servicing and Stormwater Management Report to demonstrate that the existing sanitary sewer system and watermain and any required improvements to them have adequate capacity and supply to accommodate the development of the lands to the satisfaction of the Chief Engineer and Executive Director, Engineering and Construction Services;

b. If the Functional Servicing and Stormwater Management Report accepted and satisfactory from a. above requires any new municipal infrastructure or upgrades to existing municipal infrastructure to support the development, then either:

i. The owner or applicant has secured the design, construction, and provision of financial securities for any new municipal infrastructure, or any upgrades or required improvements to the existing municipal infrastructure identified in the accepted Functional Servicing and Stormwater Management Report, to support the development, in a financial secured agreement, all to the satisfaction of the Chief Engineer and Executive Director, Engineering and Construction Services; or,

ii. The required new municipal infrastructure or upgrades to existing municipal infrastructure to support the development in the accepted and satisfactory Functional Servicing and Stormwater Management Report in a. above are constructed and operational, all to the satisfaction to the Chief Engineer and Executive Director, Engineering and Construction Services; and

c. All necessary approvals or permits arising from 2. b. i. or 2. b. ii. above are obtained, where required all to the satisfaction to the Chief Engineer and Executive Director, Engineering and Construction Services.

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

4. City Council approve that in accordance with Section 42 of the Planning Act, prior to the issuance of the first above grade building permit, the owner shall convey to the City an on-site parkland dedication, having a minimum size of 1,292.4 square metres, to the satisfaction of the General Manager, Parks, Forestry and Recreation and the City Solicitor.

5. City Council approve the acceptance of on-site parkland dedication, subject to the owner transferring the parkland to the City free and clear, above and below grade, of all easements, encumbrances, and encroachments, in an acceptable environmental condition.

6. City Council approve a Development Charge credit against the Parks and Recreation component of the Development Charges for the design and construction by the owner of the Above Base Park Improvements to the satisfaction of the General Manager, Parks, Forestry and Recreation. The Development Charge credit shall be in an amount that is the lesser of the cost to the owner of designing and constructing the Above Base Park Improvements, as approved by the General Manager, Parks, Forestry and Recreation, and the Parks and Recreation component of Development Charges payable for the development in accordance with the City's Development Charges By-law, as may be amended from time-to-time.

7. City Council allow the owner to design, construct, and convey to the City, a minimum 465 square metres of community space ("Community Agency Space") to the satisfaction of the Chief Planner and Executive Director, City Planning, Executive Director, Social Development, Finance and Administration, Executive Director, Corporate Real Estate Management, and the City Solicitor, as part of the development, as an in-kind contribution pursuant to subsection 37(6) of the Planning Act, in accordance with the following terms:

a.  Prior to the earlier of condominium registration or first residential use of any residential unit on the site, the owner shall design, construct, and convey to the City, in an acceptable environmental condition, a minimum 465 square metres of Community Agency Space located on the first underground level of Building B with entrance at grade along Weston Road within approximately 50 metres of Lambton Avenue, and a minimum of four parking spaces, including one accessible parking space, located on the same level and with the shortest path of travel to a barrier free-entrance providing access to the Community Agency Space, to the satisfaction of the Chief Planner and Executive Director, City Planning, Executive Director, Corporate Real Estate Management, and the Executive Director, Social Development, Finance and Administration;

b. The Community Agency Space shall be delivered to the City in accordance with the City's Community Space Tenancy Policy and finished to Base Building Condition, with the terms and specifications to be secured in the In-kind Contribution Agreement to the satisfaction of the Executive Director, Corporate Real Estate Management, the Executive Director, Social Development, Finance and Administration, the Chief Planner and Executive Director, City Planning and the City Solicitor;

c. Concurrent with or prior to the conveyance of the Community Agency Space to the City, the owner and the City shall enter into, and register on title to the appropriate lands, an Easement and Cost Sharing Agreement for nominal consideration and at no cost to the City, that is in a form satisfactory to the City Solicitor; the Easement and Cost Sharing Agreement shall address and/or provide for the integrated support, use, operation, maintenance, repair, replacement, and reconstruction of certain shared facilities, and the sharing of costs, in respect thereof, of portions of the subject lands to be owned by the City and the owner as they pertain to the Community Agency Space; and

d. The Community Agency Space will be provided in accordance with the terms to be set out in the In-Kind Contribution Agreement identified in Part 9 below to the satisfaction of the Chief Planner and Executive Director, City Planning.

8. City Council attribute a value to the in-kind contribution, set out in Recommendation 7 above, equal to 100 percent of four percent of the value of the land (net of any exclusions or exemptions authorized under the Community Benefits Charge By-law), as determined the day before the day the building permit is issued in respect of the development.

9. City Council authorize the Chief Planner and Executive Director, City Planning to enter into an agreement pursuant to the Planning Act (the "In-kind Contribution Agreement") to address the provision of the in-kind contribution identified in Recommendation 7 above to the satisfaction of the Chief Planner and Executive Director, City Planning, the Executive Director, Corporate Real Estate Management, the Executive Director, Social Development, Finance and Administration, and the City Solicitor, including that the owner will provide a Letter of Credit in an amount sufficient to guarantee 120 percent of the estimated cost of the design, construction and conveyance of the Community Agency Space, to the satisfaction of the Executive Director, Social Development, Finance and Administration, and the Chief Financial Officer and Treasurer, and will be provided to the City prior to the issuance of the first above grade building permit for the development, to secure the Community Agency Space; and this amount shall be indexed upwardly in accordance with the Statistics Canada Non-Residential Building Construction Price Index for Toronto; with such agreement to be registered on title to the site, which agreement shall be evidence of arrangements for the provision of the in-kind contribution that are satisfactory to City Council.

10. City Council recommend that the Chief Planner and Executive Director, City Planning secure through the Site Plan Control process for the proposed development, pursuant to Section 114 of the City of Toronto Act, 2006, the following:

a.  Rail safety mitigation measures, recommended by JSW+ and JAP in the Derailment Protection Report and Crash Wall Project Report, dated December 2023 and updated April 2024, to be confirmed by the City's peer review process; and

b. Noise and vibration mitigation measures, recommended by SLR Consulting Ltd. In the Compatibility Mitigation Study, Air Quality, Noise and Vibration study, dated December 2022 and updated April 2024, to be confirmed by the City's peer review process.

The Etobicoke York Community Council held a statutory public meeting on July 15, 2024, and notice was given in accordance with the Planning Act.

This application proposes to amend the Official Plan and Zoning By-law to permit a mixed-use development with 984 residential units, a community space, and an on-site public park for the lands municipally known as 955, 965-969, 971 and 975 Weston Road.

The Official Plan Amendment proposes to redesignate the lands from Neighbourhoods to Mixed Use Areas and Parks. The proposed Zoning By-law Amendment would permit two residential towers with heights of 34 and 24 storeys, and a mid-rise mixed-use component wrapping around along the Weston Road frontage at a height of seven storeys, with a residential gross floor area of 60,687 square metres and 465 square metres of community space. The application also proposes an on-site parkland dedication of approximately 1,463 square metres, located at the intersection of Weston Road and Lambton Avenue.

The proposed development is consistent with the Provincial Policy Statement (2020) and conforms with A Place to Grow: Growth Plan for the Greater Golden Horseshoe (2020), conforms with the Official Plan and the vision outlined in the Mount Dennis Secondary Plan, which is currently under appeal, and is consistent with the City's guidelines.

The proposed development represents appropriate intensification in an area with planned higher-order transit, and is compatible with the planned context for the area. This report reviews and recommends approval of the application to amend the Official Plan and Zoning By-law, subject to a Holding Symbol (H).

The Etobicoke York Community Council recommends that:

1. City Council amend City of Toronto Zoning By-law 569-2013 for the lands at 37 Shorncliffe Road substantially-in-accordance with the draft Zoning By-law Amendment attached as Attachment 5 to the report (June 24, 2024) from the Director, Community Planning, Etobicoke York District.

2. City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Zoning By-law Amendment as may be required.

The Etobicoke York Community Council held a statutory public meeting on July 15, 2024, and notice was given in accordance with the Planning Act.

This application proposes a Zoning By-law Amendment to redevelop the site at 37 Shorncliffe Road with a five-storey self-storage warehouse building as well as three one-storey buildings divided into 28 industrial and office condominium units.

The proposed development is consistent with the Provincial Policy Statement (2020) and conforms with A Place to Grow: Growth Plan for the Greater Golden Horseshoe (2020). The proposed development also conforms with the general intent of the City's Official Plan and is consistent with the City's guidelines. The proposed development is appropriate for an Employment Area.

This report reviews and recommends approval of the application.

The Etobicoke York Community Council recommends that:

1. City Council refuse the application for an Official Plan Amendment and Zoning By-law Amendment (Application No. 24 106901 WET 05 OZ) in its current form, for the lands municipally known as 1175-1181 Weston Road.

2. In the event the application is appealed to the Ontario Land Tribunal, City Council, pursuant to subsections 22(8.1) and 34(11.0.0.1) of the Planning Act, use mediation, conciliation or other dispute resolution techniques to resolve the concerns with the Official Plan Amendment and Zoning By-law Amendment application, to the satisfaction of the Chief Planner and Executive Director, City Planning and City Solicitor.

3. City Council direct the City Clerk, should an appeal be filed, to notify all persons or public bodies who may have filed an appeal to this decision of City Council’s intention to rely on subsections 22(8.1) and 34(11.0.0.1) of the Planning Act and the City Clerk shall provide notice to all prescribed persons or public bodies under subsections 22(8.2) and 34(11.0.0.2) of the Planning Act. 

4. City Council direct the City Clerk, should an appeal be filed, to notify the Ontario Land Tribunal of City Council’s intention pursuant to subsections 22(8.1) and 34(11.0.0.1) of the Planning Act, and that the Ontario Land Tribunal shall receive the record, the notice of appeal and other prescribed documents and materials 75 days after the last day for filing a notice of appeal for these matters.

5. Should the Official Plan Amendment and Zoning By-law Amendment application be resolved, and there is no appeal to the Ontario Land Tribunal or the appeal to the Ontario Land Tribunal has been withdrawn, City Council direct the Director, Community Planning, Etobicoke York to bring forward a Decision Report – Approval to Etobicoke York Community Council for a statutory public meeting as required under the Planning Act.

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

This report reviews and recommends refusal of the application to amend the Official Plan and Zoning By-law to permit a 38-storey mixed-use building containing 382 dwelling units at 1175-1181 Weston Road.

The proposal does not have appropriate and supportable zoning standards, including setbacks, tower stepbacks and resulting separation distances from neighbouring properties for the planned context of the block and the Mount Dennis area.

The proposed development is not consistent with the Provincial Policy Statement (2020), does not conform to the City's Official Plan, does not have appropriate regard for the Mount Dennis Secondary Plan, and does not meet the intent of the Tall Building Design Guidelines.

The Etobicoke York Community Council recommends that:

1. City Council refuse the application for an Official Plan Amendment and Zoning By-law Amendment in its current form, for the lands municipally known as 7-17 Locust Street.

2. In the event the application is appealed to the Ontario Land Tribunal, City Council, pursuant to subsections 22(8.1) and 34(11.0.0.1) of the Planning Act, use mediation, conciliation or other dispute resolution techniques to resolve the concerns with the Official Plan Amendment and Zoning By-law Amendment application, to the satisfaction of the Chief Planner and Executive Director, City Planning and City Solicitor.

3. City Council direct the City Clerk, should an appeal be filed, to notify all persons or public bodies who may have filed an appeal to this decision of City Council’s intention to rely on subsections 22(8.1) and 34(11.0.0.1) of the Planning Act and the City Clerk shall provide notice to all prescribed persons or public bodies under subsections 22(8.2) and 34(11.0.0.2) of the Planning Act.

4. City Council direct the City Clerk, should an appeal be filed, to notify the Ontario Land Tribunal of City Council’s intention pursuant to subsections 22(8.1) and 34(11.0.0.1) of the Planning Act, and that the Ontario Land Tribunal shall receive the record, the notice of appeal and other prescribed documents and materials 75 days after the last day for filing a notice of appeal for these matters.

5. Should the Official Plan Amendment and Zoning By-law Amendment application be resolved, and there is no appeal to the Ontario Land Tribunal or the appeal to the Ontario Land Tribunal has been withdrawn, City Council direct the Director, Community Planning, Etobicoke York to bring forward a Decision Report - Approval to Etobicoke York Community Council for a statutory public meeting as required under the Planning Act.

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

This report reviews and recommends refusal of the application to amend the Official Plan and Zoning By-law for a 48-storey residential building containing 517 dwelling units at 7-17 Locust Street.

The proposal does not have appropriate and supportable zoning standards, including setbacks, tower stepbacks and resulting separation distances from neighbouring properties for the planned context of the block and the Mount Dennis area.

The proposed development is not consistent with the Provincial Policy Statement (2020), does not conform to the City's Official Plan, does not have appropriate regard for the Mount Dennis Secondary Plan, and does not meet the intent of the Tall Building Design Guidelines.

The Etobicoke York Community Council recommends that:  

1. City Council assume the municipal services relating to Plan of Subdivision 66M-Plan No. 2533.

2. City Council authorize the Director, Engineering Review, Engineering and Construction Services, to release the performance guarantee held with respect to the municipal services in accordance with the Subdivision Agreement, dated May 29, 2015  between Lakeshore EMPC Two Limited, 2226704 Ontario Incorporated, Minto 3600 Lakeshore Commercial Incorporated, Stockton 3600 Lakeshore GP Incorporated, 3600 Lakeshore GP Incorporated and the City of Toronto.

3. City Council authorize and direct the City Solicitor to prepare an assumption By-law to assume the public highway within Plan of Subdivision 66M-2533 and to bring it forward for enactment.

4. City Council authorize and direct the City Solicitor to register the assumption By-law as enacted in the Land Registry Office, at the expense of the Owner.

5. City Council authorize the appropriate City Officials to take the necessary action to give effect to City Council's decision.

6. City Council authorize the appropriate City Officials to transfer ownership of the street lighting system constructed within Plan of Subdivision 66M-2533 to Toronto Hydro Energy Services Incorporated. 

This report recommends City assumption of the municipal services installed under the terms of the Subdivision Agreement, dated May 29, 2015, between Lakeshore EMPC Two Limited, 2226704 Ontario Incorporated, Minto 3600 Lakeshore Commercial Inc., Stockton 3600 Lakeshore GP Incorporated, 3600 Lakeshore GP Incorporated and the City of Toronto relating to registered Plan of Subdivision 66M -2533.

The Etobicoke York Community Council recommends that:

1. City Council assume the municipal services relating to Plan of Subdivision 66M-2546.

2. City Council authorize the Director, Engineering Review, Engineering and Construction Services, to release the performance guarantee held with respect to the municipal services in accordance with the Subdivision Agreement, dated April 15, 2016 between Tiffany Park Homes (Islington) Limited. and the City of Toronto.

3. City Council authorize and direct the City Solicitor to prepare an assumption By-law to assume the public highway within Plan of Subdivision 66M-2546 and to bring it forward for enactment.

4. City Council authorize and direct the City Solicitor to register the assumption By-law as enacted in the Land Registry Office, at the expense of the Owner.

5. City Council authorize the appropriate City Officials to take the necessary action to give effect to City Council's decision.

6. City Council authorize the appropriate City Officials to transfer ownership of the street lighting system constructed within Plan of Subdivision 66M -2546 to Toronto Hydro Energy Services Incorporated.

This report recommends City assumption of the municipal services installed under the terms of the Subdivision Agreement, dated April 15, 2016, between Tiffany Park Homes (Islington) Limitedth and the City of Toronto relating to registered Plan of Subdivision 66M-2546.

The Etobicoke York Community Council recommends that:

1. City Council authorize the installation of traffic control signals at the intersection of Eglinton Avenue West and a point approximately 148 metres west of Black Creek Drive.

As the Toronto Transit Commission (TTC) operates a transit service on Eglinton Avenue West, City Council approval of this report is required.

As part of the Eglinton Crosstown LRT (ECLRT) project, Metrolinx has installed a new traffic signal at the intersection of Eglinton Avenue West and Keelesdale Road (approximately 148 metres west of Black Creek Drive). This report seeks City Council approval for the new traffic control signals to enable inspections, acceptance, and activation.

The Etobicoke York Community Council recommends that:

1. City Council rescind the existing School Speed Zone designation on Bloor Street West, between a point approximately 85 metres west of Mill Road and a point approximately 150 metres east of Forestview Road, in effect between 8:00 a.m. to 5:00 p.m., Monday to Friday, except public holidays and school professional activity days, September of one year through June of the next following year, inclusive.

2. City Council authorize a 40 kilometres per hour speed limit on Bloor Street West between, a point approximately 85 metres west of Mill Road and a point approximately 150 metres east of Forestview Road.