Minutes Confirmed on May 14, 2024

The Executive Committee recommends that:

1.  City Council direct the City Manager to write to the Government of Canada and the Province of Ontario to express the City of Toronto’s support for the $1 billion National School Food Program announced as part of the 2024-25 Federal Budget.

2.  City Council direct the City Manager to write to the Province of Ontario to:

a.  encourage the Province to reach an agreement to receive federal funding as soon as possible for the 2024-2025 school year;

b.  request the Province either through increased provincial funding of the Student Nutrition Program or through accessing funds from the National Program return to matching the City of Toronto’s annual financial support of the Student Nutrition Program;

c.  request the Province to increase its base funding to the Student Nutrition Program equal to the accumulated inflationary costs of food from 2016 to 2024 by 2025; and

d.  request the Province to immediately increase its financial commitment to the Student Nutrition Program in Toronto by providing an annual increase for the inflationary costs of food each year starting in 2025. 

3.  City Council request the Medical Officer of Health and the General Manager, Parks, Forestry and Recreation to report to the Executive Committee on an action plan of leveraging increased funding through the National School Food Program to establish new nutrition programs or expand existing programs, including:

a.  increasing the number of student nutrition programs by providing operating funding to additional schools and funding essential equipment purchases where the lack of equipment is a barrier to starting a nutrition program;

b.  a pilot program to provide nutritious lunches to all students in select schools, with priority for including schools in Neighbourhood Improvement Areas and geographically diverse schools; and

c.  a pilot program to provide nutritious lunches to children attending select City of Toronto summer camps with priority for camps in Neighbourhood Improvement Areas and in geographically diverse locations. 

4.  City Council forward a copy of the Item to the Association of Municipalities of Ontario, the Federation of Canadian Municipalities and the Minister of Ministry of Children, Community and Social Services.

The Medical Officer of Health and the Director, Finance and Administration, Community and Social Services, gave a presentation on An Overview of the Student Nutrition Program.

At its meeting on March 4, 2024, the City-School Boards Advisory Committee considered item TS1.5, and made recommendations to Council.

Summary from the City-School Boards Advisory Committee:

Althea Hutchinson, Director of Operations and Business Services, Toronto Public Health will give an overview of Student Nutrition Programs in the City of Toronto.

The Executive Committee recommends that:

1.  City Council express its support to the Minister of Education of the Toronto District School Board request that an amendment be made to Ontario Regulation 374/23, Acquisition and Disposition of Real Property, to enable school boards to request a Ministerial exemption from the requirement to obtain fair market value for school board lands where a direct benefit is being secured that enhances the education and learning opportunities for students or advances a provincial priority (e.g., housing, long-term care, Truth and Reconciliation).

2.  City Council request the Toronto District School Board to work with the City of Toronto to identify sites suitable for the development of new affordable housing.

3.  City Council request the Province of Ontario to reform Ontario Regulation 374/23, Acquisition and Disposition of Real Property, specifically clause 5 (2), to reinstate municipalities (“the municipality in which the property is located”) among the list of bodies required to receive a proposal from school boards when selling, leasing or otherwise disposing school board property.

4.  City Council request the Province of Ontario to reform Ontario Regulation 374/23, Acquisition and Disposition of Real Property, as amended in Part 3 above, to extend the preliminary circulation period to 180 days, inclusive of 90 days for expressions of interest and 90 days for formal offers.

As stewards of over 5,000 acres of land throughout the city, the Toronto District School Board (TDSB) has unique opportunities to advance city-building initiatives on its lands that are deemed surplus, which could bring significant benefits to students and local communities as the city grows.

A recent example is the Davisville Community and Aquatic Centre, a new City-led aquatic and multi-use community centre on the site of the Davisville Junior Public School and Spectrum Alternative School. There will be shared facilities so the school will have access to the swimming pools, and the City will have access to the school's gymnasium and underground parking outside of school hours to support City recreation programming.

To help facilitate future opportunities, TDSB has requested the Ministry of Education to amend provincial regulations to enable them leverage broader city-building benefits on its surplus lands.

Currently, under provincial rules, if a piece of property owned by the school board is deemed surplus, the school board is required to obtain fair market value for the public asset.

The TDSB has recommended that school boards be able to request an exemption from the Minister of Education on the requirement to obtain fair market value for the lands, where there are opportunities to enhance education and learning opportunities for students, or if the proposed use would advance a provincial priority, such as long-term care uses, strategic housing opportunities, or Truth, Justice and Reconciliation.

While fair market value would be sought in most circumstances, this proposed change would help achieve some of the City and Province's broader goals on publicly-owned lands. City Council, as part of 2022.CC2.1 "2023 Housing Action Plan”, has directed staff to engage with school boards to encourage the creation of housing on their lands.

Additionally, through 2022.MM45.6, in support of a 'For Indigenous, By Indigenous' affordable housing project, City Council requested the Province of Ontario and/or the Minister of Education and Training to exempt from the requirements of Ontario Regulation 444/98, Disposition of Surplus Property, TDSB-identified surplus sites that can be conveyed to Indigenous housing developers at lower than market or nominal cost for the purpose of building permanently affordable rental housing for Indigenous communities; and requested that the Toronto District School Board and the Toronto Land Corporation consider conveying a narrow strip of greenspace neighbouring the project to Gabriel Dumont Non-Profit Homes Inc. at lower than market value or nominal cost for the purpose of building more permanently affordable rental housing for Indigenous communities as part of the project.

This letter proposes to endorse the TDSB’s request, and to forward this endorsement to the provincial Minister of Education.

The Executive Committee:

1.  Received the report (March 22, 2024) from the Executive Director, Social Development, Finance and Administration for information.

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

The terms of the Agreement require One Toronto Gaming to provide annual progress reports to the City and for staff to provide annual update reports to City Council. 2023 marked the fifth year since the establishment of the Rexdale-Casino Woodbine Community Benefits Agreement. This report provides a progress update on the status of the Rexdale-Casino Woodbine Community Benefits Agreement, the City's share of gaming revenues for 2023, and the opening of the expanded site. This report also includes key findings from a five-year review of the Agreement.

The majority of the targets and requirements of the Rexdale-Casino Woodbine Community Benefits Agreement are being met or are on track to being met. Highlights of One Toronto Gaming's progress as of December 31, 2023, include:

-Child Care Centre: One Toronto Gaming provided the required $5 million contribution to the City of Toronto in 2018. A feasibility study to identify the location of the future child care centre was completed in April 2023. The child care centre will be connected to a Toronto Community Housing Corporation building unit located near the casino.

-International Marketing Plan: One Toronto Gaming submitted an International Marketing Plan to the City of Toronto in May 2023.

-Local and Social Hiring (Operations): Of the 2,768 new hires since 2018, 44 percent (1,211 individuals) self-identified as a social hire and nine percent (239 individuals) were local hires. The target for local hires has not yet been met.  Categories for self-identification are not mutually exclusive. Actions to meet this target are further detailed in this report.

-Local and Social Hiring (Construction): Of the 2,740 people employed on the construction site since 2018, 28 percent (777 individuals) self-identified as a social hire and two percent (60 individuals) self-identified as a local hire. The target for local hires has not yet been met. Actions to meet this target are further detailed in this report.

-Full-Time Employment: Of the 1,734 active employees, 63 percent (1,096 individuals) are employed on a full-time basis and 37 percent (638 individuals) are employed on a part-time basis.

-Supply Chain Diversity: In 2023, One Toronto Gaming spent $87.7 million across 14 local suppliers, representing 32 percent of their total procurement spend. One Toronto Gaming spent $4.6 million across 10 diverse suppliers, representing two percent of their total procurement spend.

-Community Access to Space: Great Canadian Casino Resort Toronto's entertainment venue opened on December 31, 2023. One Toronto Gaming submitted a draft of the Community Access to Space Policy and Procedure to the City in January 2024 and the City is currently reviewing the draft policy and procedure.

-Responsible Gambling: All Responsible Gambling measures are being met.

As part of the redevelopment, Great Canadian Entertainment opened Great Canadian Casino Resort Toronto (formerly known as Casino Woodbine) and a partially opened hotel in the summer of 2023. The entertainment venue was opened in December 2023. Great Canadian Casino Resort Toronto has reported that while the majority of the casino's mass hiring efforts took place in 2023, there are remaining opportunities to continue connecting the local Rexdale community to employment at the casino. One Toronto Gaming, the City, and the Community Steering Committee remain committed to working together to advance the Rexdale-Casino Woodbine Community Benefits Agreement to maximize positive outcomes for local and equity-deserving residents.

The Executive Committee recommends that:

1. City Council request both the Provincial and Federal Governments to provide financial support for this project in the form of capital funding.

2.  City Council direct Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO and other necessary staff as appropriate, to negotiate a contractual agreement with the Somali Centre for Culture and Recreation that satisfies Federal and Provincial funding requirements, subject to, the necessary due diligence including site identification and due diligence, funding strategy, development plan, operations plan, and any other milestones to be identified by the Executive Director, Corporate Real Estate Management and to report back to City Council in June 2024 prior to entering into any lease agreement with an update on the status of the negotiations and the due diligence.

3. City Council request the Deputy City Manager, Development and Growth to work with CreateTO and the Somali Centre, as part of their exploration of viable sites and funding sources for a community centre, identify potential sites, and development and funding partners, to develop affordable housing in the northwest corner of the City.

4. City Council authorize the public release of Confidential Attachment 1 to the report (February 2, 2024) from the Chief Executive Officer, CreateTO following the closing of any transaction and at the discretion of the Chief Executive Officer, CreateTO.

The Executive Committee directed the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO and other necessary staff as appropriate, to report to the April 17, 2024 meeting of City Council with an overview of the milestones required to be achieved in the negotiation of a contractual agreement that satisfies Federal and Provincial funding requirements in support of this project.

At its meeting on February 16, 2024, the Board of Directors of CreateTO considered Item RA9.6 and made recommendations to City Council.

Summary from the report (February 2, 2024) from the Chief Executive Officer, CreateTO:

The Somali Centre for Culture and Recreation ("Somali Centre") is a registered non-profit organization led by a group of Somali Canadian young professionals from across Ontario aiming to create a dedicated cultural recreation and community space for the Somali population in Toronto. According to the organization, there has been a 40-year effort from the Somali community to develop a culture and recreation centre in Toronto to address the needs of this under-served community.

Beginning in the 1970s, the community began working with local leaders and politicians to advocate for this type of facility. The main goal of this centre is to create a "…central space for the Somali community to gather and receive culturally appropriate community services from non-profit service providers and agencies." After decades of advocacy, Toronto City Council adopted a motion in July 2022 to direct City of Toronto and CreateTO staff to work with the Somali Centre on a feasibility study to identify potential sites for this facility.

This report provides an outline of the collaborative process undertaken by CreateTO, the City of Toronto, and the Somali Centre and provides a staff review of their feasibility study. Next steps will include a continued effort to work together and to understand the operating model and long-term financial feasibility of the Somali Centre.

The Executive Committee recommends that:

1. City Council direct the Director, Waterfront Secretariat and the Director, Indigenous Affairs Office to further engage with First Nations, Inuit, Métis and urban Indigenous communities, and to report back to the October 1, 2024 meeting of the Executive Committee with a permanent name for Villiers Island, as well as a framework for reconciliation projects that support Indigenous cultural revitalization in Villiers Island and the Port Lands.

On March 29, 2023, MM5.3 – Place Names in the Port Lands was adopted by City Council. Since then, City staff have been working with an Indigenous engagement consultant and Elder to design the engagement related to this work. The process, which will include a place naming advisory circle, will result in a recommended Indigenous name for the Island and a list of proposed names for streets and parks, to be considered by City Council in the fall of 2024. A permanent name for the Island will be needed in the early fall as Waterfront Toronto is expected to complete their Port Lands Flood Protection project’s river excavation work. The park and street names will be required by the end of 2024.

In addition, this can provide future opportunities for the City to collaborate with Indigenous communities and use their leadership for a number of projects including affordable rental housing and economic development initiatives.

The neighbourhoods, parks and public realm that are taking shape in the Port Lands offer a unique moment to support Indigenous cultural revitalization and to integrate Indigenous knowledge systems, oral histories, protocols, and connections to the land into the waterfront revitalization process. This motion requests that staff report on a culturally informed framework that coordinates and communicates the many projects in line with the Reconciliation Action Plan in both the Island and the Port Lands.

The Executive Committee:

1. Received the report (March 22, 2024) and the supplementary report (April 3, 2024) from the Chief Financial Officer and Treasurer for information.

At its meeting on September 6, 2023, City Council considered the Updated Long-Term Financial Plan. As part of the report, staff committed to developing a capital prioritization framework for the 2025 budget planning process. The framework is intended to provide the City with an objective tool and approach for prioritizing capital projects based on a set of weighted criteria - according to capital project categories, spend rates, availability and eligibility of funding, risk assessment, environmental, social and governance contributions, and strategic alignment with the City's priorities.

Item EX7.1: https://secure.toronto.ca/council/agenda-item.do?item=2023.EX7.1

The Chief Financial Officer and Treasurer will be submitting a report to Executive Committee before its meeting on April 9, 2024, that provides a status update on the development of a capital prioritization framework, including key considerations and next steps.

At its meeting on September 6, 2023, City Council considered the Updated Long-Term Financial Plan (LTFP), which identified immediate and long-term opportunities to address the City's fiscal challenges. As part of the report, staff committed to developing a capital prioritization framework for the 2025 budget planning process. This report provides a status update on that work.

Following completion of the 2024 budget process, staff began developing a comprehensive framework for capital prioritization, which is intended to provide the City with an objective tool and approach for prioritizing capital projects within the City’s financial and project delivery capacity, based on a set of weighted criteria. Consideration is being given to a variety of criteria, including capital project categories, state of good repair requirements, spend rates, availability and eligibility of funding, risk assessment, environmental, social and governance contributions, and strategic alignment with the City's priorities. The framework is intended to ultimately enhance the City’s existing prioritization process.

As a next step, staff will continue to consult with similar government entities and City Division and Agency stakeholders to develop final prioritization criteria and applicable weighting. In addition, staff will develop a tool to facilitate the prioritization process across a multi-billion dollar capital program. During the 2025 budget process, the framework will be applied to capital project data collected, starting with new capital projects, before expanding to the full 10-Year Capital Budget and Plan and unfunded priorities. Further updates on the capital prioritization framework will be provided during the 2025 budget process.

The Executive Committee recommends that:

1.  City Council direct that Confidential Attachments 1 and 2 to the report (January 23, 2024) from the President and Chief Executive Officer, TO Live remain confidential in their entirety as they contain financial information supplied in confidence to the Board of Directors of TO Live, which, if disclosed, could reasonably be expected to significantly prejudice the competitive position or significantly interfere with the contractual or other negotiations of a person, group of persons, or organization.

At its meeting on February 15, 2024, Board of Directors of TO Live considered item CT8.4 and made recommendations to City Council.

Summary from the report (January 23, 2024) from the President and Chief Executive Officer, TO Live:

The purpose of this report is to present the 2023 fourth quarter financial results to the Board.

The Executive Committee recommends that: 

1. City Council adopt the 2024 tax rates for school purposes, as shown in Column II, which will generate an education tax levy on rateable properties for 2024 in the total amount of $2,156,683,397 in accordance with Ontario Regulation 400/98 as amended, prescribing such rates for the City of Toronto, of which $4,165,050 (0.2 percent of the total education levy) is to be retained by the City pursuant to Ontario Regulation 121/07:

2. City Council adopt reductions in tax decreases for the 2024 taxation year on properties in the commercial, industrial and multi-residential property classes by the percentage of the tax decrease set out in Column II in order to recover the revenues foregone as a result of capping, and to allow the decrease percentages set out in Column III:

3. City Council authorize the introduction of the necessary Bills in Council to give effect to City Council's decision.

In accordance with various legislative requirements, City Council must annually adopt the following by-laws associated with property taxes:

- the municipal levy;

- the education levy; and

- the claw-back rate for properties in the commercial, industrial and multi-residential property classes.

These by-laws are required to enable the City to issue the final property tax bills for the year, for both municipal and school purposes. Following City Council's adoption of the 2024 municipal property tax rates at its meeting, this report now addresses the education levy and the claw-back rate.

This report recommends adoption of the 2024 education tax rates and education property tax levy for school purposes, as required by legislation. The City of Toronto levies and collects education taxes on behalf of the Province of Ontario, based on the education tax rates set out in Ontario Regulation 400/98, as amended. The education property tax rates prescribed by the Province for 2024 remain unchanged from the previous year for all classes. Accordingly, the average household will see no increase in their education tax this year.

In addition, this report addresses the requirements associated with the clawback rate for properties in the commercial, industrial and multi-residential property classes. In February 2024, City Council adopted the continued policy of limiting ('capping') allowable tax increases to a maximum of 10% of a property's prior year's annualized taxes for properties in those classes with a property tax bill increase greater than $500. This capping policy protects commercial, industrial and multi-residential properties from significant annual tax increases.

In order to capture the lost revenue from properties that are capped, the City annually calculates a clawback rate that effectively results in withholding part of a property’s decrease due to reassessment, as applicable. This report recommends the 'clawback percentage', which represents the amount the City will retain from any decreases in property tax bills, to offset the capping policy. This therefore  means that  the tax bill will reflect the  'allowable decrease' percentage applied for the year, which in fact is the portion of the decrease the property will be able to retain.

The Executive Committee recommends that: 

1. City Council direct that Confidential Attachment 1 to the supplementary report (March 19, 2024) from the City Solicitor remain confidential in its entirety, as it contains advice that is subject to solicitor-client privilege.

This report responds to City Council’s request for options, methods and budget implications of a public information strategy that could be used to inform the public about recognizing and enshrining City of Toronto authorities within the Canadian Constitution and/or a public consultation strategy that would seek public input on where the City of Toronto should have more power or authorities.

A range of communications and public engagement options are presented in this report, from basic to moderate to best-practice in these areas.  If City Council has already made a policy decision or is seeking confirmation from the public about a policy position, then basic or moderate strategies might be chosen.  If City Council is seeking considerable input, advice and involvement of the public to inform a policy position, a more comprehensive set of tactics, time and resources would be required.

Considerations when developing a public information or consultation strategy for a complex, city-wide and whole-of-government public policy issue are outlined in this report and include:

- The size and diversity of Toronto's population.

- Applicable legislation, City policies, Council decisions, research or existing public input on the issue.

- The complexity of the issues being communicated and consulted on.

- Any sectors, communities, City divisions, agencies or partners who may be impacted by the issue or a decision by Council.

- The public’s interest and level of understanding of the City, the issue and its impact on them.

- How people receive information and want to be engaged.

- Barriers to public participation and supports participants require to participate.

- The City’s Reconciliation Action Plan, the Toronto Action Plan to Confront Anti-Black Racism, and other equity-related policies and plans.

- If there are any municipal, provincial or federal legislated processes, reporting requirements, critical steps or timelines that must be followed.

- The appropriate tactics and methods to meet stated objectives and where in the decision-making process the strategies would occur.

- City staff capacity, need for external consultants, available budget and timelines.

Information from past consultations and engagements for complex public policy issues served as the basis for identifying potential methods and resource requirements for a city-wide public information or consultation strategy at the scale and scope required for seeking constitutional changes or amendments to Toronto’s authorities.

This report responds to a request for the City Solicitor to outline the legal mechanisms for amending the Canadian Constitution to recognize and enshrine certain City of Toronto authorities to establish what is has been referred to as a "Charter City".  The potential use of various approaches to seek an amendment is discussed in detail in the Confidential Attachment 1.

The Executive Committee recommends that:

1. City Council authorize the City Clerk, or their designate, to accept the donation of $162,962.96 from Katherine Anne Hartley for Toronto Archives and to deposit the donation into Clerks Equipment Reserve (XQ1507).

2. City Council authorize the City Clerk, or their designate, to withdraw the donated amount from Clerks Equipment Reserve (XQ1507) to support programming in the Toronto Archives.

The purpose of this report is to request approval from City Council to accept a 2023 bequest donation of $162,962.96 from Katherine Anne Hartley to Toronto Archives.

The value of this donation exceeds the $50,000 threshold for donation acceptance under the Donations to the City of Toronto for Community Benefits Policy. City Council approval is required in accordance with Municipal Code Chapter 71 Financial Control, where the value of this bequest exceeds the $50,000 threshold for division heads to accept and spend donated funds under Article X, Section 71-19.

The Executive Committee recommends that:

1. City Council amend Municipal Code Chapter 3, Accountability Officers, to establish the Records Retention Schedule detailed in Attachment 1 to the report (March 21, 2024) from the Ombudsman.

The purpose of this report is to seek Council's approval of a retention schedule for accountability records of Ombudsman Toronto in accordance with section 3-7.6B of Municipal Code Chapter 3, Accountability Officers.

The City of Toronto Act, 2006 does not allow for the destruction of records of the City, including records of Ombudsman Toronto, unless they are destroyed in accordance with a retention schedule.

The Executive Committee:

1. Requested the City Manager, in consultation with the Executive Director, Customer Experience (311), to report back to the Service Excellence Committee by July 19, 2024 with an approach for centralizing and consolidating all routine Tier 1 services and contact centres across City Divisions into 311 Toronto (Toronto at Your Service) so that the public has a seamless, accessible, and consistent experience when requesting or inquiring about routine City services; commencing with outstanding services of Parks, Forestry and Recreation full integration into 311, and to provide next steps on the roadmap and the implementation plan by the first quarter of 2025.

2. Requested the City Manager, in consultation with the Executive Director, Customer Experience (311), to report back to the Service Excellence Committee by May 31, 2024 with an update on the development of the City’s Service Promise, and outlining the specific principles being considered for interactions across all service channels, including staff to public interactions and staff to staff interaction.

At its meeting on March 19, 2024, the Service Excellence Committee considered item SE2.1 and made recommendations to the Executive Committee.

Summary from the report (March 5, 2024) from the Executive Director, Customer Experience:

City Council, at its meeting on September 30, 2020, requested the Executive Director, Customer Experience, formerly known as the Director, 311 Toronto, to provide information on trending issues received via the Customer Experience Division (CXD), on a yearly basis. The purpose of this report is to provide a summary of Customer Experience Division’s services, contact centre volumes, projects, and divisional collaborations in 2023.

The Executive Committee:

1. Requested the City Manager, in consultation with the Executive Director, Customer Experience (311), to report back to the Service Excellence Committee by July 19, 2024 with:

a. a plan for onboarding all sections within 311 Toronto integrated service divisions, including Toronto Water, Transportation Services, Urban Forestry, Parks, Forestry and Recreation, Municipal Licensing and Standards, and Solid Waste Management Services, into the City’s new complaint and compliment intake experience to ensure that the public has a uniform and consistent experience for submitting complaints and compliments across all 311 Toronto integrated service divisions; and
  

b. a plan outlining the strategy for onboarding all City Divisions by the end of the second quarter of 2025 into the City’s new complaint and compliment intake experience in order make the journey of filing a complaint or compliment more consistent, seamless, accessible, transparent, and fair across all City Divisions.

At its meeting on March 19, 2024, the Service Excellence committee considered item SE2.2 and made recommendations to the Executive Committee.

Summary from the report (March 8, 2024) from the Executive Director, Customer Experience:

At its meeting on December 18, 2023, the City of Toronto's Service Excellence Committee requested the City Manager, in consultation with the Executive Director of the Customer Experience Division (CXD), to report back to the Service Excellence Committee by the end of March 2024 on efforts underway to enhance the complaints and compliments mechanisms across various divisions and City Offices.

This report responds to the Committee's request by summarizing the achievements of 2023 and presenting a strategic framework for 2024, focusing on Phase 1 outcomes and the preparation for further expansion.

The City of Toronto's Complaints and Compliments project is a strategic initiative designed to improve, standardize and simplify the process of making a complaint or providing feedback to the City, for increased transparency, fairness, and accessibility. Throughout 2023, considerable progress was made in the design and development of new business processes, content simplification, and preparation for the Phase 1 launch. The strategic approach for the upcoming year is focused on a rigorous evaluation of the initial implementation, continuous stakeholder engagement, and the thoughtful expansion of the project's reach to additional divisions.

The Executive Committee:

1. Requested the City Manager, in consultation with the Executive Director, Customer Experience (311), to report back to the Service Excellence Committee by May 31, 2024 with:

a. a plan for a new reporting system that incorporates Ward Dashboards and key performance indicator data for 311 integrated service divisions, including a plan to make service targets and performance against those targets publicly available; and

b. a framework for future reports to highlight emerging trends, seasonal, cyclical and geographic patterns or trajectories.

2. Requested the City Manager, in consultation with the Executive Director, Customer Experience (311), to report back to the Service Excellence Committee with a prototype report Ward Dashboard to be demonstrated by the third quarter of 2024.

3. Requested the City Manager, in consultation with the Executive Director, Customer Experience (311), to ensure the new reporting dashboard tracks the top 10 service request categories for each 311 integrated service division defined in Appendix 1 of the 311 Service Request Catalogue for all Wards.

4. Requested the Integrated Service Divisions and other City officials, as appropriate, to provide updates with respect to service standards and opportunities for improving responses and response times to service requests, as part of future reports on Customer Service Requests.

At its meeting on March 19, 2024, the Service Excellence Committee considered item SE2.3 and made recommendations to the Executive Committee.

Summary from the report (March 8, 2024) from the Executive Director, Customer Experience:

The Service Excellence Committee requested the City Manager, in consultation with the Executive Director, Customer Experience (311), to report back to the Service Excellence Committee by the end of March 2024 on a reporting system that includes Ward Dashboards and key performance indicator data from individual City Divisions.

This report will:

-  Provide an overview of existing 311 information available to Councillors and Divisions.

-   Provide information on the progress towards the establishment of Ward Dashboards and key performance indicator (KPI) data from specific City Divisions.

-   Identify cross-functional teams that have been engaged in planning around the Dashboards and key performance indicators.

-  Provide high-level next steps to producing a Dashboard.

The Executive Committee:

1. Requested the City Manager to report back to the May 14, 2024 meeting of the Executive Committee on a process for implementing a new appointment procedure to appoint the City of Toronto's representatives to the Ontario Municipal Employees Retirement System Sponsor Board of Directors and Administration Corporation Board of Directors, such process should include:
 

a. a review of the current appointment procedure; and

b. an outline of the steps necessary for implementing a new appointment procedure.

To clarify the procedure undertaken by the City of Toronto to appoint its representatives on OMER’s Sponsor Board of Directors and Administration Corporation Board of Directors. it would be beneficial for the City Manager to report back to the Executive Committee at it’s May 14, 2024, Committee meeting.

The OMERS website, contains detailed information on their governance model OMERS Governance, and roles of board members. As their work is significant, understanding the selection process, as well as exploring new appointment procedures, would be beneficial to the City of Toronto.

The Executive Committee:

1. Established a FIFA WORLD CUP 2026 (FWC26) Financial Oversight Subcommittee with the following mandate:

a. to provide oversight of the City’s FWC26 budget;

b. to review and make recommendations to Executive Committee on FWC26 spending plans and expenditures to ensure they meet the standards of the residents of Toronto;

c. to consider all procurement matters related to FWC26; and

d. to consider all community benefits matters related to FW26.

2. Appointed the following Members to the Subcommittee for a term of office until November 14, 2026:

Councillor Shelley Carroll, as Chair

Councillor Paul Ainslie

Deputy Mayor Amber Morley

Deputy Mayor Ausma Malik

3. Directed the Subcommittee to meet as needed, at the call of the Chair.

As the City prepares to host six matches during the FIFA World Cup 2026 (FWC26), City Council has committed to delivering the games in a transparent, accountable and collaborative manner.

Hosting these matches is a once in a lifetime opportunity to deepen our connection to one another, to stand united in our diversity and make Toronto’s global beacon of hope shine that much brighter.

Delivering major sporting events is never easy. There will always be challenges and unexpected contingencies. That is why open, transparent oversight is essential in building our shared confidence that the games are being delivered to the standard Torontonians expect.

To ensure proper oversight of the budget, the Financial Planning Division has assigned FWC26 to an analyst, who will ensure FWC26 finances are reported on separately from other City budgets. This reporting, as well as procurement related to the games and issues such as community benefits will be considered together by a dedicated sub-committee of Executive Commitee.

The Executive Committee:

1.  Requested the Chief Financial Officer and Treasurer to report to the June 18, 2024 meeting of the Executive Committee on legislative changes related to property taxes levied on multi-residential properties, with the objective of fair taxation across multi-residential typologies.

In the Provincial Budget tabled on March 26, 2024, the Provincial government has indicated it will be providing municipalities with the flexibility to offer a reduced municipal property tax rate on new multi‐residential rental properties. This is a welcome step that allows the City of Toronto to introduce a measure of tax fairness for all purpose-built rental buildings, regardless of when they were constructed. Balancing the City’s challenging financial position, market conditions, and affordability challenges, I am recommending that the Chief Financial Officer report on the enabling mechanisms required to align the rates with the objective of fair taxation across multi-residential typologies.

The Executive Committee:

1. In accordance with the duties established in Mayoral Decision 1-2022,  referred to the Executive Committee all matters related to the City’s Fair Wage Policy.

The duties of the Executive Committee, as established in Mayoral Decision 1-2022 at the outset of the 2022-2026 Council Term, include making recommendations on financial planning and budgeting. As such, we are recommending matters related to the City’s Fair Wage Policy be considered within the purview of the Executive Committee.

Announcements
The Chair acknowledged that the Executive Committee was meeting on the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many diverse First Nations, Inuit and Métis peoples. The Chair also acknowledged that Toronto is covered by Treaty 13 with the Mississaugas of the Credit.

Where the Members of the Executive Committee listed in the attendance for this meeting participated remotely, they were counted for quorum as permitted by Section 189(4.2) of the City of Toronto Act, 2006, and City Council's Procedures.