Minutes To be Confirmed

The Executive Committee recommends that:  

1. City Council, as the sole Shareholder, request the Board of Directors of Toronto Community Housing Corporation to direct the Chief Executive Officer, Toronto Community Housing Corporation to work with the Deputy City Manager, Development and Growth Services to advance housing development projects under the City's Public Developer Model, including providing development and construction management services and acting as a development partner and housing provider for projects on City lands, as well as continuing to undertake the development and redevelopment of their own lands in alignment with the City's housing priorities and housing targets as set in the HousingTO 2020-2030 Action Plan and revised in Item EX9.3 adopted by City Council in November 2023.

2. City Council direct the Deputy City Manager, Development and Growth Services to negotiate and execute a Master Service Agreement between the City of Toronto and Toronto Community Housing Corporation to support Recommendation 1 above, on terms and conditions satisfactory to the Deputy City Manager, Development and Growth Services, and in a form approved by the City Solicitor.

3. City Council request the Board of Directors of CreateTO to direct the Chief Executive Officer, CreateTO to continue to bring forward potential housing sites and opportunities to the City of Toronto, for consideration and decision, and advance work on housing opportunities at the direction of the City.

4. City Council direct the Deputy City Manager, Development and Growth Services and the Deputy City Manager, Corporate Services to negotiate and execute a Master Service Agreement between the City of Toronto and CreateTO to support Recommendation 3 above, on terms and conditions satisfactory to the Deputy City Manager, Development and Growth Services and the Deputy City Manager, Corporate Services, and in a form approved by the City Solicitor.

Toronto continues to face an unprecedented housing affordability crisis across the housing continuum, with a lack of deeply affordable and supportive homes for those with low-incomes, and high rents affecting middle-income earners who aspire to live and work in the city.

In Fall 2023, City Council adopted two key reports related to housing delivery:

- Item EX9.3, which set the stage for the generational change to transform and strengthen Toronto’s housing system and expedite delivery of the HousingTO and Housing Action Plan targets.

- Item EX10.2, which aligned the mandates of CreateTO and Toronto Community Housing (TCHC) and directed these organizations to work with the City on the delivery of the City's housing plans and targets, including new and explicit language on expectations and scope for greater alignment.

This report outlines additional steps to advance the City’s role as a Public Developer and supporter of partner projects, by bringing a singular focus to City-led and supported housing development, and strengthening coordination between the City, CreateTO and TCHC to achieve the City's affordable rental housing goals. Specifically, the City will increase its capacity to lead housing development, by establishing a Housing Development Office, reporting to the Deputy City Manager, Development and Growth Services, that will focus exclusively on advancing and accelerating the delivery of housing on City-led and City-supported sites. The City targets having a leader in place to lead the Office by Q2 2025, following a formal, competitive recruitment process.

Through this new Office, the City will either lead projects directly or leverage TCHC and CreateTO on a project-by-project basis, based on each organization’s unique expertise and best practices. Staff are recommending updated direction to both organizations, followed by a negotiated Master Service Agreement with the City for each respectively. While work is underway to establish the new Housing Development Office, it is critical that housing projects continue to move forward under the current project leadership structure to ensure no delay in the delivery of housing.

The Executive Committee:  

1. Received the report (November 26, 2024) the City Manager for information.

Toronto continues to face a housing affordability crisis across the housing continuum, with a lack of deeply affordable homes for low-incomes households, a lack of supportive housing, and high rents affecting middle-income earners who aspire to live and work in the city.

The City Manager will be submitting a report to the December 10, 2024 meeting of Executive Committee outlining additional steps to advance the City as a Public Developer, to expedite the delivery of critically needed housing on City-owned and City-supported sites.

The Executive Committee recommends that:  

Next Phase of Waterfront Revitalization

1. City Council endorse projects as outlined in Attachment 1 to the report (December 5, 2024) from the Deputy City Manager, Development and Growth Services as the first set of priorities for the Next Phase of Waterfront Revitalization, subject to satisfactory cost-sharing being provided by the Government of Ontario and the Government of Canada, and City Council direct the City Manager or their designate to report back on these projects through the 2025 Budget process and through planned 2025 reports on the Ookwemin Minising Business and Implementation Plan and Quayside.

2. City Council authorize the Deputy City Manager, Development and Growth Services or their designate, in consultation with the relevant Divisions and subject to approval of required budgets, to negotiate, enter into and execute agreements with the Government of Canada, the Government of Ontario, provincial or federal organizations and any other private party, including amendments and renewals, to implement the projects outlined in Attachment 1 to the report (December 5, 2024) from the Deputy City Manager, Development and Growth Services, on terms and conditions satisfactory to the Deputy City Manager, Development and Growth Services, and in a form approved by the City Solicitor.

3. City Council authorize the Deputy City Manager, Development and Growth Services or their designate, in consultation with the relevant Divisions, to negotiate, enter into and execute project delivery agreements with Waterfront Toronto, including amendments and renewals, for projects that have funding provided under a Council approved budget, on terms and conditions satisfactory to the Deputy City Manager, Development and Growth Services, and in a form approved by the City Solicitor.

4. City Council approve an extension to the Waterfront Toronto mandate substantially on the terms and conditions contained in Attachment 2 to the report (December 5, 2024) from the Deputy City Manager, Development and Growth Services, and City Council request the Government of Canada and the Government of Ontario to provide their support for these terms and conditions.

5. City Council request that the Government of Ontario introduce the necessary bills to enact required legislative amendments and obtain all necessary approvals as soon as possible to give effect to Recommendation 4 above.

6. City Council affirm the Toronto Waterfront Revitalization Corporation (Waterfront Toronto) as the revitalization lead for Ookwemin Minising, subject to tri-government funding.

7. City Council direct the Deputy City Manager, Development and Growth Services, in consultation with the Director, Waterfront Secretariat, to report back on an update of the 2006 Memorandum of Understanding between the City-Toronto Economic Development Corporation (TEDCO, now under CreateTO) and Waterfront Toronto, in collaboration with the Chief Executive Officer, CreateTO and the Chief Executive Officer, Waterfront Toronto.

Interim Bus Lanes on Queens Quay East

8. City Council direct the General Manager, Transportation Services, in collaboration with the Chief Executive Officer, Toronto Transit Commission, to report to City Council by the second quarter of 2025 on recommendations for interim bus lane implementation along Queens Quay East between Bay Street and Parliament Street.

Port Lands Flood Protection

9. City Council authorize the Deputy City Manager, Development and Growth Services or their designate to negotiate and execute an amended tri-government Contribution Agreement for the Port Lands Flood Protection project and any associated project delivery agreements with Waterfront Toronto, on terms and conditions satisfactory to the Deputy City Manager, Development and Growth Services in a form acceptable to the City Solicitor, to extend the substantial completion date of the Port Lands Flood Protection project to September 30, 2025 and make other amendments as described in Attachment 3 to the report (December 5, 2024) from the Deputy City Manager, Development and Growth Services.

10. City Council authorize the Deputy City Manager, Development and Growth Services or their designate, to negotiate and execute any subsequent amendments to the tri-government Contribution Agreement for the Port Lands Flood Protection project and any associated delivery agreements with Waterfront Toronto as may be required, on terms and conditions satisfactory to the Deputy City Manager, Development and Growth Services and in a form acceptable to the City Solicitor, provided that such changes can be accommodated within existing approved budgets.

In 2022 City Council approved, in principle, a Next Phase of Waterfront Revitalization and directed City staff to pursue discussions with provincial and federal staff, and report back on intergovernmental discussions.

This report provides an update on those discussions and recommends that City Council endorse a first set of projects for the Next Phase, contingent on tri-government funding and necessary agreements. Subject to approvals, these projects will help advance complete communities in Ookwemin Minising (formerly referred to as Villiers Island) and Quayside, and continue the successful tri-government partnership in delivering waterfront revitalization.

This report also recommends that City Council direct City staff to report back on these projects in the first half of 2025, including through the budget process; authorize City staff to negotiate and execute necessary agreements; affirm Waterfront Toronto as the revitalization lead for Ookwemin Minising; and endorse a mandate extension for Waterfront Toronto to support implementation.

In addition to the Next Phase of Revitalization, this report provides an update on Port Lands Flood Protection (PLFP) and recommends technical amendments to the tri-government PLFP contribution agreement and the PLFP Parks and Public Realm delivery agreement with Waterfront Toronto.

The Next Phase - A First Set of Projects

A first set of priority projects, which, if approved and collectively funded by all governments, will deliver vital public infrastructure over the next five to seven years to enable future development of housing, parks and public realm, and to advance planning for new destinations and attractions on the waterfront.

City staff recommend the following projects, with an order of magnitude estimate of $900-975 million, be considered for funding by all three orders of government. This prioritization is based on a business case completed by Waterfront Toronto and a one-year due diligence exercise conducted with government staff:

-Ookwemin Minising enabling infrastructure;

-Quayside enabling infrastructure;

-The completion of Biidaasige Park (the northwest portion, which was previously referred to as Promontory Park North) and a program of early activation ('meanwhile uses') on adjacent future development lands;

-A study of waterfront destinations and attractions; and

-Funding envelopes to advance the Marine Use Strategy and wider waterfront initiatives.

Ookwemin Minising enabling infrastructure is anticipated to enable the future development of approximately 4,500 new total housing units on Blocks 3, 7, 8, 12 and 16, with a Council approved target of 30 percent of residential gross floor area (GFA) allocated to affordable rental housing (See Figure 5). Additional funding will be required to secure the affordable housing when specific plans are determined. In Quayside, funding for the enabling infrastructure gap will help enable the approximately 4,700 proposed total housing units in both Phases 1 and 2, of which 869 will be affordable rental housing.

Government due diligence continues on affordable housing and transit, which could represent a second set of projects for the Next Phase. Affordable housing discussions for Quayside are ongoing with the Canada Mortgage and Housing Corporation (CMHC) regarding project financing. For Ookwemin Minising, City Council's 30 percent affordable housing target on public lands, including equity contributions, will be addressed through a detailed business and implementation plan and site-specific funding plans as implementation proceeds. On transit, active discussions continue regarding the Waterfront East Light Rail Transit (Waterfront East LRT) project and possible phasing opportunities.

City staff will provide City Council with updates on the funding approach, tri-government funding commitments, and cost sharing through the following reports planned for the first half of 2025:

-Ookwemin Minising Business and Implementation Plan (including updates on enabling infrastructure and completing Biidaasige Park);

-Advancing Affordable Housing Outcomes in Quayside - Phase 1; and,

-Waterfront East LRT Update.

Building on the First Two Phases of Tri-Government Partnership

Since 2001, over $2.9 billion in public investments have transformed Toronto's central waterfront. This revitalization effort has been supported by all three orders of government with leadership from Waterfront Toronto in partnership with agencies such as CreateTO, Infrastructure Ontario, and the Toronto and Region Conservation Authority (TRCA). Public funding provided over two phases (2001 and 2016) has delivered significant results:

-Almost 4,400 new homes on Waterfront Toronto supported sites which is a part of the over 9,600 units developed overall in the Lower Yonge, East Bayfront and West Don Lands precincts;

-58.5 hectares (144.6 acres) of new or improved public parks and public realm;

-Over 28,000 construction jobs through development; and,

-Nearly $10 billion in private sector development.

Revitalized neighbourhoods such as the West Don Lands and East Bayfront serve as a model for complete communities. As PLFP nears completion, these achievements will grow, supporting long-term resilience and new opportunities for growth.

Endorsement of the first set of projects for the Next Phase, as recommended in this report, will advance the priorities for each of the three orders of government and help to ensure that the phased approach to waterfront revitalization continues. It will represent a significant step forward in realizing the broader effort of waterfront revitalization, which, over 50+ years, is expected to result in housing for over 100,000 people and create space for approximately 50,000 jobs in the central waterfront east, including the Port Lands. This unique opportunity exists because approximately 70% of Ookwemin Minising is owned or co-owned by the City via CreateTO and via Waterfront Toronto, there is a proven tri-government delivery model, and ambitious standards are in place for designing and delivering complete and sustainable communities.

Central to all of the projects for the Next Phase is a City commitment to meaningful engagement with First Nations, Inuit, and Métis communities to reflect their histories, knowledge, and aspirations in all aspects of the waterfront’s transformation, and to foster opportunities for economic and cultural participation.

This opportunity requires firm commitments from all orders of government. As noted earlier, focused discussions on available funding are ongoing and will be reported on by City staff through various reports in the first half of 2025. Federal and provincial funding is subject to political decision-making and approvals, which are still pending. The City is prepared to prioritize funding of its one-third share of funding commitment, subject to cost sharing commitments from other orders of government.

Waterfront Toronto's Mandate

To enable implementation of the Next Phase, City staff recommend that City Council endorse an extension to the length of the mandate of Waterfront Toronto (legally known as the Toronto Waterfront Revitalization Corporation) from 2028 to 2035, with an option for a further extension to 2040 subject to a government review of the organization. Tri-government staff have noted that a mandate extension is important, however formal decision making and approvals are still pending. Accordingly, it is recommended that City Council request federal and provincial support for this mandate extension, and request the Government of Ontario to introduce the necessary legislation (and other approvals) required to put this mandate extension into effect as soon as possible.

A mandate extension for Waterfront Toronto of this length would align with the timeline to implement the first set of projects noted above (including enabling the first set of blocks on Ookwemin Minising), allow for uninterrupted implementation of projects underway such as Quayside, and provide the tri-government corporation with the operational certainty needed to move forward. It would strengthen the capacity of Waterfront Toronto to lead complex, multi-year revitalization efforts. The proposed extension follows a background study on waterfront revitalization that was completed by the City with the assistance of provincial and federal partners in 2020, with findings reported to City Council in 2021.

Discussions also continue between CreateTO, Waterfront Toronto, and the City on respective roles and responsibilities and the collaborative approach to be taken to unlock land on Ookwemin Minising for new housing. Staff from all parties agree that subject to tri-government funding, Waterfront Toronto should be the revitalization lead for Ookwemin Minising. This would occur in close collaboration, and in alignment with, the City and CreateTO. This report recommends that City Council affirm Waterfront Toronto as the revitalization lead for Ookwemin Minising, and direct City staff to report back with a recommended update to the 2006 City-Toronto Economic Development Corporation (TEDCO, now under CreateTO)-Waterfront Toronto Memorandum of Understanding to reflect a renewed partnership.

Central Waterfront East Transit

The full-vision Waterfront East LRT project is essential for Toronto’s growth, to accommodate the existing and planned density of housing, commercial uses, and regional destinations. Expanding transit continues to be an active discussion amongst all three governments. Discussions to date have acknowledged the importance of transit to serve the fast-growing neighbourhoods of the eastern waterfront and have noted that opportunities should be explored to phase and expedite transit service to the area.

To inform funding decisions regarding higher-order transit on the eastern waterfront, additional due diligence and discussions are required among the City, the Government of Ontario and the Government of Canada. Key topics include further work on costing and phasing, cost sharing possibilities, and potential funding sources. Staff are targeting a report back on the Waterfront East LRT project in early 2025. Updates on transit funding discussions will be provided in future Waterfront East LRT reports.

Immediate Interim Transit Improvements

As an immediate step to address urgent challenges, City staff in collaboration with TTC staff recommend that City Council direct staff to report back on interim bus lane implementation along Queens Quay East from Bay Street to Parliament Street in the second quarter of 2025. The interim bus lanes are not a replacement for higher-order transit. They are intended to address immediate challenges along the eastern waterfront related to bus travel times. Current delays are having a material impact on the East Bayfront community which is home to a rapidly growing resident population, businesses, and visitors including students attending local post-secondary institutions.

Work Ahead

It is important to note that while City staff recommend City Council approval of a first set of projects for the Next Phase, intergovernmental funding still needs to be confirmed following further discussion and approvals. Subject to City Council and other government approvals, City staff, government partners, and Waterfront Toronto will continue to advance project implementation, refine cash flows, and determine funding contributions. Updates will be provided in the upcoming 2025 Budget process and in planned reports on the Ookwemin Minising Business and Implementation Plan, Quayside and Waterfront East LRT in the first half of 2025.

The Executive Committee  recommends that:  

1. City Council receive the report (November 25, 2024) from the Deputy City Manager, Development and Growth for information.

In 2022 City Council approved, in principle, a Next Phase of Waterfront Revitalization and directed staff to report back with the results of intergovernmental discussions.

Staff of the three orders of government have been working with Waterfront Toronto and partners on opportunities to advance complete communities in a third phase of waterfront revitalization. Discussions are active and ongoing.

Staff will be in a position to provide a supplementary staff report for the December 10, 2024 meeting of Executive Committee.

The Executive Committee recommends that:   

1. City Council request the City Manager to initiate a communications and intergovernmental campaign focusing on raising the floor for gig workers, including Vehicle-for-Hire drivers, ensuring they are able to make a living wage.

2. City Council direct that Confidential Attachment 1 to the supplementary report (November 26, 2024) from the City Solicitor remain confidential in its entirety, as it contains advice that is subject to solicitor-client privilege.

On February 29th, 2024, Executive Committee adopted EX12.1 - Vehicle-for-Hire and Private Transportation Industries Update Request, requesting staff to analyze driver wages in the vehicle-for-hire industry, which includes taxicabs, limousines and private transportation companies.

A team of researchers specializing in research and analysis of the vehicle-for-hire industry in Toronto and internationally, consisting of Dr. Mischa Young from the Université de l’Ontario Français and Dr. Steven Farber and Dr. Mashrur Rahman from the University of Toronto, were retained to complete an assessment of the vehicle-for-hire industry to inform Council about the current state of driver wages. This academic study is supplemented by information about wages and incomes received during public consultations directly from drivers, companies and other stakeholders.

The researchers found that the median PTC driver gross earnings was $33.52 per hour in 2023 and $33.18 per hour in 2024 for every engaged hour of work, which includes the time between when a driver accepts a trip request and drops the passenger off. When accounting for all time spent logged onto a platform, including times where there is no passenger, the median driver gross earnings were $25.23 per hour in 2023 and $22.46 per hour in 2024.

The researchers also calculated driver expenses, including fuel, insurance, depreciation, maintenance, repairs, financing, fees and taxes and found that after expenses are accounted for, the median driver net earnings were $15.31 per hour in 2023 and $15.34 per hour in 2024 when accounting only for engaged time, and $7.94 per hour in 2023 and $5.97 per hour in 2024 when accounting for all time spent on the platform. Due to a lack of taxicab trip data provided to the City, the researchers were unable to conduct a similar data-driven study of taxicab and limousine driver wages.

Wages and employment standards are regulated by the Ontario government through legislation such as the Employment Standards Act and the Digital Platform Workers' Rights Act. This report summarizes this legislation and provides context about their applicability to drivers in the vehicle for hire industry.

This report is supplementary to the report from the Executive Director of Municipal Licensing and Standards entitled "Analysis of Drivers Wages in the Vehicle-for-Hire Industry" dated November 26, 2024 (the "Drivers Wages Report"). This report provides legal advice that is subject to solicitor-client privilege.

The Executive Committee:

1. Referred the Item to the Deputy City Manager, Infrastructure Services, in consultation with the Deputy City Manager, Corporate Services, for further consideration and report back to the Executive Committee with recommendations including:

a. congestion management measures within the City of Toronto’s jurisdiction to reduce the impact of empty Private Transportation Company vehicles on congestion, including traffic modeling-informed guidelines for the appropriate modal mix between private vehicles, vehicle-for-hire vehicles and other modes of transportation in the downtown core and inner suburbs;

b. a jurisdictional scan of the Private Transportation Company fleet size per capita in neighbouring municipalities, data on the number of licensed Private Transportation Company drivers in Toronto who also hold licences in neighbouring municipalities and how many trips begin or end outside the City of Toronto’s boundaries;

c. consumer protection measures within the City of Toronto’s jurisdiction to ensure a competitive and fair vehicle-for-hire sector, including consideration of the following measures as a condition of Private Transportation Company licencing:

i. in-app fee transparency in both standard and ‘surge pricing’ conditions detailing how much the rider paid to the driver, to the Private Transportation Company and any other fees paid by the rider or driver;

ii. post-event transparency detailing the number of additional drivers active in-app as a result of ‘surge pricing’ and the corresponding impact on consumer wait times, to be disclosed publicly following any instance of ‘surge pricing’; and

iii. regulating the fares charged by Private Transportation Companies to riders;

d. options to incentivize and expedite the shift in the Vehicle-for-Hire fleet to zero-emission vehicles, in addition to existing considerations without additional cost to the City of Toronto;

e. options for a dynamic licensing limit that responds to a number of variables including congestion targets, rider wait times, driver unengaged time, the proportion of active drivers out of the total licensed, and emissions reductions, and a principle of one driver-one license, and engage a table comprising representatives from the vehicle-for-hire sector, including drivers and drivers’ associations, to inform this approach;

f. recommendations for the Province of Ontario to inform a regional approach to vehicle-for-hire licensing that takes into account cross-border travel and licensing, regional travel patterns and congestion management, environmental considerations, Accessibility for Ontarians with Disabilities Act compliance, consumer protection and employment standards;

g. further cost analysis, cost-benefit analysis and possible operational models of the proposed Centralized Dispatch Service, including the feasibility of soliciting bids from external suppliers to operate the Centralized Dispatch Service or utilizing existing dispatch service through WheelTrans central dispatch;

h. the feasibility of lowering the fee for Standard Plate Owner renewals, including the examination of reduction scenarios up to 75 percent and the associated costs of a reduction;

i. the feasibility of directly distributing the Zero Emission Vehicle Grant Program to drivers through a one-license/one-driver approach to Private Transportation Company driver licensing; and

j. options to reduce the financial burden on individual taxi drivers for the transition to digital meters.

Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire, regulates the provision of vehicle-for-hire (VFH) services, such as taxicabs, limousines and private transportation companies (PTCs), in Toronto. Municipal Licensing and Standards (MLS) administers and enforces Chapter 546, which includes the issuance of licences to the various vehicle-for-hire business classes, including the drivers of taxicabs, limousines, and PTC vehicles. MLS also issues licences to entities that facilitate requests for vehicle-for-hire services, such as taxi brokers and PTCs.

This report responds to several Council directives requesting staff to review specific issues related to VFH, including options to limit the number of drivers, industry impacts on public policy goals related to transportation, emissions and equity, inactive taxicab owner licences, PTC participation in the Zero Emissions Grant Program, and taxicab tariffs and charges. This report also addresses on-demand wheelchair accessible service and taxicab data requirements, as initiated by staff based on the current state of the industry and stakeholder feedback.

Staff conducted a review on these issues to update and enhance the City's regulatory framework for the VFH industry by focusing on improving accessibility and addressing potential impacts of the VFH industry on Toronto's transportation and emissions reduction goals. To achieve this, and address stakeholder feedback and previous Council directives, this report outlines a suite of initiatives and recommends several bylaw amendments.

Recommendations include establishing a cap on the number of licenced PTC drivers as the number licensed on December 1, 2024 (80,429), with an exemption for zero emission and wheelchair accessible vehicles, as a proactive measure to mitigate the risk of increasing traffic congestion and emissions, and impact on public transit use, while balancing considerations for driver equity and user mobility.

This report also includes several initiatives to improve accessible service, including: issuing new wheelchair-accessible Toronto Taxicab Licences based on the current amount of vacant taxicab owner licences (628 total); updating the Accessibility Fund Program (AFP); creating a Centralized Dispatch Service (CDS) for on-demand wheelchair accessible service; establishing a 15-minute maximum wait time standard for PTC wheelchair accessible trips; permitting PTCs to dispatch wheelchair accessible taxicabs; and permanently extending the age limit for wheelchair accessible vehicles (WAVs) from seven to ten model years.

Other recommendations include: requiring taxicab owners to operate their vehicles with digital trip meters; requiring taxicab owners to report trip data; administrative amendments to clarify data reporting requirements; and permitting three PTCs to participate in the Zero Emissions Grant Program beginning in 2025.

The initiatives and recommendations in this report were informed by an extensive, year-long process with several inputs throughout the review, including five public consultation sessions, two focus groups and two surveys involving over 4,000 participants, jurisdictional research, substantial internal analysis, and third-party academic research conducted by the University of Toronto.

This report was prepared in consultation with Policy, Planning, Finance and Administration, and Legal Services.

The purpose of this report is to provide the full 2024 Transportation Impact Study, included as Attachment 1 to this supplementary report.

The Executive Committee:

1. Received the report (November 26, 2024) from the General Manager, Transportation Services for information. 

This report responds to direction from City Council in EX17.11 that Transportation Services work with the Chief Financial Officer and Treasurer to examine the capital budget and plan for the West Toronto Railpath Project, and to report back to the Executive Committee with an update on the project, including the process of due diligence and findings of an independent third-party estimate review.   

The West Toronto Railpath (WTRP) is a fully off-street pedestrian and cycling pathway that connects neighbourhoods, provides communities with greenspace and public realm amenity space, and serves as a safe active transportation corridor. The existing WTRP which runs 2.1 km from north of Dupont Street to Dundas Street West, was first endorsed by Council in 1998, and opened in 2008/2009.  

The second phase of the WTRP, known as the West Toronto Railpath Extension (WTRPE), will extend the Railpath an additional 2.1 km south to Sudbury Street, approximately 200m south of Queen Street. Much more than a pathway, the WTRPE is a significant infrastructure project that includes four bridges, including a 350 m long elevated section crossing the Barrie rail corridor, two public plazas and seven new community connections, providing direct access to the WTRP from Lansdowne Avenue, Shirley Street, Northern Place, Delaney Crescent, Brock Avenue, Dufferin Street and Queen Street.    

Once fully realized, the WTRP will be 4.2 km in length, providing a critical link connecting neighbourhoods from the Junction all the way to downtown and providing more than 26,000 residents with access to 6,000 jobs, as well as supporting the City’s TransformTO and congestion management goals. While the WRTP itself is 4.2 kms in length, it connects to key east-west cycling routes that complete over 20 kms of trail connection through the city, providing direct access for 82,000 residents and 179,000 jobs or 12 percent of Toronto’s total jobs within 250 metres of these key routes.

In May 2017, through MM29.47, City Council authorized the General Manager, Transportation Services, to negotiate, enter into agreements with Metrolinx for the design and construction of the WTRPE. Transportation Services and Transit Expansion staff are currently finalizing a Municipal Infrastructure Agreement with Metrolinx for delivery of the WTRPE. 

The WTRPE is at 100 percent design and is expected to be released for tender in January 2025. The third-party cost estimate peer review recently conducted and summarized in this report offers some assurance that the project costing provided to the City are appropriate for the purposes of identifying a suitable allowance for the project in Transportation Services Capital Budget 2025-2034. Further, the third-party review will provide a reliable baseline for the review of incoming contractor bids to realize the construction of this major infrastructure project. 

The Executive Committee recommends that:

1. City Council request the Board of Directors of the Toronto Transit Commission to direct the Chief Executive Officer, Toronto Transit Commission to provide an interim report to the Board in the first quarter of 2025 on relevant information to inform the City's public consultation on the land requirements and a final report to the Board in fourth quarter of 2025 on the completed analysis of Scarborough Rapid Transit Line 3 infrastructure and land requirements, and the assets no longer required for transit operation purposes. 

2. City Council endorse in principle to substantively remove the Scarborough Rapid Transit Line 3 infrastructure no longer required for transit operations so the corridor lands may be considered for future uses.

3. City Council direct the City Manager, in conjunction with appropriate City divisions and agencies, to report back to City Council in the fourth quarter of 2025 on next steps for the Scarborough Rapid Transit Line 3 infrastructure, after the completion of necessary technical studies and detailed legal analysis, including final scope, recommended approach for infrastructure removal which prioritizes lands of third-party owners, identifying any portion of the elevated infrastructure that could remain for future uses and estimated capital costs.

4. City Council direct the City Manager, in conjunction with appropriate City divisions and agencies, to report back in the fourth quarter of 2025 with a plan for a 'future use' analysis of the surplus Scarborough Rapid Transit Line 3 corridor land, including a strategy to undertake public consultations in 2026, with consideration for local Scarborough needs and integrating opportunities for transit, active mobility, trails, parks, privately owned publicly-accessible spaces, cultural installations and commemoration of the decommissioned Scarborough Rapid Transit into a connected corridor.

5. City Council direct the City Manager to engage the Federal and Provincial Governments and related agencies such as Infrastructure Ontario, Metrolinx and the Canadian Infrastructure Bank, as well as the University of Toronto Scarborough on partnerships and funding opportunities for required studies, planning and execution of infrastructure removal and future uses of the corridor.

The Executive Committee recessed its public session to meet in closed session to consider this item as it relates to the receiving of advice that is subject to solicitor-client privilege.

This report responds to City Council's request from March 2024 to assess scope, feasibility, costs, risks, and key considerations regarding the adaptive reuse of the right-of-way, infrastructure, and station assets which comprise the Toronto Transit Commission (TTC) decommissioned Scarborough Rapid Transit Line 3 (SRT). This request was made through Member Motions MM16.7 and MM16.29.

In July 2023, the SRT ceased operation and rapid bus replacement service was implemented. The Scarborough Subway Extension is planned for completion in 2030, extending the Bloor-Danforth Line 2 east and north into Scarborough. The TTC is currently converting the at-grade portion of the SRT line between Kennedy and Ellesmere stations, to a Bus Rapid Transit (BRT) line, which is planned to be operational by 2027.

Based on TTC's completed review and analysis, the 2.5-kilometre SRT guideway located between Ellesmere Station and one hundred metres east of McCowan Station at Grangeway Avenue, is no longer required for transit uses. Most of this portion of the SRT is elevated infrastructure except for an area located north of Ellesmere Station which includes a small portion at-grade and below-grade as it changes to an east-west orientation. As per Municipal Code Chapter 279, the TTC holds real estate and infrastructure assets for the purpose of a transportation system and therefore assets no longer required for transit operations are declared surplus.

Following direction from City Council regarding the preliminary feasibility assessment of adaptive re-use of the SRT infrastructure, staff across relevant City divisions and agencies completed the following:    

- a full review by the TTC of current and future operational requirements;

- an initial ownership analysis and legal review of easements and agreements with third-party landowners;

- an assessment of current developments, secondary plans, parks and other local requirements, and future development opportunities; and,

- a high-level estimate of the cost of required due diligence and technical studies.

Initial assessments indicate that adaptive reuse of the elevated guideway infrastructure presents legal risk that needs to be addressed, short-term and long-term capital expenditures, and implementation complexity overall. Specifically:

- the City does not have complete property ownership of the SRT corridor;

- the City has legal obligations to third-party landowners on portions of the SRT corridor including permission for restricted use to only transit operations; requirements to maintain infrastructure in good repair; and requirements to restore lands within one or two years once the transit system ceases operations, which was in July 2023;

- unfunded capital costs to undertake due diligence, retain third-party lands, redevelopment planning, and asset lifecycle requirements of aging infrastructure;

- the capital coordination of large projects in Scarborough Centre (i.e., Scarborough Subway Extension, Transit Oriented Developments, housing developments); and,

- overall redevelopment limitations of the narrow corridor.

Given these constraints, City staff recommend the SRT transit infrastructure be considered for substantive removal and derisked (i.e., addressing financial, legal, and asset lifecycle issues). The City can then review the true scope of the SRT corridor with appropriate visioning or 'future use' studies, and with dedicated capital budget. There may be city building opportunities by maintaining portions of the SRT corridor and exploring new connected land uses based on local Scarborough needs, and partnerships with active adjacent developments. These potential city building opportunities require deeper study such as transportation connections (i.e., active mobility, trails), parks, privately-owned publicly accessible spaces, and commemoration of the SRT.   

To move forward, the City should prioritize the following actions: 

- undertake a detailed legal review and title search of the SRT corridor to confirm ownership, and initiate discussions on current legal agreements;  

- undertake required technical studies, including analyzing scope, options, and cost estimates for the removal of SRT infrastructure to help determine next steps;

- confirm accountability for the structure’s maintenance, safety, and security during and after technical analysis and any future phases; and,

- plan a 'future use' study of the SRT corridor and a strategy for public consultation.

It is recommended the adaptive re-use of the SRT be pursued in a 'stage gate' process. This would enable City Council to fully understand scope, cost, risks, and timing of each step forward considering the City's financial constraints. Stage gates are as follows:

- approval to proceed with required legal and technical work to advance infrastructure removal;

- report back in Q4 2025 with final scope, recommended approach for infrastructure removal, identify portions that could remain, any new land rights required, estimated capital cost for next steps, plus a plan for a 'future use' analysis and strategy for public consultations; and,

- report back in 2026, with results of a public consultation and options for future uses of the SRT corridor.

The Executive Committee recommends that:

1. City Council direct the City Manager to facilitate Toronto’s membership in the Association of Municipalities of Ontario and negotiate and enter into any agreements required while retaining its direct government to government relationships and its ability to enter into direct intergovernmental agreements, subject to the adoption of the 2025 Budget.

2. City Council request the Mayor to include fees for membership in the Association of Municipalities of Ontario in the 2025 Operating Budget submission, estimated at $160,000 for 2025.

The Executive Committee requested the City Clerk to canvass Members of Council for their interest in serving on the Association of Municipalities of Ontario Board of Directors, and to report the results of the canvass to the December 16, 2024 meeting of the Striking Committee.

This report addresses the intergovernmental and financial considerations of Toronto rejoining the Association of Municipalities of Ontario (AMO). This report recommends that the City join AMO to reinforce Toronto's role as a leader in the municipal sector, and support Toronto's interest in fiscal sustainability, knowledge sharing and municipal collaboration.

The Executive Committee recommends that:

1. City Council approve the 2025 Tax and Rate Supported Interim Operating Spending Authorities totalling $7.352 billion as detailed by City Program and Agency in Appendix 1 to the report (November 25, 2024) from the Chief Financial Officer and Treasurer.

The purpose of this report is to establish interim spending authorities in 2025 for City Programs and Agencies before the final adoption of the 2025 Tax and Rate Supported Operating and Capital Budget and Plan. The interim spending authority will allow Programs and Agencies to continue to deliver current services, meet existing contractual commitments, and continue work on previously approved capital projects until such time as the 2025 budgets are adopted. The 2025 Tax and Rate Supported Operating and Capital Budgets are expected to be adopted in February of 2025.

It should be noted that no funding for new or enhanced services or new capital projects, which are subject to budget adoption, are included in the recommended 2025 Interim Spending Authorities contained in this report.

The 2025 Tax and Rate Supported Interim Operating Spending Authorities total $7.352 billion. The 2025 Tax and Rate Supported Interim Capital Spending Authorities total $3.280 billion, including previously approved debenture financing of $0.645 billion.

The Executive Committee recommends that:

1. City Council adopt:

a. effective January 1, 2025, an interim 3.75 percent rate increase to the combined water and wastewater consumption rates (paid on or before the due date) charged to metered consumers as shown below and in Appendix A to the report (November 26, 2024) from the Chief Financial Officer and Treasurer, and the General Manager, Toronto Water;

b. effective January 1, 2025, an interim increase of 3.75 percent to the water and wastewater consumption rates (paid on or before the due date) charged to flat rate consumers, as set out in Appendix A to the report (November 26, 2024) from the Chief Financial Officer and Treasurer, and the General Manager, Toronto Water; and

c. effective January 1, 2025, the water and wastewater interim service fees, as set out in Appendix B to the report (November 26, 2024) from the Chief Financial Officer and Treasurer, and the General Manager, Toronto Water.

2. City Council adopt, with respect to assistance for low-income seniors and low-income disabled persons:

a. effective January 1, 2025, the interim water rebate for eligible low-income seniors and low-income disabled persons be set at a rate of $1.4062 per cubic metre, representing a 30 percent reduction from the Block 1 rate (paid on or before the due date).

3. With regards to the City’s transition from the Ministry of the Environment, Conservation and Parks Transfer of Review Program to the Ministry of the Environment, Conservation and Parks’ new Consolidated Linear Infrastructure Environmental Compliance Approval application process for municipal wastewater collection and stormwater management systems (collectively, the “CLI ECAs”), City Council:

a. adopt effective on the Issue Date for CLI ECA Number: 010-W601, being the Consolidated Linear Infrastructure Environmental Compliance Approval for the City's Sanitary Sewage Collection System and for CLI ECA Number: 010-S701, being the Consolidated Linear Infrastructure Environmental Compliance Approval for the City's Stormwater Management System, Chapter 441, Fees and Charges, Appendix D, Schedule 3, Wastewater Services be amended to include the proposed new wastewater service fees for the Consolidated Linear Infrastructure Environmental Compliance Approvals as set out in Appendix C attached to the report (November 26, 2024) from the Chief Financial Officer and Treasurer, and the General Manager, Toronto Water, which shall be adjusted annually for inflation (“CLI ECA Fees”);

b. adopt effective on such date as mutually agreed to by the Ministry of the Environment, Conservation and Parks and the General Manager, Toronto Water, Chapter 441, Fees and Charges, Appendix D, Schedule 3, Wastewater Services be amended to delete in their entirety items 21, 22 and 23, related to the City’s fees under the Transfer of Review Program, as set out in Appendix B to the report (November 26, 2024) from the Chief Financial Officer and Treasurer, and the General Manager, Toronto Water;

c. authorize the General Manager, Toronto Water to refund any Consolidated Linear Infrastructure Environmental Compliance Approval Fee in full, subject to the following conditions:

i. an application under the Consolidated Linear Infrastructure Environmental Compliance Approval is cancelled or withdrawn by an applicant in writing to the City within five business days of the date of receipt of the application by the City;

ii. the fee was paid by the applicant and received by the City; and

iii. a refund request is made by the applicant in writing; and

d. authorize the General Manager, Toronto Water to negotiate, enter into and execute a mutual termination agreement with the Ministry of the Environment, Conservation and Parks, or such other document(s) as may be required, to terminate the City’s participation in the Transfer of Review Program and, specifically, to terminate the City’s agreement with the Province, as represented by the Ministry of the Environment, Conservation and Parks, dated October 3, 2018, and to address any issues related to the City’s transition from the Transfer of Review Program to the Consolidated Linear Infrastructure Environmental Compliance Approvals, on such terms and conditions as are acceptable to the General Manager, Toronto Water, and in a form acceptable to the City Solicitor.

4. City Council authorize that the necessary amendments be made to Municipal Code Chapter 441 - Fees and Charges, Municipal Code, Chapter 849 - Water and Sewage Services and Utility Bill, and any other necessary Municipal Code Chapters as may be required, to give effect to City Council's decision.

5. 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 Financial Officer and Treasurer, and the General Manager, Toronto Water.

This report recommends the adoption by City Council of 2025 interim water and wastewater consumption rates and service fees as set out in this report. The adoption of these interim rates and fees is requested in advance of the 2025 Tax and Rate Supported Operating and Capital Budgets in order to establish these rates and fees and provide City staff with the necessary authority to implement them effective January 1, 2025. The recommended interim rates are established to meet Toronto Water operating and budget requirements which will be considered through the 2025 Operating and Capital Budget process ("2025 Budget Process"). These rates may be amended by City Council when the 2025 Rate supported Operating and Capital Budgets are adopted, which is expected in the first quarter of 2025.

Accordingly, this report recommends, effective January 1, 2025, an interim 3.75 percent water and wastewater consumption rate increase and inflationary and cost recovery increases for certain existing water and wastewater service fees, reflecting the cost of providing these services.

This report also recommends the establishment of proposed new fees to recover the City's costs related to the administration and review of applications in respect of pre-authorized wastewater and stormwater infrastructure alterations under the Ministry of the Environment, Conservation and Parks ("MECP") new Consolidated Linear Infrastructure Environmental Compliance Approval application process for municipal wastewater collection and stormwater management systems (“CLI ECAs”).  It is further recommended that these new fees be effective on the issue date by the MECP of the CLI ECAs to the City (anticipated later in 2025), and that the City’s current TOR Program fees be deleted effective on such date as mutually agreed to by the MECP and the General Manager, Toronto Water as part of the City’s transition from the TOR Program to the CLI ECAs. 

This report also provides additional information on water consumption, as well as further details on the recommended interim 2025 water and wastewater consumption rates and service fees.

The Executive Committee recommends that:

1. City Council adopt, effective January 1, 2025, the interim Solid Waste Management Services Rates and Fees as summarized by customer group in Appendix A to the report (November 26, 2024) from the Chief Financial Officer and Treasurer, and the General Manager, Solid Waste Management Services and detailed in Solid Waste Management Services Municipal Code Chapter 441 in Appendix B to the report (November 26, 2024) from the Chief Financial Officer and Treasurer and the General Manager, Solid Waste Management Services.

2. City Council authorize that the necessary amendments be made to the Municipal Code Chapter 441 – Fees and Charges, and any other necessary Municipal Code Chapters as may be required to give effect to City Council's decision.

3. 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 refinements, including stylistic, format and organization, as may be identified by the City Solicitor, the Chief Financial Officer and Treasurer, and the General Manager, Solid Waste Management Services.

4. City Council direct that all the interim rates, fees and charges set out in Appendix A to the report (November 26, 2024) from the Chief Financial Officer and Treasurer and the General Manager, Solid Waste Management Services, adopted by City Council in Recommendations 1 and 2 above, continue in full force and effect until such time as they are amended or repealed by City Council.

5.  City Council request the General Manager, Solid Waste Management Services to deliver a public education campaign and promote the seniors rebate program to encourage residents to switch to a smaller size bin to realize savings on their solid waste bills.

This report recommends the adoption by City Council of interim 2025 Solid Waste Management Services (SWMS) Rates and Fees as set out in this report. The adoption of these interim rates and fees is requested in advance of the 2025 Tax and Rate Supported Operating and Capital Budgets to establish these interim rates and fees and provide City staff with the necessary authority to implement them effective January 1, 2025.

City Council may amend the interim rates when the 2025 Tax and Rate Supported Operating and Capital Budget is approved, which is expected in February 2025.

This report recommends an interim 3.75 percent increase in SWMS rates and fees effective January 1, 2025. The recommended increase, shown in Table 1 below by customer grouping, will allow Solid Waste Management Services to maintain all current service levels and address future capital needs.

Table 1: Interim Solid Waste Management Services Rates and Fees effective January 1, 2025 

The Executive Committee recommends that:

1. City Council receive the report (November 25, 2024) from the Chief Financial Officer and Treasurer for information.

The purpose of this report is to provide the following information:

1. Performance of the Funds for the six month period ending June 30, 2024

2. General Market Update and Benchmark Performance

3. Compliance to the Council adopted City of Toronto Investment Policy

The City's General Group of Funds (General Fund) hold the working capital and amounts designated for the City's reserves and reserve funds. The General Fund is comprised of two pools of investments: (a) the Short Term Fund (liquidity funds managed internally), and (b) the Long Term Fund (funds not immediately required managed by the Toronto Investment Board). The General Fund had a book return of 4.8 per cent and generated $247.6 million for the six months ending June 30, 2023. 

As a result of the pandemic, the General Fund has held a larger position in the Short Term Fund (STF) to enhance the liquidity and to generally lower the overall risk (risk management).  On average, the Short Term Fund, including the short-term investments of the Long Term Fund (LTF), was about 59 per cent of the overall General Fund in 2024 compared to 48 per cent from the pre-pandemic level in 2019. This higher weighting in the Short Term Fund provided significant protection, as well as increased returns as short-term rates moved higher in recent years.

Staff re-assessed the City's liquidity position in late 2023 and advised the Chief Financial Officer and Treasurer (CFO&T) that excess funds within the Short Term Fund were available for longer term investment. At that time, a plan was set for $2 billion to be transferred from STF to the LTF in four quarterly installments during 2024. After the transfer STF including short term investments of the LTF is forecasted to be approximately 42 per cent of the total General Fund, returning to pre-pandemic liquidity level.

The City's Sinking Fund portfolio is separate from the General Fund and holds the investment funds for future debt repayments. For the six months ending June 30, 2024, the Sinking Fund portfolio had a book return of 3.8 per cent and generated $97.4 million in income.

Since January 1, 2018, the City's long-term investments (Long Term Fund and Sinking Fund) have been managed by the Toronto Investment Board (Board) under a Council adopted Investment Policy which is based on the prudent investor standard. Investment portfolios of different asset classes have been progressively phased in to make use of the broader range of investments that have become available. Although, the potential for volatility in total returns over the short-term investment horizon still exist, the overall portfolio risk has been reduced through asset mix diversification. The overall risk-adjusted total returns over the long-term investment horizon are expected to be higher.

The Board currently provides oversight of four external fixed income managers, four external global equity managers and two real asset managers that invest the long-term investments. As at June 30, 2024, approximately 90 per cent of both the Sinking Fund and the Long Term Fund were managed by external investment managers.  Both fixed income and equity investment asset classes are fully funded in accordance with the target asset mix in the Investment Policy with 70 per cent allocated to fixed income and 20 per cent to global equities. The Board completed contract negotiations with two real asset managers in the first half of 2024 with funding to commence in the second half of the year. Adding real assets to the current investment portfolios will enhance the overall portfolios' risk-adjusted investment return and align with the Council approved policy target asset mix.

The Toronto Investment Board has contracted a third-party data provider in order to monitor and report on the high-level Environmental, Social, and Governance (ESG) attributes of the City's long-term investment portfolios. This investment fund-level ESG reporting process will complement the existing corporate-level ESG performance report. At the end of June 2024, the City's long-term investment portfolios score was "A" and is aligned with the selected market benchmark as depicted in the investment policy.

For the year 2023 and first six months of 2024, all funds managed are compliant with the Investment Policy. The City's auditor, KPMG LLP, performed the Investment Policy compliance audit during the second half of 2024 and no issues were noted.

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 reallocations of funding sources for prior Approved Capital Budgets, as detailed in Appendix 3 to the report (November 25, 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 nine-month period ended September 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 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 nine-month period ended September 30, 2024, and the projected expenditures by year-end, December 31, 2024.

Table 1: Capital Variance Summary 

The City's actual capital spending for the first nine months of 2024 totals $2.765 billion, or 43.4 percent of the 2024 Approved Capital Budget. This is in line with the experience from the previous year. The projected year-end spending rate of 75.3 percent, based on projections from City Programs and Agencies, closely aligns with last year’s forecast for the same reporting period. Capital spending will continue to be monitored, with updates to be provided in the year-end variance report to reflect annual expenditures.

The Executive Committee recommends that:

1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (November 26, 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, as well as recommended expenditure authority as detailed in Appendix E to the report (November 26, 2024) from the Chief Financial Officer and Treasurer.

2.  City Council increase the 2024 Operating Budget for Toronto Public Health by $2,600,246 gross, $0 net, fully funded by the Public Health Reserve Fund (XR1108) for the purpose of providing one-time funding to new school communities who applied for and met the eligibility criteria for Student Nutrition Programs but did not receive funding as the 2024 Student Nutrition Program budget was fully committed to pre-existing programs; this one-time funding will allow the new school communities to deliver a Student Nutrition Program from January to June 2025.

3.  City Council authorize the Medical Officer of Health to enter into agreements and other suitable arrangements, on behalf of the City of Toronto, for the transfer of funds to the Angel Foundation for Learning ($789,217) and the Toronto Foundation for Student Success ($1,811,029) for the purpose of administering the 2024 Student Nutrition Program municipal funds ($2,600,246) to eligible new school communities who applied for and met the eligibility criteria for Student Nutrition Programs but did not receive funding as the 2024 Student Nutrition Program budget was fully committed to pre-existing programs, on terms satisfactory to the Medical Officer of Health and in a form satisfactory to the City Solicitor.

The purpose of this report is to provide City Council with the Operating Variance for the nine months ended September 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 September 30, 2024.

Table 1: Tax-Supported Operating Variance Summary 

As detailed in Table 1 above, for the nine-month period, Tax-Supported Operations experienced a favourable net variance of $511.6 million. A favourable net variance is projected at year-end of $107.5 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 September 30, which is a snapshot in time and the year-end projection is based on current and expected future activities as known and anticipated as at September 30, 2024.

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.

The City continues to advocate to the Federal government for ongoing funding for the refugee claimants in the City’s shelter system. Included in the 2024 Operating Budget, Toronto Shelter and Support Services has a budgeted recovery of $250 million in the Interim Housing Assistance Program (IHAP) funding. Projection to year-end indicates that the actual costs for refugee claimants in 2024 will increase above $250 million in 2024 due to ongoing refugee arrivals. The City has submitted claims for expenses incurred through September 30, 2024, and will submit reimbursement claims for the final year-end actuals costs. As of today, Immigration, Refugees and Citizenship Canada (IRCC) has provided the City with $47.6 million in reimbursements for expenses incurred in the first quarter of 2024.

Rate-Supported Programs:

Rate-Supported Programs reported a favourable year-to-date net variance of $29.7 million. At year-end, Rate-Supported Programs are projecting a favourable variance of $38.0 million.         

Table 2: Rate-Supported Operating Variance Summary 

The favourable year-to-date variance and year-end projection are driven by all three programs: Toronto Water, Toronto Parking Authority and Solid Waste.

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.  Toronto Parking Authority surplus is split 75% to the City, with the remaining 25% reinvested in capital projects related to Toronto Parking Authority, consistent with the approved Income Sharing Agreement.

The Executive Committee recommends that:

1. City Council receive the City of Toronto Reserve and Reserve Fund Balances as at September 30, 2024 to the report (November 26, 2024) from the Chief Financial Officer and Treasurer for information.

2. City Council direct that $211.1 million of funding in the “Tax Rate Stabilizing Reserve” for bridge funding temporarily held in that reserve as part of the enhanced multi-year budget strategy be transferred to the “Budget Bridging and Balancing Reserve Fund’ consistent with the strategy outlined in the 2024 Budget process.

This report summarizes the activities of the City of Toronto’s (City) Reserves and Reserve Fund balances for the nine months ended September 30, 2024.

Reserves and Reserve Funds established by Toronto City Council (Council) are key to support the financial management and operations of the City, and to minimize annual tax rate fluctuations. The funds help offset future capital needs, obligations such as employee expenses, fiscal pressures from ongoing programs, unforeseen costs, and revenue shortfalls.

Reserves and Reserve Funds balances as at September 30, 2024 totaled $5,857.7 million, an increase of $566.0 million from December 31, 2023 ($5,291.7 million). This net increase is the result of deliberate contributions for capital investments in housing, transit, capital infrastructure, and vehicle and equipment replacement as authorized by Council. The majority of the City's reserve and reserve fund balances ($5,647.3 million, or 96.4 percent) are committed to future Council directed activities that include capital and operating expenditures and rate-based activities.

There are total commitments and obligations of $15.721 billion against the $5,647.3 million balance in committed reserves, consistent with the approved 10-Year Capital Plan.  These commitments and obligations are nearly 3 times greater than the current reserve and reserve fund balances, requiring continued reserve contributions to support planned expenditures.

The remaining reserve and reserve fund balance of $210.4 million, or 3.6 percent 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.

The Executive Committee:

1. Received the report (November 25, 2024) from the Chief Financial Officer and Treasurer for information.

This report provides an update of the deferred revenue balances as at September 30, 2024, and related earned revenue for the nine months ended September 30, 2024, for the City of Toronto (City).

The City receives monies from external parties and is obligated to set these monies aside for specific purposes outlined in Provincial legislation or third-party agreements. When these monies are received, they are recognized on the City's Statement of Financial Position as a liability called deferred revenue. The deferred revenue amounts are recognized as earned revenue when the committed investment is completed.  Related expenditures are recognized as tangible capital assets in the Statement of Financial Position or as operating expenses in the Statement of Operations and Accumulated Surplus.

For the nine-month period ended September 30, 2024, the City’s deferred revenues increased from $6,362.1 million to $7,602.9 million. The increase of $1,240.8 million was primarily driven by the City receiving more monies ($1,490.3 million) than amounts recognized as revenue ($249.5 million) in the period with the greatest driver being contributions from the City’s water and wastewater revenues that will be leveraged to support ongoing water and wastewater expenditures and commitments.

The Executive Committee:

1. Received the report (November 20, 2024) from the Chief Financial Officer and Treasurer for information.

Development charges are collected from new development and redevelopment projects for the purpose of recovering growth-related capital infrastructure costs. This report provides a statement of development charge (DC) balances and activity for 2023, as required by the Development Charges Act, 1997 (DC Act).

For the fiscal year ended December 31, 2023, the City collected $801.3 million of development charge contributions and earned interest of $57.7 million on its DC balances. This is offset by $466.9 million in earned revenue that was recognized to fund growth-related capital expenditures. As a result of these activities, the DC deferred revenue balance increased by $391.2 million from the prior year to reach $3,106.0 million at December 31, 2023. This amount is reported as deferred revenue in the City's audited consolidated financial statements.

The 10-Year Capital Budget and Plan includes $6,393.7 million in DC commitments and obligations to be funded through the City’s DC deferred revenue balances and forecasted future DC collections. Additionally, there is over $6 billion in further DC eligible projects that are not currently included in the City’s 10-Year Capital Plan and will continue to be considered for inclusion as part of future year capital budget processes.

The Executive Committee recommends that:

1. City Council direct that the 2021 and 2022 operating surpluses totalling $450,458 from six Arenas (George Bell, William H. Bolton, McCormick, Forest Hill, Ted Reeve, North Toronto [2021] and North Toronto [2022]) be payable to the City of Toronto and be used, in part, to fund the operating deficit of $115,361 for Moss Park Arena, resulting in a net operating surplus of $335,097 prior to the contribution to the Arena Boards of Management Vehicle and Equipment Replacement Reserve (XQ1705), as illustrated in Appendix A to the report (November 26, 2024) from the Chief Financial Officer and Treasurer.

2. City Council direct the excess of the actual operating net surplus balance of $335,097 over the 2021 and 2022 budget equating to $324,937, be allocated to the Arena Boards of Management Vehicle and Equipment Replacement Reserve (XQ1705) and the remaining $10,160, be retained by the City as illustrated in Appendix A to the report (November 26, 2024)  from the Chief Financial Officer and Treasurer.

On an annual basis, the City of Toronto receives the audited financial statements from eight Arena Boards of Management (Arenas). The audited financial statements assist the City to determine whether additional operating subsidy payments need to be provided to or clawed back from the Arenas to settle their operating deficits or surpluses. City staff report annually on the Arenas' operating surpluses and deficits once the respective Boards financial statements have been audited and approved by Council. 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 the settlement of seven of the Arenas' operating surpluses and deficits based on their audited financial statements for the year ended December 31, 2022, with operating surpluses payable to the City and operating deficits funded by the City upon Council’s approval.

This report also recommends the settlement of North Toronto Arena's operating surplus based on the audited financial statements for the year ended December 31, 2021, with operating surplus payable to the City upon Council's approval. When City staff prepared the Arena Boards settlement for the fiscal year ended on December 31, 2021, the 2021 audited financial statements for North Toronto were not readily available to be included as part of the settlement process.

The 2020, 2021 and 2022 audited financial statements for Leaside Memorial Community Gardens Arena will be presented in a separate report for consideration and approval in first quarter of 2025.

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

The Executive Committee recommends that:

1. City Council amend the Social Procurement Policy, as set out in Attachment 1 to the revised report (December 6, 2024) from the Chief Procurement Officer, effective January 1, 2025.

2. City Council direct the Chief Procurement Officer to continue divisional, business and community engagement, in consultation with the Executive Director, Social Development, Finance and Administration, and report back to the Executive Committee by the fourth quarter of 2026 on the results of this engagement and with recommendations for additional enhancements for the Social Procurement Policy and Program.

3. City Council direct the Chief Procurement Officer, in consultation with the City Solicitor, the City Clerk, the Chief People Officer and the Executive Director, Social Development, Finance and Administration, to identify the legal, privacy and information management requirements, and equity considerations that would allow for the collection, storage and use of disaggregated socio-demographic data from individuals in relation to the City's Social Procurement Policy and Program and report back to the Executive Committee by the fourth quarter of 2026 with recommendations.

The purpose of this report is to outline the results of a review of the Social Procurement Program (the "Program") and recommend policy and program improvements. The report summarizes Program output data from 2017 to 2023 to assess the Program's success at meeting its two primary objectives: supporting workforce development and advancing supply chain diversity.

The Program was implemented in 2017 by the Purchasing and Materials Management Division (PMMD), with support from the Social Development, Finance & Administration Division (SDFA), to leverage the City's purchasing power to achieve wider social, economic and workforce development objectives, specifically:

-Supporting inclusive economic development by improving access to the City's supply chain for people from Indigenous, Black, and Equity-deserving communities;

-Leveraging meaningful training and employment opportunities for people experiencing economic disadvantage, including those belonging to Indigenous, Black, and Equity-deserving communities; and

-Shifting the City's procurement culture towards supporting the City's social and equity goals.

In 2021, City Council requested a five-year review of the Program, and instructed staff to report back on successes and opportunities for improvements. As a result of the review, this report recommends:

-Conducting additional business and community engagement, to further develop recommendations from the review findings, particularly with respect to workforce development;

-Identifying the legal, privacy, and information management requirements and equity considerations, in alignment with the City’s Data for Equity Strategy and Guidelines, that would allow for the collection, storage and use of disaggregated socio-demographic data from individuals in relation to the City's Social Procurement Policy and Program; and,

-Amending the Social Procurement Policy to:

-Prioritize commitments in the Reconciliation Action Plan and Confronting Anti-Black Racism Action Plan for supply chain diversity;

-Expand social procurement beyond supplier certification;

-Define Social Enterprises separately from Diverse Suppliers; and,

-Improve clarity.

Program enhancements are proceeding under the Chief Procurement Officer’s authority, including publishing a public social procurement dashboard and updating solicitation templates to clarify requirements, particularly around workforce development target-setting.

The Executive Committee recommends that:

1. City Council request the Chief Financial Officer and Treasurer, in consultation with the Chief Procurement Officer and the Procurement Advisory Circle, to work to accelerate the work plan where possible.

At its meeting on May 10, 11 and 12, 2023, City Council directed the Chief Procurement Officer to co-develop an Indigenous Procurement Strategy with Indigenous businesses and communities and present to City Council on progress towards developing the Strategy no later than the third quarter of 2024. This report provides an update on this work.

Purchasing and Materials Management Division (PMMD) was approved through the 2023 Operating Budget process to hire a Policy Development Officer dedicated to co-developing the Indigenous Procurement Strategy with Indigenous businesses and communities. The recruitment was completed and the position was filled in April 2024. Since that time, PMMD has developed a work plan to guide the co-development of a First Nations, Inuit and Métis Procurement Policy (this is an updated working title reflective of work to-date).

Since PMMD has never engaged with the Indigenous community, the goal for 2024 has been to build relationships and to foster connections with Indigenous partners, agencies and businesses. PMMD has completed two engagement sessions with First Nations, Inuit and Métis businesses, one session with Indigenous agencies and partners, and one planning session to complete the Terms of Reference for an Advisory Circle. The first meeting of the Advisory Circle is planned in December. PMMD also sponsored three community conferences on First Nations, Inuit and Métis economic development.

2025 will be a year of engagement, and national engagement with Indigenous businesses, agencies and partners is being planned. The policy will be drafted in 2026, with the goal of circulating to Indigenous businesses, agencies and partners in 2027 for feedback and revisions. In 2028, the policy will be presented to City Council for approval, followed by implementation and monitoring, and an education campaign for both businesses and staff.

The Executive Committee recommends that:

1. City Council advise the Board of Directors of TO Live and direct the Executive Director, Corporate Real Estate Management to oversee the implementation of the 2024-2033 Capital Budget and Plan as well as future capital plans in alignment with the Capital Prioritization Framework on behalf of TO Live, which includes the planning, design, procurement, and execution of state of good repair projects, capital improvements, net zero, accessibility and other facility-related projects for the St. Lawrence Centre for the Arts, Meridian Hall, and Meridian Arts Centre, in consultation with the President and Chief Executive Officer, TO Live, the General Manager, Economic Development and Culture, and the Chief Financial Officer and Treasurer.

2. City Council request the Board of Directors of TO Live to update the Executive Director, Corporate Real Estate Management, on formal commitments for additional non-city funding no later than June 30, 2025.

3. Should the Board of Directors of TO Live secure a commitment for additional external funding, City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the President and Chief Executive Officer, TO Live, to adjust and align the scope of state of good repair projects and future capital plans, as appropriate, wherein the additional funds shall be directed towards fulfilling outcomes identified in the community consultations outlined in the report (September 6, 2024) from the President and Chief Executive Officer, TO Live on St. Lawrence Centre for the Arts Redevelopment Project.

4. City Council direct the General Manager, Economic Development and Culture to undertake consultations with Toronto theatre and other performing arts organizations who are current or prospective users of the performance spaces at the St. Lawrence Centre for the Arts in order to support the work of Corporate Real Estate Management in undertaking capital improvements to the facility.

This report responds to City Council’s request (Item EX17.17) for the Deputy City Manager, Corporate Services, to report back to the Executive Committee on the enhanced State of Good Repair (SOGR) plan for the St. Lawrence Centre for the Arts (STLC). Corporate Real Estate Management (CREM) and Financial Planning Division (FPD) provided advice to TO Live on its 10-year enhanced SOGR plan for the STLC, to ensure the plan followed industry standard construction and SOGR planning and program management including a reasonable projected spend over the 10-year planning horizon based on ability to execute the required SOGR projects.

The enhanced SOGR plan outlined in this report and provided to TO Live uses the 2024 STLC building condition assessment (BCA) as a baseline to ensure the facility meets health and safety, legislative requirements, the City’s accessibility standards and aligns with the Transform TO strategy to achieve net-zero emissions by 2040. The enhanced SOGR plan will not fund any non-critical enhancements to the building. 

CREM will continue to partner with TO Live and the Executive Director, FPD to ensure the STLC SOGR program is planned and delivered in alignment with industry standards and the BCA. This includes the proper phasing of the SOGR program to allow adequate planning and design phases in a complex real estate asset such as the STLC. Projected spend through subsequent years should also reflect realistic and executable construction plans that minimizes disruption and enables TO Live to remain operational during construction where possible.

The Executive Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the Executive Director, Social Development and Finance Administration, and City Librarian, Toronto Public Library to negotiate a nominal land lease (the "Land Lease") between the City (as landlord), and Community Music Schools of Toronto (the "Tenant"), for the part of the property municipally known as 1785 Finch Avenue West, as outlined on Appendix C (the "Leased Premises") to the report (November 26, 2024) from the Executive Director, Corporate Real Estate Management, substantially on the major terms and conditions set out in Appendix A to the report (November 26, 2024) from the Executive Director, Corporate Real Estate Management, and on such other or amended terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, or their designate, and in a form satisfactory to the City Solicitor.

2. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with the City Librarian, Toronto Public Library to negotiate a licence agreement (the "Licence Agreement") with the Tenant, for nominal consideration, in relation to the Leased Premises for the purposes of construction staging, and any other purposes deemed appropriate by the Executive Director, Corporate Real Estate Management, and on such terms and conditions as deemed appropriate by the Executive Director, Corporate Real Estate Management, or their designate, and in a form satisfactory to the City Solicitor.

3. City Council authorize each of the Executive Director, Corporate Real Estate Management and the Director, Real Estate Services severally to execute and deliver the Land Lease, the Licence Agreement and any related documents contemplated thereunder on behalf of the City.

4. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, to administer and manage the Land Lease and the Licence Agreement, including the provision of any consents, approvals, waivers, notices and notices of termination, provided that the Executive Director, Corporate Real Estate Management may, at any time, refer consideration of such matters to City Council for its determination and direction.

5. City Council consent to the Toronto Public Library Board's decision dated June 19, 2023 to transfer the property known municipally as 1785 Finch Avenue West (the "Property") to the City and direct staff to take all steps necessary to comply with the City's real estate disposal process set out in Chapter 213, Sale of Real Property of the City of Toronto Municipal Code.

6. City Council forward the Item to the Toronto Public Library Board for information.

This report seeks authority for the City, as landlord, to enter into a nominal lease agreement (the "Land Lease") with Community Music Schools of Toronto (the "Tenant") in respect of a portion of the property at 1785 Finch Avenue West (the "Leased Premises"), to design, build, finance, and operate a new not-for-profit music school. The Leased Premises is a portion of the current parking surface, along with an unused loading dock area, of the site of Toronto Public Library's ("TPL") York Woods Branch ("York Woods Library").

With City Council endorsement and direction to explore the feasibility of building a music school next to York Woods Library, City staff now recommend advancing this site for the proposed new music school which will serve the Jane Finch community. The TPL Board supports the proposed Land Lease to the Tenant. Social Development, Finance, and Administration and Economic Development and Culture have advised on the community consultation process, by engaging with a third-party consultant and the Tenant. Additionally, the proposed development of the music school in the Jane Finch community aligns with Action 1.13 of the Jane Finch Community Development Plan (EC10.1); a short-term action aimed at ensuring artists and organizations have access to local spaces to practice, create, exhibit, and operate their organizations.

The Tenant is a charitable organization founded in 1999 with a mission to help Toronto youth access high-quality music education. The Tenant's music programs are geared towards students ages three to 18 and are heavily subsidized to provide families who would not usually have access to music education due to their financial situation. Students participating in the Tenant's music programs can access instruments, music education, mentorship, and performance opportunities in a safe, supportive, and creative environment.

The Executive Committee recommends that:

1. City Council authorize the Board of Directors, Toronto Port Lands Company, to direct the Chief Executive Officer, CreateTO, to negotiate and execute an amendment to the Ground Lease between the City of Toronto Economic Development Corporation and Basin Media Studios GP Inc., as general partner for and on behalf of Basin Media Studios LP, dated August 29, 2022, as amended, substantially in line with the proposed changes outlined in Confidential Attachment 1 to the report (November 26, 2024) from the Deputy City Manager, Corporate Services and the Deputy City Manager, Community and Social Services and in a form approved by the Chief Legal Counsel, CreateTO.

2. City Council direct that Confidential Attachment 1 to the report (November 26, 2024) from the Deputy City Manager, Corporate Services and the Deputy City Manager, Community and Social Services remain confidential in its entirety as it contains information about a position, plan or instruction to be applied to negotiations carried on or to be carried on by or on behalf of the Board of Directors of Toronto Port Lands Company.

3. City Council direct the City Manager, in consultation with the General Manager, Economic Development and Culture, and the Deputy City Manager, Corporate Services, to assess opportunities to align the mandate of the Toronto Port Lands Company with the City’s economic development objectives in the Port Lands, such as supporting film production, and with the Port Lands Planning Framework and other area-specific Planning documents, and report back to City Council by the third quarter of 2025 with any required changes to the Toronto Port Lands Company Shareholder Direction.

The purpose of this report is to seek City Council's approval to amend the Ground Lease between Toronto Port Lands Company (TPLC), legally the Toronto Economic Development Corporation, and Basin Media Studios GP Inc. (the "Tenant") related to the Basin Studios project at 29 and 75 Basin Street. Amendments to the Ground Lease have been requested by the tenant in response to extraordinary market and economic pressures encountered with the project since 2021.

The Basin Studios project is an approximately $300 million, purpose-built, state-of-the-art film, television, and digital media hub in Toronto’s Port Lands. The development encompasses over 485,000 square feet of new purpose-built studio and support space, including 12 new sound stages. The project site involves an approximately 8.9-acre property owned by TPLC at 29 Basin Street (the "29 Basin Property") and 5-acre property owned by the Tenant at 75 Basin Street (the "75 Basin Property").  

In 2021, City Council approved the term sheet for the 29 Basin Property and authorized TPLC to execute the term sheet and any lease resulting therefrom conditional on CreateTO Board approval. In 2022, TPLC executed the Ground Lease with the Tenant for the 29 Basin Property, consistent with City Council authority. The proposed amendments to the Ground Lease are summarized in Confidential Attachment 1.

CreateTO and City staff are satisfied that the proposed amendments will allow the project to proceed and deliver the development proposal for the 29 Basin Property and do not introduce any new financial liabilities or risks to the City.  

In addition, staff will conduct an assessment of opportunities to continue to align the mandate of the Toronto Port Lands Company with the City’s economic development objectives in the Port Lands, such as supporting film production, and with the Port Lands Planning Framework and other area-specific Planning documents, and report back to City Council by Q3 2025 with any required changes to the Toronto Port Lands Company Shareholder Direction.

This report has been prepared in consultation with the following City divisions and agencies: City Manager's Office, Corporate Real Estate Management, CreateTO, Development and Growth Services, Economic Development and Culture, and Legal Services.

The Executive Committee recommends that:

1. City Council authorize the City Clerk, or their designate, to accept these in-kind archival donations from Vid Ingelevics, Robert Burley and Ted Yarwood for Toronto Archives.

2. City Council authorize the City Clerk, or their designate, to accept an additional donation of $34,074.07 from the Estate of Katherine Anne Hartley for the Toronto Archives bringing the total donation to $197,037.03.

3. City Council increase the 2024 Operating Budget for City Clerk's by $34,074.07 gross, $0 net, one-time, to deposit the donation into the Clerks Equipment Reserve (XQ1507) and authorize the City Clerk, or their designate, to withdraw the donated amount to support future programming in the Toronto Archives.

The purpose of this report is to request approval from City Council to accept three 2024 in-kind archival donations from photographers Vid Ingelevics ($122,600), Robert Burley ($86,500), and Ted Yarwood (estimated at $50,000), and an additional monetary donation of $34,074.07 from the Estate of Katherine Anne Hartley to Toronto Archives bringing the total donation to $197,037.03.

The value of these donations exceeds or is estimated to exceed 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:

1. Received the report (November 26, 2024) from the City Clerk for information.

This report presents a consolidation of the Human Resource Management and Ethical Framework ("Framework") that incorporates past Council decisions. The City Clerk is providing this report to be received for information in response to Council's direction on the Integrity Commissioner's report CC11.2 "Addressing Workplace Harassment and Discrimination" in which the Integrity Commissioner had noted various Council decisions were not reflected in the Framework.

The Executive Committee recommends that:

1. City Council direct the City Manager, in consultation with the City Clerk, the City Solicitor and the Integrity Commissioner, to develop a Code of Conduct for Public Members of Council Advisory Bodies that aligns with City Council’s approved Codes of Conduct for Members of Council, Local Boards and Adjudicative Boards, as appropriate, and to report to City Council in the second quarter of 2025 with the recommended Code of Conduct for adoption.

On June 15, 2022, City Council adopted 2022.CC45.1 – Review of Codes of Conduct for Members of Council, Local Boards and Adjudicative Boards. This report updated the Codes of Conduct for Members of Council, Members of Local Boards (Restricted Definition) and Members of Adjudicative Boards, including expanding and clarifying Members’ responsibilities for their roles and conduct outside of meetings. The report did not address the creation of a Code of Conduct for individuals appointed by City Council to Council Advisory Bodies. These Council appointees remain guided by the City of Toronto’s Public Appointments Policy, Section 9.2 “General Standards of Conduct.”

Ensuring Public Member appointees to Council Advisory Bodies clearly understand their role in maintaining the integrity of the City’s government and upholding its reputation is critical as the City seeks to expand resident and stakeholder engagement in its decision-making processes. Building on efforts to date to strengthen the Codes of Conduct for public officials, the City should review and establish a Code of Conduct for Public Members of Council Advisory Bodies in keeping with the City of Toronto’s commitment to the highest standards of ethical conduct.

This letter seeks to recommend that City Council direct the City Manager, in consultation with the City Clerk, the City Solicitor and the Integrity Commissioner, to develop a Code of Conduct for Public Members of Council Advisory Bodies that aligns with City Council’s approved Codes of Conduct for Members of Council, Local Boards and Adjudicative Boards, as appropriate, and report to Council in the second quarter of 2025 with the recommended Code of Conduct for adoption.

The Executive Committee:

1. Received the Item for information.

I am writing to express my support increase the Parks, Forestry, and Recreation Capital Budget as I believe that reinvesting the revenues generated from the Guild Inn Estates sublease back into Guild Park and Gardens is a sustainable approach to ensuring the long-term vitality of this cherished community asset.

Guild Park and Gardens is a significant cultural and historical landmark that offers numerous benefits to our community, including:

- Preservation of Heritage: The park preserves important historical buildings fragments and landscapes.
- Environmental Stewardship: It provides essential green space and supports biodiversity.
- Community Engagement: It hosts a variety of cultural events and educational programs.
- Economic Benefits: It attracts visitors and contributes to local tourism through the Clark Centre for the Arts, Guild Inn Estates and Significant photography and park permits. 
 

By reinvesting the sublease revenues, we can:

- Fund Critical Repairs and Improvements: Provides a dedicated funding source for future projects, including the construction of public washrooms, the implementation of Parks, Forestry, and Recreation's three-year plan for Guild Park's trails, gardens, and management, and the installation of wayfinding signage.
- Arts Services - Public Art: Additional funding will accelerate plans to restore the log cabin, assess the Greek Theatre's structural integrity, remediate public art and architectural features, install surplus stones, and advance preparations for the Guild of All Arts' 100th-anniversary celebration.

- Enhance Visitor Experience: Improving the performance and backstage facilities at the Greek Theatre to match contributions to future provincial and federal performance funding.
- Protect Natural Environment: Invests in ecological restoration and conservation efforts by securing sustainable funding for increasingly popular urban parks.

Thank you for your time and consideration in considering this recommendation as you develop the 2025 budget. By doing so, you will not only strengthen Guild Park and Gardens but also demonstrate a commitment to preserving our city's heritage and fostering vibrant public spaces.

The Executive Committee:

1. Requested the Executive Director, Customer Experience to review extending access and training to the offices of Mayor and all Councillors for the 311 Business Intelligence Tool, and to consult with those offices on potential modifications or enhancements to reporting features, and to report back to the Service Excellence Committee in 2025 on progress.

At its meeting on November 25, 2024, the Service Excellence Committee considered Item SE6.1 and made recommendations to the Executive Committee.

Summary from the report (November 4, 2024) Report from the Interim Executive Director, Customer Experience:

The purpose of this report is to provide an update to the Service Excellence Committee on work undertaken by the Customer Experience Division since May 2024. This work supports requests from the Committee to report back on a prototype report ward dashboard and to consider whether additional features could be added (e.g., multi-year data, predictive trends, etc.), where feasible.

The Customer Experience Division has been working on the concept of ward dashboards since March 2024. Multiple options were considered and Customer Experience Division and Technology Services Division have determined that the City's existing 311 Business Intelligence reporting tool, is the best option to deliver Ward Dashboards. The 311 Business Intelligence tool has the required functionality to deliver the data Council members have requested be included in ward dashboards.

The 311 Business Intelligence tool is preferred as it is a cost-effective solution that is already integrated with key systems. As 311 Business Intelligence is already used by the City, there is no additional cost to add data to this platform or to add users to provide more access to this data.

Additionally, 311 Business Intelligence is integrated with the 311 Customer Relationship Management tool as well as with integrated divisional work management systems.

While other technologies may provide more powerful visualizations, 311 Business Intelligence offers a more comprehensive, end-to-end solution that better aligns with the City's needs for data consolidation, analysis, and reporting. The 311 Business Intelligence tool's flexibility in integrating with existing data sources, such as Salesforce, and other divisional work management systems, is crucial for long-term scalability.

311 Business Intelligence captures service request information for the following Integrated Service Divisions: Solid Waste Management, Municipal Licensing & Standards (including Toronto Animal Services), Toronto Water, Transportation Services, and Urban Forestry (within Parks, Forestry and Recreation). Integrated Service Division staff currently have access to this platform and service request data along with some Councillor offices. Customer Experience Division staff will work with councillor offices to offer training and grant access to 311 Business Intelligence for those interested in viewing this data.

The Executive Committee:

1. Requested the Executive Director, Customer Experience, in collaboration with the City Manger's Office, to analyse, compare and report to the Service Excellence Committee on alignments or contrasts between 311/Customer Experience data and the Listening to Toronto Survey results, and provide recommendations on any enhanced communication opportunities. 

Summary

At its meeting on November 25, 2024, the Service Excellence Committee considered Item SE6.3 and made recommendations to the Executive Committee.

Summary from the report (November 8, 2024) Report from the City Manager:

 
In support of service excellence and continuous improvement, the City Manager initiated a public opinion poll to gather feedback from Torontonians on a number of topics including City services (such as parks and social services), quality of life (such as cleanliness and public safety), and priorities for the City's budget.

The Listening to Toronto survey was conducted by Ipsos LP and in the field between August 28, 2024, to September 18, 2024. The insights from the survey will serve as baseline benchmarks against which future polling results can be measured. The results will augment data available via 311 and data collection initiatives led by City divisions. Taken together, these data sets will provide an understanding of service performance and guide City decision-making to better meet the needs of Toronto residents.

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.

Confidential Attachment: Minutes of Closed Session - December 10, 2024