Agenda

The Agenda and related materials for this meeting are enclosed.  The details of the meeting are noted at the top of the Agenda.

Notice to People Writing to Council: The City of Toronto Act, 2006 and the City of Toronto Municipal Code authorize the City of Toronto to collect any personal information in your communication or presentation to City Council or its committees.

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

The City video records Council, committee and community council meetings. If you make a presentation to a committee or community council, the City will be video recording you and City staff may make the video record available to the public. If you want to learn more about why and how the City collects your information, write to the City Clerk's Office, City Hall, 100 Queen Street West, Toronto ON M5H 2N2 or call 416-392-7032.

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

July 11, 2019.

toronto.ca/council

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

- O Canada

- Moment of Silence

- Declarations of Interest under the Municipal Conflict of Interest Act

City Council will confirm the Minutes from the regular meeting held on June 18 and 19, 2019.

Report of the Executive Committee from Meeting 7 on July 4, 2019

Submitted by Mayor John Tory, Chair

Report of the Audit Committee from Meeting 3 on June 28, 2019

Submitted by Councillor Stephen Holyday, Chair

Report of the Civic Appointments Committee from Meeting 8 on July 3, 2019

Submitted by Deputy Mayor Denzil Minnan-Wong, Chair

Report of the Economic and Community Development Committee from Meeting 6 on June 26, 2019

Submitted by Councillor Michael Thompson, Chair

Report of the General Government and Licensing Committee from Meeting 6 on June 24, 2019

Submitted by Councillor Paul Ainslie, Chair

Report of the Infrastructure and Environment Committee from Meeting 6 on June 27, 2019

Submitted by Councillor James Pasternak, Chair

Report of the Planning and Housing Committee from Meeting 7 on July 3, 2019

Submitted by Councillor Ana Bailão, Chair

Report of the Striking Committee from Meeting 2 on June 10, 2019 - Item ST2.3

Submitted by Deputy Mayor Denzil Minnan-Wong, Chair

Report of the Etobicoke York Community Council from Meeting 7 on June 25, 2019

Submitted by Councillor Mark Grimes, Chair

Report of the North York Community Council from Meeting 7 on June 25, 2019

Submitted by Councillor James Pasternak, Chair

Report of the Scarborough Community Council from Meeting 7 on June 25, 2019

Submitted by Councillor Jim Karygiannis, Chair

Report of the Toronto and East York Community Council from Meeting 7 on June 25, 2019

Submitted by Councillor Gord Perks, Chair

New Business and Business Previously Requested submitted by City Officials

Members of Council may file petitions.

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

City Council will review the Order Paper.

The Executive Committee recommends that:

Creation of New Seniors Housing Corporation

1.  City Council approve in principle the establishment under section 148 of the City of Toronto Act, 2006, of a wholly-owned City services corporation to manage and operate Toronto Community Housing Corporation's 83 seniors-designated buildings, as listed in Attachment 1 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services, and City Council direct the Deputy City Manager, Community and Social Services, to complete a due diligence process to ensure an appropriate understanding of the legal, financial and labour implications and report back with the results of the due diligence process in the first part of 2020.

Implementation of the Integrated Service Model

2.  City Council, as sole shareholder, direct the Toronto Community Housing Corporation Board of Directors to direct the President and Chief Executive Officer, Toronto Community Housing Corporation to implement the integrated service model for seniors as described in Attachment 5 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services, beginning with 10 sites selected from the 83 designated seniors-designated buildings in 2020 in partnership with the City and the Toronto Central Local Health Integration Network until such time as the new City services corporation (referenced in Recommendation 1 above) is established.

3.  City Council direct the Deputy City Manager, Community and Social Services, to oversee the implementation of the integrated service model for seniors beginning with 10 sites selected from the 83 designated seniors buildings in 2020 in partnership with Toronto Community Housing Corporation and the Toronto Central Local Health Integration Network and submit a business case as part of the 2020 budget for any additional resources and funding required.

4.  City Council direct the General Manager, Seniors Services and Long-Term Care to develop and report to City Council in 2020 on a new accountability framework and a corresponding implementation plan for the integrated service model.

5.  City Council request the Deputy City Manager Community and Social Services, in consultation with the President and Chief Executive Officer, Toronto Community Housing Corporation to pilot a modified integrated service model for implementation in the former seniors buildings identified in Attachment 2 to the report (May 2, 2018) from the Executive Director, Social Development, Finance and Administration in Item 2018.EX34.3 starting with 1901 Weston Road and 10 Glen Everest Road and to identify the required resources and timing schedule through the 2020 Budget Process.

Creation of a City Housing Corporation Relationship Unit

6.  City Council direct the Deputy City Manager, Community and Social Services, to design and implement a new accountability framework including the creation of a City Housing Corporation relationship unit reporting to the Deputy City Manager, Community and Social Services, that coordinates the City's relationship with Toronto Community Housing Corporation and the proposed seniors housing corporation.

7. City Council authorize the City Solicitor to augment internal resources as necessary by retaining external legal services specializing in:

a.  the establishment and governance of public service corporations and associated board governance to expedite the process of establishing and forming a wholly-owned City services corporation to manage and operate Toronto Community Housing's 83 seniors designated buildings; and

b.  legal, financial and labour implications of the transfer to Toronto Community Housing Corporation's real estate development functions to CreateTO on the City in alignment with the City-wide real estate model.

Transition of Toronto Community Housing Corporation's Development Functions to CreateTO

8.  City Council approve in principle the transfer of Toronto Community Housing Corporation's real estate development functions to CreateTO and/or the City in alignment with the City-wide real estate model, including infill housing opportunities, the functions related to treatment of property and property related transactions and direct the Deputy City Manager, Corporate Services, in consultation with the Chief Executive Officer, CreateTO and the Chief Executive Officer and President, Toronto Community Housing Corporation to complete a due diligence process to ensure an appropriate understanding of the legal, financial and labour implications of the transfer and report back by the end of 2019 with a transfer plan including governance.

9.  City Council direct that all proposals relating to future revitalizations and redevelopment opportunities of Toronto Community Housing assets, including any demolition and reconstruction of multiple buildings and infill opportunities, be directed to the Executive Director, Housing Secretariat, for review and recommendation working, in consultation with the Chief Executive Officer, CreateTO and the Chief Planner and Executive Director, City Planning prior to being recommended to City Council for approval.

10.  City Council, as sole shareholder, direct the Toronto Community Housing Corporation Board of Directors to direct the President and Chief Executive Officer, Toronto Community Housing Corporation to co-ordinate through the Executive Director, Housing Secretariat, who will work in consultation with the Deputy City Manager, Community and Social Services, Chief Executive Officer, CreateTO and the Chief Planner and Executive Director, City Planning, to identify opportunities for new affordable rental housing units on Toronto Community Housing Corporation lands through a program of infill construction.

11.  City Council direct the Executive Director, Housing Secretariat, in consultation with the Chief Planner and Executive Director, City Planning and the Chief Executive Officer, CreateTO, to review potential infill projects on Toronto Community Housing Corporation lands on an accelerate basis through the Housing Now approval process.

Continue to Transfer Uninhabitable Houses to Non-profit Organizations

12.  City Council direct the City Manager to expedite the transfers of Toronto Community Housing Corporation Uninhabitable Houses by adding the houses listed in Confidential Attachment 1 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services to the list of Uninhabitable Houses approved by Council in 2018.EX34.3.

13. City Council direct the Executive Director, Housing Secretariat to work with the President and Chief Executive Officer, Toronto Community Housing Corporation and the Chief Executive Officer, CreateTO to meet with the current long term leaseholder of 45 Canyon, to explore all opportunities and options, including consideration of the transfer of land and/or air rights, to intensify the site with rental housing which will include consideration of providing an element of seniors housing [and/or affordable housing] on the property at 45 Canyon Road and report back to the Executive Committee by the fourth quarter of 2019.

14.  City Council direct that Confidential Attachment 1 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services remain confidential in its entirety as it pertains to the security of the property of the municipality or one of its agencies or corporations.

Tenants First is implementing a plan in which Toronto Community Housing Corporation focuses on being a social housing landlord, where buildings are in a good state of repair, and tenants are connected to appropriate services. As part of the Tenants First Phase One Implementation Plan, Council tasked Tenants First to review governance, mandate and accountability for Toronto Community Housing Corporation's key business areas. This report recommends changes to the governance of Toronto Community Housing Corporation's business areas to increase its collaboration with the City, while also increasing City oversight of its activities, mitigating legal and financial risk, containing costs, and minimizing disruption to tenants.

Specifically, this report recommends City Council approve in principle the creation of a new, City-owned seniors housing corporation whose mandate is to operate 14,000 units in 83 seniors-designated Toronto Community Housing Corporation buildings. This recommendation is subject to the results of a due diligence process. It also recommends that the City and Toronto Community Housing Corporation in partnership with the Toronto Central Local Health Integration Network begin implementation in 2020 of the co-developed integrated service model in 10 seniors-designated buildings to improve services to senior tenants.

Toronto Community Housing Corporation will remain a City corporation whose mandate is to operate the 43,000 units in mixed and family buildings. This report provides an overview of the work to clarify the Corporation's core mandate, including six focus areas identified as joint responsibilities of the City and Toronto Community Housing Corporation. This work will be finalized in 2020 and inform the update of the Shareholder Direction.

As part of the work to redefine Toronto Community Housing Corporation's core mandate, this report recommends that City Council approve in principle the transfer of Toronto Community Housing Corporation's real estate development functions to CreateTO and/or the City in alignment with the City-wide real estate model. This recommendation is subject to the results of a due diligence process.

As a critical step in a new accountability framework, the report recommends City Council approve the creation of a City Housing Corporation relationship unit to better coordinate the City's relationship with Toronto Community Housing Corporation and the future seniors housing corporation. This City-staffed relationship unit will provide strategic oversight of the corporations, support the Seniors Services and Long-Term Care division to provide oversight for the delivery of the integrated service model in seniors housing and support Shelter, Support and Housing Administration to enhance their Service Manager's role under the Housing Services Act.

The transformation of Toronto Community Housing Corporation is a long-term process. This report recommends critical steps in transforming the governance, legal structure, mandate, and accountability framework for both seniors housing and the mixed and family portfolios. The recommendations in this report focus Toronto Community Housing Corporation on its core mandate of delivering services to tenants in mixed and family buildings, through creating a separate seniors housing corporation, and consolidating revitalization expertise in CreateTO. Work also continues on the process to transfer the scattered housing portfolio to not-for-profit providers.

The Executive Committee recommends that:

1. City Council request the Deputy City Manager, Infrastructure and Development Services to:

a. conduct a survey with the City's Business Improvement Areas, the organizers of major street festivals, staff from the Film and Entertainment Industries Unit of Economic Development and Culture and any other relevant stakeholders regarding issues associated with hosting and managing street festivals and major events across the City and report back on the results; and

b. undertake an inventory to identify specifically those factors that have driven an increase in costs associated with evolving pressures including security or any other relevant issues concerning the management of street festivals and other large scale events across the City

and report back to the December 11, 2019 meeting of Executive Committee with recommendations based on the issues that are identified in the survey and the inventory.

On March 27, 2019, City Council adopted Motion MM5.17 Protecting the Viability of Street Festivals. The Motion directed the City Manager to meet with the Chief of Police to discuss policing costs and protocols for street festivals and to report to City Council in the second quarter of 2019 on possible solutions and strategies to reduce policing costs for street festivals while ensuring public safety.

The Toronto Police Service Transformational Task Force final report, Action Plan: The Way Forward, included two recommendations that focus on a risk-based approach to policing at special events and overhauling paid duty services. The Toronto Police Service have begun to engage the City as they begin to implement these recommendations through on-going discussions lead by the Deputy City Manager of Infrastructure and Development Services. These discussions have identified that similar to the City and external stakeholders, the Toronto Police Service are also experiencing challenges related to security at special events and paid duty services.

This report outlines several of the ongoing challenges facing the City, the Toronto Police Service and external stakeholders, such as enhanced security requirements and availability of paid duty officers. It also provides an overview of the continuing collaboration between the City and the Toronto Police Service to address these challenges and find solutions.

The Executive Committee recommends that:

1.  City Council direct the Chief Building Official and Executive Director, Toronto Building and the Executive Director, Municipal Licensing and Standards to implement the recommendations contained in the Internal Audit Report, "Crescent Town Pedestrian Bridge Review" by the end of 2019.
 

2.  City Council direct the Chief Building Official and Executive Director, Toronto Building and the Executive Director, Municipal Licensing and Standards to identify any additional areas where roles and responsibilities overlap, and revise any associated policies and procedures, in order to mitigate against future exposures.

 
3.  City Council direct the Director, Internal Audit, and the Chief Building Official and Executive Director, Toronto Building, and the Executive Director, Municipal Licensing and Standards to hold a City-sponsored public meeting in Crescent Town in the third quarter of 2019 to:

a. share the findings and recommendations of the Crescent Town Bridge Internal Audit Review;

b. provide an update on Toronto Building and Municipal Licensing and Standards' implementation of the Internal Audit recommendations; and

c. request the Toronto District School Board and Bleeman Holdings/Pinedale Properties to provide an update on the replacement plans for the bridge.

 
4.  City Council request the Director, Internal Audit to review any additional documents or information provided by Janet Davis, former Member of Toronto City Council.

On November 17, 2018, a privately-owned, publicly-accessible bridge, in the City's Crescent Town neighbourhood, partially collapsed.  Councillors and the public expressed concern that there had been a lack of timely action on the part of the City and property owners in response to complaints, investigations and enforcement related to the bridge, prior to the collapse. 

At its meeting of December 4, 2018, City Council adopted a Member's Motion directing the City Manager to examine the circumstances and actions of City staff related to the Crescent Town bridge and identify areas for improving public safety related to privately-owned, publicly-accessible bridges. This report responds to that City Council direction.

Attached to this staff report is Internal Audit's review of how the City carried out its responsibilities related to the Crescent Town bridge. The review concluded that a number of factors contributed to the lack of timely action on the part of the City and property owners. The Internal Audit resulted in four recommendations; however, the report did not identify any misconduct. Toronto Building and Municipal Licensing and Standards are in agreement with and supports all of the recommendations resulting from the Internal Audit review. Toronto Building and Municipal Licensing and Standards are moving quickly to implement the Internal Audit recommendations and an implementation plan is outlined in this report. All of the recommendations are either complete or underway with full completion expected by the end of the year, in advance of the Internal Audit timeline. 

This report also responds to City Council's direction to consider options for an independent third-party review of the circumstances leading to the collapse of the bridge. Based on research and consideration of risks, costs, potential scope and efficacy, an independent third-party review is not recommended. The Internal Audit review recommendations will strengthen the safety of publicly-accessible, privately-owned bridges. It is not expected that a municipal judicial investigation would provide any further lessons than those which emerged from the Internal Audit review.  Further, research suggests that municipal judicial investigations tend to be costly and time-consuming.

This report has been prepared in consultation with the Chief Building Official and Executive Director, Toronto Building, City Solicitor, Executive Director, Municipal Licensing and Standards and Director, Internal Audit.

The Executive Committee recommends that:

1.  City Council amend the 2019 - 2028 Approved Capital Budget and Plan for the Facilities, Real Estate, Environment and Energy program by adding a new capital project "Union Station East Wing" with total project cost of $20.0 million and cash flows of $2.5 million in 2019 and $17.5 million in 2020, to be funded by recoverable debt, repayable over 15 years, to complete base building and office fit-up work associated with Union Station East Wing.

2.  City Council approve the plan from the Deputy City Manager, Corporate Services, to utilize Union Station East Wing on an interim basis to rationalize spaces leased by the City from third party landlords which expire in 2020 and serve as swing space for office modernization projects.

3.  City Council, in accordance with Section 71-11.1C of Toronto Municipal Code Chapter 71, Financial Control, grant authority to amend Purchase Order Number 6030175 with NORR Limited, Architects and Engineers and increase the value of the contract by $850,000, net of all taxes and applicable charges, revising the current contract authority from $44,473,000, net of all taxes and applicable charges, up to a maximum value of $45,323,000, net of all taxes and applicable charges, to provide required additional base building architecture and engineering services for the East Wing Project.

The purpose of this report is to seek approval of the plan to use Union Station East Wing floors 2, 3 and 4 (the "East Wing") as office space for the City and to invest in the base building obligations and fit-up requirements of the facility, allowing for the reduction of City office leases, securing of critical swing space to support future office optimization and modernization, resulting in the realization of operating cost savings.

There is approximately 92,000 square feet of space in the East Wing of Union Station. A small portion of the space is currently being used by Union Station operations staff and as a construction site office for various construction projects active at the station, and is otherwise vacant and in need of base building and fit-up investments to support any type of future occupancy. After a third party review of potential use options for the space, and considering the City's priorities of achieving fiscal sustainability, it was determined that utilization of the East Wing as City office space would realize the highest value from the premises. As a result, in the near term, this report recommends utilizing the East Wing as City office space to achieve the following City benefits:

- Unlocks value by repurposing underutilized, vacant City-owned space.

- Rationalizes external City leases to reduce overall operating costs and improve fiscal sustainability.

- Secures critical swing space in the downtown core, enabling further cost avoidance during office optimization and modernization projects versus leasing third party space.
 

Corporate Services and CreateTO have identified five (5) locations where the City leases space from third party landlords at a cost to the City of approximately $2.5 million per year. These five (5) leases are scheduled to expire in 2020. By investing $20 million in base building and fit up costs, the City will be able to eliminate these five (5) City leases, consolidating them into Union Station East Wing to generate immediate cost savings and provide a significant return on investment. This will maximize the utility of the premises in the near term, and will be critical in enabling a broader office optimization plan, which will be brought forward to City Council in the third quarter of 2019.  Beyond the initial five (5) leases coming to the end of their term in 2020, there are an additional twenty-five (25) City leases that are coming to the end of their terms over the next (eight) 8 years that will be rationalized, which represents additional opportunity to reduce operating costs associated with the City’s office portfolio on a long-term and sustainable basis

On a long-term basis, City staff will continue to explore other options for the East Wing, including considerations brought forward by the current head lessee to utilize the space as retail, attraction and/or other commercial and publicly accessible uses.

The Executive Committee recommends that: 

1.  City Council approve the Preferred Facility community recreation centre that will include a twin-pad arena/multi-sport indoor courts, gymnasium with walking track, an aquatic centre; and community and program space located on the large community park located at 844 Don Mills Road to serve the communities along Don Mills Road, from York Mills Road to Flemingdon Park, as outlined in the attached report, and direct the General Manager, Parks Forestry and Recreation and other appropriate City staff to undertake all necessary work to implement Recommendations 2 and 4 below, as well as advancing the design and construction of the project.

2.  City Council direct the Chief Planner and Executive Director, City Planning, in consultation with the City Solicitor and other appropriate City staff to implement Recommendation 1 above by:

a.  initiating amendments to the existing Section 37 Agreement for the Don Mills Centre, as it pertains to the provisions of the Community Centre at 966 Don Mills Road, and the Don Mills Civitan Arena land exchange agreement;

b.  initiating a Zoning By-Law amendment, as it pertains to the provisions of the Community Centre at 966 Don Mills Road, and potential alternative community uses;

c.  initiating an Official Plan Amendment, as necessary; and

d.  reporting to City Council regarding the final form of the recommended zoning by-law amendment and any official plan amendment.

3.  City Council direct CreateTO and Real Estate Services to coordinate with City Planning, Parks, Forestry and Recreation and other appropriate City Divisions, to undertake a review of other public community uses that may be accommodated at 966 Don Mills Road in coordination with the public consultation process reflected in Recommendation 2 above.

4.  City Council direct the City Solicitor and appropriate City staff to work with Cadillac Fairview to negotiate the extension of the Don Mills Civitan Arena (at 1030 Don Mills Road) in an effort to minimize disruption while the new arena at 844 Don Mills Road (Celestica) is constructed.

5.  City Council direct the Chief Planner and Executive Director, City Planning and the General Manager, Parks Forestry and Recreation to enter into discussions with the owners of 844 Don Mills Road (Celestica) to expedite the transfer of Park Blocks 3A and 3B of the Revised Draft Plan of Proposed Subdivision dated June 27, 2018, and to discuss opportunities to advance the design and construction of the recreation facility.

6.  City Council request the General Manager, Parks, Forestry and Recreation to report back through the 2020 Budget Process with a preliminary estimate of the full cost of the Preferred Facility and the funding needed beyond the existing approved capital project Don Mills Civitan Arena.

7.  City Council direct the General Manager, Parks Forestry and Recreation, the Chief Planner and Executive Director, City Planning, and the City Solicitor to take required actions and use available funds to implement the recommendations in the report (June 19, 2019) from the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning.

8.  City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to undertake a scan of the broader Don Mills catchment area to determine what public and community needs exist assuming the completion of the recommended community centre at the Celestica site.

9.  City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to submit and include the results of the scan in Recommendation 8 above to a thorough public consultation process including but not limited to Don Mills Residents Inc. to obtain input on an appropriate public or community use for the land.

10.  City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to report back to the Executive Committee on the results of Recommendations 8 and 9 above not later than the third quarter of 2020.

11.  City Council request the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to report back to Executive Committee on the following:

a.  including a Community Kitchen to the facilities included in the Preferred Option at the Celestica site; and

b.  including coliseum seating for one of the two ice pads at the Celestica site arena.

12.  City Council request the Toronto Transit Commission Board to request the Chief Executive Officer, Toronto Transit Commission to consider adding a stop at the new Community Recreation Facility on Route 403, upon opening of the centre.

The General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning gave a presentation on Don Mills Community Recreation Facility Planning.

The purpose of this report is to provide a recommended approach for planning and building new recreation facilities that will best serve the existing and future communities located along Don Mills Road, specifically the communities located at: Don Mills Road and Lawrence Avenue East, Wynford Drive, and Don Mills Road and Eglinton Avenue East, and Flemingdon Park (Don Mills Corridor).

The Don Mills Corridor is anticipated to grow by 25,000 residents, with approximately three quarters of this growth concentrated at the intersection of Eglinton Avenue East and Don Mills Road. This transformation is mainly attributed to the construction of the Eglinton Crosstown Light Rail Transit line as well as the approval of a new mixed-use community on the former Celestica Lands. Growth has intensified since the original approval of the Don Mills Centre (Shops at Don Mills) development in 2011, where 2,050 units were approved for this corridor. Between 2011 and 2018 an additional 12,650 units were approved. In total over 14,000 residential units are planned to date.

Along with growth, new city building opportunities have also been secured with the provision of a large 2.26 hectare (5.58 acre) park on the Celestica Lands (844 Don Mills Road). In 2016 City Council approved this site as the new location for a twin-pad arena, replacing the existing single pad Don Mills Civitan Arena at Don Mills Centre. Planning and design for new community recreation centres has also evolved over the past 10 years. With the creation of new facilities such as the Pam McConnell Aquatic Facility, Regent Park Community Recreation Centre, and the York Community Recreation Centre, the City has set new facility design and programming best practices for new recreation centres that will be required to support our growing and changing communities across the city. City staff initiated a recreation planning review to determine how to best serve the current and future communities that will live along the Don Mills Corridor.

City staff developed two community recreation facility options that were presented to the public throughout late February to June 2019. The first option was referred to as the "Preferred Facility," and proposes a large fully integrated 11,613 square metre (125,000 square feet) facility at the Celestica Lands, consisting of a twin-pad arena, multi-tank aquatic facility, full-size gymnasium with walking track, multi-purpose and amenity space. The second option, referred to as the "Alternate Proposal," included two smaller facilities: one 2,508 square metre (27,000 square foot) facility at the Don Mills Centre site, consisting of a full-size gym with walking track and multi-purpose and amenity space; and a second 9,290 square metre (100,000 square feet) facility at the Celestica Lands, consisting of a twin-pad arena, multi-tank aquatic facility and a few multi-purpose rooms.

Extensive public consultation has been undertaken with more than 525 residents and stakeholders through focused stakeholder meetings, pop-up consultations, on-line feedback forms, and a public open house meeting. There was strong community support for the Preferred Facility; however, some community members had concerns with both the Preferred Facility and the Alternate Proposal as their preference was for the community centre described in a 2010 Section 37 Agreement for the Don Mills Centre.

Planning for new recreation facilities requires that the City adapt and change to meet the emerging needs of a growing community. In this area the previous plan for community recreation facilities cannot meet the current and projected requirements of this growing community. With change comes opportunity, as it has in this area, with the approval of a large future park on the former Celestica Lands that can accommodate what will be one of the largest and most integrated recreation facilities in the city. When the City builds new facilities, they must meet today's standards of design and programming excellence, to ensure that we create the best spaces for our current and future residents. Recreation facilities and parks are a generational investment and must be planned and designed accordingly.

City staff are recommending the Preferred Facility Option (large, fully integrated recreation centre), as it would achieve:

- Co-location of high-quality recreation facilities offering a wide range of seamless programming, serving residents from communities along the Don Mills Road Corridor, including Don Mills Road and Lawrence Avenue East, Don Mills Road and Eglinton Avenue East as well as Flemingdon Park, a Neighbourhood Improvement Area;

- Complementary and enhanced programming opportunities as the facility would be located within a large park;

- Greater capacity to serve residents of all ages and income levels, in an area central to the highest amount of future growth;

- Accessibility and proximity to the Eglinton LRT, Toronto Transit Commission buses, and on-site parking;

- Efficiencies in annual operating costs for a single facility versus two facilities within one kilometre of one another.

Further amendments to planning instruments will be required to implement the Preferred Facility. This report was prepared in consultation with City Legal, Real Estate Services and CreateTO.

The Executive Committee recommends that:

1.  City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Build Toronto by:

a.  receiving the "Build Toronto 2018 Annual Report", forming Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and

b.  appointing PricewaterhouseCoopers LLP, Chartered Accountants, as the Auditor of Build Toronto for fiscal year 2019, and authorizing the Board of Directors of Build Toronto to fix the remuneration of the Auditor.

2.  City Council direct the City Clerk to forward a copy of the Build Toronto 2018 Audited Annual Financial Statements and Audit Results Report, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

This report transmits materials submitted by the Board of Directors of Build Toronto to the City. No independent review or analysis has been performed by City staff.

This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Build Toronto, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.

The Executive Committee recommends that:

1.  City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Casa Loma Corporation by:

a.  receiving the "Casa Loma Corporation 2018 Annual Report", and the "Casa Loma Corporation 2018 Audited Annual Financial Statements", forming Attachments 1 and 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and

b.  reappointing Welch LLP Chartered Accountants, as the Auditor of Lakeshore Arena Corporation for fiscal year 2019, and authorizing the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor.

2.  City Council direct the City Clerk to forward a copy of the "Casa Loma 2018 Audited Annual Financial Statements", forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

This report transmits materials submitted by the Board of Directors of Casa Loma Corporation to the City. No independent review or analysis has been performed by City staff.

This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Casa Loma Corporation, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.

The Executive Committee recommends that:

1.  City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Lakeshore Arena Corporation by:

a.  receiving the "Lakeshore Arena Corporation 2018 Annual Report", and the "Lakeshore Arena Corporation 2018 Audited Annual Financial Statements", forming Attachments 1 and 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and

b.  reappointing Welch LLP Chartered Accountants, as the Auditor of Lakeshore Arena Corporation for fiscal year 2019, and authorizing the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor; and

c.  receiving the "Lakeshore Arena Corporation Executive Compensation Disclosure 2018", forming Attachment 3 to this Report.

2.  City Council direct the City Clerk to forward a copy of the "Lakeshore Arena 2018 Audited Annual Financial Statements", forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

This report transmits materials submitted by the Board of Directors of Lakeshore Arena Corporation to the City. No independent review or analysis has been performed by City staff.

This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Lakeshore Arena Corporation, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.

This report also contains recommendations for receipt at the Annual General Meeting of the Shareholder of information disclosing the individual compensation of executive officers employed by Lakeshore Arena Corporation in 2018.

The Executive Committee recommends that:

1.  City Council treat the portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Toronto Community Housing Corporation, and:

a.  receive the Letter to the Shareholder from the Toronto Community Housing Corporation's Vice-Chair of the Board of Directors and President and Chief Executive Officer dated April 30, 2019 transmitting the Toronto Community Housing Corporation 2018 Annual Report and additional information, forming Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer;

b.  receive Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements for the period ending December 31, 2018, including the auditor's report dated April 30, 2019, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer;

c.  re-appoint PricewaterhouseCoopers LLP, Chartered Accountants, as the auditor for Toronto Community Housing Corporation for fiscal year 2019 at the fee provided in the City's agreement with that firm; and

d.  receive the Toronto Community Housing executive compensation disclosure for 2018, included in section 4.1.1 of additional information in Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer.

2.  City Council, as Shareholder, receive Toronto Community Housing Corporation's 2019-2022 Strategic Plan and budget summary forming Attachment 3 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer.

3.  City Council direct the City Clerk to forward a copy of Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements December 31, 2018, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

This report transmits materials submitted by the Board of Directors of Toronto Community Housing Corporation to the City. No independent review or analysis has been performed by City staff.

This report recommends the actions necessary to comply with the requirements of the Ontario Business Corporations Act for holding an Annual General Meeting of the Shareholder of Toronto Community Housing Corporation, including receipt of Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements and appointment of the auditor for Toronto Community Housing Corporation for 2019.

This report also recommends that Council receive for information Toronto Community Housing Corporation's 2019-2022 Strategic Plan.

The Executive Committee recommends that: 

1.  City Council treat the portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is being considered as the Annual General Meeting of the Shareholder for Toronto Hydro Corporation, and:

a.  approve the "Resolution of the Sole Shareholder Re-appointing Auditor" in Attachment 1 Appendix A to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer in order to re-appoint KPMG LLP, Chartered Accountants, as the auditor for Toronto Hydro Corporation for 2019 until the close of the next annual meeting of the Shareholder, or until a successor is appointed, at such remuneration as may be fixed by the Corporation's Board;

b.  receive the "Toronto Hydro Corporation 2018 Annual Report, Financial Report, and Consolidated Financial Statements," the "Toronto Hydro Corporation Annual Information Form 2018," the "Toronto Hydro Corporation Environmental Performance Report 2018," the "Toronto Hydro Corporation Chief Executive Officer and Chief Financial Officer Certifications of Annual Filings 2018," the "Toronto Hydro Corporation First Quarter Financial Report 2019," and the "Toronto Hydro Corporation Statement of Board Remuneration and Expenses 2018," forming Attachments 2, 3, 4, 5, 10, and 11 respectively to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer;

c.  receive the "Toronto Hydro Corporation Shareholder Report 2018, including Non-Consolidated Financial Statements," the "Toronto Hydro-Electric System Limited Financial Statements 2018 and 2017," and the "Toronto Hydro Energy Services Inc. Financial Statements 2018 and 2017," forming Confidential Attachments 7, 8 and 9 respectively to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and

d.  receive the two-part report "Toronto Hydro Corporation Executive Compensation Disclosure 2018" forming Attachment 6a and Confidential Attachment 6b to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer.

2.  City Council direct that Confidential Attachment 6b to report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer remain confidential in its entirety as it deals with personal information about identifiable individuals.

3.  City Council direct that Confidential Attachments 7, 8, and 9 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer remain confidential in their entirety due to the security of the property of the City and securities requirements arising from Toronto Hydro Corporation's status as an offering corporation under the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16, Toronto Hydro Corporation's status as a reporting issuer under the Securities Act, (Ontario) R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102.

4.  City Council direct the City Clerk to forward a copy of the "Toronto Hydro Corporation Consolidated Financial Statements December 31, 2018 and 2017", included as part of Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

This report transmits materials submitted by the Board of Directors of Toronto Hydro Corporation to the City. No independent review or analysis has been performed by City staff.

This report contains recommendations for actions necessary to comply with the requirements of the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 for holding the Annual General Meeting of the Shareholder of Toronto Hydro Corporation including receipt of Toronto Hydro Corporation's audited annual consolidated financial statements for 2018 and appointment of the auditor for Toronto Hydro Corporation for 2019.

This report also contains recommendations for receipt at the Annual General Meeting of the Shareholder of Toronto Hydro Corporation of other reports provided by Toronto Hydro Corporation as required by the Amended and Restated Shareholder Direction Relating to Toronto Hydro Corporation (Shareholder Direction) which, in addition to the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 requirements, include:

- Toronto Hydro Corporation's annual report, environmental performance report and annual information form;

- Toronto Hydro Corporation's report to the Shareholder, consolidated and non-consolidated financial statements and financial statements for its subsidiary companies. Note that Toronto Hydro Corporation has advised the City that Attachments 7, 8, and 9 are confidential due to: the security of the property of the City, and securities requirements arising from Toronto Hydro Corporation's status as an offering corporation under the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16, Toronto Hydro Corporation's status as a reporting issuer under the Securities Act (Ontario), R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102; and

- Toronto Hydro Corporation's disclosure of executive compensation in two parts, with the part in Attachment 6b being confidential as it includes personal information about identifiable individuals.
 

Toronto Hydro Corporation's Shareholder Direction can be found at https://www.toronto.ca/wp-content/uploads/2018/12/8cdc-THC-Shareholder-Direction-Executed-2013-Amended-2017.pdf

Subsection 94 (1) of the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 requires that the directors of Toronto Hydro Corporation call an annual meeting of its Shareholder by no later than fifteen months after holding the last preceding annual meeting, which was held by City Council at its meeting of July 23, 24, 25, 26, 27 and 30, 2018.

The Executive Committee recommends that:

1.  City Council, in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc., (the "Corporation"):

a.  adopt and authorize the City Manager to sign the Resolutions of Shareholders attached as Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer on behalf of the City so that:

1.  Financial Statements

City Council receive the audited financial statements of the Corporation for the financial year ended December 31, 2018, including the auditor's report dated March 14, 2019, forming Attachment 4 to this report are received.

2.  Appointment of Auditors

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

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

3.  Confirmation of Proceedings

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

b.  adopt and authorize the City Manager to sign the Resolution of Shareholders forming Attachment 5 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer:

1.  ratifying and approving the Operating and Capital Budgets of the Corporation attached as Schedule A to Attachment 5 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and

2.  authorizing any two directors or officers to carry out the provisions of the resolutions passed by the shareholders of the Corporation.

2.  City Council direct the City Clerk to forward a copy of the "Toronto Pan Am Sports Centre Inc. 2018 Audited Annual Financial Statements", forming Attachment 4 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

This report transmits materials submitted by the Board of Directors of Toronto Pan Am Sports Centre Inc. to the City. No independent review or analysis has been performed by City staff.

This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholders of Toronto Pan Am Sports Centre Inc., including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.

The purpose of this report is to present two shareholder resolutions for approval by City Council, on behalf of the City in its capacity as one of the two Shareholders of Toronto Pan Am Sports Centre Inc.

The Executive Committee recommends that:

1.  City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Toronto Port Lands Company by:

a.  receiving the Toronto Port Lands Company's 2018 Annual Report, forming Attachment 1 to the report  (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and

b.  appointing PricewaterhouseCoopers LLP, Chartered Accountants, as the Auditor of Toronto Economic Development Corporation for fiscal year 2019, and authorizing the Board of Directors of Toronto Port Lands Company to fix the remuneration of the Auditor.

2.  City Council direct the City Clerk to forward a copy of the Toronto Port Lands Company's 2018 Audited Annual Financial Statements, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

This report transmits materials submitted by the Board of Directors of Toronto Port Lands Company to the City. No independent review or analysis has been performed by City staff.

This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Toronto Economic Development Corporation, operating as the Toronto Port Lands Company, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.

The Executive Committee recommends that:  

1.  City Council determine that the Development Charges By-law and Education Development Charges By-Law have been properly applied to the residential development project located at 1383, 1385, 1389, 1399 and 1403 Military Trail.

2.  City Council dismiss the complaint filed pursuant to Section 20 of the Development Charges Act, 1997 and Section 257.85 of the Education Act.

The Executive Committee held a statutory public meeting on July 4, 2019 and notice was given in accordance with the Development Charges Act and the Education Act.

This report responds to a complaint filed pursuant to Section 20 of the Development Charges Act, 1997 and Section 257.85 of the Education Act relating to a residential development project located at 1383, 1385, 1389, 1399 and 1403 Military Trail.

The development project consists of five pre-existing lots with one detached dwelling in each.  In the process of redevelopment, demolition permits were issued for these five lots.  Subsequently, building permit applications for the development were submitted. 

The City's 2013 Development Charges By-law was in effect at the time of the permit application. It contains a provision for Development Charge reduction relating to demolished units for up to 36 months after issuance of demolition permit upon submission of a complete building permit application.  At the time of permit application approximately 53 months had elapsed.  The Toronto Catholic District School Board's Education Development Charges By-law also provided demolition offsets for up to 36 months from demolition permit issuance.

The complaint seeks to have the demolition reduction apply, noting that i) they experienced delay due to a subsequent sale of the properties followed by redevelopment redesign which required an application for minor variance and ii) revocation of the demolition permit was forestalled at their request twice, and should in their view have reset the clock for the purposes of the 36 month window. 

Staff determined that Development Charges By-law was applied properly and no error was made in the calculation of the Development Charges.  This report recommends that the complaint be dismissed.  A decision of Council to dismiss the complaint may be appealed to Local Planning Appeal Tribunal.  This report was prepared in consultation with the Chief Building Official and the City Solicitor.

The Executive Committee recommends that:

1.  City Council receive the report (June 18, 2019) from the Chief Financial Officer and Treasurer for information.

The purpose of this report is to provide City Council with the City of Toronto capital performance for the year ended December 31, 2018. Actual capital expenditures for 2018 totalled $3.594 billion or 63.0 percent of 2018 approved Capital Budget of $5.752 billion (see Table 1).

For the year-ended December 31, 2018, Tax Supported Programs and Agencies reported capital expenditures of $2.799 billion representing 61.1 percent of their collective 2018 approved Capital Budget of $4.578 billion. Rate Supported Programs reported capital expenditures of $795.4 million, representing 67.7 percent of their collective 2018 approved Capital Budget of $1.174 billion.

Table 1: Summary of Capital Spending 

*2018 Approved Budget includes $1.656 billion 2017 Carry Forward Funding

The report also provides details on the 140 completed capital projects that have a combined budget of $204.9 million that were completed in the fourth quarter of 2018 and are ready to be closed. They have been completed with a total realized underspending of $27.0 million. The permanent underspending which has associated funding of $0.5 million in Federal Subsidy, $2.6 million in Capital from Current, $2.3 million in debt, $4.9 million in reserves/reserve funds, $16.6 million in Recoverable Debt and $0.1 million in other internal/external funds will be returned to their original Council approved funding sources.

In 2018, a total of 184 capital projects were completed with a combined capital budget of $366.4 million and an actual combined expenditure of $323.4 million, resulting in a total underspending of $43.0 million returned to the original funding sources.

In 2018, 18 of 31 Programs/Agencies have spending rate lower than 70 percent of their total approved Capital Budget. Among them Toronto Transit Commission, Transportation Services, Facilities Management, Real Estate, Environmental and Energy and Waterfront Revitalization Initiative have the highest approved budget and the highest unspent amount and highlighted below:

Toronto Transit Commission

The 2018 approved Capital Budget for Toronto Transit Commission totals $2.288 billion includes Toronto Transit Commission Base Projects, Toronto York Spadina Subway Extension, Scarborough Subway Extension and Transit Studies for Relief Line and Waterfront Transit. Toronto Transit Commission base projects have a spending rate of 76.5 percent while Toronto York Spadina Subway Extension, Scarborough Subway Extension and Transit Studies have spending rate of 38.0 percent, 63.5 percent and 15.3 percent respectively. The low spending rate for Toronto York Spadina Subway Extension is due to deferral of property settlements, holdback releases, contingencies and claims resolutions, and for Scarborough Subway Extension is due to revised City acquisition plan while Transit Studies are new initiatives supporting future transit expansions as part of the Public Transit Infrastructure Fund program.

Transportation Services

Transportation Services have a total 2018 Capital Budget of $565.9 million and a year-end spending of $313.9 million or 55.5 percent of its approved capital budget. Most of the $252.0 million year-end under-spending is in capital projects that require third party coordination and/or funding, community consultation, issues with site conditions and/or are development/transit dependent.

Facilities Management, Real Estate, Environment and Energy

The Facilities Management, Real Estate, Environment and Energy Program has spent $188.2 million or 57.7 percent of the total 2018 approved Capital Budget. Most of the $137.8 million year-end under-spending is due to coordination of legal agreements, insufficient funding, client issues, coordination of building requirements across multiple stakeholders, coordination with other projects and delays in Request for Quotation/Request for Proposal process.

Waterfront Revitalization Initiative

The Waterfront Revitalization Initiative Program spent $60.3 million or 28.8 percent of total approved Capital Budget. $149.0 million remained unspent primarily due to underspending in the Portland Flood Protection Project and the Cherry Street Stormwater Lakefilling Project caused by site conditions and winter shut-down.

Further details on the progress of all approved capital projects for each City Program and Agency can be found in Appendix 4 of this report.

The Executive Committee recommends that:

1.  City Council approve the transfer of $8.000 million from the Water (43 percent) and Wastewater (57 percent) Stabilization Reserves to Toronto Water's Vehicle and Equipment Replacement Reserve (XQ1012) to fund future year vehicle purchases.

2.  City Council approve the withdrawal from Emergency Human Services Reserve (XQ1111) of $0.077 million to supplement funding in the Emergency Human Services Expense Account to mitigate the deficit position in 2018.

The purpose of this report is to provide Council with the City of Toronto's Operating Variance results for the year ended December 31, 2018 and the disposition of the 2018 year-end operating surplus.

As of December 31, 2018 the City experienced a favourable variance of $147.200 million net. The following table summarizes the financial position of the City's Tax Supported Operations at year-end:

Table 1: Tax Supported Operating Variance Summary ($ Millions)

In accordance with Council and legislative requirements, a portion of the surplus, $21.434 million net, will be allocated to reserve funds primarily for the following Programs and Agency: Toronto Building, City Planning, and Exhibition Place.

As noted in Table 1 above, for the year ended December 31, 2018 Tax Supported Operations experienced a favourable net variance of $147.200 million or 1.3 percent of budgeted gross expenditures. The key factors contributing to the favourable year-end variance are lower than planned salary and benefits from vacant positions, and revenue driven by volume in City Operations, as well as under spending in employee benefits, utility costs, non-labour costs by Toronto Transit Commission. It is important to note lower than budgeted Municipal Land Transfer Tax revenue of $82.403 million net due to lower residential market activity. An overview of the key variance drivers can be found in the "Comments" section of this report as well as in a detailed summary provided in Appendix E.

Consistent with the Council approved Surplus Management Policy, at least 75 percent or $94.324 million will be allocated to the Capital Financing Reserve and the remaining $31.441 million will be allocated to underfunded liabilities and/or reserve funds.

Rate Supported Programs:

Rate Supported Programs reported a favourable year-end variance of $65.414 million. The favourable variance is primarily attributed to both underspending and over achieved revenue in Toronto Water.

Table 2: Rate Supported Net Variance Summary ($ Millions)

For the year ended December 31, 2018 Tax Supported Operations experienced a favourable variance of $147.200 million net. After meeting Council and legislative requirements, the year-end surplus available for distribution is $125.765 million net. As per City Council's Surplus Management Policy, 75 percent of the 2018 final year-end surplus of $94.324 million will be allocated to the Capital Financing Reserve and the remaining 25 percent or $31.441 million will be allocated to underfunded liabilities and/or reserves/reserve funds.

The Executive Committee recommends that:

1.  City Council approve in-year budget adjustments to the 2019-2028 Approved Capital Budget and Plan as detailed in Appendix 4 that result in no incremental impact on debt financing.

2.  City Council approve additional 2018 carry forward funding for Toronto Transit Commission and Go Transit as detailed in Appendix 6 to the report (June 13, 2019) from the Chief Financial Officer and Treasurer.

3.  City Council receive for information the list of 30 completed capital projects/sub-projects to be closed as detailed in Appendix 2 to the report (June 13, 2019) from the Chief Financial Officer and Treasurer that results in a total combined project budget an underspending of $4.498 million.

The purpose of this report is to provide City Council with the City of Toronto capital spending for the four month period ended April 30, 2019, as well as projected actual expenditures to December 31, 2019. Furthermore, this report seeks Council's approval for in-year budget adjustments to the 2019 Approved Capital Budget and additional carry-forward from 2018 that have no impact on approved debt.

As illustrated in Table 1 below, 2019 the City's capital expenditure was $748.3 million or 13.1 percent of the 2019 capital budget of $5,793 billion and is projecting to expend $4,589 billion or 79.0 percent by December 31, 2019.

Table 1: Capital Variance Summary

The spending pattern for the first quarter is typically within 10 percent of the total Council Approved Capital Budget. Tax Supported Programs project a spending rate of 77.1 percent while Rate Supported Programs project a spending rate of 86.7 percent by year-end. The projected year-end spending rates presented in this report are based on the submissions from each Program and Agency, and as such, the preparation of this report has been based on this information.

The report also details the 46 completed capital projects that have a combined budget of $66.861 million that are ready to be closed. They have been completed under budget, realizing underspending of $6.501 million. The permanent underspending which has associated funding of $0.468 million in capital from current, $0.339 million in debt, $4.114 million in reserves/reserve funds, $0.264 million in Recoverable Debt, $0.115 million in Development Charges and $1.2 million in other Revenue will be returned to their original funding sources.

The Executive Committee recommends that:

1.  City Council approve the budget adjustments and any associated complement changes detailed in Appendix D1, D2 and D3 to the report (June 14, 2019) from the Chief Financial Officer and Treasurer to amend the 2019 Approved Operating Budget, such adjustments to have no impact on the 2019 Approved Net Operating Budget of the City.

The purpose of this report is to provide City Council with the Operating Variance for the four months ended April 30, 2019 as well as projections to year-end. This report also requests City Council's approval for amendments to the 2019 Approved Operating Budget that have no impact on the City's 2019 Approved Net Operating Budget.

The following table summarizes the financial position of the City's Tax Supported Operations as of April 30, 2019 and the projection at year-end:

Table 1: Tax Supported Operating Variance Summary

* In accordance with the Building Code Act, any surplus from Toronto Building must be contributed to the Building Code Act Service Improvement Reserve Fund.

Year-to-Date and Year-End Spending Results:

As noted in Table 1 above, for the four months ended April 30, 2019 Tax Supported Operations experienced a favourable net variance of $68.675 million or 4.3 percent of planned expenditures. The key factors contributing to the favourable year-to-date variance are:

- Year-to-date under expenditure in City Operations due to lower than planned salary and benefits from vacant positions, partially offset by lower revenue than planned revenue

- Favourable Corporate revenue, primarily from Municipal Land Transfer Tax and Interest/Investment Earnings.

 
For year-end, the City is projecting a net favourable variance of $22.232 million or 0.5 percent of the 2019 Approved Operating Budget.

An overview of the key variance drivers can be found in the "Comments" section of this report as well as in a detailed summary provided in Appendix E.

Rate Supported Programs:

Rate Supported Programs reported a favourable year-to-date variance of $22.510 million. The favourable variance is attributed to gross under expenditures on salary and benefits from vacant positions and earlier than planned receipt of revenue. Consistent with year-to-date results, the favourable year-end projected variance is $20.614 million that is primarily driven by gross under spending in Toronto Water.

Table 2: Year-To-Date Rate Supported Operating Variance Summary

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

The recommended budget adjustments in Appendix D1, D2 and D3 are fiscally neutral to the 2019 Approved Net Operating Budget.

The Executive Committee recommends that:  

1.  City Council, as shareholder, receive for information the report (June 21, 2019) from the Controller as the final report on the wind up of Invest Toronto Inc. from the appointed liquidator.

City Council directed staff to wind up Invest Toronto Inc. (Invest Toronto) on July 4, 2017. As a result of the creation of Toronto Global to promote foreign direct investment in Toronto and surrounding region, Invest Toronto was no longer required as a City corporation.

The corporation wind up process includes: completing pre-approved transactions, addressing residual employee obligations, settling liabilities, closing accounts, and completing independent financial audits of activity in 2018 and 2019. As part of the process, residual assets in the amount of $4,242 were transferred to the City as shareholder.  The City will retain Invest Toronto corporate records for seven years following the corporation's last fiscal year of activity in accordance with applicable legislation. In addition, City staff are registering Invest Toronto's former website address, slogan and logo to secure their use. As of June 12, 2019, Invest Toronto's assets and liabilities have been settled, as reflected in the audited financial statements (Statements) as at December 31, 2018 and June 12, 2019 attached to this report.

The receipt of this report represents the last step for Council as shareholder in the corporation wind up process.  The receipt of this report is required to formally complete the process to dissolve the corporation under the Ontario Business Corporations Act.

The Executive Committee recommends that:

1.  City Council authorize the levy and collection of taxes for the 2019 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, in accordance with subsection 280 (1) of the City of Toronto Act, 2006 and subsection 257.7 (1) of the Education Act.

2.  City Council receive the Acreage and Tonnage Taxation Systems sections of the report (June 19, 2019) from the Controller for information.

3. City Council request the Chief Financial Officer and Treasurer to include the following information in future annual reports:

a. the potential additional income the City of Toronto could receive if the levy was based on a rate per tonnage as opposed to a rate per acreage;

b. a review of how the Provinces of Alberta, Manitoba, Saskatchewan and Quebec tax railway right-of-way properties within their boundaries;

c. a summary of what reserves the Cities of Calgary, Regina, Winnipeg and Montreal receive through railway taxation; and

d. following consultation with the Railway Association of Canada on what their membership's current practice is in the Canadian Western Provinces in terms of self-reporting their traffic, information on how a similar practice could be adopted in the Province of Ontario if a tonnage-based system similar to the Western Provinces was adopted.

This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2019 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, totalling approximately $7.1 million in taxation revenue, of which the municipal share is $6.6 million and the provincial education share is $0.5 million.

The 2019 levy total remains unchanged from the 2018 levy total of $7.1 million (with a $6.6 million municipal share and a provincial education share of $0.5 million). In May of 2019, the Ministry of Finance announced that, for the 2019 taxation year, the property tax rates for railway rights-of-way will remain unchanged from 2018 levels.

This report also provides information related to the property taxation of railway rights-of-way using the acreage and tonnage systems.

The Executive Committee recommends that:  

1.  City Council approve the fee set out in Appendix A to the report (June 18, 2019) from the City Solicitor.

2.  City Council amend Municipal Code Chapter 441, Fees and Charges, to add the fee set out in Appendix A to the report (June 18, 2019) from the City Solicitor.

3.  City Council direct the revenue collected from the provision of services associated with the fee set out in Appendix A to the report (June 18, 2019) from the City Solicitor be allocated to the Legal Services Division's budget.

This report identifies the need to implement a fee for services provided to outside parties by the City Solicitor in relation to limiting distance agreements in order to ensure consistency with the City Council approved user fee policy.

The Executive Committee recommends that:

1.  City Council amend Municipal Code Chapter 3, Accountability Officers, to establish the Records Retention Schedule detailed in Attachment 1 to the report (June 12, 2019) from the Integrity Commissioner.

2.  City Council amend Municipal Code Chapter 3, Accountability Officers by:

a.  removing "Subject to Subsection C" from Section 3-7.6B so that it reads "An accountability officer may recommend directly to Council the establishment of a retention schedule for an accountability record"; and

b.  deleting Section 3-7.6C.

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

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

This is a supplemental report to the Integrity Commissioner's report ("Approval of Recommended Retention Schedule for Accountability Records in the Office of the Integrity Commissioner"), also before City Council at its meeting on July 16, 2019. This report recommends changes to Section 3-7.6 in Chapter 3, Toronto Municipal Code, Accountability Officers to remove the requirement that the City's external auditor approve the retention period for the records in the Accountability Offices.

In May 2017, changes to the City of Toronto Act, 2006 came into effect which removed the requirement for approval of retention periods by the City's external auditor. Subsequently, City Council approved amendments to Chapter 217, Toronto Municipal Code, Records Corporate (City) in October 2017 to reflect these legislative changes.

As Accountability Officers manage their records independently from the City, a similar amendment is required to Chapter 3.

The Executive Committee recommends that:

1.  City Council authorize an in-year budget adjustment to the 2019 Capital Budget for Children's Services by increasing the project cost for the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre (CCS035-01) by $7.000 million, increasing the project cost from $11.000 million to $18.000 million, funded through the Child Care Capital Reserve Fund (XR1103), required to support the consolidation of the Trimbee Early Learning Centre; to support the addition of 26 child care spaces to the planned Mount Dennis location; and to fund inflationary impacts on the cost of construction.

 
2.  City Council authorize an amendment to the budgeted cash flows for the completion of the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre project to reflect the following requirements: 2019 - $2.000 million, 2020 - $10.000 million, and 2021 - $2.991 million.

 
3.  City Council authorize an in-year budget adjustment to the 2019 Capital Budget for Children's Services by increasing the project cost for the St. Barnabas Catholic School Child Care Centre (CCS027-01) by $0.500 million, increasing the project cost from $2.600 million to $3.100 million, funded through the Child Care Capital Reserve Fund (XR1103), required to fund the inflationary impacts on the cost of construction.

 
4.  City Council authorize an amendment to the budgeted cash flows for the completion of the St. Barnabas Catholic School project to reflect the following requirements: 2019 - $1.000 million, and 2020 - $1.923 million.

This report requests City Council's authority to amend Children's Services' Approved 2019 Capital Budget and 2020-2028 Capital Plan by increasing total project costs for two projects by $7.500 million, funded from the Child Care Capital Reserve Fund (XR1103).

These amendments are required in order to proceed with the tender process for the construction of two child care centres, as scope changes to the Mount Dennis project and third party costing indicates the need to increase the approved project for the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre at 1234 Weston Road in Ward 5, and St. Barnabas Catholic School Child Care Centre at 30 Washburn Way in Ward 23.

The Executive Committee recommends that:

1.  City Council authorize the Director, Office of Emergency Management to negotiate and enter into agreements with Ontario Power Generation Inc. for the provision of, and funding support for the City's provision of emergency management services for nuclear emergency response between the City of Toronto and Ontario Power Generation Inc., as described in this agreement, on terms and conditions satisfactory to the Director, Office of Emergency Management, and in a form satisfactory to the City Solicitor.

2.  City Council authorize the Director, Office of Emergency Management, to accept funding as prescribed for in any agreements negotiated, such funding to be added to the Office of Emergency Management 2019 Operating Budget for as an in-year budget adjustment that:

a.  increases expenditures and revenues by $212,500 for a net $0 impact from $225,000 to $437,500; and

b.  increases the complement by three (3) additional temporary full-time Full Time Equivalents from 18 to 21 Full Time Equivalents.

3.  City Council authorize the Director, Office of Emergency Management to execute and submit on behalf of the City any documents related to the funding support for the City's provision of nuclear emergency management services for nuclear emergency response between the City of Toronto and Ontario Power Generation Inc., required by the agreement between the parties.

The purpose of this report is to seek City Council authority to enter into a new agreement with Ontario Power Generation Inc. to accept program funding, with respect to a revised nuclear emergency management program. This new agreement would replace existing agreements between the parties. The proposed maximum amount of funding under this new agreement would be $212,500 for the period July 1, 2019 to December 31, 2019, inclusive and $650,000 per calendar year for the period 2020 to 2024 ("primary funding"), plus such additional funding amounts with respect to costs incurred by the City for implementation of specific requirement. The primary funding will offset the addition of three full time, temporary staff who will supplement existing nuclear emergency management work currently being undertaken by the Office of Emergency Management.

The Executive Committee recommends that:  

1.  City Council authorize the acceleration and deferral of cash flows within the projects in Toronto Public Library's 2019 Council Approved Capital Budget and future year commitments in the amount of $1.078 million, as included in Attachment 1 to the report (June 17, 2019) from the City Librarian, with zero gross and debt budget impact.

This report requests City Council's authority to amend the Toronto Public Library 2019 Council Approved Capital Budget and 2020-2028 Capital Plan by adjusting cash flows contained within the 10-Year Capital Plan, respectively, to align forecasted project accelerations and deferrals. The adjustments will have a zero debt impact on the 2019 Capital Budget and 2020-2028 Capital Plan and will align the 2019 Capital Budget to Toronto Public Library's capital project delivery schedule and program requirements.

The Executive Committee recommends that:

1.  City Council authorize the reallocation of cashflows within Toronto Water's approved 2019 Capital Budget and 2020-2028 Capital Plan in the amount of $8.450 million, for acceleration and deferral of projects, as presented in Schedule A (Part A and B) to the report (June 11, 2019) from the General Manager, Toronto Water, with a zero Budget impact.

2.  City Council authorize the reallocation of project costs and cashflows in Toronto Water's approved 2019 Capital Budget and 2020-2028 Capital Plan in the amount of $12.121 million from projects that have been awarded under budget or delayed to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (June 11, 2019) from the General Manager, Toronto Water, with a zero Budget impact.

This report requests City Council's authority to amend Toronto Water's Approved 2019 Capital Budget and 2020-2028 Capital Plan by adjusting project  cash flows contained within the Budget and Plan, respectively, to align forecasted project accelerations and deferrals. Additional reallocations to project cashflows and project costs are requested where recent project bids or estimates exceed the current approved cashflow. These reallocations will allow Toronto Water to continue to deliver projects within its capital plan.  The adjustments will have a zero dollar impact on the 2019 Capital Budget and 2020-2028 Capital Plan and will align the budget and plan with Toronto Water's capital project delivery schedule and program requirements.

The Executive Committee recommends that:

1.  City Council amend the Transportation Services' approved 2019 Capital Budget by reallocating funding of $1 million between projects, as presented in Attachment 1 to the report (June 19, 2019) from the General Manager, Transportation Services, with a zero budget impact.

2.  City Council amend the 2019-2028 approved Capital Budget and Plan for Transportation Services by creating a new Future of King Street project with total project costs of $1.5 million gross and $0 debt, with committed cash flows of $1 million in 2019 and $0.5 million in 2020, fully funded by the Public Realm Reserve Fund.

This report requests City Council's authority to amend Transportation Services' approved 2019 Capital Budget and 2019-2028 Capital Plan by reallocating cash flows within the 2019 Budget.

In addition, the report requests authority to amend Transportation Services' 2019 Capital Budget and 2019-2028 Plan by creating a new Future of King Street capital project with 2019 total project costs of $1.5 million gross and $0 debt with cash flows of $1 million in 2019 and $0.5 million in 2020, fully funded from the Public Realm Reserve Account.

These adjustments will align program requirements and project delivery schedules resulting in improved spending rates.

The Executive Committe recommends that:

1.  City Council approve an in-year budget adjustment to increase the 2019 Council Approved Operating Budget for TO Live by $2.323 million gross and $0 net, fully funded from the Toronto Centre for the Arts Stabilization Reserve Fund ($1.657 million) and the Sony Centre Stabilization Reserve ($0.666 million)  for the purpose of providing a one-time seed grant to the Toronto Live Foundation, conditional upon both the establishment of a Memorandum of Understanding and the execution of a grant agreement, approved by the Board of Directors of TO Live, with terms satisfactory to the City Manager and provided to the City upon completion.

2.  City Council direct that the Memorandum of Understanding between the Board of Directors of TO Live and the Toronto Live Foundation required in Recommendation 1 above formally outline the roles and responsibilities, independence, governance, process for determining fundraising priorities, terms of donations, sponsorships and naming rights, and administrative support provided by TO Live to the Toronto Live Foundation.

3.  City Council direct that the grant agreement between the Board of Directors of TO Live and the Toronto Live Foundation required in Recommendation 1 above outline transparency and accountability provisions that include the purpose of the grant, reporting timeline and criteria, consistency with City goals and with TO Live mandate under Municipal Code Chapter 23, Civic Theatres, evaluation criteria and process, and information concerning the grant that will be made available to the public.

This report is to request funds to be transferred from TO Live's reserve funds (Toronto Centre for the Arts Stabilization Reserve Fund and Sony Centre Stabilization Reserve) to the newly incorporated "Toronto Live Foundation" as seed funding.

The Executive Committee recommends that:

1.  City Council endorse the Toronto Public Library Board draft resolution outlined in Attachment 1 to the letter (June 19, 2019) from the City Librarian, requesting the City of Toronto to:

a.  indicate the City of Toronto's support for Canadian Urban Libraries Council's/Conseil des Bibliothèques Urbaines du Canada's efforts to increase access to ebooks and other econtent for library users in Toronto and across Canada;

b.  call on the Federal government to investigate the barriers faced by libraries in acquiring ebooks and other econtent and the problems that poses for vulnerable demographic groups in Canada; and

c.  ask the Federal government to develop a solution that increases access to ebooks and other econtent across Canada and assists libraries in meeting the cost requirements to acquire e-books and other e-content.

Toronto Public Library is a member of the Canadian Urban Libraries Council/Conseil des Bibliothèques Urbaines du Canada. Members of Canadian Urban Libraries Council/Conseil des Bibliothèques Urbaines du Canada spend approximately $100 million in public funds annually on library acquisitions. Despite that significant expenditure, libraries increasingly struggle to develop their digital collections (ebooks and eaudiobooks) due to prohibitively expensive pricing models. Moreover, some important titles, including Canadian ones, are not made available to Canadian libraries by multinational publishers.

Those restrictions and costs make it difficult for libraries to provide important services that contribute to thriving and engaged communities, including vulnerable groups like seniors, low income families, youth and new Canadians.  

Canadian Urban Libraries Council/Conseil des Bibliothèques Urbaines du Canada is asking municipal leaders to recognize the important role that libraries play in our communities and to help to advocate for a solution to the barriers that Canadian libraries face in accessing ebooks and other econtent. Accordingly, it is requesting that municipalities formally indicate their support of Canadian Urban Libraries Council's/Conseil des Bibliothèques Urbaines du Canada's campaign to improve Canadian public libraries' access to ebooks and other econtent by passing a resolution and forwarding notice of that resolution to local Federal Members of Parliament and candidates in the October Federal Election.

Although libraries are governed provincially, the Federal government is being targeted as it is best placed to provide a comprehensive, Canada-wide solution to the digital access issue.

At the June 17, 2019 meeting of the Toronto Public Library Board, the following motion was adopted:

1. That the Toronto Public Library Board seeks Toronto City Council's endorsement of a draft resolution outlined in Attachment 1, requesting the City of Toronto to:

a. indicate their support for Canadian Urban Libraries Council's/Conseil des Bibliothèques Urbaines du Canada's efforts to increase access to ebooks and other econtent for library users in Toronto and across Canada;

b. call on the Federal government to investigate the barriers faced by libraries in acquiring ebooks and other econtent and the problems that poses for vulnerable demographic groups in Canada; and

c. ask the Federal government to develop a solution that increases access to ebooks and other econtent across Canada and assists libraries in meeting the cost requirements to acquire ebooks and other econtent.

I ask for your assistance in obtaining Toronto City Council endorsement of the attached draft resolution. 

Your consideration of this request is appreciated.

The Audit Committee recommends that:

1.  City Council receive for information, the 2018 Financial Statements and related documents for the following agencies and corporations:

- Exhibition Place

- Toronto Parking Authority

- Toronto Public Library

- Toronto Transit Commission

- Toronto Zoo

- Heritage Toronto

- Toronto Atmospheric Fund

- Yonge- Dundas Square.

The following agencies and corporations have submitted 2018 Financial Statements and related documents to the Audit Committee for consideration:

- Exhibition Place

- Toronto Parking Authority

- Toronto Public Library

- Toronto Transit Commission

- Toronto Zoo

Financial Statements for Exhibition Place for the year ended December 31, 2018.

Financial Statements for the Toronto Parking Authority for the year ended December 31, 2018.

Financial Statements for the Toronto Public Library for the year ended December 31, 2018.

Financial Statements for the Toronto Transit Commission for the year ended December 31, 2018.

Financial Statements for the Toronto Zoo for the year ended December 31, 2018.

Financial Statements for Heritage Toronto for the year ended December 31, 2018.

Financial Statements for the Toronto Atmospheric Fund for the year ending December 31, 2018.

Financial Statements for Yonge-Dundas Square for the year ending December 31, 2018.

The Audit Committee recommends that: 

1.  City Council approve the 2018 audited financial statements and management letters of the forty-nine (49) Business Improvement Areas and the 2017 audited financial statements and management letters of the nine (9) Business Improvement Areas attached as Appendices A to BK to the report (June 3, 2019) from the Controller and the General Manager, Economic Development and Culture.

2.  City Council direct those Business Improvement Areas with outstanding audit issues, to implement the management letter recommendations, and request the Auditor General to provide an update report to the October 25, 2019 meeting of the Audit Committee.

The purpose of this report is to present the City of Toronto's (City) Business Improvement Areas (BIAs) audited financial statements and management letters for approval.

The report contains the 2018 audited financial statements and management letters for forty-nine (49) entities and the 2017 audited financial statements and management letters for nine (9) entities.  All 2017 audited financial statements have now been presented for approval, with the exception of Historic Queen BIA, which has not presented a budget request for approval since 2009, therefore, does not have any revenues or expenses to report.

Audit recommendations, accepted by the respective BIA Boards of Management, are included in the attached management letters.

The Audit Committee recommends that:

1.  City Council receive the 2018 audited financial statements of Arenas attached to the report (June 13, 2019) from the Auditor General.

2.  City Council direct those Arenas with outstanding audit issues, to implement the management letter recommendations, and request the Auditor General to provide an update report to the October 25, 2019 meeting of the Audit Committee.

The purpose of this report is to provide the Audit Committee and City Council with the 2018 audited financial statements of Arenas.

The 2018 audited financial statements for the eight City Arenas are presented to the Audit Committee after approval by their respective Boards or Committees of Management. The external auditor, Welch LLP, advise that they have provided their comments on internal controls to some organizations by way of a report to the Board.

The Independent Auditor’s Report, accompanying financial statements, and internal control letter (where applicable) is attached to this report.

The Audit Committee recommends that:

1.  City Council receive the 2018 audited financial statements of Community Centres attached to the report (June 13, 2019) from the Auditor General.

The purpose of this report is to provide the Audit Committee and City Council with the 2018 audited financial statements of Community Centres.

The 2018 audited financial statements for the 10 Community Centres are presented to Audit Committee after approval by their respective Boards of Management. The external auditor, Welch LLP, advise that they have provided their comments on internal controls to some organizations by way of a report to the Board.

Each Community Centre’s Independent Auditor’s Report, accompanying financial statements, and internal control letter (where applicable) is attached to this report.

The Audit Committee recommends that:

1.  City Council receive the report (June 13, 2019) from the Auditor General on the status of the financial statement audits of the City's Agencies and Corporations for the year ended December 31, 2018.

The purpose of this report is to provide the Audit Committee and City Council with the status of financial statement audits of the City’s Agencies and Corporations for the year ended December 31, 2018.

The majority of the audits of the City’s Agencies and Corporations have been completed and approved by their respective Boards. Any financial statements that are outstanding will be forwarded to Audit Committee as they become available.

The Audit Committee recommends that:

1.  City Council receive the report (June 3, 2019) from the Auditor General for information.

2.  City Council direct that the confidential information contained in Confidential Attachment 1 to the report (May 31, 2019) from the Auditor General remain confidential in its entirety, as it pertains to a proposed or pending acquisition of land by the Toronto Parking Authority Board.

The Audit Committee:

1.  Requested the Auditor General to provide an update on the outstanding recommendations highlighted in Item AU3.6, to the October 25, 2019 meeting of the Audit Committee.

The Auditor General's Office conducts an annual follow-up review to determine the implementation status of recommendations in previously issued audit and investigation reports. This report provides information regarding the implementation status of recommendations issued to City agencies and corporations. The review results are reported to the respective Board of City agencies and corporations and then to City Council through the Audit Committee.

Our 2019 follow-up review included 96 outstanding recommendations from the following three City agencies and corporations:

- TO Live*
- Toronto Parking Authority
- Toronto Transit Commission
 

*The report to the Board of Directors of TO Live relates to recommendations from an audit of the Sony Centre for the Performing Arts.

As of December 31, 2017, there were 13 audit reports to agencies and corporations with 96 outstanding recommendations. Among the 96 recommendations, our review verified that 19 recommendations have been fully implemented, 61 recommendations have been partially implemented, and three recommendations are no longer applicable.

The Auditor General has decided that the 13 recommendations arising from the 2015 audit of Toronto Parking Authority (TPA) real estate activities will no longer be included in her annual follow up process. Although, the recommendations are still relevant, as a result of the adoption of the City-wide real estate model, TPA no longer carries out real estate transactions on an independent basis. Given the extent of changes being made to the TPA real estate operations, the Auditor General would need to conduct an entirely new audit to be able to have a reasonable basis to form conclusions to confirm that the recommendations have been implemented.

Continued efforts to implement all outstanding recommendations will provide additional benefits to City agencies and corporations such as cost savings, additional revenue and enhanced service delivery. The remaining 61 outstanding recommendations will be included in the next year's follow-up review together with the 37 recommendations included in audit reports issued to these agencies and corporations in 2018.

Detailed results of our individual follow-up reviews of City agencies and corporations, as presented to their respective Boards, are enclosed as Attachments 1 through 3 and the Confidential Attachment 1. These reports provide further details regarding their respective recommendations and current implementation status.

We express our appreciation for the co-operation and assistance we received from the management and staff of City agencies and corporations.

The Audit Committee recommends that: 

1.  City Council approve the 2018 Audited Consolidated Financial Statements as attached in Appendix A to the report (June 28, 2019) from the Controller and the Chief Financial Officer and Treasurer.

2.  City Council request the Chief Financial Officer and Treasurer and the Controller to review the way the City's budget documents and consolidated financial statement are prepared, with a view to increasing transparency and the ability of Members, staff and the public to easily understand the City's financial situation.  This review should include current best practices in place nationally and internationally, and enable the financial statements to be an open data item.  Further, request the Chief Financial Officer and Treasurer to report on this initiative to the Audit Committee, prior to the budget cycle of 2020. 

3.  City Council request the Chief Financial Officer and Treasurer to explore opportunities to make the consolidated financial statement an open data item.

The following City staff gave a presentation to the Audit Committee on this Item:

- Andrew Flynn, Controller

- Sandra Califaretti, Director, Accounting Services

This report presents the City of Toronto's (City), Audited Consolidated Financial Statements (Statements) for the year ended December 31, 2018, for approval, to Audit Committee and Council and provides highlights of the City’s financial performance during 2018 and financial condition as of December 31, 2018.

The City's financial statements have been prepared by management, who is responsible for ensuring that proper internal controls have been applied to the presentations in each statement.  The City's auditors, PricewaterhouseCoopers LLP (PwC) are responsible for providing an opinion on the fair presentation of the financial statements in accordance with Public Sector Accounting Standards (PSAS).  Audit Committee is responsible for approving the statements prior to City Council approval.

The Statements are attached as Appendix A.  In addition, Appendix B – 2018 Financial Statement Review, provides information about each statement and explains the City's revenue and expenditure activities and financial position for the audited fiscal year.

The City of Toronto 2018 Year End Report to the Audit Committee (Year End Report), Appendix C, includes a draft of the external auditor's opinion on the Statements.  The report contains two internal control recommendations, an unadjusted item for $85 Million which has been included on the Summary of Unadjusted items and the draft Independent Auditor's Report, which includes PwC's unqualified opinion as to the fair presentation of the Statements.  The PwC final audit opinion will be received and dated the day following City Council approval.

The Audit Committee recommends that:

1.  City Council approve the 2018 Consolidated Financial Statements for the City of Toronto Trust Funds as attached in Appendix A to the report (June 12, 2019) from the Controller.

The City of Toronto (City), its' agencies, and corporations are the beneficiaries of assets from third parties intended to be used for specific purposes.  These assets, held mostly in cash and investments, are administered through the City and two of its' related parties.  Although these trust funds are assets to the City and its consolidated parties, they are not included in the City's Consolidated Financial Statements.

This report presents the City's Consolidated Trust Funds Financial Statements for the year ended December 31, 2018 and provides highlights of the Trust Funds' 2018 financial performance and financial condition as of December 31, 2018.

The Trust Fund Financial Statements are audited by PricewaterhouseCoopers (PwC).  The City received an unqualified audit opinion and no internal control recommendations related to the 2018 Trust Fund Financial Statements.

The Audit Committee recommends that: 

1.  City Council approve the 2018 Sinking Funds Statements as attached in Appendix A to the report (June 10, 2019) from the Controller.

The City of Toronto (City) maintains portfolios of sinking funds in order to build up funds used to repay City debt when it matures.  Sinking fund contributions are invested; the investment earnings help reduce the amount of City own-source cash used to repay amounts borrowed.

This report presents the City of Toronto's Sinking Funds Financial Statements for the year ended December 31, 2018 and provides highlights of the Sinking Funds' 2018 financial performance as of December 31, 2018.

The Sinking Fund financial statements are audited by PricewaterhouseCoopers (PwC).  The City received an unqualified audit opinion and no internal control recommendations related to the 2018 Sinking Fund financial statements.

The Audit Committee recommends that:

1.  City Council request the City Manager to report to the October 25, 2019 meeting of the Audit Committee on a process to track and report on a quarterly basis, progress on management's implementation and target completion date of outstanding audit recommendations, with emphasis on those identified by the Auditor General as items of greatest concern.

The Audit Committee:

1.  Requested the Chief Building Official and Executive Director, Toronto Building, to provide an update to the October 25, 2019 meeting of the Audit Committee on the outstanding recommendations highlighted in Item AU3.10 that relate to Toronto Building, specifically those around building permits and building inspections.

The Auditor General's Office conducts an annual follow-up review to determine the implementation status of recommendations in previously issued audit reports. The results of the review are reported to City Council through the Audit Committee.

This report provides information regarding the implementation status of audit recommendations issued to City divisions in Infrastructure and Development Services.  Our 2019 follow-up review included 53 outstanding recommendations from 12 audit reports issued between 2011 and 2017 for the following six City divisions:

- City Planning
- Fire Services
- Municipal Licensing & Standards
- Toronto Building
- Toronto Water
- Transportation Services
 

Our review verified that 15 recommendations (28 per cent) have been fully implemented and 37 recommendations (70 per cent) have been partially implemented and one recommendation (2 per cent) is no longer applicable.

Continued efforts to implement outstanding recommendations will provide additional benefits to the City such as cost savings, improved controls, and enhanced service delivery. The remaining 37 outstanding recommendations will be included in the next year's follow-up review together with the 21 recommendations included in audit reports issued to City divisions in Infrastructure and Development Services in 2018.

Detailed results of our follow-up review together with management comments and action plan are included in Attachments 1 through 3.

We express our appreciation for the co-operation and assistance we received from management and staff of City divisions in Infrastructure and Development Services during this year's follow-up review process.

The Audit Committee recommends that:

1. City Council request the City Manager, the Chief Information Officer and the City Clerk to co-ordinate and develop standard incident management procedures including communication protocols to address incidents involving cyber attacks/information breaches. The procedures and protocols should include:

a. Guidelines describing the sequence of actions that should take place as soon as staff become aware of a cyber attack/information breach incident.

b. Communication protocols detailing key contact names, functions and contact information for staff to receive guidance.

c. Reports to be completed by the affected organization, detailing the date of incident, systems affected, information compromised, and other relevant details.

d. Communications to the media/public, where required, including privacy protocols.

The incident management procedures and communication protocols should be liaised across the City, including agencies and corporations.

2.  City Council request the City Manager, in consultation with the Chief Information Officer, to implement appropriate cyber security training which should be mandatory for all City staff.

This report responds to Audit Committee's request to report on the Information and Technology Division's outstanding audit recommendation wherein the Chief Information Officer was requested to develop a Cyber Security Program that supported ongoing vulnerability assessment and penetration testing using industry standards applied by subject matter experts.

The City already has a foundation of cyber security measures in place to protect the City's information technology systems. The Auditor General's recommendations will enhance existing cyber security practices and assist with the detection, prevention and responses to future cyber threats. The City launched its formal Cyber Security Program in 2017 to enhance security capabilities given the increasing complexity in cyber security. The objective of this Program is to identify and mitigate IT-related risks that directly affect the corporate technology environment that City Divisions rely upon when servicing the residents and the public who expect the provision of secure and reliable City services.

One component of the Cyber Security Program includes the analysis of resources and funding requirements to develop and implement improvements to vulnerability assessments and penetration testing functions. In addition, the City plans to implement new vulnerability management capabilities as part of a strategy to engage a Managed Security Services Provider (MSSP) and develop partnerships with industry experts.

Further to the above recommendation, the Chief Information Officer, in collaboration with the Auditor General's Office, will be issuing a comprehensive Audit Report to Audit Committee for its meeting on October 25, 2019.  This report will provide a comprehensive review of all audit recommendations (including both public and confidential) received to date.

In our report entitled "Audit of Information Technology Vulnerability and Penetration Testing – Phase 1: External Penetration Testing" we highlighted to the City management that insufficient preparation to manage cyber threats is widely considered as one of the most critical operational risks facing the organizations. The City, as well as its agencies and corporations are not immune from these risks.

The Auditor General recently became aware that two small entities within the City were reportedly attacked by ransomware and their systems compromised.[1] In both situations, the incidents were not communicated to the Chief Information Officer because protocols do not exist.  

Ransomware is a form of attack where user systems and/or files become non-operable after the attack. The attackers then demand payment for restoring access to the system and/or files. These attacks are not new to Canadian municipalities; recently, two other municipalities were attacked by ransomware, one in Quebec and one in Ontario. One of the municipalities was demanded $65,000 to restore the data; for the other, the ransom details are not public. Cyber security attacks are increasingly becoming more complicated, difficult to detect and costly for compromised organizations.

The purpose of this report is to highlight the importance and urgency for the City to have a standard incident management process developed and implemented across City divisions, its agencies and corporations so that the Chief Information Officer can analyze these attacks in an effort to enhance City-wide cyber security. The Auditor General, realizing the emerging risks, in each of her reports on IT vulnerability assessments and IT infrastructure audits issued during 2016 to 2018, recommended that the City:

- develop baseline IT security standards to provide guidance across the City to address cyber security threats,

- implement a cyber security program, and

- create an independent role of the Chief Information Security Officer (CISO).

In addition, the Auditor General, in her communications with the Information and Technology Division, identified the need to have a centralized process, guidelines and communication protocols available to all organizations within the City to deal with cyber security threats and incidents. Adequate controls must be put in place to maintain confidentiality of sensitive information.

The Auditor General's planned follow-up is due in the later half of 2019. An update of the status of the implementation of recommendations will be tabled at future Audit Committee meetings.

The Auditor General recommends that:

1. City Council request the General Manager, Shelter, Support and Housing Administration Division, to design and implement procedures to ensure compliance with the legislated requirement to review eligibility of applicants on the centralized waiting list for rent-geared-to-income at least once every 24 months after they have been added to the list. Such procedures to ensure:

a. applicants are advised of the need to maintain contact with the Access to Housing business unit at least once in every 24-month period to ensure their information is kept up-to-date and to re-affirm continued eligibility for rent-geared-to-income assistance

b. all attempts to contact each applicant are sufficiently tracked so that Access to Housing can identify all applications that should be changed to inactive status and subsequently cancelled

c. action is taken to make applications inactive and to cancel applications, if there is no response to outreach attempts by City staff in accordance with policies and procedures.

2. City Council request the General Manager, Shelter, Support and Housing Administration Division, to review the applicants on the centralized waiting list for rent-geared-to-income and develop meaningful categories to support the effective management, including accurate reporting of the number of active and eligible applicants.

3. City Council request the General Manager, Shelter, Support and Housing Administration Division, to:

a. develop clear guidelines for housing providers on the circumstances under which an offer for rent-geared-to-income housing can be withdrawn and not be considered a refusal. Such guidelines to also clearly indicate how to record the reasons for withdrawals or refusals in the centralized waiting list information system

b. implement monitoring procedures to ensure housing providers are not recording refusals of offers as withdrawals such that households can circumvent the Housing Services Act's limit on the number of refusals allowed before the applicant is removed from the centralized waiting list.

4. City Council request the General Manager, Shelter, Support and Housing Administration Division, to recommend to the Minister of Municipal Affairs and Housing to consider revising the Housing Services Act, 2011 to be aligned with the Long Term Care Homes Act regarding refusals of pre-selected housing choices and to only accommodate refusals under clearly defined set of exceptional circumstances.

5. City Council request the General Manager, Shelter, Support and Housing Administration Division, to ensure that applicants on the centralized waiting list for rent-geared-to-income understand the importance of choosing only those buildings they are willing to move into and the consequences of such choices.

6. City Council request the General Manager, Shelter, Support and Housing Administration Division, to increase the information made available to enable rent-geared-to-income applicants to make better informed choices about buildings they are willing to move into.

7. City Council request the General Manager, Shelter, Support and Housing Administration Division, to ensure applicants for rent-geared-to-income assistance are required to identify:

a. the preferred method(s) of contact that will result in a 48-hour response such as phone, email, or mobile messaging

b. an alternate contact person or support organization in Canada designated to respond on their behalf, if necessary.

8. City Council request the General Manager, Shelter, Support and Housing Administration Division, to review additional steps to cost-effectively enhance how Access to Housing communicates with and reminds applicants on the centralized waiting list for rent-geared-to-income to keep their application information accurate and up-to-date.

9. City Council request the General Manager, Shelter, Support and Housing Administration Division, in consultation with the City Solicitor, to review and implement technology-based communication methods that allow the Division to more efficiently and cost-effectively:

a. serve notice of decisions related to household applications on the centralized waiting list for rent-geared-to-income

b. make contact with applicants to confirm their ongoing interest, update their address, phone number, income, housing preferences, and other information.

10. City Council request the General Manager, Shelter, Support and Housing Administration Division, to

a. review the City's local priority rules for selecting households from the waiting list for rent-geared-to-income and recommend to City Council any additional priority rules that should be adopted to support selection of households based on an applicant’s level of need; and

b. where additional priority rules are established, ensure the waiting list information system supports selection based on these priorities; and, if necessary, develop a process to perform an objective assessment of each applicant's need for rent-geared-to-income assistance in order to determine their priority in being selected from the centralized waiting list.

11. City Council request the General Manager, Shelter, Support and Housing Administration Division, to establish local rules for:

a. asset limits for rent-geared-to-income recipients

b. total household income limits and prioritize access to rent-geared-to-income assistance based on household income.

12. City Council request the General Manager, Shelter, Support and Housing Administration Division, in consultation with the City's Medical Officer of Health, to review the types of housing preferences or restrictions for preferred rent-geared-to-income housing units to assess if there is a bona fide need to accommodate and develop local rules to manage such requests.

13. City Council request the General Manager, Shelter, Support and Housing Administration Division to consider establishing local rules prioritizing access to rent-geared-to-income assistance for those households that currently do not receive rent-geared-to-income assistance or reside in social housing.

14. City Council request the General Manager, Shelter, Support and Housing Administration Division, to ensure greater integration of services and supports is provided for vulnerable clients in the shelter system as they transition from homelessness to stable housing including confirming that those experiencing homelessness receive appropriate priority status on the centralized waiting list for rent-geared-to-income.

15. City Council request the General Manager, Shelter, Support and Housing Administration Division, to review and, if appropriate, report to City Council through the Planning and Housing Committee on how the City can meet the mandated rent-geared-to-income assistance service level prescribed in the Housing Service Act, 2011. This review should consider how portable housing benefits can be used where vacancies in the physical social housing stock are limited, and determine how much funding would be needed as well as the source of such funds in order to come into compliance.

16. City Council request the General Manager, Shelter, Support and Housing Administration Division, in collaboration with the Chief Executive Officer, Toronto Community Housing Corporation, to ensure that a maximum number of social housing units are being used for housing and to complete a review of all housing units that are used for other purposes; and, establish a process that requires service manager approval prior to the removal of any housing units from service.

17. City Council request the General Manager, Shelter, Support and Housing Administration Division to:

a. work, in collaboration with the Chief Executive Officer, Toronto Community Housing Corporation, to develop an interim process to efficiently and publicly post information on buildings with hard-to-rent vacancies to support applicants in making more informed housing choices

b. leverage any existing solutions with City and agency partners to provide support for rent-geared-to-income applicants to access the internet at various city sites such as, emergency shelters, social services offices, local libraries, and community centres.

18. City Council request the General Manager, Shelter, Support and Housing Administration Division, to review and revise the local rules in order to effectively re-house over-housed rent-geared-to-income tenants into a suitable housing unit. In conducting the review, the Division consider:

a. evidence available on the number of preferences that will support efficient and timely re-housing of an over-housed household including benchmarking with other jurisdictions

b. implications of imposing an over-housed surcharge on households who refuse to be re-housed in a timely manner.

19. City Council request the General Manager, Shelter, Support and Housing Administration Division, to develop system controls to automatically determine the maximum number of bedrooms a rent-geared-to-income applicant is eligible for based on household composition and the City's occupancy standards.

20. City Council request the General Manager, Shelter, Support and Housing Administration Division, in consultation with the City's Medical Officer of Health, to:

a. identify the medical circumstances that would warrant a rent-geared-to-income household to have more bedrooms than specified in the local occupancy standards and update local rules accordingly

b. develop and implement a process to review and approve requests for an additional bedroom to accommodate medical conditions, including documentation that should be obtained to support such requests, based on criteria to be included in local rules.

21. City Council request the General Manager, Shelter, Support and Housing Administration Division, in consultation with the Chief Executive Officer, Toronto Community Housing Corporation, to consider the feasibility of using TCHC vacant units held for revitalization to meet the demand for emergency shelter as an alternative to hotels or other temporary shelter options.

22. City Council request the General Manager, Shelter, Support and Housing Administration, to implement and ensure compliance with procedures to oversee rent-geared-to-income households not selected from the centralized waiting list, including procedures and controls to:

a. identify and review all current referral agreements to develop a comprehensive inventory of agency referral agreements and the respective number of housing units to be filled through referral agreements

b. ensure all current and future referral agreements are approved by the City

c. ensure there is a record of all households that are granted rent-geared-to-income assistance and housed through any alternate arrangement in the centralized waiting list information system.

23. City Council request the General Manager, Shelter, Support and Housing Administration, to enforce the regular review of housing providers and ensure they are completed as required in compliance with policies and procedures and to take corrective action to address any problems identified in the course of such reviews.

24. City Council request the General Manager, Shelter, Support and Housing Administration, to ensure the internal controls to review rent-geared-to-income housing providers are reviewed and strengthened to address weaknesses identified from the occurrence of fraud.

25. City Council request the General Manager, Shelter, Support and Housing Administration Division, to strengthen internal controls which ensure households on the centralized waiting list and those receiving rent-geared-to-income are eligible.

26. City Council request the General Manager, Shelter, Support and Housing Administration Division, to review how, going forward, the City, as service manager, may be able to centralize and integrate initial and ongoing eligibility reviews and income verification for all housing subsidy programs currently dispersed amongst multiple groups (Access to Housing, other City business units, Toronto Community Housing Corporation, and eventually other housing providers) for greater efficiency and oversight.

27. City Council request the General Manager, Shelter, Support and Housing Administration Division, in consultation with the City's Chief Information Officer, to ensure:

a. that progress is made to select a vendor and develop an implementation plan for the new choice-based system for selecting households to receive rent-geared-to-income assistance

b. the new technology includes appropriate system access controls, input and validation controls to prevent data entry errors

c. exception monitoring controls are developed, including regular reports to support the detection of errors or irregular activity.

28. City Council request the General Manager, Shelter, Support and Housing Administration Division, to collaborate with the General Managers of Employment and Social Services and Children's Services divisions to ensure implementation of the Human Services Integration project achieves service efficiencies in administering these income based subsidy programs. In the short term, this will include one income assessment process and in the longer term this should be expanded to include other common functions. The implementation should include a rationalization of resources.

29.  City Council request the General Manager, Shelter, Support and Housing Administration, to accelerate implementation of recommendations to ensure rules are updated to allow households with greatest need to receive priority, and that over-housed tenant situations are optimized as quickly as possible.

30.  City Council request the General Manager, Shelter, Support and Housing Administration, to report quarterly to City Council, through the Economic and Community Development Committee, on the centralized waiting list for social housing, such report to contain the following details: 

- the number of people on the waitlist

- the number of vacant rentable units

- the number of units filled

- the number of refused offers

- the number of withdrawn offers

- any other relevant information.

31.  City Council request the General Manager, Shelter, Support and Housing Administration, through the implementation of the new Choice Based Model for access to social housing, to expand access to information available through the City's Open Data portal, and report to the Audit Committee by Q4 of 2020, on the status of implementation.  The General Manager be requested to engage Toronto's civic tech community on this project.

The following City staff gave a presentation to the Audit Committee on this Item:

- Beverly Romeo-Beehler, Auditor General

- Ina Chan, Assistant Auditor General

- Mary-Anne Bedard, General Manager, Shelter, Support and Housing Administration

The Auditor General's Annual Work Plan includes a series of ongoing and upcoming audits along the housing continuum. The focus of this audit is the administration of the City's centralized waiting list for rent-geared-to-income (RGI) assistance. For many people, this list is the gateway to stable housing and access to financial assistance for housing in Toronto.

This audit is timely as the City develops its new housing and homelessness action plan for the next 10 years. The findings and recommendations can assist the City in setting its priority actions to more expeditiously open up and fill social housing spaces.

Although we recognized the City requires more social housing units to meet the demand for subsidized housing, there is an opportunity to make better use of the existing units.

We have made recommendations to break down barriers that keep people from moving along the housing continuum towards stable housing. These are categorized into four areas and highlight that the City needs to:

1. Improve the integrity of waiting list data to know exactly who is actively waiting and eligible for RGI housing assistance – so that units can be filled fairly and as quickly as possible

2. Review whether the City is properly prioritizing applicants and identify opportunities to better assess and rank applicants' needs for faster access to social housing and RGI assistance

3. Make better use of housing units, including units used for other purposes, thereby opening doors for more people to access RGI housing

4. Strengthen controls related to administering RGI assistance and increase service integration efforts across income-based programs

Our audit provides a total of 28 recommendations for the City, TCHC, and other housing providers to work together to open doors and help more individuals and families to achieve stable housing.

The Audit Committee recommends that:

1.  City Council request the Chief Engineer and Executive Director, Engineering and Construction Services, to:

a.  establish a process and criteria to review and assess liabilities arising from third-party errors and omissions.

b.  implement enhancements to the Project Tracking Portal to track the reasons for change orders for analysis and process improvements on an Engineering and Construction Services-wide basis.

c.  analyze the root causes for change orders, change order costs, and track recoveries from third parties on account of errors and omissions.

d.  ensure that future bridge rehabilitation project tenders are based on recent condition assessments, undertaken within five years of the construction tender preparation.

e.  formalize the implementation of the Professional Services Performance Evaluation, recently piloted by Engineering and Construction Services, to include consequences for poor performance up to and including suspension.

2.  City Council request the Chief Engineer and Executive Director, Engineering and Construction Services, to:

a.  establish specific service standards for the timely approval of change directives and change orders after finalizing the scope of work and pricing.

b.  ensure that work only commences after either a change directive or change order is issued which includes a clear and documented agreement on pricing and scope. For time-sensitive changes, staff should obtain appropriate approval via e-mail and expeditiously follow-up with change order documentation.

c.  ensure that delegated signing authority limits are enforced and that each signature on a change order is individually dated.

d.  establish a formal 'Record of Evaluation and Negotiation' template to internally document the negotiations with contractors over the cost of work and also the assessment of price reasonability.

e.  ensure that a change directive is always issued for quantity overruns that are expected to exceed a set threshold as outlined in Engineering and Construction Services's Capital Works Procedures Manual.

3.  City Council request the Chief Engineer and Executive Director, Engineering and Construction Services, to:

a.  in consultation with Corporate Finance, the Fair Wage Office, Legal Services and Purchasing and Materials Management, establish uniform labour burden rates to be used across all construction contracts.

b.  ensure that change work is properly tracked and monitored for unit price, time and material, and lump-sum change orders, and that the payment is made after work has been properly verified.

c.  ensure that substantial scope changes are minimized after the contract is awarded. Where it is not possible to avoid such changes, the Client Division should be fully informed of the impact of substantial scope changes on contract costs and timelines.

d.  ensure that project documentation on externally managed contracts are always retained within the Engineering and Construction Services Division.

e.  measure and monitor change order costs.

4.  City Council request the Chief Engineer and Executive Director, Engineering and Construction Services, to:

a.  review and update the contract language relating to Specific Condition 32 to remove any ambiguity.

b.  at the time of construction contract close-out, calculate the cost of engineering associated with the contract and summarize and review on an annual basis the overall cost of engineering as a percentage of construction costs with a view to evaluating whether the cost of engineering is reasonable.

c.  implement edit checks into the Project Tracking Portal to prevent errors and to ensure the accuracy and completeness of important contract information such as tender award date, purchase order date, and substantial completion date. Further, these edit checks should ensure that standard contract naming conventions are used.

d.  ensure that production and training data in the Project Tracking Portal are segregated to maintain data integrity.

e.  develop and implement a standard procedure for transferring funds from unused tender line items to contingency through the use of change orders.

f.  ensure that contingency items such as miscellaneous items, provisional items and various allowances are appropriately tagged in the Project Tracking Portal for tracking, monitoring and analysis of contingency usage.

The following City staff gave a presentation to the Audit Committee on this Item:

- Beverly Romeo-Beehler, Auditor General

- Ruchir Patel, Senior Audit Manager, Auditor General's Office

- Michael D'Andrea, Chief Engineer and Executive Director, Engineering and Construction Services

This report presents the results of the Auditor General's audit of the Engineering and Construction Services Division.

The objective of the audit was to assess the ECS Division's contract management processes and controls over capital construction work. The audit focused on assessing the effectiveness, efficiency and economy of the management of construction and consulting contracts.

Phase one resulted in a report entitled "Phase One: Controls over Substantial Performance and Warranty Inspection Processes Should be Strengthened", which was presented to the Audit Committee on July 13, 2018.

https://www.toronto.ca/legdocs/mmis/2018/au/bgrd/backgroundfile-117959.pdf

Phase two of this audit, the subject of this report, focuses on change order management.

This phase two report highlights areas to improve the management of change orders in ECS contracts. Although change orders can occur on construction contracts, this report highlights the need for staff to comply with ECS guidelines and to improve oversight of change orders to ensure the City receives the best value for money. ECS has good procedural documentation and guidelines to support the change order process. However:

1. Staff did not always adhere to these guidelines. Controls over change order   approvals and compliance needs strengthening.

2. Documentation was either missing or needs improving for some important areas including price negotiations, liability assessment for errors and omissions, verification of work completed, and change order support.

3. There are also opportunities to: (a) minimize design errors and omissions, and (b) where appropriate, pursue recovery for design errors and omissions.

Our audit provides a total of four recommendations to improve effectiveness, efficiency, and economy of the construction change management process.

The Audit Committee recommends that:

1.  City Council request the Chief Purchasing Officer to work with the Controller to:

a.  standardize and refine product purchases across divisions

b.  capture data to track usage and compare against the goods and services specified in the contract

c.  expand data analytics to centrally monitor and analyze expenditures as part of the contract management and payment process

d.  develop a reporting process to identify large deviations in goods purchased, from the goods specified in contracts, documenting the reasons for the deviation, and estimating the financial impact.

2.  City Council request the Controller to develop a process to verify the accuracy of early payment discounts for both interface and non-interface payment vendors. The ‘discount lost’ report should be updated to identify and include discounts lost on interface payments.

3.  City Council request the Controller to automate recording, monitoring and collection of volume rebates. Outstanding amounts of volume rebates should be followed-up on, including those identified during the audit.

4.  City Council request the Chief Purchasing Officer to compare the current list of volume rebate vendors with City contracts to identify any vendors offering discounts but which may have been omitted from the existing manually maintained list.

5.  City Council request the Chief Purchasing Officer to review and update the procedures related to contract set-up in SAP so the detailed line items are entered in the system in accordance with the contract.

6.  City Council request the Chief Purchasing Officer to develop criteria and procedures for limiting the use of ‘miscellaneous category’ in contracts. Any excess expenditures under the miscellaneous category over a specified limit should be reported as exceptions to respective Division Heads.

7.  City Council request the Controller to evaluate whether controls can be automated to identify invalid/expired contracts used in interface payment files before they are processed in SAP. If developing such a control is cost-prohibitive, alternate procedures should be developed in coordination with divisions to ensure interface payment files are correctly prepared.

8.  City Council request the City Manager to advise Division Heads to ensure compliance with purchasing policies and procedures. Contract spend reports provided by Purchasing and Materials Management Division should be reviewed in a timely manner and contract target values be amended, where required, before additional funds are committed.

9.  City Council request the Chief Information Officer to develop policies and procedures to review SAP access for divisions so that they can periodically review whether staff access to systems is appropriate, and make any necessary changes in a timely manner.

10.  City Council request the Controller to evaluate the feasibility of establishing a Centralized Contract Management Unit/Centre of Excellence to look after City-wide contracts, where possible. The Unit should be responsible for:

a.  performing continuous controls monitoring on contracts, including analyzing divisional purchases, consolidating overall trends, and monitoring contract compliance

b.  developing criteria for providing exception reports to divisions on contract compliance, for example, purchase of goods not listed in the contract, and following up with divisions on any potential changes required to contracts

c.  developing processes and guidelines for divisions to improve automation and consistency in ordering, receiving and paying for goods and services.

11.  City Council request the General Manager, Fleet Services, to take the lead in:

a.  developing a periodic review process with the Vendor on competitive pricing of parts that are being supplied to the City. A criteria should be developed to have adequate parts covered under each review. Results of price adjustments should be documented after each review

b.  developing a process to approve new parts prices in the system

c.  co-ordinating the auto parts price management processes with other City divisions for their review and implementation.

12.  City Council request the General Manager, Fleet Services, to develop processes:

a.  to reconcile auto parts purchases, returns and prices between the City’s inventory system and the vendor’s billing system on an ongoing basis

b.  to resolve reconciliation issues in a timely manner and only those invoices should be paid that reconciles with the City records.

13.  City Council request the General Manager, Fleet Services, to review price and quantity variances identified during this audit. Any overpayments and/or outstanding credits identified should be recovered from the vendor. Reasons why these variances occurred should be documented and appropriate controls implemented.

14.  City Council request the Director, Real Estate Services, to develop a process for updating properties owned or leased by the City including changes to the ownership in a central database. The database should be used to reconcile addresses with the hydro invoice payment system on a periodic basis, and any hydro services identified as not related to the City should be terminated.

15.  City Council request the Director, Environment and Energy Division, to perform a one-time validation of those accounts that do not have a specific service address, with respective divisions and establish a baseline for future validation.

16.  City Council request the General Manager, Facilities Management Division to develop:

a.  a complete list of all City-owned transformers

b.  a process for validating city’s records of transformers with hydro service provider for eligible credits.

Further, the transformer list should become part of the Facilities maintenance program.

17.  City Council request the General Manager, Facilities Management Division, to develop a process to monitor demand for City-owned transformers in order to ensure  appropriate credits are received when credit thresholds are achieved.

18.  City Council request the Director, Environment & Energy Division, to review other utility payments for address reconciliations and to implement similar controls as recommended for hydro service payments.

19.  City Council request the Director, Accounting Services, to improve the duplicate payment check criteria and recover the outstanding duplicate and /or incorrect payments identified during the audit.

20.  City Council request the City Manager to forward this report to Division Heads and Chief Executive Officers of major City agencies and corporations, and request them to review and consider implementing the recommendations that are relevant to their respective operations, in particular, recommendations relating to purchasing, payment and contract management related areas.

The Auditor General's 2018 Audit Work Plan included an audit of interface billing vendors. To save invoice processing costs, the City processes a significant number of invoices (over 30% of total City payments) through the interface bill payment process. This process allows vendors to submit multiple invoices through a consolidated electronic file.

The objective of this audit was to evaluate the controls over the vendor interface billing and payment processes.  The audit identified opportunities to leverage data to improve strategic procurement, contract management and payment processes.

This report highlights continuous improvement opportunities in three areas:

1. Monitoring goods listed in the contract against actual usage – We recommend, where possible, tracking and analyzing usage prior to proceeding with new procurements so that the City receives the most competitive prices and that the integrity of the procurement process is maintained.

2. Setting up interface billing processes and contracts properly – The City is missing out on some discounts and volume rebates due to inadequate set-up of various records.  The City lost over $300,000 in early payment discounts and volume rebates on selected vendors during January 2015 to June 2018. The City has an opportunity to improve controls so that it properly captures these discounts.

3. Improving contract management practices – Contract management processes for interface billing payments are not efficient. The City can improve its contract management, strategic procurement and payment processes by developing data needs upfront, during the procurement process, and electronically capturing usage information across divisions to better analyze usage against the contracted items and verify payments.

The recommendations included in this report relates to control design and are applicable to all types of payment methods, interface and non-interface payments including the new Purchase-to-Pay(P2P) process the City is currently implementing.

Implementing the 20 recommendations in this report will support the City in its continuous improvement of controls over the purchase and payment for goods and services, and improve the processing of interface bills. When the City moves to a new system, such as the new Purchase-to-Pay (P2P) solution, the recommendations should be included in the control design.

The Civic Appointments Committee recommends that:  

1.  City Council appoint Shane Rayman to the Greater Toronto Airports Authority Consultative Committee, at pleasure of Council, for a term office ending July 16, 2023, and until a successor is appointed.

2. City Council direct that the balance of Confidential Attachment 1 to the report (June

24, 2019) from the City Clerk remain confidential as it relates to personal matters about identifiable individuals being considered for appointment to the Greater Toronto Airports Authority Consultative Committee.

Candidate's biography:

Shane Rayman

Shane Rayman is a partner at Rayman Beitchman LLP who specializes in expropriations law and real property litigation. He has expertise in areas relating to claims for private nuisance arising from noise and environmental disturbance. Shane has served as President of the Ontario Expropriation Association and is a frequent lecturer and author on issues regarding private nuisance, expropriations law, and the interaction between government and private property owners.

At its meeting on December 4, 5, and 13, 2018, City Council amended the Public Appointments process by authorizing the City Clerk to shortlist, interview and recommend candidates to the Civic Appointments Committee for appointment to the Greater Toronto Airports Authority Consultative Committee by City Council.

This report recommends the appointment of one public member to the Greater Toronto Airports Authority (GTAA) Consultative Committee for a four-year term of office, at pleasure of Council ending July 16, 2023, and until a successor is appointed.

The Civic Appointments Committee recommends that:

1.  City Council appoint the following candidates to the Heritage Toronto Board, at pleasure of Council, for a term of office ending on July 17, 2023 and until successors are appointed:

Lori Davison

Sandy Kedey 

James Lane

Shirin Mandani

Claire Nelischer

Leslie Thompson

2.  City Council appoint the following candidates to the Heritage Toronto Board, at pleasure of Council, for a term of office ending on July 17, 2021 and until successors are appointed:

Juliet French

Martin Green

Jeff Junke

3.  City Council direct that the balance of Confidential Attachment 1 to the report (June 21, 2019) from the Executive Director, Heritage Toronto remain confidential as it relates to personal information about identifiable individuals being considered for appointment to the Heritage Toronto Board.

Candidates' biographies:

Lori Davison

Lori Davison is Vice President, Brand Strategy & Communications at SickKids Foundation where she lead the launch of the Internationally awarded SickKids VS campaign.  Prior to joining SickKids, Lori had roles on the senior management teams of leading advertising agencies Leo Burnett and BBDO.  Lori holds a Master of Arts degree from University of Toronto.   She was named Canada’s 2017 Marketer of the Year by the Canadian Marketing Association and 2018 Marketer of the Year by Strategy Magazine.

Juliet French

Juliet French has held several administrative positions with the federal government, the most recent being with the Department of Canadian Heritage. A graduate of the University of Toronto (HBA 2000 Art History) Juliet has volunteered and worked with a series of art and cultural organizations in Canada and the US including Stella Jones Gallery, New Orleans; Harbourfront Centre, CARFAC Ontario, Descant Magazine and Lord Cultural Resources.

Martin Green

Martin Green is a Principal of Foresight Strategic Advisors, a Toronto-based consultancy that advises organizations in highly-regulated sectors on complex challenges. He has had a life-long interest in history and architecture, and is an alumnus of Duke University. Martin has served as an honorary aide-de-camp to the Lieutenant Governor of Ontario, and is a recipient of the Queen Elizabeth II Golden Jubilee Medal and the Ontario Volunteer Service Award. He is married with two children.

Jeff Junke

Jeff Junke holds an Honours Bachelor of Arts in History and English from the University of Ottawa and a Master of Professional Communication from Ryerson University. He is currently Communications Manager at CivicAction, a non-profit that focuses on various urban issues. Originally from the Niagara Region, Jeff now calls Toronto's Danforth East neighbourhood home and has a strong passion for Toronto's past and how it can shape the city's future.

Sandy Kedey

Born and raised in Toronto, with 29 years teaching Design thinking and Advertising at OCAD University, Sandy is a tenured Professor in the Faculty of Design, as well as Chair of the Advertising Program, responsible for creating Canada’s only registered university four-year Advertising Design Program. As a practicing professional, she holds over 20 years in both international advertising agencies, awarded in virtually every category of business.

James Lane

James Lane is a commercial litigation lawyer engaged in private practice as a partner of the Toronto firm of Bersenas Jacobsen Chouest Thomson Blackburn LLP.  He has extensive board experience in the not-for-profit sector with a focus on board governance, including as founder and Board Legal Officer of Medecins sans Frontieres, Canada and Board Chair of the Canadian Centre for Victims of Torture.

Shirin Mandani

Shirin brings over 20 years of leadership experience in many not-for-profit agencies in Canada and internationally. She has a Masters' degree in Public Policy Administration and Law from York University and a Post degree Diploma in Not-for-Profit Management from University of Western Ontario. Trained in Governance and Leadership from Kellogg Schulich School of Business, she has worked in world renowned agencies along with agencies serving many ethnic and diverse groups in Toronto.

Claire Nelischer

Claire Nelischer is an urban planner whose work focuses on planning and policy to support a vibrant public realm. She is currently a Project Manager at the Ryerson City Building Institute, where she leads research and public programs on topics related to street design, parks policy, and Toronto's built and cultural heritage. She frequently presents and writes on urban issues. Claire holds a M.Sc. in City and Regional Planning from Pratt Institute and a BAH from Queen’s University.

Leslie Thompson

Leslie Thompson is an independent corporate board member (15+ years), risk management consultant and visual artist.  She actively promotes the value of heritage in her downtown Toronto community. Her governance and board experience has encompassed public (listed) and not-for-profit corporations, crown agencies, civic and community organizations.

The purpose of this report is to recommend the appointment of public members to the Heritage Toronto Board of Directors.

The Civic Appointments Committee recommends that:  

1.  City Council appoint the following candidates to the Toronto Atmospheric Fund Board, including one as Chair, at pleasure of Council, for a term office ending July 16, 2023, and until successors are appointed:

Laurel Atkinson

Deepak Ramachandran

Parminder Sandhu, as Chair

2. City Council direct that the balance of Confidential Attachment 1 to the report (June 24, 2019) from the City Clerk remain confidential as it relates to personal information about identifiable individuals being considered for appointment to the Toronto Atmospheric Fund Board.

Candidates' biographies:

Laurel Atkinson

Laurel's first career was as an outdoor educator where she was fortunate to have experienced many remote and unique Canadian rivers and landscapes. She has managed programs for small, community-based environmental non-profits in Toronto and Peterborough. As Program Director at The W. Garfield Weston Foundation, she currently provides strategic grants management to the Foundation's northern-focused grants.

Deepak Ramachandran

Deepak is a start-up entrepreneur, investor and advisor with a focus on next-generation technology and business models. He is the co-founder and CTO of FundThrough, past Board Chair at Miovision, and past member of the TAF investment committee. He has experience at McKinsey and Bridgewater Associates, as well as broad-based start-up and corporate experience, including finance, software, electronics, and professional services across North America, Europe and Asia.

Parminder Sandhu

Parminder Sandhu is a seasoned executive focused on delivering results for customers through engaged employees and thoughtful consideration of all stakeholders. He has been involved in over $2B of energy efficiency or climate change programming across North America. He founded and grew Willis Energy Services (ON) to become Canada’s largest program delivery firm which was sold to Clearesult. He is now focused on direct investments primarily on solutions to climate change and sustainability.

At its meeting on December 4, 5, and 13, 2018, City Council amended the Public Appointments process by authorizing the City Clerk to shortlist, interview and recommend candidates to the Civic Appointments Committee for appointment to the Toronto Atmospheric Fund Board by City Council.

This report recommends the appointment of three public members to the Toronto Atmospheric Fund (TAF) Board for a four-year term of office, at pleasure of Council ending July 16, 2023, and until successors are appointed.

The Civic Appointments Committee recommends that:  

1.  City Council appoint the following candidates to the Toronto Preservation Board, at pleasure of Council, for a term office ending July 18, 2023, and until successors are appointed:

Robert Allsopp

Geoff Kettel

Barbara McPhail

Loryssa Quattrociocchi

Julia Rady

Sandra Shaul

Kim Storey

2. City Council direct that the balance of Confidential Attachment 1 to the report (June 21, 2019) from the City Clerk remain confidential as it relates to personal information about identifiable individuals being considered for appointment to the Toronto Preservation Board.

Candidates' biographies:

Robert Allsopp

Robert has a wide range of involvement in voluntary local community associations and advisory committees and professional design review panels and design competition juries. He is a founding member of Friends of Fort York and current member of Presidents Circle, Architectural Conservancy of Ontario. He has over 50 years of volunteer and professional involvement in Civic issues.

Geoff Kettel

Geoff Kettel is a community connector and advocate for “making places better”, through active involvement in land use planning, heritage preservation, active transportation, and community development.  He is currently Co-President of the Leaside Property Owners’ Association, Co-Chair of the Federation of North Toronto Residents‘ Associations (FoNTRA),  Chair of the North York Community Preservation Panel, member of the Steering committee of Walk Toronto

Barbara McPhail

Professionally, I have 37 years of experience in the cultural heritage sector providing heritage expertise in the research, evaluation and designation of heritage property under the OHA; the application of the Standards and Guidelines for the Conservation of Provincial Heritage Properties and the Standards and Guidelines for the Conservation of Historic Places in Canada: and, in the preparation of heritage impact assessments. I am conversant in the City’s heritage issues and local history.

Loryssa Quattrociocchi

I hold a Master's degree in Art History & Visual Culture from the University of Guelph, with a specialization in architectural history, and I have held appointments at the University of Oxford, the University of Guelph, the Gardiner Museum, and Sir John Soane's Museum, London, UK. I am presently a Heritage Conservation Assistant at Architectural Conservancy Ontario, a Heritage Consultant at Giaimo Architects, and a fourth-year D.Phil. in History student at the University of Oxford.

Julia Rady

Julia Rady, PhD completed her doctoral training in Canadian History at the University of Toronto in 2017. She parlayed her training into the heritage field and works as a historical consultant for Stevens Burgess Architects Ltd., and has contributed historical content to both Heritage Toronto's plaques program and the Osgoode Society for Canadian Legal History's Oral History program. 

Sandra Shaul

Sandra Shaul has served on the Toronto Preservation Board since 2016, recently as vice-chair. From 2003-06 she served on the T&EY Community Preservation Panel, as well as on the board. In recent years, her passion for Toronto’s history and architectural heritage was expressed through her management of the citywide Bicentennial Commemoration of the War of 1812 and Toronto’s Great War Attic. She has been a director of The Annex Residents’ Association responsible for heritage since 2005.

Kim Storey

Kim Storey, OAA, B.Arch., FRAIC, is an architect and urban designer, whose firm Brown and Storey Architects Inc., is a multidisciplinary firm that has worked with a range of city public spaces, streetscapes, buildings and civic infrastructures, including original research of the Garrison Creek Ravine, Taddle Creek Ravine, Dundas Square, Massey Harris Park, St. George Street, and the West Toronto Railpath.

This report recommends the appointment of 7 public members to the Toronto Preservation Board for a four-year term of office.

The Civic Appointments Committee recommends that:  

1.  City Council appoint the following candidates to the Yonge-Dundas Square Board, including one as Chair, at pleasure of Council, for a term office ending July 16, 2023, and until successors are appointed:

Michael Fenton, as Chair

Jan Mollenhauer

Jeremy Roach

2.  City Council appoint the following the stakeholder representatives to the Yonge-Dundas Square Board, at pleasure of Council, for a term office ending July 16, 2023, and until successors are appointed:

Robert (Bob) Emond, as the Downtown Yonge Business Improvement Area representative

Michael Forbes, as the Ryerson University representative

Ian Gemmell, as the McGill-Granby Village Residents' Association representative

Sheila Jennings, as the Downtown Yonge Business Improvement Area representative

Stefania Paterak, as the Corporation of Massey Hall and Roy Thompson Hall representative

3. City Council direct that the balance of Confidential Attachment 1 to the report (June 24, 2019) from the City Clerk remain confidential as it relates to personal information about identifiable individuals being considered for appointment to the Yonge-Dundas Square Board.

Candidates' biographies:

Robert (Bob) Emond (Downtown Yonge Business Improvement Area representative)

Robert Emond is a dynamic, high-performing retail visionary driven to succeed with 40 plus years of comprehensive management and strategic business leadership experience in highly competitive environments with a relentless focus on enhancing the customer experience. He has demonstrated coaching and mentoring skills with a history of effectively motivating peers and associates. He currently oversees a portfolio of retail properties in Toronto including 10 Dundas East in the heart of the city.

Michael Fenton, as Chair

Mike Fenton is a strategically-focused senior executive with a proven record of building added value brands ,in the private and non-profit sectors. He has held executive roles in the philanthropic industry with national, regional, and international organizations where he has developed expertise in the education, health, social services, advertising/ communications, and government relations sectors. A lifelong Toronto resident, Mike has held various board positions, most recently with George Brown College.

Michael Forbes (Ryerson University representative)

For over 20 years, Michael Forbes has provided strategic communications and policy advice to major corporate, consumer, and public sector clients. Michael joined Ryerson University in 2011, where he has worked in a number of progressively senior roles. He is currently Group Director, Communications, managing a central team whose primary responsibility is to enhance and protect the reputation of Ryerson University.

Ian Gemmell (McGill-Granby Village Residents' Association representative)

Ian Gemmell was born in Edinburgh, Scotland, educated at the Edinburgh College of Art, and emigrated to Canada in 1963. He has worked in the architecture and appraisal departments for the Canada Mortgage and Housing Corporation, as the Vice-President of Mortgages for a large trust company, and as the owner of a graphic design company. Ian now works as a real estate agent. He has served as the local resident's association representative on the Yonge-Dundas Square Board since October 2011.

Sheila Jennings (Downtown Yonge Business Improvement Area representative)

Sheila Jennings joined Cadillac Fairview in 2005 and has worked as the General Manager at four of its shopping centres, including Shops at Don Mills – the first urban outdoor shopping village – and, most recently, at its flagship property – the Toronto Eaton Centre. She has interacted with various groups throughout her career, including office and retail clients, developers, and homeowners. Sheila is one of the Downtown Yonge Business Improvement Area's nominees on the Yonge-Dundas Square Board.

Jan Mollenhauer

Jan Mollenhauer is a marketing professional with more than 30 years in the advertising and consumer packaged goods industries. She has a diverse business background leading marketing development and managing business units in Canada, the U.S., and globally. A graduate of Queen's University in Economics, Jan also holds the ICD.D designation from the Institute of Corporate Directors. She has volunteered in her local community and with leading Canadian health organizations.

Stefania Paterak (Corporation of Massey Hall and Roy Thompson Hall representative)

Stefania Paterak has been immersed in the field of arts and culture for many years. She is currently the Programming Manager of Massey Hall and Roy Thomson Hall, two of Canada's premier concert halls. Stefania has an Honours BA in English and History from University College at the University of Toronto and a Certificate in Arts Administration from Humber College. She has served on the Board of Directors for the Canadian Arts Presenting Association.

Jeremy Roach

Jeremy Roach is a marketing executive who has been involved in national strategies for the past 15 years. With previously held positions within Harbourfront Centre, CTV, Nielsen, and DreamWorks, his professional experience ranges from consumer behaviour to creative management. In his quest to support Toronto's social wellbeing and egalitarianism, he joined the Board of Directors for Homes First Society in 2011. In addition, he is also on a special task force to support regional resilience.

At its meeting on December 4, 5, and 13, 2018, City Council amended the Public Appointments process by authorizing the City Clerk to shortlist, interview and recommend candidates to the Civic Appointments Committee for appointment to the Yonge-Dundas Square Board by City Council.

This report recommends the appointment of three public members and five stakeholder representatives to the Yonge-Dundas Square Board for a four-year term of office, at pleasure of Council, ending July 16, 2023, and until successors are appointed.

The Civic Appointments Committee recommends that:  

1. City Council appoint the following candidates from 18 Indigenous organizations to the Aboriginal Affairs Advisory Committee, at pleasure of Council, for a term of office ending on November 14, 2022:

Kaitlyn Adam Lewis

Andrea Chrisjohn

Larry Frost

Shadrak Gobért

Pamela Hart

Regina Hartwick

Marilyn Hew

Tracey King

Millie Knapp

Ruth Koleszar-Green

Nancy Martin

Blanche Meawassige

Angus D. Palmer

Frances Sanderson

Tanya Senk

Jeffrey Schiffer

Steve Teekens

Bryan Winters

Candidates' and their organization's biographies:

Kaitlyn Adam Lewis

Kaitlyn is Anishinaabe from Couchiching First Nation (Treaty 3.) She currently works for the Native Canadian Centre as a Language Resource Developer and as the Youth Council Coordinator for the Toronto Indigenous Health Advisory Circle.

The Toronto Indigenous Youth (TIYC) Collective was formed in 2015 to solve health inadequacies for urban Indigenous youth. Our projects are centered on making traditional knowledge and health resources accessible to Indigenous people living in Toronto. TIYC consists of eight young leaders from diverse Indigenous backgrounds who bring unique individual strengths and interests to this work.

Andrea Chrisjohn

Andrea is the Board Designate (de facto Executive Director) and a strong leader in the Indigenous community in Toronto. She has been actively engaged in previous terms of the Aboriginal Affairs Committee.

Toronto Council Fire Native Cultural Centre is an autonomous, vibrant cultural agency that involves and serves the Indigenous community with confidence for and commitment to their well-being. Their mandate is to provide counselling, material assistance and other direct services to First Nations people as well as to encourage and enhance spiritual and personal growth.

Larry Frost

Larry Frost is the Executive Director of the Native Canadian Centre of Toronto. As a long-time Indigenous leader in Toronto, he has been actively engaged in previous terms of the Aboriginal Affairs Committee.

The Native Canadian Centre of Toronto is a membership-based, charitable organization whose mission is to empower the Indigenous community in Toronto by providing programs that support their spiritual, emotional, physical and mental well-being. 

Shadrak Gobért

Shadrak (Shak) Gobért has been involved with the Indigenous community for many years here in Toronto, including with the Toronto Indigenous Business Association (TIBA). He currently works for the Ontario Federation of Indigenous Friendship Centres

The Toronto Indigenous Business Association (TIBA) is a grassroots organization, which is working to unite Indigenous entrepreneurs in the GTA to network, build our businesses together, and move towards realizing our community's vision of an Indigenous neighbourhood district in the city. TIBA's mission is to develop and unite GTA indigenous businesses and cultural community initiatives for a sustainable future.

Pamela Hart

Pamela is a member of Chippewas of Georgina Island on Lake Simcoe. She has years of work in the community offering support and advocacy to those facing intergenerational traumas, mental health, addictions, homelessness, violence and more. Currently as the Executive Director of Native Women's Resource Centre of Toronto she continues to try and empower the community through restoration of identity, safe spaces and cultural reconnection.

The Native Women’s Resource Centre of Toronto (NWRCT) provides a safe and welcoming environment for all Aboriginal women and their children in the Greater Toronto Area. Their programs fall under six broad categories: Housing, Families, Advocacy, Employment, Education, and Youth. The NWRCT provides individual support, group programming, and cultural initiatives.

Regina Hartwick

Regina Hartwick is an Anishinaabeg scholar and educator from Ardoch Algonquin First Nation and a specialist in Indigenous Education. As Manager of Humber College's Aboriginal Resource Centre is champion for student equity and inclusion, playing strategic and direct roles to create an inclusive, welcoming place of learning, where students feel a sense of safety, community and belonging.

The Aboriginal Resource Centre at Humber College works in partnership with regional Aboriginal communities to ensure Aboriginal students are supported and connected to their learning environment- academically, culturally and socially. It provides support assist Aboriginal students in making the transition and adjustment to the challenges of college life while creating an awareness and appreciation of Aboriginal culture and history in the greater campus community. 

Marilyn Hew

Marilyn Hew is a Métis woman living in Toronto with roots in Penetanguishene. She is a citizen of the Metis Nation of Ontario and Secretary/Treasurer for the Toronto and York Region Métis Council. She is a retired teacher with the TDSB where she worked beginning in 1975. She continues to support education by occasionally teaching at Middle School and sits on the TDSB's Urban Indigenous Community Advisory Committee representing TYRMC for the MNO.

The Toronto and York Region Métis Council (TYRMC) is the elected Métis government within the City of Toronto and the only organization in Toronto specifically representing Métis people.

Tracey King

Tracey is the Aboriginal Human Resources Lead/Consultant at Ryerson University. Tracey supports Aboriginal recruitment and retention at Ryerson in Human Resources, working with the Office of Aboriginal Initiatives, Ryerson Aboriginal Student Services (RASS) and the Aboriginal Education Council. She is also part of the leadership team in the Office of the Vice-President, Equity and Community Inclusion. 

Ryerson University is committed to community engagement, action, inclusion, respect for Aboriginal perspectives, equity, diversity and putting people first. The Office of the Vice President, Equity and Community Inclusion collaborates across campus to make Ryerson a truly inclusive place to learn and work.

Millie Knapp

Millie Knapp has 25-plus years of work experience in media as a publisher, feature writer, photographer, managing editor, and advertising sales specialist. The cultivation of an international business and community network enriches her work as a panel and advisory board member for Arts and Entertainment programs and social community groups. She has been Executive Director of the Association for Native Development in the Performing and Visual Arts (ANDPVA) since 2012.

The ANDPVA is Canada’s oldest Indigenous arts service organization, providing support to Canadian Indigenous artists in Ontario and around the world. ANDPVA's mission is to create, support and develop a self-sufficient community of Indigenous artists who preserve traditional knowledge, advance respective cultural identities and reflect evolving cultural expression. 

Ruth Koleszar-Green

Ruth is an Assistant Professor in the School of Social Work at York University. She is also the co-chair of the Indigenous Council at York and the Special Advisor to the President on Indigenous Initiatives. She is an urban Indigenous person and a citizen of the Haudenosaunee Confederacy. She is from the Mohawk Nation and a member of the Turtle Clan.

York University is a public research university in Toronto. Its Indigenous Council (IC) is well positioned to provide guidance to the University in implementing Indigenous programming and curricula and play a pivotal role in helping to advance the University's reconciliation and Indigeneity agenda.

Nancy Martin

Nancy was born and raised in Toronto. Her Mohawk roots originate from Six Nations of the Grand River. She has been the Executive Director of Miziwe Biik Aboriginal Employment & Training for the past 25 years.

Miziwe Biik Aboriginal Employment and Training was created in 1991 to meet the unique training and employment needs of Aboriginal peoples. Miziwe Biik provides the Greater Toronto Area’s Aboriginal community with training initiatives and employment services. Their mission is to provide services to the Aboriginal peoples in the Greater Toronto Area; to work with employers to secure employment opportunities; to deliver federal and provincial programs; and to promote Aboriginal entrepreneurship and the development of economies. 

Blanche Meawassige

As Executive Director of Anduhyaun, Blanche provides leadership and support in delivering their mission.

Anduhyaun Inc. serves Indigenous women and their children fleeing violence. This includes supporting Indigenous women and children in their efforts to maintain their cultural identity, self-esteem, economic, physical and spiritual well-being. 

Angus D. Palmer

General Manager of Wigwamen Incorporated since 1998, Angus has overall responsibility for the management of Wigwamen’s 665 unit portfolio. Prior to joining Wigwamen, he worked as a Development Consultant, assisting in the development of 24 different non-profit and co-operative housing projects totaling over 800 units throughout Ontario, and assisting in the management of non-profit housing projects.

Wigwamen is one of Ontario's oldest and largest urban Indigenous non-profit housing providers. Wigwamen supports clients from all segments of the housing continuum, including the homeless, through our transitional housing and the poor/working poor through social and affordable housing.

Frances Sanderson

Raised in East York, currently residing in Scarborough. Frances is the Executive Director, Nishnawbe Homes Inc. She is the previous Co-Chair of the Aboriginal Affairs Committee. Other responsibilities include: Chair, Aboriginal Education Council, George Brown College; Member, Toronto Aboriginal Support Service Council (TASSC); Member, Indigenous Housing and Homelessness Community Advisory Board (CAB); Chair, Aboriginal Consultative Committee, Toronto Police Service.

Nishnawbe Homes provides affordable and safe housing to Indigenous people in Toronto.

Tanya Senk

Tanya Senk is a Metis/Cree/Saulteaux educator/writer/speaker/community leader. She has worked in the field of education and community for over twenty five years. Tanya is currently the Centrally Assigned Principal in Indigenous Education - Urban Indigenous Education Centre and the Principal of Wandering Spirit School, Toronto District School Board.

At the TDSB, the Urban Indigenous Education Centre offers a variety of services with the goal of closing the opportunity gap for Indigenous students. This mandate is approached by infusing Indigenous perspectives across the curriculum for all students as well as by providing direct wrap-around supports to enhance the overall achievement of First Nation, Métis and Inuit students throughout the TDSB. 

Jeffrey Schiffer

Jeffrey Schiffer was born and raised in Coast Salish territory and has Métis and German ancestry. Over the past 15 years Dr. Schiffer has held positions at the Earth Institute at Columbia University, Vancouver Aboriginal Child and Family Services Society, the Justice Institute of British Columbia, and the City of Toronto.  He is currently the Executive Director at Native Child and Family Services of Toronto.

Native Child and Family Services of Toronto (NCFST) serves Native families and children in the Toronto area, including First Nations, Métis, Inuit and all those with Aboriginal heritage who choose to be served by NCFST. NCFST strives to provide a life of quality, well-being, caring and healing for children and families in the Toronto Native Community. They do this by creating a service model that is culture based and respects the values of Native people, the extended family and the right to self-determination.

Steve Teekens

Steve Teekens has been working with the marginalized and homeless sector in Toronto since 1995. Steve is the Executive Director at Na-Me-Res where he has worked since 2008.  He has a degree in Public Administration and Governance from Ryerson University and is working on his Master’s Degree in Public Administration at Queen’s University.

In 1985, Native Men's Residence (Na-Me-Res) began offering emergency shelter to Toronto-based Aboriginal men who were without a place to live and has expanded its services to include a nationally-recognized transitional housing program as well as a long-term independent housing initiative. The Na-Me-Res team meets the physical, mental, spiritual, and emotional needs of their clients wherever they are on their journey.

Bryan Winters

Bryan Winters is a Nunatsiavut beneficiary from Happy Valley - Goose Bay, Labrador. He is now the Executive Director of the Toronto Inuit Association and is currently studying Indigenous Public Administration and Governance through First Nations Technical Institute in Tyendinaga Mohawk Territory and Ryerson University.

The Toronto Inuit Association was established in September 2016 to solidify the voice of Inuit in Toronto. TIA's mission is to create a community in Toronto for Inuit from all regions, where they can provide support in language learning, culture awareness, family services, employment and health services to Inuit and their families.

The report recommends the appointment of public members to the Aboriginal Affairs Advisory Committee.

The Civic Appointments Committee recommends that:  

1.  City Council appoint Jim Hart to the Toronto Police Services Board, at pleasure of Council, for a term of office ending November 14, 2022, and until a successor is appointed.

2. City Council direct that Confidential Attachments 1, 2 and 3 to the report (June 21, 2019) from the City Clerk remain confidential their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Toronto Police Services Board.

Candidate's biography:

Jim Hart

A lifelong resident of Toronto, Jim has resided in Scarborough for over 30 years with his wife Joan. A 31 year career with the City of Toronto spanned 7 divisions. Twenty-five of Jim’s 31 years were at the senior management level, including General Manager of Parks, Forestry and Recreation. Jim was appointed to Toronto City Council in 2017, to replace the late Ron Moeser. As a Councillor, Jim was particularly pleased to be chosen as the Vice-Chair of the Police Services Board in 2018.

The Civic Appointments Committee will conduct interviews and recommend one candidate to City Council for appointment to the Toronto Police Services Board.

The Civic Appointments Committee recommends that:

1.  City Council appoint the following candidates to the Toronto and Region Conservation Authority, at pleasure of Council, for a term of office ending July 16, 2023, and until successors are appointed:

Ronald Chopowick

Jennifer Drake

Heidi Karst

Maria Kelleher

Basudeb Mukherjee

Connie Tang

Estair Van Wagner

2. City Council direct that Confidential Attachments 1, 2 and 3 to the report (June 24, 2019) from the City Clerk remain confidential in their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Toronto and Region Conservation Authority.

Candidates' biographies:

Ronald Chopowick

Dr. Ronald Chopowick was an Administrator/Professor at Seneca College for 35 years, and at York University for more than 40 years. He was educated at the University of Toronto, where he obtained undergraduate and graduate degrees in Forestry and a Ph.D. in Plant Biochemistry and Ecology. Ronald is actively involved in his community, and has served on many boards, including the Ontario Trillium Foundation's Toronto Grant Review Team, the Toronto Public Library Board, and, most recently, the TRCA Board.

Jennifer Drake

Dr. Jennifer Drake is an expert in low impact development, stormwater management and wet weather policy. She completed her PhD at the University of Guelph in 2013 and is currently an Assistant Professor at the University of Toronto.

Heidi Karst

Over the past 16+ years, Heidi Karst, PhD, has worked across public, private and non-profit sectors in fields ranging from environmental conservation to historical preservation and human rights education to social policy. She has developed and implemented sustainable projects and policies, managed innovative programs, and fostered resilient communities and regional networks in Canada and internationally. She currently works for the Ministry of Environment, Conservation and Parks.

Maria Kelleher

Maria Kelleher has a Masters Degree in Environmental Engineering from the University of Toronto. She founded Kelleher Environmental, an environmental consulting company in 2002. Maria specializes in waste management, energy efficiency and climate change issues.  With over 30 years of experience in the environmental consulting industry, Maria has worked on a wide range of waste policy, strategy and stewardship as well as energy conservation and climate change projects.

Basudeb Mukherjee

Basudeb Mukherjee was born in Calcutta, India. He has attended post-secondary institutions in the US and Canada and has a BA (Hons.) and an M.Sc. in eHealth from McMaster University. He has worked in the IT industry for over two decades in various roles. Currently, he owns and operates a training institute in Scarborough, providing post-secondary skills training and teaches at Centennial College.

Connie Tang

Connie works in research communications in a bilingual research centre committed to driving change in Ontario’s employment and training sector. She specializes in knowledge translation and comes from an education and research background. Connie completed her Master of Science at the University of Toronto, and has worked to demonstrate how research-based activities can inform and support relevant stakeholder communities. She is an active advocate for evidence-informed practices.

Estair Van Wagner

Estair Van Wagner is an Assistant Professor at Osgoode Hall Law School where she teaches and researches in the areas of property, planning, natural resources, and environmental law. She is co-director of the Environmental Justice and Sustainability Clinic. Professor Van Wagner lives in Toronto with her partner and two young boys who also love nature and spending time outdoors.

The Civic Appointments Committee will conduct interviews and recommend seven public members to City Council for appointment to the Toronto and Region Conservation Authority (TRCA).

The Civic Appointments Committee recommends that:

1. City Council appoint the following candidates to the Toronto Music Advisory Committee, at pleasure of Council, for a term of office ending on November 14, 2022:

Paul Banwatt

Vivian Barclay

Mary An Blom

Shaun Bowring

Melissa Bubb-Clarke

Hannah Burgé Luviano

Jeff Cohen

Charlotte Cornfield

Kiana “Rookz” Eastmond

Aerin Fogel

Sarah Jarvis, as the Tourism Toronto representative

Tracy Jenkins

Jesse Kumagai

Rob Lanni

Tao-Ming Lau

Julisa Ly

Sofia Mikhaylova

Noah Mintz

Richmond “Tona” Nantwi

John Samuels

Spencer Sutherland, as the Toronto Association of Business Improvement Areas representative

Kim Temple

2. City Council direct that Confidential Attachment 2 to the supplementary report (June 26, 2019) from the General Manager, Economic Development and Culture remain confidential in its entirety as it relates to personal matters about identifiable individuals being considered for appointment to the Toronto Music Advisory Committee.

Candidates' biographies:

Paul Banwatt

Paul Banwatt is the drummer for the rock band The Rural Alberta Advantage and a lawyer at Gilbert's LLP. Paul has been nominated for a Juno, won CBC and Galaxie Rising Stars music awards, made several appearances on the US and Canadian Billboard charts, played the Coachella Music Festival, and been featured in numerous publications such as Spin, NME, Playboy Magazine, and The New York Times.

Vivian Barclay

Vivian Barclay, - General Manager of Warner Chappell Music Canada Ltd., has worked as a radio programmer and on-air host, in artist management, publicity and promotion and as a programmer for conferences and festivals. A Ryerson University Graduate with a degree, Vivian joined Warner Chappell in 2001, and rose through the ranks with stints in royalties, copyright, song plugging.  Vivian is on the boards of the CMPA, the CMRRA, SOCAN and Phemphat Entertainment Group- (Honey Jam Showcase).

Mary An Blom

A 21-year veteran of the industry, Mary An Blom is currently the Director of Corporate Strategy & Insights at Sony Music. Her role includes assessing new business ventures, which has allowed her to work with stakeholders in diverse aspects of the Toronto entertainment community.  She also works closely with the executive team on strategic planning, and is known for her ability to distil complex problems and deliver creative and collaborative solutions.  She is a classically trained flutist.

Shaun Bowring

Shaun Bowring is a musician, business person, entrepreneur, music industry advocate with 30 plus years involvement in the Toronto music scene. Owner and Creator of Transmit Presents promotion company, The Garrison and The Baby G live music venues. Shaun is a board member of Little Portugal BIA as well as the co-founder / Director of Dundas West Fest annual Toronto street festival.

Melissa Bubb-Clarke

Melissa Bubb-Clarke is the Sr. Dir. of Music Partnerships for MLSE, overseeing Live Nation Canada’s sponsorship portfolio including three award winning programs recognized by the Sponsorship & Marketing Council of Canada and the Canadian Marketing Awards.  Melissa sits on the board for the Unison Benevolent Fund, serves on the Communications Committee for Music Canada Live as well as the Advisory Committee for MusiCounts.  Melissa lives in Toronto with her husband and two children.

Hannah Burgé Luviano

Hannah Burgé Luviano has made appearances on radio, television, and stage, and in 2015 released her debut record, "Green River Sessions." She has toured the US extensively, and in 2016 traveled to Mexico City to headline the Polanco International Jazz Festival. She is a faculty member at Centennial College in the Music Industry Arts Program.

Jeff Cohen

Jeff Cohen (JC) is co-owner of iconic Toronto live music venues the Legendary H-Shoe Tavern and Lee's Palace. He also co-owns Toronto based Collective Concerts and The Toronto Urban Roots fest.

Charlotte Cornfield

Charlotte Cornfield is a critically acclaimed songwriter and multi-instrumentalist from Toronto. She has been touring for over 10 years both under her own name and as a side musician for a huge variety of acts. For the past five years she has been deeply involved in Toronto's music community as music programmer at the internationally renowned venue Burdock Music Hall, artistic director of the Toronto Bicycle Music Festival, and as a member of the Toronto Jazz Festival Advisory Committee.

Kiana “Rookz” Eastmond

Kiana “Rookz” Eastmond is an award-winning entrepreneur, the founder of Sandbox Studios and the newly appointed Executive Director at Manifesto. She is the definition of a hustler but her wins did not appear overnight. She is humbled by the process and a living testament that if you stick to your dreams, the payoff can be much more than you had originally signed up for.

Aerin Fogel

Aerin Fogel was born and raised in Toronto's East End. She is the founder and artistic director of Toronto feminist festival and show series Venus Fest, as well as her own music project Queen Of Swords. Aerin has been a part of the music industry for over 15 years, originally as a performer, and now as a producer and curator. She also works in the healing arts in Toronto as a professional astrologer.

Sarah Jarvis (Tourism Toronto representative)

Sarah Jarvis is the Director of Partnerships at Tourism Toronto. In her role, she is responsible for overseeing broader partnerships with industry stakeholders, Tourism Toronto members and corporate partners that benefit from the region's visitor economy. Sarah, a former musician, has had a long career in the arts and culture sector, working for organizations such as Luminato, the Toronto Symphony Orchestra, Endeavour Marketing and the Canadian Opera Company.

Tracy Jenkins

Tracy Jenkins is Executive and Co-Artistic Director of Lula Music and Arts Centre, which provides programming for Toronto salsa, jazz and world music venue Lula Lounge. Tracy oversees the educational programming at Lula and works with Co-Artistic Director Jose Ortega to produce the annual Lulaworld festival which has spawned the emerging Lulaworld label.

Jesse Kumagai

Jesse Kumagai is the VP, Talent for Live Nation Canada and was Director of Programming for The Corporation of Massey Hall & Roy Thomson Hall for more than a decade. In addition to his professional duties, Jesse has been an active volunteer currently serving as the Chair of Music Canada Live and a member of the Unison Benevolent Fund Board.  He is the former Vice-Chair of the Yonge Dundas Square Board of management, a former board member of CAPACOA and the Small World Music Society.

Rob Lanni

Rob Lanni (with Eric Lawrence) co-founded Coalition Music in the late '80s - a full-service management company.  The current client roster includes artists Our Lady Peace, Simple Plan, Finger Eleven, USS, Justin Nozuka, The Balconies, Andee and Ben Caplan.  In 2010, Coalition Music purchased and renovated a 12,000 square foot building in Scarborough (a former convent) that is home to Canada's Music Incubator (not-for-profit) and TEMPO (Through Education Music Provides Opportunity) charity.

Tao-Ming Lau

Tao is founder/agent at Blue Crane Agency, a music booking agency seeking to prioritize women, artists of color, and queer and trans musicians in North America and abroad. She is a Polaris Music Prize board director, sits on the TD Toronto Jazz Festival Artistic Advisory Committee, and was chosen as a Rising Star in Toronto Life Magazine's 50 Most Influential Torontonians of 2018. She was previously at touring agency Billions and Universal Music Canada.

Julisa Ly

Julisa has worked in the radio industry for 12 years and is currently the Music Director at 102.1 The Edge. Growing up, she's been a supporter of the local music scene and continues to do so.

Sofia Mikhaylova

Since being a journalism student at Ryerson, I have contributed much of my energy as a writer towards writing for numerous local Toronto publications. After university, I began a career in marketing, but continued writing about music in Toronto (and the world) on a freelance basis. In 2016, I went from throwing events for local DJs to creating an independent record label focusing on releasing instrumental electronic music from underrepresented female, trans, and non-binary artists and producers.

Noah Mintz

Noah Mintz is the owner of and a Senior Mastering Engineer at Lacquer Channel Mastering. Since 1975, Lacquer Channel Mastering has been one of Canada's premier mastering studios. Combining the best of vintage and state-of-the-art technology, Lacquer Channel currently has Canada's only operating record lathe. Previous to Mastering Noah was the singer and guitar player of the influential 90's indie rock band, hHead.

Richmond “Tona” Nantwi

Not your average master of ceremony or MC, Tona, armed with an in depth understanding of the power and the complexity of words, and a love of Hip hop, has developed his own creative niche through aboriginal and versatile demonstrations in an era where the true art of Hip hop seems to have been lost. Tona reminds the listener of the era where Hip hop was authentic, as he incorporates his own life experiences through rhymes. This appreciation plays a vital role in his most pivotal point.

John Samuels

Just John is a Musician based in Toronto. Raised in Scarborough he is the founding member of the art organization, Blank Canvas Gallery. Known for his high energy performance, John's vision has always been to be himself; push the boundaries in his art, contrasting styles, blurring genres and presenting fresh production and visual aesthetics. Just John has been trailblazing D.I.Y. culture for years. Inspired by social activism, he became the driving force behind Blank Canvas Gallery.

Spencer Sutherland (Toronto Association of Business Improvement Areas representative)

Spencer has served on TMAC since its inception, and as Co-Chair in 2017/18.  In the industry, he has owned and operated music venues in Toronto for over 10 years, and has produced over 1500 events.  He is well known for his advocacy work, having helped to author the Music Strategy, introduced measures to improve venue sustainability such as the Agent of Change, initiated a new focus on music to improve the Nighttime Economy, and continues to promote the cultural significance of music in Toronto.

Kim Temple

As Manager of Member & Industry Relations for Canadian Music Publishers Association, Kim advocates for copyright protection and serves its national membership.  She facilitates trade missions, runs international song camps, and fosters cross-sector creative industry collaboration.  As Head of Licensing & Publishing at Six Shooter Records, she runs the creative sync department and manages the label’s publishing roster. Six Shooter’s roster includes Tanya Tagaq and Whitehorse among others.

This report recommends the appointment of 22 individuals to the Toronto Music Advisory Committee at pleasure of Council, for a term ending on November 14, 2019.

The Economic and Community Development Committee recommends that:

1. City Council request the Province to adjust the process regarding school-based child care capital projects that have not received Approval to Proceed (ATP) from the Ministry of Education by:

a.  taking into consideration municipal annual budget approval requirements and allowing municipal councils the opportunity to consider and approve any operating and financial impacts associated with these new capital projects; and,

b.  extending the deadline of August 30, 2019 to at least October 31, 2019 for service system managers and school boards to jointly confirm priority school-based child care capital projects on a preliminary basis subject to a municipal council's annual budget approval process.

The Economic and Community Development Committee:

1.  Directed the General Manager, Children's Services to:

a.  Report to the September 5, 2019 Economic and Community Development Committee meeting with background and a status update on conversations with the Toronto District School Board (TDSB) regarding EarlyON programs in TDSB facilities.

b.  Report to the October 16, 2019 Economic and Community Development Committee meeting with potential service impacts of Provincial funding changes, and an update on any ongoing conversations or additional communications with the Provincial Government.

This report responds to a request arising from City Council's approval of the 2019 Operating Budget for Children's Services, for the Deputy City Manager, Community and Social Services to report to the Economic and Community Development Committee following the release of the 2019 provincial and federal budgets.

This report also provides information on an April 26, 2019 memo from the Ministry of Education to child care and early years service system managers and school boards requesting joint confirmation that school-based child care capital projects proposed since November 2016 can proceed.

The Economic and Community Development Committee recommends that:

1. City Council direct the General Manager, Children's Services to identify resources to continue funding the occupancy agreements with School Boards from January 1, 2020 until 2020 budget approval, in order to allow the matter to be considered as part of the 2020 Budget Process.

The report responds to a requirement for the General Manager, Children's Services to notify the four participating school boards in August, 2019 of the City's intention to terminate occupancy agreements effective January 1, 2020.

The Economic and Community Development Committee recommends that:

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

            Uptown Yonge:

            Adams, Derrick

            Beattie, Gordon

            Bhalla, Amar

            Cutruzzola, Adriana

            Jubb, David O.

            Kiratzis, Karen

            Mazelow, Alex

            Moretti, Angelo

            Nanoff, Alex

            Trabelsi, Ramzey

            Vargas, Jaime

2.  City Council direct that Schedule A of the Municipal Code Chapter 19, Business Improvement Areas, be amended by changing the number of directors of the following Boards of Management:

            Uptown Yonge                     14

The purpose of this report is to appoint directors to the Uptown Yonge Board of Management for the new term of Council and make necessary changes to Schedule A of the Municipal Code, Chapter 19.  Uptown Yonge BIA falls within two Community Council boundaries.

Based on the interviews and information provided to him, the General Manager of Economic Development and Culture has no information that would lead him to question the validity of the Uptown Yonge BIA's most recent Annual General Meeting (AGM) election results or to suggest any alternate course of action different from that recommended in the Report.

The Economic and Community Development Committee recommends that:

1.  City Council in accordance with the City's Public Appointments Policy, remove the following director from the Mount Pleasant Village Business Improvement Area (BIA) board of management set out below:

            -  Morris, Rick

The purpose of this report is to remove one director from the Mount Pleasant Village Business Improvement Area (BIA) Board of Management.  The Mount Pleasant Village BIA falls within two Community Council boundaries.

The Economic and Community Development Committee recommends that:

1.  City Council request the Mayor to designate a Member of Council as Toronto's Night Ambassador, to be the voice for Toronto's entertainment-related activities for the 2018 to 2022 term of Council.

2.  City Council direct the General Manager, Economic Development and Culture to:

a.  Report to the Economic and Community Development Committee on the key priorities of a nighttime operations working group that consists of invited participation from senior staff in Municipal Licensing and Standards, City Planning, Transportation Services and other relevant City divisions in 2020;

b.  Report to the Economic and Community Development Committee on advice from nightlife and creative sector for-profit and not-for-profit enterprises, do-it-yourself event organizers, and equity-seeking groups such as youth, women and LGBTQ2S on best practices to enhance inclusive social culture across Toronto at night in 2020;

c.  Pilot an arts event permit to host pop up performances in unconventional spaces working with the Executive Director, Municipal Licensing and Standards, the Chief Planner and Executive Director, City Planning and other appropriate City divisions; and

d.  Organize a free annual Toronto Nightlife Industry Town Hall with the private sector and community partners within a year, and annually thereafter, to help set priorities.

3.  City Council direct the Executive Director, Municipal Licensing and Standards, the Chief Planner and Executive Director, City Planning and other relevant City divisions to work with the General Manager, Economic Development and Culture to align the review of zoning and business licensing regulations to clarify the requirements for venues regularly presenting live music, and report to the Economic and Community Development Committee and the Planning and Housing Committee, as appropriate, in 2020.

4.  City Council direct the General Manager, Economic Development and Culture to work with the Executive Director, Municipal Licensing and Standards, other relevant City divisions, Toronto nightlife leaders and residents to:

a.  Develop a safer venue industry guide that incorporates safer spaces best practices, information on responsible consumption and safe working environments; and

b.  Develop a list of good neighbour principles for late-night businesses based on best practices around the world and adapted for Toronto.

5.  City Council direct the General Manager, Economic Development and Culture to work with the Chief Planner and Executive Director, City Planning to identify emerging entertainment areas outside the downtown core that can support entertainment uses at night and the future growth of nightlife in Toronto and report to the Planning and Housing Committee on potential opportunities and approaches in 2020.

6.  City Council direct the General Manager, Economic Development and Culture to work with the General Manager, Transportation Services, in consultation with relevant stakeholders, to explore the opportunities for additional transportation options specific to the nighttime economy and report to the Infrastructure and Environment Committee in 2020.

The phrase “nighttime economy” describes the social, cultural and economic activities that take place between 6 p.m. and 6 a.m. in the city. A key component of the nighttime economy is nightlife – which refers to entertainment-related activities. Toronto has a safe and lively nightlife that has the potential to grow, and the purpose of this report is to seek the necessary authority to implement the proposed actions of the Toronto Nightlife Action Plan, presented in Attachment 1. If approved, the actions will strengthen Toronto's nightlife over the next three years, using, and in some cases re-aligning, existing City resources.

The nighttime economy is the new competitive edge for post-industrial cities. Yet the nighttime economy is often overlooked in municipal economic and infrastructure planning. As a result of market forces and municipal policies, Toronto's nighttime culture is under threat from increasing business costs and regulatory challenges. This is not a unique problem. World-class cities like Amsterdam, New York, Berlin, Paris and Sydney are facing similar challenges and are actively taking steps to plan, protect and create nighttime activities. Their approach is based on the view that a vibrant nightlife attracts young, creative and talented people. Music, fashion, film, literature, visual arts and performing arts all thrive during the nighttime.

This report also addresses issues around the do-it-yourself (DIY) pop up music venues challenges (Attachment 2) and findings from an assessment of two hospitality zones in the city conducted by the Responsible Hospitality Institute (RHI) (Attachment 3).

The Economic and Community Development Committee recommends that:  

1.  City Council approve the recommended 2019 bed capacities and annual funding allocations as set out in Appendix A to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, which are in accordance with the 2019 Approved Operating Budget for Shelter, Support and Housing Administration.

2.  City Council approve the recommended 2020 bed capacities and annual funding allocations as set out in Appendix A to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget.

3.  City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate to:

a.  enter into agreements with community agencies for the provision of shelter services for up to the annual funding allocation as outlined in Appendix A to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, or up to the total approved in the 2019 Operating Budget for SSHA, as may be required, and subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget;

b.  enter into an agreement with the Ministry of Health and Long-Term Care to receive $9.214 million annually in 2019 and 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses, as approved in Shelter, Support and Housing Administration's 2019 Operating Budget and subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget;

c.  enter into an agreement with Mental Health Program Services of Metropolitan Toronto (Habitat Services) and issue payments up to $11.099 million gross and $1.885 million net in 2019 and $11.099 million gross and $2.220 million net in 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses as outlined in Appendix B to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of SSHA's 2020 Operating Budget;

d.  enter into an agreement with, and issue payments to the Toronto Hostels Training Centre (THTC) for the administration and provision of training for shelter, drop-in and other agency staff up to a maximum amount of $0.271 million gross and $0.135 million net in 2019 and 2020, as outlined in Appendix B to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of SSHA's 2020 Operating Budget.

4.  City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate to:

a.  enter into agreements with Mental Health Program Services of Metropolitan Toronto (Habitat Services) and to issue payments up to $0.490 million gross and net in 2019 and $1.358 million gross and net in 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses for the George Street Revitalization initiative as outlined in Appendix C to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget; and

b.  enter into agreements with community agencies on such terms and conditions as are satisfactory to the General Manager, Shelter, Support and Housing Administration for the provision of shelter services or housing for George Street Revitalization throughout 2019 and 2020, as shelter or housing sites are identified and as shelter operators are identified through a competitive process.

5.  City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate, in support of Shelter, Support and Housing Administration's efforts to open 1000 beds, to:

a.  enter into agreements with community agencies for the provision of shelter services for up to the annual funding allocation as outlined in Appendix C to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, or up to the total approved in the 2019 Operating Budget for Shelter, Support and Housing Administration, as may be required, and subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget; and

b.  enter into agreements with community agencies on such terms and conditions as are satisfactory to the General Manager, Shelter, Support and Housing Administration for the provision of shelter services to open 1000 new beds throughout 2019 and 2020, as shelter sites are identified and as shelter operators are identified through a competitive process.

6.  City Council authorize the Director, Real Estate Services to approve, execute and administer any licence or sublease agreements with a service provider of City owned or leased respite, emergency shelter, or transitional shelter space at less than market value, for a term that corresponds with the applicable operating agreement, and on such other terms and conditions deemed appropriate by the Director, Real Estate Services, and in a form acceptable to the City Solicitor.

The City of Toronto's Shelter, Support and Housing Administration division (SSHA) provides funding to 56 shelter sites operated by 32 community not-for-profit agencies through purchase of service contracts. All programs must meet the operating requirements set out in both the Toronto Shelter Standards (TSS) and the purchase of service contracts, and the programs are evaluated using a quality assurance review process.

This report provides recommendations on the 2019 and 2020 funding allocations for the purchase of service shelter system and funding levels for other related operating contracts, and requests authority to enter into licence or sub-lease agreements with service providers for provision of shelter and related services.

The Economic and Community Development Committee recommends that:

1.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to negotiate and enter into six (6) agreements with the six (6) successful proponents having met all the requirements set out in Request for Proposal 6815-18-7217 for the Provision of Short Term Accommodations for Shelter Clients through the use of Hotel/motel Services for Operated Shelters, on terms and conditions set out in the Request for Proposal and satisfactory to the General Manager, Shelter, Support and Housing Administration, and in a form satisfactory with the City Solicitor, as follows:

a.  73719 Newfoundland and Labrador Inc., for an initial term of one year from the date of award in in the amount of $8,600,000 excluding all taxes ($8,751,360 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $8,600,000 excluding all taxes ($8,751,360 net of Harmonized Sales Tax recoveries), for a total contract value of $43,000,000 excluding all taxes ($43,756,800 net of Harmonized Sales Tax recoveries);

b.  Om Tatsat Inc. (New Plaza Motel), for an initial term of one year from the date of award in the amount of $2,700,000 excluding all taxes ($2,747,520 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $2,700,000 excluding all taxes ($2,747,520 net of Harmonized Sales Tax recoveries), for a total contract value of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries);

c.  InnVest Hotels LP a/o Comfort Inn Pickering, for an initial term of one year from the date of award in the amount of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries), for a total contract value of $67,500,000 excluding all taxes ($68,688,000 net of Harmonized Sales Tax recoveries);

d.  InnVest Hotels LP a/o Comfort Inn Newmarket, for an initial term of one year from the date of award in the amount of $9,600,000 excluding all taxes ($9,768,960 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $9,600,000 excluding all taxes ($9,768,960 net of Harmonized Sales Tax recoveries), for a total contract value of $48,000,000 excluding all taxes ($48,844,800 net of Harmonized Sales Tax recoveries);

e.  2361173 Ontario Inc. (Sunray Group of Hotels) for an initial term of one year from the date of award in the amount of $53,800,000 excluding all taxes ($54,746,880 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $53,800,000 excluding all taxes ($54,746,880 net of Harmonized Sales Tax recoveries), for a total contract value of $269,000,000 excluding all taxes ($273,734,400 net of Harmonized Sales Tax recoveries); and

f.  2656601 Ontario Inc. (Toronto Plaza Hotel & Conference Centre Toronto Airport), for an initial term of one year from the date of award in the amount of $20,100,000 excluding all taxes ($20,453,760 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $20,100,000 excluding all taxes ($20,453,760 net of Harmonized Sales Tax recoveries), for a total contract value of $100,500,000 excluding all taxes ($102,268,800 net of Harmonized Sales Tax recoveries).

This report is to obtain City Council's authority to award Request for Proposal No. 6815-18-7217 for the provision of Short Term Accommodations for shelter clients through the use of hotel/motel services for operated shelters for the period of one (1) year from date of award with the option to renew the contract for an additional four (4) separate one (1) year periods  for a total award of  $541.5 million net of all applicable taxes, $611.9 million including HST and all applicable charges and $551.0 million net of HST recoveries.   Should the option(s) be exercised, then the General Manager of Shelter, Support and Housing Administration will request the Chief Purchasing Officer to process the renewals under the same terms and conditions.

Refer to Appendix A for the breakdown of the total value of award for each of the recommended six (6) proponents. 

Further, this report advises City Council, pursuant to Chapter 195 of the Toronto Municipal Code (Purchasing By-Law Section 195-7.4), of the related emergency amendments that were processed on four (4) existing non-competitive Purchase Orders.

The Economic and Community Development Committee recommends that:

1.  City Council authorize the Executive Director, Social Development, Finance and Administration, to enter into an agreement with the Ministry of the Attorney General to receive funding of up to $150,000.00, and to spend such funding to support the implementation of Justice Centres in the downtown east and north-west areas of Toronto.

On March 26, 2019, the Ontario Government's Comprehensive Ontario Police Services Act, 2019, or Bill 68, received royal assent.  Bill 68 amends policing legislation in the province including the Police Services Act which will eventually be replaced by the new Community Safety and Policing Act, 2019. 

The Community Safety and Policing Act, 2019 will, when it comes into force, mandate community safety and well-being planning from local municipalities.  Such a requirement already exists under the Police Services Act, but Bill 68 will amend the legislative provisions that apply to the City. Under Bill 68, the City of Toronto will be required to develop and adopt a Community Safety and Well-Being Plan, working in partnership with a multi-sectoral advisory committee. Additional requirements are also outlined in Bill 68 pertaining to conducting consultations, risk analysis, actions to mitigate those risks, monitoring, evaluating, reporting and publishing the plan. Through the Community Safety and Well-Being Plan, the City of Toronto will take a leadership role in defining and addressing priority risks in the community through proactive, integrated strategies that ensure vulnerable populations receive the help they need from the providers best suited to support them.

This report outlines the approach the City will use to develop a Community and Safety Well-Being Plan that fulfills the obligations under Bill 68 and support community safety and wellbeing across the city.

The Economic and Community Development Committee recommends that:

1.  City Council receive the report (June 12, 2019) from the Executive Director, Social Development Finance and Administration for information.

In December 2017, City Council unanimously adopted the Toronto Action Plan to Confront Anti-Black Racism, which contained 80 actions and 22 recommendations for City staff to implement to address anti-Black racism in Toronto.

Anti-Black racism is a historic, pervasive, and systemic issue in Toronto. Anti-Black racism includes policies and practices embedded in Canadian institutions that reflect and reinforce beliefs, attitudes, prejudice, stereotyping and/or discrimination that is directed at people of African descent and is rooted in their unique history and experience of enslavement and colonization here in Canada.

The legacy of anti-Black racism lies in the current social, economic, and political marginalization of Torontonians of African descent. It is experienced as a lack of opportunity, poor health and mental health outcomes, poor education outcomes, higher rates of precarious employment and unemployment, significant poverty, and overrepresentation in the criminal justice, mental health, and child welfare systems.

The Toronto Action Plan to Confront Anti-Black Racism is the result of a collaborative effort between the City of Toronto and Torontonians of African descent to take corrective action that addresses anti-Black racism in the most diverse city in the world.

This report is recommended to be received for information and includes:  

-  A progress update on key priority areas in Year One (May 2018 to April 2019) of the Action Plan led by the Confronting Anti-Black Racism Unit with further details provided in Appendix A.
-  This report outlines some of the key learnings, challenges and opportunities identified in efforts to address anti-Black racism in Year One. 
-  A report on the Year One work plan compiled by the Partnership and Accountability Circle composed of 12 Toronto residents is attached in Appendix B.
-  Year Two (May 2019 to April 2020) priorities are outlined in Appendix C.

The Economic and Community Development Committee recommends that:

1.  City Council amend the Guiding Principle on Achieving Accountability in Attachment 1 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration to read as follows:

"3. Achieve Accountability. The City of Toronto's community benefits processes will be consistent, transparent, and accountable to its stakeholders. Community benefits initiatives will establish hard targets, and report on outcomes."

2.  City Council adopt the Community Benefits Framework Goal and Principles, and Implementation Plan as set out in Attachment 1 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration, as amended by Recommendation 1.

 
3.  City Council direct the Executive Director, Social Development, Finance and Administration, to submit a budget proposal in the 2020 budget process for 1.0 Full Time Equivalent to support the Community Benefits Framework.

 
4.  City Council direct the Executive Director, Social Development, Finance and Administration, in consultation with the General Manager, Toronto Employment and Social Services, and General Manager, Economic Development and Culture, to convene a Community Benefits Advisory Group, with consideration for stakeholder membership categories as set out in Attachment 2 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration. 

 
5.  City Council direct the Executive Director, Social Development, Finance and Administration to report back to Economic and Community Development Committee in the first quarter of 2022 with a status update on the Community Benefits Framework Implementation Plan, and recommendations for Community Benefits Framework future direction.

6.  City Council direct the Executive Director, Social Development, Finance and Administration, Chief Purchasing Official, Purchasing and Materials Management Division, General Manager, Economic Development and Culture, and General Manager, Toronto Employment and Social Services, in collaboration with the Community Benefits Coordinator, to provide data required to report annually starting in 2019 and going forward, on City of Toronto community benefits targets and/or achievements on a project by project basis where possible, to be published on a City webpage by year-end 2019, and with consideration for aligning with an open data approach.

7.  City Council direct the Executive Director, Social Development, Finance and Administration, through the Community Benefits Coordinator, to support, as resources allow, any community benefits initiatives that may fall outside the focus of the Implementation Plan but are consistent with the guiding principles of the Community Benefits Framework, including private developments on privately-owned land where community groups and developers are both willing to enter into exploratory discussions.

The Economic and Community Development Committee:

1.  Requested the Executive Director, Social Development, Finance and Administration to report directly to the July 16 and 17, 2019 City Council meeting to provide additional information on where community benefits hard targets would apply within the proposed community benefits framework.

Toronto is a prosperous economic engine of the region and country, yet it also suffers from high rates of poverty, growing income inequality, and a rise in precarious work^[1]. Youth, immigrants, racialized people and women are particularly disadvantaged, and face significant barriers to opportunity^[2]. The Community Benefits Framework responds to these social and economic conditions by utilizing City community benefits levers to create targeted hiring and training opportunities, provide economic opportunities, reduce poverty, and support community priorities among Indigenous peoples and equity-seeking groups in Toronto. 

Community benefits processes offer a way for government and other institutions to multiply the impact of their spending. Community benefits can be leveraged by infrastructure projects that are funded through City procurement processes, or incentivized by the City. In this report, community benefits outcomes are focussed on: 1) inclusive workforce development, 2) supply chain diversity, and 3) other community-identified priorities. At this time, it is not recommended that the Community Benefits Framework apply to private developments although, Economic Development and Culture Division has recently recommended a pilot program be implemented, which would further encourage community benefits activities through private development projects that receive grants^[3].

The community benefits concept has gained significant attention at the City of Toronto. City Divisions, Agencies, and Corporations increasingly seek guidance and subject-matter expertise on how to integrate community benefits into their programs and projects.

The Community Benefits Framework sets out a clear goal, guiding principles, and implementation plan, which will build the City of Toronto's capacity to create and implement community benefits opportunities within City programs and projects.

To maximize the impact of community benefit initiatives and facilitate simple and efficient implementation, the Community Benefits Framework intends to bring the City's community benefits initiatives under a common umbrella to: 1) achieve better coordination across initiatives, 2) implement consistent approaches, 3) support community engagement, and 4) develop a data tracking system to monitor outcomes.

The Community Benefits Framework will not replace the existing administrative role of Divisional programs. Community benefits initiatives will continue to be administered and maintained through respective City Divisions, Agencies, and Corporations.

The recommendations in this report support the City of Toronto to maximize the social and economic impacts of community benefits initiatives when it buys, builds, or provides financial incentives for construction or remediation. 

 
^[1] United Way Greater Toronto. 2019. Rebalancing the Opportunity Equation. https://unitedwaygt.org/file/2019_OE_fullreport_FINAL.pdf
^[2] Ibid.
^[3] EC5.13 Improving the Imagination, Manufacturing, Innovation and Technology Local Employment Requirement

http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2019.EC5.13 

The Economic and Community Development Committee recommends that:

1.    City Council amend the Downtown East 5 year Action Plan and Work Plan, outlined as Attachments 3 and 4 to the report (June 12, 2019) from the Executive Director, Social Development, Finance and Administration, to include the following actions and deliverables:

a. Expand Action 1.0 to include the establishment of a morning and afternoon cleaning schedule for the public realm on the Dundas Street and Victoria Street frontages of the Works at 277 Victoria Street no later than the start of the third quarter 2019, including a plan to address community members’ discarded belongings that may have been forgotten or misplaced.

b. In addition to the continuation of outreach services in Action 3.0, the Executive Director, Social Development, Finance and Administration review service gaps and identify resource requirements, to be submitted through the 2020 Budget Process, in order to ensure regular outreach is taking place at Ryerson University and in priority hotspots in the Garden District and Moss Park neighbourhoods.

c.  The Executive Director, Social Development, Finance and Administration work with the General Manager, Shelter, Support and Housing Administration and other applicable Divisions to assess the scale and type of operations taking place at City-funded community agencies as part of Action 2.4, the Sherbourne Corridor Coordinated Plan; and report back in the fourth quarter 2019 with recommendations on programming, funding, collaboration and enforcement actions necessary to maintain a clear and safe pedestrian thoroughfare on both sides of Sherbourne Street and Dundas Street at all times of day.

d.  The Executive Director, Municipal Licensing and Standards investigate all vacant buildings in the Downtown East area that they are made aware of to confirm compliance with the applicable municipal bylaws.

 
e.  The Executive Director, Social Development, Finance and Administration publish key health indicators bi-annually for the Downtown East catchment area, including City-wide availability of addiction treatment services and rehabilitation spots for those seeking assistance, supportive housing waitlist times, and DTE specific rates of overdoses, the number of individuals sleeping on streets or in shelters who have been successfully housed, sharps collection data, and other relevant statistics.

f.  The Executive Director, Social Development, Finance and Administration consult with residents in the Moss Park neighbourhood on the need for additional Toronto Police Service Community Officer positions.

g.  Expand Action 3.3, Mental Health Capacity Building, to request the Executive Director, Social Development Finance and Administration to work with the Medical Officer of Health, to:

1.  Include an exploration of options to convene a mental health and addictions round table with the federal and provincial government, including participation from community partners, that would meet quarterly and provide a focused opportunity to discuss successes and service gaps in communities like the Downtown East which can be addressed through deeper collaboration and program changes.

2.  Based on the round table discussions, develop a report detailing the policy changes required for those experiencing mental health or addiction crises to obtain robust supports and housing solutions appropriate to their long-term wellbeing.

h.  The Executive Director, Social Development, Finance and Administration, work with the Medical Officer of Health to review the existing literature to determine the possible health impacts of surviving an overdose including a review of the health and addiction services available to survivors.  This review will include data on overdose reversals estimated through the use of existing paramedic naloxone administration data, data from the existing supervised consumption services on overdose reversals and TPH naloxone distribution data.

i.  The Executive Director, Social Development, Finance and Administration ensure ongoing consultation with neighbours and resident groups in the Dundas-Sherbourne corridor to identify key health and safety concerns for interdivisional and coordinated responses.

j.  As per Action 3.1, Monitoring Toronto Respite Site Standards, the General Manager, Shelter, Support and Housing Administration continue monthly inspection of respite sites to ensure that they are meeting City standards and providing for the health and safety needs of service users.

k.  The Executive Director, Social Development, Finance and Administration include resident and business associations' feedback as part of the measures of success for the Action Plan.

2.  City Council adopt, as amended by Recommendation 1, the Downtown East 5 year Action Plan and Work Plan, outlined as Attachments 3 and 4 to the report (June 12, 2019) from the Executive Director, Social Development, Finance and Administration and direct the Executive Director, Social Development, Finance and Administration to include the staffing and resources needed to implement the Work Plan as part of the 2020 Budget Process.

3. City Council direct the Executive Director of Social Development, Finance and Administration to submit a new and enhanced 2020 budget proposal to support the implementation of the actions of the Work Plan.

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

5.  City Council request the Toronto Police Services Board to review the current response to safety and noise concerns in the Sherbourne Corridor and Moss Park areas and identify resource requirements to respond.

6. City Council request the Provincial and Federal Government to work with the City to support actions to address the urgent need for enhanced access to supportive housing, rapid mental health crisis supports, and a continuum of substance use treatment and overdose prevention outlined in the Toronto Drug Strategy and collaborate with City staff to advance the outcomes of the Downtown East Action Plan.

In its consideration of CD29.5, Closing the Service Gap in the Downtown East Revitalization Area, City Council requested the Executive Director, Social Development, Finance and Administration to report back to the Economic and Community Development Committee in the second quarter of 2019 on a comprehensive five-year Action Plan to coordinate City services and address long term community needs in the Downtown East area. The Downtown East area is bounded by Bloor Street on the north, Front Street on the south, Bay Street on the west, and the Don Valley Parkway on the east, including an expansion up to 21 Park Rd, north of Bloor due to the respite site at that location. Needs in the area include many issues that require collaboration between sectors and across governments such as supportive housing, crisis intervention, services for all community members including people who are homeless and actions to address safety concerns in the area.

This report provides a summary of the outcomes of the enhanced 12-month Action Plan, an 18 month Work Plan for the next phase of the five year Action Plan and a proposed framework for measuring success.

The Economic and Community Development Committee recommends that:

1.  City Council direct the Executive Director, Social Development, Finance and Administration, the General Manager, Shelter, Support and Housing Administration, the General Manager, Parks, Forestry and Recreation, and the Chief Planner and Executive Director, City Planning, and in consultation with other divisions as needed, as an interdivisional working group, to implement the workplan referenced in Attachment 1 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration for the coordinated review of current City of Toronto community uses and facilities in the Downtown West area against the current and projected needs and report to the Economic and Community Development Committee with a comprehensive strategy in the second quarter of 2020.

2.  City Council request the Executive Director Social Development Finance and Administration to establish a working group composed of lead staff from Alexandra Park Community Centre, Cecil Street Community Centre, Scadding Court Community Centre, University Settlement House, and Yonge Street Mission, to work with the interdivisional working group set out in Recommendation 1, to implement the Downtown West Service Review Workplan.

3.  City Council authorize the interdivisional working group to undertake an expedited review of Alexandra Park Community Centre, Cecil Community Centre, Harrison Pool, University Settlement House, and Scadding Court Community Centre, that are identified in this report as the "priority sites" and report back as needed on sites that require capital work, and/or service changes to optimize services.

4.  City Council authorize the Executive Director, Social Development, Finance and Administration to create and administer a migration plan for programs and resources for the programs at Cecil Community Centre to other locations in the catchment in consultation with the local Councillors, stakeholders and the community to accommodate the temporary closure of the facility for required facility upgrades.

This report is in response to direction from the Community Development and Recreation Committee to conduct a review of the City of Toronto community facilities, and identified needs in the Downtown West area. Downtown West is an area that is bounded by Bay Street to the east, College Street to the north, Adelaide Ave West to the south, and Bathurst Street to the west. This area has experienced significant growth and demographic change in recent years which is expected to continue through 2041.

This report outlines a workplan for a coordinated interdivisional response to several directions from Committees and Council for the area. The intent of this work is to address current and future service needs of the area and optimize the utility of existing community facilities and City-owned assets. This interdivisional workplan establishes a framework to jointly align divisional interests and advance priority projects to enhance the utilization and delivery of community services in the Downtown West.

The Economic and Community Development Committee recommends that:

1.  City Council direct the Executive Director, Social Development, Finance and Administration, to include a request in the 2020 budget submission for $0.085 million, 1 Full-Time Equivalent (FTE) Community Development Worker to project manage the implementation of the Regent Park Social Development Plan.

2.  City Council direct the Executive Director, Social Development, Finance and Administration to review the proposed actions, services and programs in Attachment 1 to the report (June 13, 2019) from the Executive Director, Social Development, Finance and Administration and report to the October 16, 2019 Economic and Community Development Committee meeting on priority actions and a strategy to resource these needs in time for consideration for the 2020 budget process.

The Revitalization of Regent Park in 2007 created a unique opportunity to transform Canada's largest social housing community to a mixed-housing community. A Social Development Plan was developed in addition to the Physical Development Plan to ensure social cohesion and social inclusion were prioritized. Ten years later in 2017, community partners recognized the need to update the original 75 recommendations of the Social Development Plan. The Refreshed Regent Park Social Development Plan document was developed through feedback received from consultations and workshops attended by residents, organizations, City divisions, and social service agencies held in 2017 and 2018. 

In early 2019 community partners supported by the City of Toronto and Toronto Community Housing Corporation relaunched the Regent Park Social Development Plan Stakeholders Table.  The Stakeholders Table is the primary partnership vehicle for the implementation of the Refreshed Regent Park Social Development Plan. The Stakeholders table began a process to recruit resident and community service partner leaders to identify specific actions for implementation based on the recommendations of the Refreshed Regent Park Social Development Plan. A number of community partners including the Regent Park Neighbourhood Association and The Regent Park Executive Directors Network have asked the City to support the resourcing of the Social Development Plan.

This report describes priority actions identified by local partners in Regent Park. The report will also identify the City resources required to support the ongoing coordination of the Social Development Plan through Phase 4 and 5 of the Regent Park Revitalization.

The Economic and Community Development Committee recommends that:

1.  City Council approve the Toronto Grants Policy, including the City of Toronto Grant Principles, outlined in Appendix A to the report (June 5, 2019) from the Executive Director, Social Development, Finance and Administration.

Council directed staff to update the Toronto Grants Policy (2013) to reflect the City’s responsiveness to Indigenous Peoples and Equity, Diversity and Human Rights. http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2017.CD18.5 . The Toronto Grants Co-ordinating Committee, comprised of staff representatives from all of City of Toronto grant programs, has updated the Policy. The Toronto Grants Co-ordinating Committee also added an appendix to the Policy to reflect how the grant principles of openness, transparency and accountability will be reflected in the application of the Policy to City grant making activities. The Policy was informed by consultation with Indigenous organizations and those serving equity seeking groups. The policy is also supported with an implementation plan that includes staff training.

Grants are vital to the City of Toronto's ability to achieve its health, social, economic, environmental and cultural goals for its residents. City grants support a vibrant "for public benefit sector" that is responsive to community needs and builds resident leadership and civic engagement. City grants enable organizations to further leverage other financial and in-kind resources to respond to the needs of Torontonians.

The Economic and Community Development Committee recommends that:

1.  City Council approve the Community Services Partnership framework as described in Appendix A to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration .

2.  City Council approve the following appeals approach for the full Community Services Partnership funding application:

-  Appeals to the recommendations for funding presented to Council will only be accepted and considered in either of the following circumstances:

      -   If there is evidence to suggest that a person involved in the funding recommendation had a conflict of interest at any time during the granting process that has affected the grant recommendation;

       -  If there is evidence to suggest that there was a departure from the approved grant-making process outlined in the grant guidelines.

-  A recommendation to cease funding a particular program or agency will not, in and of itself be a basis for appeals.

-  There will be a process to submit and assess the request to appeal before the appeal is reviewed by an appeals panel. Appeals will be heard by a panel of residents, service users and city staff from divisions other than Social Development, Finance and Administration.
 

3.  City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate the 2019-2022 Community Service Partnerships (Community Services Partnership) funds that are not used during the funding year by approved organizations to other Community Service Partnership approved organizations.

4.  City Council authorize the Executive Director, Social Development, Finance and Administration to approve changes to funded programs for already Council approved agencies within each four year Community Services Partnership funding cycle where a demonstrated community need is being addressed.

5.  City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate, or approve and disburse one-time Capacity Building grants.

6. City Council request the Executive Director, Social Development, Finance and Administration to report back annually to the Economic and Community Development Committee on the grants approved through authority provided in recommendations 3, 4 and 5.

7. City Council authorize the Executive Director, Social Development, Finance and Administration to receive and allocate money received from other funders in support of capacity building projects approved through authority provided in recommendation 5 and to enter into agreements for the use of these funds.

8.  City Council, on a one-time basis, amend the Toronto Grants Policy, to permit the following organizations to submit an eligibility application to the Community Services Partnership no later than July 26, 2019:

a.  Scarborough Centre for Healthy Communities.

b.  Christie Ossington Neighbourhood Centre.

c.  New Canadian Community Centre.

d.  Armenian Relief Society, ARS Social.

e.  Canadian Hearing Society.

f.  Mood Disorders Association of Ontario & Toronto.

This report describes the Community Services Partnership Renewal process which is only open to currently funded groups at their existing funding levels. Community Services Partnership provides $17.4M in funding to 187 groups across Toronto. The report recommends that Council approve the Community Services Partnership framework (Appendix A) which includes: the long term and short term outcomes that the funding supports agencies to achieve and a focus on serving vulnerable Torontonians. An appeals process is also recommended that outlines two circumstances in which applicants can appeal; where there is evidence of a conflict of interest or where staff have not followed the application process as outlined.

The report speaks to two other grant streams: Projects and Events and Capacity Building. The grant call for Projects and Events will focus two critical City priorities: 1) youth gun violence prevention, interruption and intervention; and, 2) actions developed by the community through Social Development Plans and Action Plans in four community revitalization neighbourhoods: Downtown East, Regent Park, Alexandra Park, and Lawrence Heights. With respect to capacity building, the report also notes several capacity building activities slated for 2019 that strengthen organizational capacity, build Black youth leadership and support Indigenous organizations

The report recommends that the Executive Director of Social Development Finance and Administration be authorized to make one-time grants in support of a range of capacity building activities and re-allocations within Community Services Partnership to respond to community needs.

The Economic and Community Development Committee recommends that:

1. City Council receive the report (June 11, 2019) from the General Manager, Economic Development and Culture for information.

The attached Toronto Economic Bulletin summarizes the most recent data available for key economic indicators benchmarking the city's economic performance.

The Economic and Community Development Committee recommends that:

1.  City Council increase the 2019 Economic Development and Culture Operating Budget by $0.375 million gross, $0 net, fully funded from the Major Special Events Reserve Fund, to provide grants to Elevate, 6 Degrees and the Ontario Economic Summit for their 2019 events in Toronto.

Major events provide multiple benefits to the City of Toronto and its residents.  They help drive tourism, they help brand the city, they produce significant economic spin-off benefits, and they provide shared experiences that help bond people together.  Such events also help address significant issues facing Toronto, through such means as convening experts, producing knowledge and hosting public discussions.

The benefits of major events outlined above apply in large measure to a trio of significant public events to be held in Toronto over late 2019.  The Elevate Tech Festival, 6 Degrees and the Ontario Economic Summit will bring residents, visitors and international experts together to, respectively, address scaling Toronto's technology sector, advancing a more inclusive society, and driving sustainable economic growth.  These events will make significant contributions to the understanding of key issues facing Toronto in the areas of social cohesion and shared prosperity.

In addition, such events produce a significant economic return for the City of Toronto, with spin-off economic benefits achieved through partnerships with local businesses, venue rentals, staffing, and restaurant and hotel use. The projected combined attendance for these three events in 2019 exceeds 25,000 participants.

The City of Toronto has partnered with each event in the past, in varying ways.  Elevate has been a beneficiary of City programs designed to support the development of the local technology sector and its entrepreneurs. A grant of $250,000 from the City of Toronto would support Elevate's 2019 festival and thereby its ongoing leadership in Toronto's fast-growing tech sector to the benefit of firms and workers alike.

The 6 Degrees conference, and its organizers, the Institute of Canadian Citizenship, are key partners for the City of Toronto in advancing the concept of the 'diversity dividend'; that there is not only a moral but also an economic imperative to having diversity in organizational governance, management and workforce. In 2017 and 2018, the City of Toronto provided $100,000 in support as a Presenting Partner at 6 Degrees. A grant of $75,000 from the City of Toronto would maintain the significant momentum generated by the past two iterations of the 6 Degrees event and support a broad range of related diversity initiatives.

The Ontario Economic Summit, delivered by the Ontario Chamber of Commerce, is re-locating to Toronto from Niagara-on-the-Lake for its 2019 event.  A grant of $50,000 towards the 2019 Ontario Economic Summit will enable the City of Toronto to help shape the agenda for this important forum addressing inclusive economic growth and shared prosperity. 

A total investment of $375,000 for these three significant events from the major Special Events Reserve Fund (MSERF) will help advance knowledge generation and public discussion on key issues facing the City of Toronto. A commitment of $375,000 from MSERF in 2019 is manageable from a financial perspective, as the uncommitted balance for MSERF expected at end of 2019 is $1,973,656. Annex A to this letter contains additional details regarding the three events and the benefits that they bring to the City of Toronto. 

In view of the significant events taking place in Toronto over late 2019 seeking partnership with the City.

The General Government and Licensing Committee recommends that:

1.  City Council receive the report (June 10, 2019) from the Controller for information.

Joe Pennachetti, Director, OMERS Sponsors Corporation, and David Beatty, Director, OMERS Administration Corporation, gave a presentation on OMERS Update to the City of Toronto.

The purpose of this report is to provide the annual summary of the City's employer contributions submitted to OMERS in 2018 and to provide information on the City's total members and contributions relative to the overall OMERS Plan members and contributions.

The General Government and Licensing Committee recommends that:

1.  City Council deem the unpaid property taxes, including interest and penalties which have accrued on those unpaid taxes up to the time of the write-off, levied from 1998 to 2018 as uncollectible on the 88 receivables listed in Attachment 1 to the report (June 10, 2109) from the Controller and direct the Controller to remove these amounts from the tax roll.

This report recommends the write-off of property taxes for 88 receivable amounts relating to 27 individual property tax accounts for the taxation years 1998 to 2018. The receivable amounts relate to property tax accounts that are no longer returned on the assessment roll, making collection efforts and recovery of outstanding amounts impossible. The total estimated amount to be written off is $1,856,352, consisting of taxes of $504,026 and interest/penalty of $1,352,326. All reasonable and appropriate collection efforts have been exhausted. It is recommended that the property taxes, interest, and fees that have accumulated over the period 1998 to 2018 be deemed uncollectible and written off. The write-off of these amounts will have no impact on the current year's budget, as these amounts have been previously provided for in the Allowance for Doubtful Tax Receivables Account in prior years.

The General Government and Licensing Committee recommends that:

1.  City Council direct that the confidential information contained in Confidential Attachment 1 to the report (June 10, 2019) from the Controller remain confidential in its entirety, as it pertains to the security of property belonging to the City of Toronto.

This report provides an update on the status of the merger of four pre-Ontario Municipal Employees Retirement System (OMERS) pension funds with OMERS. The merger process is a technical and regulatory process, with approvals of pensioners and the Financial Services Commission of Ontario, as well as detailed work by City and OMERS staff. The York Fund has successfully merged with OMERS as of January 8, 2019 and it is anticipated that the three other funds will merge in either late 2019 or early 2020. 

In addition to pensioners receiving their existing pensions plus OMERS inflationary indexing, members of funds which have surpluses will also receive a share of the surplus, upon the wind-up of their fund. The City will also be receiving a share of surpluses, which will vary depending on fund earnings and other actuarial factors between now and the effective dates, but is anticipated at this time to be between $70 and $90 million.

The General Government and Licensing Committee recommends that:

1.  City Council approve an amendment to Schedule A attached to By-law 100-2018 governing the Toronto Civic Employees' Pension Plan (the Plan) to:

a.  strike out the existing precondition and formula for conditional annual post retirement adjustments for pensioner benefits in Sections 14B(3a) and 14B(3b) of the Plan and replace it with the Ontario Municipal Employees Retirement System (OMERS) Plan provision for annual unconditional Consumer Price Index-linked inflation adjustments; and

b.  make such other amendments as may be required to facilitate the merger and transfer of assets.

This report seeks authority to amend the By-law governing the Toronto Civic Employees' Pension Plan (Civic Plan) to implement the OMERS provision for annual CPI-linked inflation adjustments, immediately prior to the merger of the Civic Plan with the OMERS Plan under the Pension Transfer Agreement (PTA) between OMERS and the City. The PTA requires that the Civic Plan members, following a merger with the OMERS Plan, continue to be entitled to their existing benefits, with the exception that the current formula for conditional annual Post Retirement Adjustments will be replaced by the CPI-linked unconditional inflationary adjustment provided to all OMERS Plan pensioners.

The City's experience with the transfer of the York Plan indicates that the Superintendent of Financial Services' (the Superintendent) consent will be conditional upon the indexing amendment to the Plan first being made.

The General Government and Licensing Committee recommends that:

1.  City Council approve an amendment to By-law 116-2018, as amended, governing the Metropolitan Toronto Police Benefit Fund (the Plan) to:

a.  add the Ontario Municipal Employees Retirement System (OMERS) Plan provision for annual unconditional Consumer Price Index-linked inflation adjustments; and

b.  make such other amendments as may be required to facilitate the merger and transfer of assets.

This report seeks authority to amend the By-law governing the Metropolitan Toronto Police Benefit Fund (Police Plan) to add the OMERS provision for annual CPI-linked inflation adjustments, immediately prior to the merger of the Police Plan with the OMERS Plan under the Pension Transfer Agreement (PTA) between OMERS and the City. The PTA requires that the Police Plan members, following a merger with the OMERS Plan, continue to be entitled to their existing benefits, with the exception that they will become entitled to the CPI-linked unconditional inflationary annual adjustment as is provided to all OMERS Plan pensioners. The Police Plan does not currently contain an indexing provision per se. All historical increases have been ad hoc amendments to the By-law under specified conditions.

The City's experience with the transfer of the York Plan indicates that the Superintendent of Financial Services' (the Superintendent) consent will be conditional upon the indexing amendment to the Plan first being made.

The General Government and Licensing Committee recommends that:

1.  City Council approve an amendment to Schedule A attached to By-law 1428-2017, as amended, governing The Corporation of the City of York Employee Pension Plan (the Plan) to:

a.  amend Section 17.06, Surplus upon Termination, by deleting the words "to the Corporation or any Participating Employer" and replacing it with the words "to the members of the Plan" so that the amended section reads as follows:

Subject to terms of participation by Participating Employers, upon discontinuance of the Plan, in whole or in part, any assets of the Fund (or the appropriate portion of the Fund in the case of a partial discontinuance) in excess of those required to discharge all liability for accrued benefits shall be paid to the members of the Plan.

This report seeks authority to amend the By-law governing The Corporation of the City of York Employee Pension Plan (York Plan) to provide for surplus distribution to the members of the Plan in accordance with Council's previous decision.

The General Government and Licensing Committee recommends that:

1.  City Council request the Ombudsman to review the City of Toronto's process for public claims for damage due to the escape of water from the City's sewage system, including basement flooding, and to conduct an investigation into this process, if warranted.

The General Government and Licensing Committee:

1.  Requested the Chief Financial Officer and Treasurer to review the City of Toronto's website and communications to ensure that:

a.  the process and criteria for making claims are clear; and

b.  the percentage of claims that are paid and denied is provided.

The purpose of this report is to respond to a request made by the General Government and Licensing Committee at its March 5, 2019 meeting that the Chief Financial Officer and Treasurer, in consultation with the Executive Director, Corporate Finance, the Chief Purchasing Officer, and the City Solicitor, report back to the General Government and Licensing Committee at its meeting on June 24, 2019 with the following information:

a.  a breakdown of claim trends against the City of Toronto, the amount of money that has been paid out on claims, and mitigating measures that are being taken by the City to reduce the total number of claims;

b.  details regarding aggregate claims, particularly those related to basement flooding; and

c.  details regarding aggregate claims, particularly those on other related incidents.

The General Government and Licensing Committee recommends that:

1.  City Council delete number 7 (4086 Sheppard East and part of ramp) in Appendix B to the report (May 30, 2019) from the Acting Director, Real Estate Services, and request the Director, Real Estate Services, to report to the General Government and Licensing Committee at its meeting on October 7, 2019 with options for utilizing this property for sale.

2.  City Council revise the "Comments" and "Current Status" columns in Appendix A to the report (May 30, 2019) from the Acting Director, Real Estate Services to indicate transit planning activity for the following properties under "Intended Manner of Sale - Transfer to Build Toronto":

a.  4200-4400 Eglinton Avenue West; and

b.  4452 Eglinton Avenue West.

This final report provides an annual overview of property sales, purchases, expropriations, and leases transacted by the City of Toronto from January 1, 2018 to December 31, 2018.

Properties that were declared surplus, sold, and acquired through negotiations/expropriations as well as leases are all reviewed in this report. All of these transactions were managed through the delegated authority process.

The General Government and Licensing Committee recommends that:

1.  City Council authorize the Director, Real Estate Services, to negotiate and, if unsuccessful, to initiate expropriation proceedings for the Property Interests identified in Appendix A to the report (June 3, 2019) from the Acting Director, Real Estate Services.

2.  City Council authorize the Director, Real Estate Services, to serve and publish Notices of Application for Approval to Expropriate Land for the Property Interests identified in Appendix A to the report (June 3, 2019) from the Acting Director, Real Estate Services, to forward any requests for hearings to the Chief Inquiry Officer, to attend any hearings in order to present the City of Toronto's position, and to report the Chief Inquiry Officer's recommendations to City Council for consideration.

3.  City Council request the Director, Real Estate Services, to report to the General Government and Licensing Committee on all transit-related expropriations prior to accepting any offer in relation to the expropriation proceedings, without delaying the acquisition and expropriation process.

The General Government and Licensing Committee considered Items GL6.14 and GL6.15 together.

As part of the Easier Access Phase III Project (the Project), the Toronto Transit Commission (TTC) is proposing to construct two elevators at the Christie Subway Station providing accessibility to and from each of the eastbound and westbound platforms and street level. 

This report seeks authority to acquire various property interests in the existing entrance connection to the Christie Station located at 5 Christie Street, as identified in Appendix A and shown approximately in Appendix B (known as the Property Interests) for the purposes of the Project.

Negotiations for the acquisition of the Property Interests have been ongoing with various owners, however, in order to protect the Project timeline, this report seeks authority to acquire the Property Interests and, if necessary, initiate expropriation proceedings.

The General Government and Licensing Committee recommends that:

1.  City Council authorize the City of Toronto to enter into agreements, an offer to sell or an agreement under the Expropriations Act, with respect to the Property Interests identified in Appendix B to the report (June 3, 2019) from the Acting Director, Real Estate Services, on terms and conditions acceptable to the Deputy City Manager, Corporate Services, and in a form satisfactory to the City Solicitor.

2.  City Council authorize the Deputy City Manager, Corporate Services, or the Director, Real Estate Services, jointly and severally, to execute the agreements in Recommendation 1.

3.  City Council, in the event that the City of Toronto is unable to reach an agreement with the owner for the acquisition of the Property Interests identified in Appendix B to the report (June 3, 2019) from the Acting Director, Real Estate Services, in Recommendation 1:

a.  as approving authority under the Expropriations Act, approve the expropriation of the Property Interests;

b.  as expropriating authority under the Expropriations Act, authorize City staff to take all steps necessary to comply with the Expropriations Act, including but not limited to, the preparation and registration of an Expropriation Plan and service of the Notice of Expropriation, the Notice of Election as to a Date for Compensation, and/or the Notice of Possession for the Property, as may be appropriate;

c.  authorize City staff to obtain an appraisal report to value the Property Interests, updated to the date of expropriation or, if the owner so elects in accordance with the Expropriations Act, to the date of service of the Notices of Expropriation, and to prepare and serve Offers of Compensation on all registered owners, at the appraised value, all in accordance with the requirements in the Expropriations Act; and

d.  authorize the Director, Real Estate Services, and the Manager, Transaction Services, jointly and severally, to sign the Notices of Expropriation, the Notices of Possession, the Offer of Compensation, and any related documents on behalf of the City for the Property Interests.

4.  City Council authorize the public release of the confidential information contained in Confidential Attachment 1 once there has been a final determination of all claims for compensation for all of the Property Interests identified in Appendix B to the report (June 3, 2019) from the Acting Director, Real Estate Services, to the satisfaction of the City Solicitor.

The General Government and Licensing Committee considered Items GL6.14 and GL6.15 together.

As part of the Easier Access III and Second Exit Projects (the Projects), the Toronto Transit Commission (TTC) is proposing to make the Donlands Subway Station accessible by constructing two new elevators and is also improving customer safety and convenience by constructing a new second exit building. 

This report seeks approval from City Council, as the approving authority under the Expropriations Act, to expropriate the required fee simple and permanent and temporary easement Property Interests that will enable pedestrian access from two new elevators and a second exit to be constructed at the Donlands Subway Station (the Station). The required properties are shown on the maps attached as Appendix A and on the draft Reference Plans attached as Appendices C, D, and E. 

The General Government and Licensing Committee recommends that:

1.  City Council authorize the Director, Real Estate Services, to initiate expropriation proceedings, if necessary, to acquire the property municipally known as 39 Commissioners Street, legally described in Appendix A and approximately shown in Appendix B to the report (June 10, 2019) from the Acting Director, Real Estate Services.

2.  City Council authorize the Director, Real Estate Services, to serve and publish Notices of Application for Approval to Expropriate the property municipally known as 39 Commissioners Street, to forward any requests for hearings to the Chief Inquiry Officer, to attend any hearings in order to present the City of Toronto's position, and to report the Chief Inquiry Officer's recommendations to City Council for consideration.

This report seeks authority for the City of Toronto to initiate expropriation proceedings for 39 Commissioners Street in connection with the Port Lands Flood Protection project (PLFP).

The PLFP project is a $1.25 billion infrastructure investment by the three levels of government that will provide flood protection to the level of the regulatory storm event (the equivalent of Hurricane Hazel) for the Port Lands and South of Eastern Avenue areas. Led by Waterfront Toronto, but funded by the City, the Province of Ontario, and the Government of Canada, PLFP construction is underway with a targeted completion date in 2024.

As part of PLFP, Commissioners Street needs to be raised, reconstructed, and expanded south of its current alignment to accommodate future vehicular, transit, cycling, pedestrian, and servicing infrastructure. The repositioning of Commissioners Street was approved as part of the 2014 Lower Don Lands Environmental Assessment Master Plan Addendum and Environmental Study Report. The approved alignment will require the right-of-way to traverse 39 Commissioners Street, a privately-held property.

For the past year, Waterfront Toronto has been in ongoing negotiations for a land exchange/acquisition of 39 Commissioners Street from the existing landowner and their tenant. Negotiations are still ongoing, however, if a resolution is not achieved in the near term, construction timelines for PLFP will be adversely impacted. Waterfront Toronto has accordingly requested that the Waterfront Expropriation Protocol be utilized by submitting a Property Expropriation Request Form and relevant documentation to the City of Toronto.

The General Government and Licensing Committee recommends that:

1.  City Council authorize the City of Toronto (the City) to enter into a Land Exchange Agreement with the Toronto District School Board (the TDSB) for the property known as 200 Poplar Road, legally described in Appendix 1 (the TDSB Land), in exchange for approximately 54,000 square feet of stratified fee simple interest in part of 770 Don Mills Road, being Parts 2 and 5 on Plan RS-882, also shown as Part 2 on Sketch Number PS-2005-026 in Appendix 2 (the City Land) to the report (June 10, 2019) from the Acting Director, Real Estate Services, substantially on the terms and conditions to be agreed between the parties, as may be approved by the Director, Real Estate Services, and in a form satisfactory to the City Solicitor.

2.  City Council approve that the transaction meets the requirement for an exchange of land as outlined in Chapter 4.3 (Parks and Open Space Areas), Policy 8 of the City of Toronto's Official Plan.

3.  City Council authorize the Director, Real Estate Services, to accept the terms of the Land Exchange Agreement on behalf of the City of Toronto.

4.  City Council authorize the City Solicitor to complete the transaction on behalf of the City of Toronto, including paying any necessary expenses, amending the closing and other dates to such earlier or later date(s), and on such terms and conditions as they may, from time to time, consider reasonable.

5.  City Council authorize and direct the appropriate City Officials to take the necessary action to give effect thereto.

This report seeks Council authority to enter into a land exchange with the Toronto District School Board (the TDSB) for the exchange of fee simple interest of the property located at 200 Poplar Road, known as Sir Robert L. Borden Business and Technical Institute, in exchange for stratified ownership at the future City of Toronto (the City) mixed-use development site located at 770 Don Mills Road as part of Mayor John Tory's Housing Now Initiative.

This proposed transaction will alleviate the TDSB's current student capacity issue in this area by allowing it to construct and take stratified title to a new elementary school in the City's redevelopment site at 770 Don Mills Road, along with creating new open space as the outdoor play area for the students attending the new school. In exchange, the City will obtain the fee simple interest in the TDSB-owned 11.93-acre site, formerly Sir Robert L. Borden Business and Technical Institute, known municipally as 200 Poplar Road, Scarborough, Ontario, M1E 1Z7, which will be used to create a community hub servicing the needs of the local community along with allowing the City to explore city-building opportunities with other City-owned properties nearby.

The terms for completing the transaction are considered to be fair, reasonable, and reflective of market value.

The General Government and Licensing Committee recommends that:

1.  City Council authorize the City of Toronto to enter into Leases with the Toronto District School Board and the Toronto Catholic District School Board, severally, respecting a portion of the property at 20 Brunel Court, substantially on the terms and conditions outlined in Appendix A to the report (June 10, 2019) from the Acting Director, Real Estate Services, and the General Manager, Parks, Forestry and Recreation, and on such other terms and conditions deemed appropriate by the Deputy City Manager, Corporate Services, in consultation with the General Manager, Parks, Forestry and Recreation, and in a form satisfactory to the City Solicitor.

2.  City Council approve the City of Toronto's proportionate share of 41.9 percent for the Shared Facilities Agreement which includes 5.3 percent to be recovered from the third-party child care operator.

3.  City Council authorize the Deputy City Manager, Corporate Services, or their designate, to administer and manage the Leases, including the provision of any consents, approvals, waivers, notices, and notices of termination, provided that the Deputy City Manager, Corporate Services, may, at any time, refer consideration of such matters to City Council for its determination and direction.

4.  City Council authorize the City of Toronto to enter into a Shared Facilities Agreement with the Toronto District School Board and the Toronto Catholic District School Board, substantially on the terms and conditions outlined in Appendix B to the report (June 10, 2019) from the Acting Director, Real Estate Services, and the General Manager, Parks, Forestry and Recreation, and on such other terms and conditions deemed appropriate by the General Manager, Parks, Forestry and Recreation, in consultation with the Deputy City Manager, Corporate Services, and in a form satisfactory to the City Solicitor.

5.  City Council authorize the City of Toronto to enter into any Ancillary Agreements and other agreements, documents, notices, or instruments contemplated under or necessary to give effect to the Leases and the Shared Facilities Agreement (Ancillary Agreements) on the terms and conditions deemed appropriate by the Deputy City Manager, Corporate Services, in consultation with the General Manager, Parks, Forestry and Recreation, and in a form satisfactory to the City Solicitor.

6.  City Council authorize the Director, Real Estate Services, to execute the Leases and Ancillary Agreements relating to the Leases, on behalf of the City of Toronto.

7.  City Council authorize the General Manager, Parks, Forestry and Recreation, to execute the Shared Facilities Agreement and Ancillary Agreements relating to the Shared Facilities Agreement, on behalf of the City of Toronto.

8.  City Council authorize the General Manager, Parks, Forestry and Recreation, in consultation with the Deputy City Manager, Corporate Services, to amend the Shared Facilities Agreement as necessary, from time to time, provided the amendments are not materially inconsistent with the original Shared Facilities Agreement and in a form satisfactory to the City Solicitor.

9.  City Council approve the establishment of an obligatory reserve fund account called the Canoe Landing Reserve Fund in Schedule 15 - Third Party Agreements Obligatory Reserve Funds of the City of Toronto Municipal Code Chapter 227 (Reserves and Reserve Funds), the purpose of which is to provide funding for minor and major repairs, replacements, and capital improvements for the Canoe Landing Facility and related property as outlined in Appendix C to the report (June 10, 2019) from the Acting Director, Real Estate Services, and the General Manager, Parks, Forestry and Recreation.

10.  City Council authorize the amendment of the Umbrella Agreement dated October 21, 1994 between the predecessors of the City of Toronto, the Toronto District School Board, and the Toronto Catholic District School Board and the Development Agreement dated May 1, 2014 between the City of Toronto, the Toronto District School Board, and the Toronto Catholic District School Board, such that the requirements in those Agreements to enter into:

a.  a ground lease from the City to the School Boards and the City, collectively, as ground lessee;

b.  space leases from the ground lessee to each of the City and the School Boards;

c.  a Facilities Agreement among the ground lessee parties;

d.  a Shared Use Park Agreement between the City and the ground lessee; and

e.  any other agreements relating to the Facility, as outlined in the report (June 10, 2019) from the Acting Director, Real Estate Services, and the General Manager, Parks, Forestry and Recreation,

are superceded by the Leases and Shared Facilities Agreement authorized by Recommendations 1 and 3 and are of no further force and effect.

The purpose of this report is to seek Council authority to enter into agreements with the Toronto District School Board and the Toronto Catholic District School Board for the leasing and shared use of 20 Brunel Court, in accordance with Item EX38.3, titled Block 31 in the Railway Lands - Development Agreement, Update and Next Steps, adopted by City Council on February 19, 2014.

The General Government and Licensing Committee recommends that:

1.  City Council authorize the City of Toronto to enter into a Community Space Tenancy Lease (the Lease) with Toronto Community & Culture Centre, pursuant to the Community Space Tenancy Policy, as a Community Partner Tenant for the lands and premises located at 1650 Finch Avenue East and known as Zion Church Cultural Centre for a five-year term, substantially on the terms outlined in Appendix A to the report (May 31, 2019) from the Acting Director, Real Estate Services, and the General Manager, Economic Development and Culture, with such revisions as may be acceptable to the Deputy City Manager, Corporate Services, in consultation with the General Manager, Economic Development and Culture, and in a form acceptable to the City Solicitor.

2.  City Council authorize the Deputy City Manager, Corporate Services, and the Director, Real Estate Services, severally, to execute the Lease and any related documents on behalf of the City of Toronto, as required.

3.  City Council authorize the Deputy City Manager, Corporate Services, or their designate, to administer and manage the Lease, including the provision of any amendments, consents, approvals, waivers, notices, and notices of termination, provided that the Deputy City Manager, Corporate Services, may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

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

a.  enter into a Municipal Capital Facility Agreement with Toronto Community & Culture Centre for the property known as 1650 Finch Avenue East, with respect to approximately 2,340 square feet of community space (the Leased Premises) for the purposes of providing a Municipal Capital Facility related to the provision of social and health services; and

b.  exempt the Leased Premises from taxation for municipal and school purposes, with the tax exemption to be effective from the latest of: (1) the commencement date of the Lease, (2) the date the Municipal Capital Facility Agreement is entered into, and (3) the date the Tax Exemption By-law is enacted.

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

The purpose of this report is to obtain City Council authority to enter into a new Community Space Tenancy Lease with Toronto Community & Culture Centre for 2,340 square feet of City-owned space located at 1650 Finch Avenue East in Ward 17 - Don Valley North in the building commonly known as the Zion Church Cultural Centre and to have the premises designated a Municipal Capital Facility.

The General Government and Licensing Committee recommends that:

1.  City Council authorize the General Manager, Facilities Management, to negotiate and enter into an agreement with IBI Group, who was the highest scoring proponent meeting the requirements of Request for Proposal Number 9119-19-0162, for the provision of design, program management, and contract administration services for accessibility upgrades at various City of Toronto locations for a fixed period of 7.5 years ending December 31, 2026 in the amount of $24,120,855 excluding all taxes ($24,545,382 net of Harmonized Sales Tax recoveries), based on the terms and conditions satisfactory to the Chief Financial Officer and Treasurer and in a form satisfactory to the City Solicitor.

The purpose of the report is to advise on the results of the Request for Proposal 9119-19-0162 for the provision of a design, program management and contract administration services and request authority to award and negotiate an agreement with IBI Group in the total amount of $24,120,854.55 net of Harmonized Sales Tax ($24,545,382, net of Harmonized Sales Tax recoveries) for a fixed period of 7.5 years ending December 2026.

This procurement is part of a larger initiative to 1) complete accessibility upgrades in accordance with provincial and City requirements at 353 City buildings managed by Facilities Management and Shelter, Support and Housing Administration and 2) complete accessibility audits at a further 11 buildings managed by Shelter, Support and Housing Administration. Through a program approach to procurement and project delivery, Facilities Management expects to deliver all projects before the 2025 deadline for compliance with the Accessibility for Ontarians with Disabilities Act, while achieving time efficiencies and cost savings, standardized quality across all projects, and business continuity throughout the program.

In addition to the base cost submitted by the proponent, the total estimated contract value includes contingencies and allowances of 15 percent each to account for additional sites that may need to be added or to address unanticipated challenges that may arise during a program of this size, complexity, and duration (7.5 years, including the close out and warranty periods). The total estimated contract value (inclusive of contingencies and allowances) represents approximately 12 percent of the total combined program budgets for accessibility upgrades at Facilities Management and Shelter, Support and Housing Administration facilities ($204.1 million), which is in line with industry benchmarks.

In accordance with By-Law 195-8.5-B, City Council approval is required for this award as the term of the proposed contract exceeds five (5) years and the value of award exceeds $20,000,000.

The General Government and Licensing Committee recommends that:

1.  City Council authorize the General Manager, Parks, Forestry and Recreation, to execute, on behalf of the City of Toronto, an agreement with Kipling Realty Management Inc., who was the only proponent who met the requirements of Request for Proposal Number 9119-19-7055, to provide property management services for the Canoe Landing Facility, located at 20 Brunel Court, for a fixed term of five years in the amount of $1,948,787.95 net of all taxes ($1,983,086.62 net of Harmonized Sales Tax recoveries), substantially on the terms and conditions outlined in Attachment 2 to the report (June 13, 2019) from the General Manager, Parks, Forestry and Recreation, and the Chief Purchasing Officer and on such other terms and conditions deemed appropriate by the General Manager, Parks, Forestry and Recreation, and in a form satisfactory to the City Solicitor.

2.  City Council authorize the General Manager, Parks, Forestry and Recreation, to amend the Property Management Agreement as necessary and to modify the number of staff provided by Kipling Realty Management Inc. to efficiently and effectively manage the Canoe Landing Facility located at 20 Brunel Court.

The purpose of this report is to advise on the results of the Request for Proposal (RFP) 9119-19-7055 for the provision of property management services for a multi-use hub facility located at 20 Brunel Court and named Canoe Landing which consists of a Parks, Forestry and Recreation (PFR) Community Centre, a Toronto District School Board (TDSB) elementary school, a Toronto Catholic District School Board (TCDSB) elementary school, a child care centre, a parking garage, and an outdoor space (collectively the Facility) and to request authority to award and enter into an agreement with the recommended proponent, Kipling Realty Management Inc.

The obligations of all parties with respect to the use, maintenance, and repair of all areas of the Facility are set out in the Shared Facilities Agreement and Leases, as outlined in the report, titled 20 Brunel Court - Leases with the Toronto District School Board and the Toronto Catholic District School Board, from the Acting Director, Real Estate Services, and the General Manager, Parks, Forestry and Recreation (the Leasing Report), that is also being considered at the June 24, 2019 General Government and Licensing Committee meeting.

The General Government and Licensing Committee recommends that:  

1.  City Council authorize the City of Toronto to enter into, and the General Manager, Parks, Forestry and Recreation, to execute on behalf of the City, a Development Management Agreement for the development of an approximately 25,000 square foot community recreation centre (the Recreation Centre) within a mixed-use project containing residential, commercial, and retail components (the Block 4 Project) at 261 Queens Quay East with Aqualuna Bayside Toronto Partnership, a general partnership of 2572942 Ontario Limited and Hines Bayside IV ULC, and with the partnership's nominee, Aqualuna Bayside Toronto Inc., substantially on the terms and conditions outlined in Attachment 3 to the report (June 6, 2019) from the General Manager, Parks, Forestry and Recreation, and on such other terms and conditions deemed appropriate by the General Manager, Parks, Forestry and Recreation, and the City Solicitor.

2.  City Council authorize the City of Toronto to enter into, and the General Manager, Parks, Forestry and Recreation, to execute on behalf of the City, a Construction Management Contract for the construction of the base/shell of the Recreation Centre and a Construction Management Contract for the construction of the fit-out of the Recreation Centre, both with Deltera Contracting Inc., substantially on the terms and conditions outlined in Attachment 4 to the report (June 6, 2019) from the General Manager, Parks, Forestry and Recreation, and on such other terms and conditions deemed appropriate by the General Manager, Parks, Forestry and Recreation, and the City Solicitor.

3.  City Council authorize the City of Toronto to enter into, and the General Manager, Parks, Forestry and Recreation, to execute a single contract for an estimated $600,000 from the project budget for full consulting services with Perkins+Will Canada Inc., the architect currently retained by the developer for the design of the Recreation Centre.

4.  City Council, conditional upon the execution of acceptable agreements in accordance with Recommendations 1, 2, and 3, authorize the flow of the following funding to Aqualuna Bayside Toronto Partnership, a general partnership of 2572942 Ontario Limited and Hines Bayside IV ULC, or its nominee, and to Deltera Contracting Inc., in accordance with the Development Management Agreement and the Construction Management Agreements, respectively, and to Perkins+Will Canada Inc. to the maximum fee specified in Recommendation 3 for the delivery of the Recreation Centre:

a.  up to $15.000 million from the 2019 Council Approved Waterfront Revitalization Initiative Capital Budget and future year commitments from the project "Precinct Implementation Projects," with funding of $1.500 million from Debt and $13.500 million from Development Charges (XR2114); and

b.  up to $7.000 million from the 2019 Council Approved Parks, Forestry and Recreation Capital Budget and future year commitments for the East Bayfront Community Centre sub-project in the Community Centre project, with funding of $6.300 million from Development Charges (XR2114) and $0.700 million from the South District Parkland Development Reserve Fund (XR2209) projects.

5.  City Council authorize the City of Toronto, as Vendor, to enter into an Amending Agreement of Purchase and Sale (Amended APS) with Aqualuna Bayside Toronto Inc., for and on behalf of Aqualuna Bayside Toronto Partnership, as Purchaser, to amend the Agreement of Purchase and Sale of Block 4, on the following terms and conditions and on such other terms and conditions deemed appropriate by the Deputy City Manager, Corporate Services, in consultation with the General Manager, Parks, Forestry and Recreation, and in a form satisfactory to the City Solicitor:

a.  the Amended Agreement of Purchase and Sale will not become effective unless and until the City confirms that the City is proceeding with the Recreation Centre, in accordance with the terms of the Development Management Agreement for the base/shell;

b.  Waterfront Toronto and the Purchaser shall have entered into an Amending Development Agreement in respect of the development of Block 4 which includes the Recreation Centre;

c.  the City will retain freehold ownership of the strata parcel of land designated for the Recreation Centre, as shown on an initial strata plan for closing;

d.  the parties will enter into a Shared Facilities Agreement in respect of the shared areas (Shared Areas) of the Block 4 Project and other operational matters in recognition of the integration of the Recreation Centre with the other components of the Block 4 Project, substantially on the terms and conditions outlined in Attachment 5 to the report (June 6, 2019) from the General Manager, Parks, Forestry and Recreation;

e.  the City's share of the Shared Facilities Budget for the operation and maintenance of the Shared Areas and various operational matters in respect of the overall Block 4 Project for the first year of operation of the Recreation Centre are estimated not to exceed $10,000 (the Shared Facilities Budget);

f.  on the closing of the Agreement of Purchase and Sale, the Recreation Centre lands will be subject to the Restrictions on Use and the Right of First Opportunity, substantially on the terms and conditions outlined in Attachment 6 to the report (June 6, 2019) from the General Manager, Parks, Forestry and Recreation;

g.  upon the completion of the construction of the Recreation Centre and the registration of the final strata plan for the Block 4 Project, the City, as transferor or transferee, will enter into such reconveyances of land and transfers of easements for nominal consideration, as necessary, to legally describe the lands for the Recreation Centre as City-owned freehold space, together with and subject to appurtenant and servient easement interests; and

h.  if the City has not proceeded with the fit-out of the Recreation Centre, in accordance with the terms of the Construction Management Agreement, and the City has failed to commence construction of the fit-out of the Recreation Centre within the two-year period following 50 percent occupancy of the residential condominium, the Purchaser will have the option to purchase the City's freehold strata lands designated for the Recreation Centre, together with the Recreation Centre base/shell as then-existing, for fair market value.

6.  City Council authorize the City of Toronto to enter into the Shared Facilities Agreement, substantially on the terms and conditions outlined in Attachment 5 to the report (June 6, 2019) from the General Manager, Parks, Forestry and Recreation, and on such other terms and conditions deemed appropriate by the General Manager, Parks, Forestry and Recreation, in consultation with the Deputy City Manager, Corporate Services, and in a form satisfactory to the City Solicitor.

7.  City Council authorize the General Manager, Parks, Forestry and Recreation, to approve the Shared Facilities Budget, to negotiate, administer, manage, execute, and deliver on behalf of the City the Shared Facilities Agreement, to designate any person or persons to represent the City on any shared facilities committee or subcommittee formed under the Shared Facilities Agreement, to provide any authorization, direction, or instructions to such designated person(s) in carrying out his/her role(s) as a City representative(s), to carry out all dispute resolution processes, and the General Manager, Parks, Forestry and Recreation, or his/her successor/designate(s), is authorized to provide any consents, approvals, waivers, notices, certificates of compliance, status certificates, and other documentation under the Shared Facilities Agreement, provided that the General Manager, Parks, Forestry and Recreation, may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

8.  City Council authorize the General Manager, Parks, Forestry and Recreation, to make all decisions, including any necessary elections, waivers, approvals, consents, and notices, on behalf of the City during the pre- and post-construction and construction phases of the Recreation Centre, in accordance with the project agreements outlined in Recommendations 1, 2, and 3 and any other agreements or documentation entered into as a result of those agreements.

9.  City Council authorize the City of Toronto to enter into, and the General Manager, Parks, Forestry and Recreation, to execute on behalf of the City, any Ancillary Agreements contemplated under or arising out of the Development Management Agreement, the Construction Management Agreement, the Shared Facilities Agreement, the Amended Agreement of Purchase and Sale, or the construction of the Recreation Centre, in consultation and in a form satisfactory to the City Solicitor.

This report requests City Council authority to enter into agreements for the delivery of a 25,000 square foot community recreation centre (the Recreation Centre) located within a new mixed-use building in Block 4 on Plan 66M2542 (Block 4) in the East Bayfront Precinct located at 261 Queens Quay East (see Attachment 1). The project is to be delivered by Aqualuna Bayside Toronto Partnership (development manager/developer) and Deltera Contracting Inc. (the constructor). The Aqualuna Bayside Toronto Partnership is between a Hines entity (Hines) and its residential partner, a Tridel entity (Tridel).

This report also seeks authority to transfer cash flow funding of up to $22.0 million from the 2019 Council Approved Capital Budgets and future year commitments for Waterfront Revitalization Initiative and Parks, Forestry and Recreation, to the development manager, the constructor, and the architect to design and deliver both the base/shell and fit-out of the Recreation Centre.

The major terms for delivery of the Recreation Centre and associated agreements are presented in this report and form part of the approval being sought by Council.

Lastly, the report seeks approval for the General Manager, Parks, Forestry and Recreation, to execute the contract with the design architects for the Recreation Centre in order for Parks, Forestry and Recreation to manage the design specification process directly.   

This report has been prepared by Parks, Forestry and Recreation, with input from the Waterfront Secretariat, Real Estate Services, Purchasing and Materials Management, Corporate Finance, and in consultation with Legal Services.

The General Government and Licensing Committee recommends that:

1.  City Council increase the penalty amount from $60 to $100 for the "Stop - Non-School Bus in School Bus Loading Zone" offence in Section 950-400B(10) of the City of Toronto Municipal Code Chapter 950 (Traffic and Parking), with an implementation date of September 3, 2019.

2.  City Council increase the penalty amount from $60 to $100 for the "Stop - Within 9 Metres of School Crossing" offence in Section 950-400B(11) of the City of Toronto Municipal Code Chapter 950 (Traffic and Parking), with an implementation date of September 3, 2019.

3.  City Council increase the penalty amount from $60 to $100 for the "Stop - Signed Highway - During Prohibited (Times/Days)" offence in Section 950-405D of the City of Toronto Municipal Code Chapter 950 (Traffic and Parking), with an implementation date of September 3, 2019.

4.  City Council increase the penalty amount from $60 to $100 for the "Stand Vehicle - Signed Highway During Prohibited (Times/Days)" offence in Section 950-405G of the City of Toronto Municipal Code Chapter 950 (Traffic and Parking), with an implementation date of September 3, 2019.

5.  City Council amend the City of Toronto Municipal Code Chapter 950 (Traffic and Parking) to establish a new offence in Section 950-400B(1.1) for stopping any vehicle on or over a boulevard unless stopping is authorized under any other City of Toronto Municipal Code Chapter or By-law and establish an associated penalty amount of $150, with an implementation date of September 3, 2019.

6.  City Council amend the City of Toronto Municipal Code Chapter 610 (Penalties, Administration of) and the City of Toronto Municipal Code Chapter 950 (Traffic and Parking), generally as outlined in Attachment 1 to the report (June 10, 2019) from the General Manager, Transportation Services.

7.  City Council increase the penalty amount from $60 to $100 for the "Stand Vehicle - Passenger Loading Zone - Contrary to Permitted (Times/Days)" offence in Section 950-402A(3) of the City of Toronto Municipal Code Chapter 950 (Traffic and Parking), with an implementation date of September 3, 2019, and amend the City of Toronto Municipal Code Chapter 610 (Penalties, Administration of) accordingly.

8.  City Council increase the penalty amount from $60 to $100 for the "Stand Vehicle - Passenger Loading Zone - Not Actively Engaged in Loading/Unloading Passengers" offence in Section 950-402A(3) of the City of Toronto Municipal Code Chapter 950 (Traffic and Parking), with an implementation date of September 3, 2019, and amend the City of Toronto Municipal Code Chapter 610 (Penalties, Administration of) accordingly.

This report responds to a request from the General Government and Licensing Committee to review the administrative penalty amounts (penalty amounts) for stopping and parking violations that typically occur near schools, creating localized traffic congestion and safety concerns for parents and students. Parking violation notices issued through the City of Toronto's Administrative Penalty System are meant to promote greater compliance with the City's Parking By-laws.

A number of factors may be considered when reviewing penalty amounts for stopping and parking violations. These include comparable violations, the impact of non-compliance, and penalty amounts in other jurisdictions. The penalty amounts discussed in this report are related to the most common stopping and parking violations that take place near schools. The proposed changes are based on existing penalty amounts for comparable violations that similarly address traffic congestion and road safety concerns, particularly for vulnerable road users. All penalty increases are proposed to come into effect at the beginning of the 2019-2020 school year on September 3, 2019.

The proposed changes are as follows:

-  Increase the penalties from $60 to $100 for violations taking place at any prohibited time of day for the following offences:

-  stopping a motor vehicle in a school bus loading zone; and
-  stopping a motor vehicle within nine metres of a school crossing.

-  Increase the penalties from $60 to $100 for violations taking place outside of rush hour periods for the following offences:

-  stopping a motor vehicle during a prohibited time; and
-  standing a motor vehicle during a prohibited time.

-  Introduce a new offence for stopping a motor vehicle on the boulevard and an associated penalty of $150.

The General Government and Licensing Committee recommends that:

1.  City Council amend Schedule A, Records Retention Schedule, in the City of Toronto Municipal Code Chapter 217, Records, Corporate (City), as outlined in Appendix 1 to the report (June 7, 2019) from the City Clerk.

Under Section 201 of the City of Toronto Act, 2006, a record of the City may be destroyed if a retention period has been established and the retention period has expired or the record is a copy of the original record. Chapter 217, Records Corporate (City), provides the legislative basis on which the retention periods for City records are authorized and Schedule A indicates the retention period for each records class.

The People, Equity and Human Rights Division, as part of their transformation initiative, has requested that an authorized retention for personnel records be added to Schedule A. The bulk of the personnel files held by the City have no authorized retention period. Records dating as far back as 1910 and totalling almost 6,000 boxes continue to be stored at the Records Centre.

The General Government and Licensing Committee recommends that:

1.  City Council amend the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire, as follows:

Accessibility Fund Program

1.  Add a provision to create an Accessibility Fund Program that is:

a.  funded through regulatory charges on members of the vehicle-for-hire and private transportation company industries that do not provide City-licensed wheelchair accessible service; and

b.  disbursed based on service standards and eligibility criteria to City-licensed wheelchair accessible drivers and owners that are not under contract with the Toronto Transit Commission's Wheel-Trans specialized transit service.

2.  Add a provision to allow the Executive Director, Municipal Licensing and Standards or their designate to establish the funding formulas for the disbursement of funds, the service standards, and the eligibility criteria for the Accessibility Fund Program.

3.  Add a provision to state that the Executive Director, Municipal Licensing and Standards shall publish the service standards and the eligibility criteria.

4. Add a provision to state that accessible vehicle-for-hire drivers must meet the following minimum eligibility requirements for the Accessibility Fund Program:

a.  licensed under this chapter;

b.  current and valid training endorsement for accessible service; and

c.  declare or provide other proof that criteria and service standards, as required by the Executive Director, Municipal Licensing and Standards, have been met.

5.  Add a provision to state that accessible vehicle-for-hire owners must meet the following minimum eligibility requirements for the Accessibility Fund Program:

a.  licensed under this chapter;

b.  vehicle is compliant with the Canadian Standards Association standard for wheelchair accessible vehicles; and

c.  declare or provide other proof that criteria and service standards, as required by the Executive Director, Municipal Licensing and Standards, have been met.

6.  Add a provision to state that, to be eligible for the Accessibility Fund Program, licensed vehicle-for-hire drivers and owners must provide the following information as part of the application process:

a.  business licence number under this chapter;

b.  full name;

c.  mailing address;

d.  contact information such as phone number and e-mail address; and

e.  any other information as requested by the Executive Director, Municipal Licensing and Standards.

7.  Add a provision that the Executive Director, Municipal Licensing and Standards may refuse or cancel funding if the accessible owner or driver does not meet the eligibility criteria or service standards as set out by the Executive Director, Municipal Licensing and Standards, if the funding was granted due to an administrative or technical error, or if the accessible owner or driver has not provided complete or accurate data or information.

8.  Add a provision to state that the Executive Director, Municipal Licensing and Standards shall provide the accessible owner or driver with written notice that consideration is being given to the refusal or cancellation of their funding application and providing the accessible owner or driver with an opportunity to respond in writing to this notice within 10 days of being notified. Municipal Licensing and Standards will then provide the accessible owner or driver with written notice of its final decision. If an accessible owner or driver's eligibility has been refused or cancelled because the owner or driver was not properly eligible or provided incomplete or inaccurate information, the accessible owner or driver will not be eligible for the Accessibility Fund Program for two years.

9.  Add a provision that the Executive Director, Municipal Licensing and Standards may recover any funds disbursed in error or if the funds were disbursed based on incomplete or inaccurate information provided by the applicant.

10.  Add a provision that requires, as conditions for licence renewal, that the Accessibility Fund Program regulatory charge be paid and that funds disbursed from the Accessibility Fund Program based on incomplete or inaccurate information provided by a funding applicant be repaid.

11.  Add a provision to state that the Executive Director, Municipal Licensing and Standards has the authority to, at any time, recalibrate the funding formulas or prohibit the disbursement of funds to applicants based on the availability of funding.

12.  Add a provision to state that the Executive Director, Municipal Licensing and Standards shall collect regulatory charges associated with the Accessibility Fund Program at the same time as licensing fees are collected.

Administration, Audit Powers, and Revocation Process of Training Programs

13.  Add a provision to allow the Executive Director, Municipal Licensing and Standards to establish the mandatory components and criteria for the accreditation of training programs for all drivers licensed under this chapter.

14.  Add a provision to state that the Executive Director, Municipal Licensing and Standards shall publish the mandatory components of training programs, criteria to accredit training programs, and a list of approved training programs.

15.  Add a provision that each applicant for the certification of a training program shall provide, at minimum, the following information to the Executive Director, Municipal Licensing and Standards:

a.  full name of individual or business;

b.  mailing address;

c.  contact information, including phone number and e-mail address;

d.  the syllabus of the proposed training content; and

e.  any other information as requested by the Executive Director, Municipal Licensing and Standards.

16.  Add a provision that the Executive Director, Municipal Licensing and Standards has the authority to audit approved training programs and request information related to the audit, as required.

17.  Add a provision that, pursuant to the audit and investigation process, the Executive Director, Municipal Licensing and Standards has the authority to revoke the accreditation of training programs if:

a.  Municipal Licensing and Standards has reasonable grounds to believe that the training program no longer meets the requirements for inclusion on the approved list, in accordance with the mandatory components established by the Executive Director, Municipal Licensing and Standards;

b.  Municipal Licensing and Standards has reasonable grounds to believe that the training program is not being delivered or its officers, directors, or employees have not acted in accordance with the intent of the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire, or if incomplete or inaccurate information has been provided; or

c.  Municipal Licensing and Standards has reasonable grounds to believe that the conduct of the training program or its officers, directors, or employees has resulted, or will result, in a breach of the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire, or any other law.

18.  Add a provision that vehicle-for-hire or private transportation company drivers who obtained a licence on the basis of their membership in a training program that is then removed from the City’s approved list must provide proof of the successful completion of another approved training program at their licence renewal, if required by the Executive Director, Municipal Licensing and Standards.

19.  Add a provision that vehicle-for-hire or private transportation company drivers who do not submit proof of the successful completion of another approved training program at their licence renewal will be deemed to no longer meet the licensing requirements under the By-law and the licence renewal application will be incomplete until proof of training is submitted.

Audit and Investigative Authority of Municipal Licensing and Standards

20.  Add a provision to allow for Municipal Licensing and Standards to require private transportation companies, limousine brokers, and taxicab brokers to provide records to Municipal Licensing and Standards for the purposes of investigating compliance with this chapter and for researching and undertaking accessibility reviews, transportation planning, and environmental policies or initiatives relevant to the vehicle-for-hire industry and require that records must be produced within 30 days and in a format satisfactory to the Executive Director, Municipal Licencing and Standards.

21.  Add a provision to require that taxicab, limousine, and private transportation company records requested by a police officer shall be provided directly to the police officer within 24 hours and records requested by Municipal Licensing and Standards shall be provided within 30 days of the receipt of the request or within 24 hours, if required by the Executive Director, Municipal Licensing and Standards.

22.  Add a provision that any licence holder under the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire, is guilty of an offence if they provide incomplete or inaccurate information or business records to a police officer or Municipal Licensing and Standards.

Cameras

23.  Delete the definition of camera.

24.  Authorize the Executive Director, Municipal Licensing and Standards to establish criteria for and prohibit the use of cameras in licensed vehicles.

Collision Reporting

25.  Add a provision to state that private transportation companies and limousine and taxicab brokers shall record and provide collision incident information (including type of vehicle, date and time of incident, and location of incident to the nearest intersection) at a frequency that meets the satisfaction of the Executive Director, Municipal Licensing and Standards.

Inspection Powers

26.  Amend the inspection powers of Municipal Licensing and Standards to confirm that they extend to vehicles-for-hire.

Limousine Owners

27.  Add a provision that limousine owner licensing fees are waived for accessible limousine owners.

28.  Add a provision that accessible service must be provided through vehicles that are in compliance with the standard for accessible vehicles outlined in the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire.

29.  Add a provision that if a camera that is capable of recording audio or video footage of the passenger is used in a limousine, then the limousine owner shall ensure that notice stating that passengers are being or may be recorded is provided through notice affixed to the vehicle in a location and manner approved by the Executive Director, Municipal Licensing and Standards.

30.  Add a provision that requires limousines to have "Watch for Bike" notices affixed to the vehicle in a location approved by the Executive Director, Municipal Licensing and Standards.

31.  Remove the requirement for limousine owners to enter into service agreements to permit them to dispatch their own limousine and/or accept service requests. A limousine owner who dispatches his or her own limousine will not be considered a limousine broker.

32.  Remove the minimum fare requirement of $70 per hour for the first two hours, permit limousine owners and brokers to set rates to be charged on a flat or hourly basis, and require that a limousine owner or broker confirm that a passenger has accepted the rate before the vehicle is dispatched by sending written confirmation to the customer and maintaining records for three years.

33.  Define a limousine as any accessible, stretch, or sedan limousine in respect of which a limousine owner's licence has been issued or in respect of which a licence is required under this chapter.

34.  Define a sedan limousine as a non-metered vehicle that may carry a maximum of seven passengers, excluding the driver, and is approved by the Executive Director, Municipal Licensing and Standards and that is, or is required to be, licensed under this chapter.

35.  Define a stretch limousine as a non-metered vehicle either purpose-built or modified to provide an extended seating area and carry a minimum of seven passengers, excluding the driver, and is approved by the Executive Director, Municipal Licensing and Standards and that is, or is required to be, licensed under this chapter.

36.  Define an accessible limousine as a vehicle which is designed, used, or intended to be used to provide wheelchair accessible service and is approved by the Executive Director, Municipal Licensing and Standards and that is, or is required to be, licensed under this chapter.

37.  Amend the insurance requirements to ensure that each limousine with a seating capacity of more than seven passengers is insured under a policy of automobile insurance as required under the Public Vehicles Act.

Limousine Brokers

38.  Rename limousine service company to limousine broker throughout the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire.

39.  Add a provision that limousine brokers shall only dispatch licensed limousines driven by individuals holding valid vehicle-for-hire driver's licences.

40.  Add a provision that limousine brokers must publish business contact information online for the public.

41.  Remove the stretch-to-sedan fleet ratio to allow limousine brokers to determine the appropriate type and number of licensed limousines required for their business.

42.  Amend the requirements for data recorded in dispatch records to also require the following information in relation to transportation commencing or terminating in Toronto:

a.  pick up location and the destination (by reference to the nearest intersection);

b.  dates and times (by reference to the nearest minute) the trip started and terminated;

c.  length of time (by reference to the nearest minute) elapsing between the passenger's service request and the start of the trip;

d.  type of service provided such as request for accessible service;

e.  trip status such as completed, driver cancelled, or passenger cancelled;

f.  if a trip is cancelled, then the reason for cancellation; and

g.  the assigned driver's licence number and unique identification number used by the brokerage (if any).

43.  Add a provision that data recorded in dispatch records must be produced within 30 days and in a format that is satisfactory to the Executive Director, Municipal Licencing and Standards and that a limousine broker is required to maintain the records for a minimum of three years.

Private Transportation Companies

44.  Add a provision that requires private transportation companies to impose a mandatory training program on all drivers affiliated with the private transportation company. The training program must satisfactorily meet the criteria established by the Executive Director, Municipal Licensing and Standards or their designate.

45.  Add a provision that states that all private transportation company drivers must ensure they are using a mounted device, secured to the vehicle, for their phone or other such electronic device when the private transportation company driver is available on the private transportation company software application.

46.  Add a provision to state and confirm that drivers who provide accessible service for private transportation companies must be licensed under this chapter and meet all conditions of licensing, including the successful completion of an accessible training program.

47.  Add a provision that requires every private transportation company driver to be civil and well-behaved.

48.  Add a provision that if a camera that is capable of recording audio or video footage of the passenger is used in a private transportation company vehicle, then the private transportation company and private transportation company driver shall ensure that notice stating that passengers are being or may be recorded is provided through:

a.  the software application prior to the passenger accepting the request; and/or

b.  a notice affixed to the vehicle in a location and manner approved by the Executive Director, Municipal Licensing and Standards.

49.  Authorize the Executive Director, Municipal Licensing and Standards to sign the Data Sharing Agreement and Indemnification Agreement for private transportation companies on behalf of the City of Toronto.

50.  Add a provision that requires private transportation companies and private transportation company drivers to notify passengers to look for cyclists before exiting a vehicle through:

a.  the software application by sending push notifications at a frequency that is satisfactory to the Executive Director, Municipal Licensing and Standards; and

b. "Watch for Bike" notices in the vehicle in a location approved by the Executive Director, Municipal Licensing and Standards.

51.  Amend the private transportation company driver requirements so that the private transportation company, when submitting an application for the issuance or renewal of a private transportation company driver's licence on a behalf of an individual, shall also be required to submit information on the fuel type of the vehicle that will be driven by that individual when licensed as a private transportation company driver.

52.  Add a provision prohibiting a private transportation company from allowing vehicles that have the same colour scheme that is already in use by a taxicab brokerage and prohibit a private transportation company driver from using such vehicle.

53.  Amend the provision that requires all private transportation company drivers to carry and, upon request, produce to Municipal Licensing and Standards their Ontario driver's licence by requiring that private transportation company drivers carry and produce upon request satisfactory government-issued identification.

54.  Amend the private transportation company record keeping requirements to ensure all information on time or length of trip is measured by reference to the nearest minute and by adding requirements that private transportation companies keep records of:

a.  the starting and ending times for each period that a private transportation company driver was available to provide transportation services through the platform, en route to pick up a passenger after accepting a request, and delivering transportation service to a passenger;

b.  wait time of passengers, in accordance with Period 2 in the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire;

c.  number of cancelled/rejected trips;

d.  reason for cancelled/rejected trips;

e.  volume of private transportation company vehicles available to provide service on the private transportation company platform in any particular hour and with reference to a particular geographic area within which the private transportation company vehicle was available or provided service;

f.  pick up and drop-off data for every trip, measured to the nearest 10 metres;

g.  aggregate number of vehicles that have completed a trip by hour; and

h.  anonymized trip and passenger identification that meets the satisfaction of the Executive Director, Municipal Licensing and Standards.

55.  Amend the private transportation company driver requirements:

a.  remove the minimum requirement of 18 years of age;

b.  increase the year of driving history from one year to three years for new applicants and grandfather existing private transportation company driver's licence holders;

c.  require that all new applicants as of June 1, 2020 must provide proof of the successful completion of a mandatory training program that is approved by the Executive Director, Municipal Licensing and Standards; and

d.  require existing private transportation company driver's licence holders to provide proof of the successful completion of a mandatory training program that is approved by the Executive Director, Municipal Licensing and Standards by their licensing renewal in 2020.

56.  Amend the accessible requirements of private transportation companies to confirm that accessible service must be provided through vehicles that are in compliance with the Canadian Standards Association standard for wheelchair accessible vehicles.

Taxicab Bill of Rights

57.  Amend the Taxicab Bill of Rights to include a section that states that taxicab drivers cannot refuse service to an individual with a mobility or non-mobility disability, where service can be accommodated, and cannot refuse service to an individual being accompanied by a service animal by reason only of the presence of a service animal.

Snow Tires

58.  Rename snow tires to winter tires and add a definition of winter tires to mean a tire that meets the standards and specifications prescribed for winter tires by the Executive Director, Municipal Licensing and Standards, including tires that are labelled "M" and "S," the minimum requirement for mud and snow/all-season tires.

Taxicab Broker

59.  Add a provision that any records brokerages are required to collect must be produced within 30 days and in a format satisfactory to the Executive Director, Municipal Licensing and Standards and that a taxicab broker is required to maintain all such records for a minimum of three years.

60.  Amend the requirements for trip record data to be kept by taxicab brokers to require the collection of the following information:

a.  pick up location and the destination (by reference to the nearest intersection);

b.  dates and times (by reference to the nearest minute) that each trip started and terminated;

c.  length of time (by reference to the nearest minute) elapsing between the passenger's service request and the start of the trip;

d.  type of service provided such as request for accessible service;

e.  trip status such as completed, driver cancelled, or passenger cancelled;

f.  if a trip is cancelled, then the reason for cancellation; and

g.  the licence number for each taxicab affiliated with the brokerage that provided the trip.

61.  Amend the requirements for brokerages to maintain records to require the collection of the following information:

a.  the vehicle-for-hire driver's licence number, unique identification number used by the brokerage (if any) for each vehicle-for-hire driver, and the driver's first and last name for each driver affiliated with the brokerage; and

b.  the termination date, the driver's first and last name, the licence number, and the termination letter when a driver is no longer affiliated with the brokerage.

62.  Add a provision requiring the collection of accessible taxicab trip data for the purposes of the administration of the Accessibility Fund Program to include:

a.  plate number, licence number, start date, start time, end date, and end time for each taxicab trip;

b.  type of point-of-sale terminal in each taxicab, including whether or not it allows for cordless payment; and

c.  driver's first and last name and licence number for each taxicab trip.

Taxicab Owners

63.  Add a provision to require that a vehicle be registered with Municipal Licensing and Standards for use as a taxicab as a condition of renewing a taxicab owner licence.

64.  Remove the provisions regarding designated agents in order to clarify the role of a taxicab operator and ensure that the only individuals permitted to manage taxicabs on behalf of taxicab owners will be licensed as taxicab operators.

65.  Amend the section on required equipment and markings for taxicabs to authorize the Executive Director, Municipal Licensing and Standards to approve the manner and location of "Watch for Bike" notices.

66.  Amend the section on designated custodians for corporations that hold standard taxicab owner licences to require that they designate a director as custodian, instead of an employee or officer.

Taxicab Rates and Fares

67.  Remove "on request" from the section on flat fares and airport fares and require drivers/owners to offer the flat rate to the airport.

68.  Add a provision to prohibit vehicle-for-hire drivers, taxicab owners, and brokers from setting rates higher than the tariff (metered rate) for accessible service requests.

Toronto Licensing Tribunal

69.  Amend the powers of the Toronto Licensing Tribunal to confirm that it has the power to refuse to issue a licence, as outlined in its mandate.

Vehicle-for-Hire Driver

70.  Add a provision that states that all drivers must ensure they are using a mounted device, secured to the vehicle, for their phone or other such electronic device while operating their vehicle.

71.  Add a provision that all vehicle-for-hire drivers shall carry and, upon request, produce satisfactory government-issued identification to Municipal Licensing and Standards.

72.  Remove the section which prohibits a vehicle-for-hire driver from parking on any highway except at a location designated and marked as a taxicab stand by an authorized sign, as this is covered under the City of Toronto Municipal Code Chapter 950, Traffic and Parking.

73.  Remove the word "first" from the restrictions on taxicabs refusing services in order to confirm that short-fare refusals are not permitted for any prospective passengers.

74.  Amend the vehicle-for-hire driver requirements:

a.  remove the minimum requirement of 18 years of age;

b.  increase the year of driving history from one year to three years for new applicants and grandfather existing vehicle-for-hire driver's licence holders;

c.  require that all new applicants as of June 1, 2020 must provide proof of the successful completion of a mandatory training program that is approved by the Executive Director, Municipal Licensing and Standards; and

d.  require existing vehicle-for-hire driver's licence holders to provide proof of the successful completion of a mandatory training program that is approved by the Executive Director, Municipal Licensing and Standards by their licensing renewal in 2020.

75.  Amend the section on civility and oversight of taxicabs and limousines to remove the requirements to be properly dressed, neat and clean in person, and maintain that drivers shall be civil and well-behaved.

76.  Amend the data required to be kept in an operator log to include break start date and time, break end date and time, and taxicab type such as non-accessible or accessible.

Vehicle Requirements and Inspections

77.  Remove the definitions for alternative fuel vehicle, combined fuel consumption rating, exhaust emissions, full useful life emission bin, hybrid vehicle, and low-emission vehicle.

78.  Amend the section on replacement vehicles to remove the requirement for replacement taxicab vehicles to be either accessible or alternative fuel, hybrid, or low-emission vehicles.

79.  Amend the section on mechanical inspections to require that all vehicles-for-hire are inspected prior to delivering for-hire service with a new vehicle and, thereafter, once every 12 months.

Status Updates

2.  City Council direct the Executive Director, Municipal Licensing and Standards to review and provide a status update on the vehicle-for-hire Accessibility Fund Program and work completed to create an environmental incentive program two years after the enactment of this By-law.

Collision Reporting Incident Form

3.  City Council request the Ontario Ministry of Transportation to review the provincial collision reporting incident form and add taxicab, limousine, and private transportation company vehicles as vehicle types.

Fees

4.  City Council amend the City of Toronto Municipal Code Chapter 441, Fees and Charges, Appendix C - Schedule 12, Municipal Licensing and Standards as follows:

1.  Amend the "Service" category to state "Vehicle-for-Hire (VFH) Licensing" instead of "Taxi and Livery Licensing."

2.  Add the regulatory charges noted below in Table A - Regulatory Charges for the Accessibility Fund Program, including an annual adjustment based on the Consumer Price Index.

Table A - Regulatory Charges for the Accessibility Fund Program

3.  Remove Reference Number 20 - Re-scheduling an exam or course before it starts and Reference Number 25 - Registration for the Accessible Taxicab Driver Training Course.
 

4.  Amend the fees listed below in Table B - Vehicle-for-Hire Licensing Fees to include an annual adjustment based on the Consumer Price Index.

Table B - Vehicle-for-Hire Licensing Fees

Reserve Fund

5.  City Council establish a new Vehicle-for-Hire Reserve Fund as a Corporate Discretionary Reserve Fund to provide funding for initiatives associated with accessibility, transportation planning, or environmental goals relevant to the vehicle-for-hire and private transportation company industries and to minimize the impact of reliance on vehicle-for-hire and private transportation company licensing revenue for Municipal Licensing and Standards' Operating Budget, in accordance with the criteria outlined in Attachment 6 to the report (June 14, 2019) from the Executive Director, Municipal Licensing and Standards, by:

1.  Amending the City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, by adding the "Vehicle-for-Hire Reserve Fund" to Schedule 7, Corporate Discretionary Reserve Funds, with the criteria outlined in Attachment 6 to the report (June 14, 2019) from the Executive Director, Municipal Licensing and Standards;

2.  Funding the Vehicle-for-Hire Reserve Fund in an initial amount of $6.093 million from an in-year adjustment of the 2019 Operating Budget of Municipal Licensing and Standards and, afterwards, with budgeted allocations from vehicle-for-hire and private transportation company licensing, including regulatory charges on licensees that do not provide wheelchair accessible vehicle-for-hire services. Such that:

a.  for 2019, there will be a net zero expenditure and revenue budget adjustment comprised of a contribution to the reserve fund of $6,093,000, offset by an increase in vehicle-for-hire user fees (including private transportation company trip fees) of $6,093,000. The contribution to the new reserve fund would be dependent on sufficient actual user fee revenue being generated; and

b.  for 2020 and subsequent years, reserve funding and user fee budgets will be considered as part of the annual budget process and will be structured as outlined in the Financial Impact section of the report (June 14, 2019) from the Executive Director, Municipal Licensing and Standards.

3.  Establishing a minimum targeted reserve balance of $5 million; and

4.  Establishing Municipal Licensing and Standards as the primary owner of the account.

Implementation

6.  City Council direct the General Manager, Transportation Services to consider the results of the Transportation Impact Study, as outlined in Attachment 4 to the report (June 14, 2019) from the Executive Director, Municipal Licensing and Standards, as part of the update on the Congestion Management Plan.

7.  City Council authorize the City Solicitor and the Executive Director, Municipal Licensing and Standards to make such technical and stylistic amendments to the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire, and the City of Toronto Municipal Code Chapter 441, Fees and Charges, as required to give effect to City Council’s decision.

8.  City Council direct the Executive Director, Municipal Licensing and Standards to apply to the Ontario Court of Justice for any new set fines or to review and increase, as required, the current set fines.

9.  City Council direct that the changes to the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire, come into force on January 1, 2020.

The General Government and Licensing Committee:

1.  Requested the Executive Director, Municipal Licensing and Standards, to report directly to City Council at its meeting on July 16 and 17, 2019 on the following:

a.  the feasibility and implications of implementing third-party safety training, including options for using accredited training schools, in-class/car training, and other ways to deliver mandated training;

b.  opportunities to ensure higher vehicle fuel efficiency standards for vehicles-for-hire, including transitioning to hybrid vehicles or fully-electric vehicles for all vehicles-for-hire;

c.  the impact of vehicles-for-hire on traffic congestion and opportunities to mitigate this impact;

d.  specific requirements for mobile device holders in vehicles in order to ensure they are mounted securely;

e.  requiring stickers cautioning passengers to watch for cyclists when opening doors;

f.  the feasibility of continuing the requirement that replacement vehicles for taxicab owners be alternative fuel vehicles, hybrid vehicles, or low-emission vehicles and enacting a new definition for low-emission vehicles to authorize the Executive Director, Municipal Licensing and Standards, to define a low-emission vehicle in accordance with Natural Resources Canada's Fuel Consumption Ratings;

g.  the implications and feasibility of requiring private transportation companies, through their software applications or otherwise, to route private transportation company drivers and passengers to pick up and drop off locations where passengers can embark or disembark without the private transportation company vehicle stopping or otherwise obstructing bike lanes, in a manner that is consistent with the existing prohibitions in the City of Toronto Municipal Code Chapter 886 (Footpaths, Pedestrian Ways, Bicycle Paths, Bicycle Lanes and Cycle Tracks) that precludes private transportation company drivers from stopping, standing, parking, loading, or unloading passengers in bike lanes;

h.  additional information on the differences between snow, winter, all-season, all-weather, and mud tires and details on industry and insurance standards;

i.  requiring private transportation company drivers to notify their personal insurance companies that they are operating their vehicles for private transportation company use and requiring private transportation company drivers to provide proof of insurance to the Executive Director, Municipal Licensing and Standards;

j.  appropriate wait time standards for accessible private transportation companies and vehicles-for-hire, together with a method of monitoring whether these standards are being achieved and what additional measures might be needed to achieve the standards, and provide this information in an Annual Report to City Council through the General Government and Licensing Committee; and

k.  methods to monitor the following:

1.  the number of private transportation company vehicles on the City of Toronto's roads during selected time periods; and

2.  the percentage of private transportation company vehicles on the City of Toronto's roads with and without passengers during selected time periods.

This report proposes amendments to the Vehicles-for-Hire By-law (the City of Toronto Municipal Code Chapter 546, Licensing of Vehicles-for-Hire) related to accessibility, public safety, vehicle requirements, and limousines. It also recommends technical amendments to further improve the licensing and enforcement of the vehicle-for-hire industry.

The Vehicles-for-Hire By-law came into effect in July 2016 to establish a set of rules and regulations for taxicabs, limousines, and private transportation companies such as Lyft and Uber. The By-law reset and modernized the City of Toronto's approach to regulating for-hire drivers and vehicles. It responded to the public's request for choice in regulated transportation options and provided an opportunity for the City to shift from prescriptive regulation to a risk-based licensing approach. The transition was rooted in the City's regulatory purpose of ensuring public safety and consumer protection and created the opportunity for competition.

Since May 2016, staff have focused on implementing the new regulations. The implementation of the new By-law has been a large and complex undertaking that required significant business transformation, including creating digital solutions. In June 2018, the Licensing and Standards Committee considered the Work Plan for the Review of Chapter 546, Vehicles-for-Hire, thereby launching the review of the Vehicles-for-Hire By-law.

Staff have since undertaken a review of the By-law and identified proposed changes to address several issues, including driver and vehicle requirements, limousine regulations, and cost to delivering accessible vehicle-for-hire service.

This report proposes an accessibility strategy that includes an Accessibility Fund Program and updated By-law requirements. The Accessibility for Ontarians with Disabilities Act requires the City to take steps to ensure that equitable vehicle-for-hire service is available to all individuals. The proposed strategy responds to the 2016 City Council direction to establish an accessibility fund to collect regulatory charges from members in the industry that do not provide wheelchair accessible service and disburse these funds to wheelchair accessible taxicab owners and drivers. Staff heard from users of accessible service that the service is not always readily available and that there is sometimes inconsistent quality of service. Accessible service providers told staff that the cost of operating wheelchair accessible vehicles is higher than that of standard taxicabs and that this is due, in part, to the cost of conversion and maintenance. Higher costs, staff heard, limit the financial return that owners and drivers can expect and, as a result, act as a deterrent to having these vehicles on the road full-time. The aim of the proposed accessibility strategy is to address the higher cost of delivering accessible service, increase the availability of accessible service, and improve the consistency and quality of accessible service.

In addition to the accessibility strategy, this report recommends changes to enhance public safety, including changes to driver requirements that will contribute to greater driver experience and knowledge, by increasing the minimum years of driving experience from one to three years and introducing mandatory training requirements. Finally, removing outdated limousine restrictions will provide flexibility within the industry and greater consumer choice.

The proposed changes to the Vehicles-for-Hire By-law are based on research completed and feedback heard during consultations in 2018 and the beginning of 2019. Internal research included literature reviews, jurisdictional scans, stakeholder consultations, and an analysis of licensing, complaint, and enforcement data. In addition, staff hosted 18 public consultation meetings and two Accessibility Panel meetings.

A Transportation Impact Study was also undertaken by Transportation Services with support from the University of Toronto's Transportation Research Institute. Municipal Licensing and Standards (MLS) also procured a consulting firm to complete an Economic Impact Study and a market research firm to complete public opinion research and focus group sessions. The outcome of this work is discussed in this report.

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

The Infrastructure and Environment Committee recommends that:

1. City Council authorize the General Manager, Parks, Forestry and Recreation, to accept a donation of $0.300 million from Trans Canada Trail for City-led capital project work including the Riverdale Sloped Path ($0.100 million) and Upper Highland Creek Trail Improvements ($0.200 million) in compliance with the City's Policy on Donations for Community Benefits.

2. City Council authorize the General Manager, Parks, Forestry and Recreation, to negotiate and sign a donor agreement for the $0.300 million donation from Trans Canada Trail, on terms and conditions satisfactory to the General Manager, Parks, Forestry and Recreation and in a form satisfactory to the City Solicitor.

3. City Council authorize amendments to Parks, Forestry and Recreation's 2019 Council-approved Capital Budget and future year commitments for the following sub-projects:

a. for the Riverdale Sloped Path (Accessibility - Riverdale and Lower Don Trail) sub-project in the Facility Components project, by increasing the total project cost by $0.100 million from $3.000 million to $3.100 million, and 2020 cash flow from $1.350 million to $1.450 million, with funding from the donation.

b. for the Upper Highland Creek Trail sub-project in the Trails and Pathways project, by increasing the total project cost by $0.200 million from $1.400 million to $1.600 million, and 2019 cash flow from $0.024 million to $0.224 million, with funding from the donation.

The purpose of this report is to seek approval from City Council to accept a donation and enter into a donor agreement with Trans Canada Trail, a national charity, for capital work on two trail projects being undertaken by the City in collaboration with the Toronto and Region Conservation Authority (TRCA): the Riverdale Sloped Path connection to the Lower Don Trail, and the Upper Highland Creek Trail improvements. In addition, the report recommends that City Council amend Parks, Forestry and Recreation's 2019 Council-approved Capital Budget and future year commitments to add the donated amount to the two sub-projects, amending the project costs and cash flows.

The scope of work includes a new switchback elevated path connecting the Riverdale Footbridge to the Lower Don Trail, and three new trail bridges and associated trail improvements along the Upper Highland Creek in Morningside Park.

The Infrastructure and Environment Committee recommends that:

1. City Council authorize the General Manager of Solid Waste Management Services, to enter into two (2) separate Contracts with two (2) separate vendors for Waste Transport Services as a result of Request for Quotation Number 6033-19-0109 for Waste Transport Services from the City's Transfer Stations to the Green Lane Landfill and Alternate Landfills, for a term of ten (10) years each beginning January 1, 2021 and ending December 31, 2030, all in accordance with all specifications, terms and conditions set out in the solicitation being the lowest bidders meeting specifications as follows:

a. Verspeeten Cartage Ltd. for Districts 1 and 3 in the amount of $104,590,034 net of all taxes, $106,430,819 net of HST recoveries and $118,186,739 including all applicable taxes and charges.  All prices include allowances for a Fuel Surcharge and Contingency Transport Services;

b. Laidlaw Carriers Bulk GP Inc. for Districts 2 and 4 in the amount of $86,767,244 net of all taxes, $88,294,348 net of HST recoveries and $98,046,986 including all applicable taxes and charges.  All prices include allowances for a Fuel Surcharge and Contingency Transport Services. 

This report advises on the results of Request for Quotation (RFQ) No. 6033-19-0109 for Waste Transport Services from the City of Toronto’s Transfer Stations to the Green Lane Landfill and Alternate Landfills and requests authority to award two (2) separate Contracts to two (2) separate vendors. Verspeeten Cartage Ltd. is being recommended for an award for Districts 1 and 3 in the amount of $104,590,034 net of all taxes, ($106,430,819 net of HST recoveries) and Laidlaw Carriers Bulk GP Inc. is being recommended for award for Districts 2 and 4 in the amount of $86,767,244 net of all taxes, ($88,294,348 net of HST recoveries) each for a term of ten (10) years beginning January 1, 2021 and ending December 31, 2030.

The Infrastructure and Environment Committee recommends that:

1.  City Council authorize the extension of the Home Energy Loan Program (HELP) and the High-rise Retrofit Improvement Support (Hi-RIS) programs to December 31, 2021 using existing resources in the Local Improvement Charge Energy Works Reserve Fund and any LIC repayments (HELP and Hi-RIS) to support project and programming funding needs, including extension of one temporary project manager for the Hi-RIS program, and one temporary research analyst for the HELP program and direct the Director, Environment and Energy and Executive Director, Social Development, Finance and Administration to report back on key Program's outcomes through regular TransformTO reports to Council.

2.  City Council authorize terms to maturity of up to 20 years from the current 15 year maximum for qualifying single-family Home Energy Loan Program projects to be consistent with the High-rise Retrofit Improvement Support program terms and aligning with asset lifecycle.

3. City Council amend the Residential Retrofit Program By-law (By-law 1105-2017) to expand the category of eligible measures to include energy efficient electric vehicle (EV) chargers and associated works, energy storage technology, and energy efficient resilience measures, as well as allow program participants to include the costs of an energy assessment as eligible project costs.

4. City Council authorize the Director, Environment and Energy Division and Executive Director, Social Development, Finance and Administration to develop a listing of contractors that have completed projects under the Programs, including a disclaimer that the City does not recommend, endorse or warranty the work of the contractor.

5. City Council authorize the Director, Environment and Energy Division and Executive Director, Social Development, Finance and Administration to negotiate and enter into all necessary agreements with Toronto Hydro, Enbridge Gas Distribution, Natural Resources Canada, Federation of Canadian Municipalities and other partners, in forms satisfactory to the City Solicitor, to support implementation of the Programs, as required.

6. City Council request the Government of Canada (the Minister of Finance and the Minister of Environment and Climate Change) to direct Canada Mortgage and Housing Corporation (CHMC) to provide guarantees for Local Improvement Charge (LIC) financing programs to support broader program participation by property owners with default-insured mortgages as outlined in Recommendation 13.5 of the Final Report of the Expert Panel on Sustainable Finance - Mobilizing Finance for Sustainable Growth.

This report seeks City Council authorization to extend the Residential Energy Retrofit Programs until December 31, 2021 to authorize program enhancements including the expansion of eligible measures funded through the program. An update on program uptake and results is also provided in this report. Staff will report back with a plan for the continuation of the Programs until 2024 through the TransformTO 2021-2024 Implementation Plan in Q4 2019 and subsequently provide regular updates on the Programs through this consolidated process.

Launched in 2014, the Residential Energy Retrofit Programs have provided financing to support capital improvements (retrofits) for residential properties with energy efficiency and water conservation benefits. The Programs operate as two streams: the Home Energy Loan Program (HELP) for eligible houses; and the High-rise Retrofit Improvement Support Program (Hi-RIS) for multi-unit residential buildings. To date, almost $14.9 million in financing has been committed to projects with over 202 properties participating in the program, which has resulted in an emissions reduction of over 4,000 tonnes of CO2 equivalents.

By enabling energy efficiency, these Programs are also achieving a range of socioeconomic and environmental objectives identified in TransformTO, the Poverty Reduction Strategy and other key City of Toronto objectives including Tower Renewal. Through these programs, property owners have been able to undertake deeper, more comprehensive energy retrofits, thereby significantly reducing emissions while improving the quality of housing and maintaining affordability.

The Infrastructure and Environment Committee recommend that:

1. City Council approve the Financial Plan, Attachment 1 to the report (June 11, 2019) from the General Manager, Toronto Water and the Chief Financial Officer and Treasurer prepared for the City of Toronto's Municipal Drinking Water System, in accordance with Ontario Regulation 453/07, for submission to the Ontario Ministry of Municipal  Affairs and Housing, in compliance with the requirements of the Municipal Drinking Water License renewal process.

The purpose of this report is to obtain City Council approval of a Financial Plan prepared as a condition of the Municipal Drinking Water Licence renewal process under the Safe Drinking Water Act, 2002. A Municipal Drinking Water Licence is an approval issued by the Ontario Ministry of the Environment for the operation of a municipal drinking water system. The City of Toronto's current Drinking Water Licence expires on February 10, 2020.

The Financial Plan for the City of Toronto’s drinking water system has been prepared in accordance with Ontario Regulation 453/07 and must be approved by a resolution of Council for submission to the Ontario Ministry of Municipal Affairs and Housing by August 11, 2019.

The Infrastructure and Environment Committee recommends that:

1. City Council authorize the City Manager in consultation with the Chief Financial Officer and Treasurer, to apply for intergovernmental funding which would support the acceleration of the Don River and Central Waterfront project.

2. City Council grant approval to receive the funds, if any, contemplated by Recommendation 1 above.

This report, as requested at the April 2, 2019 Infrastructure and Environment Committee, provides an accelerated implementation plan for the Don River and Central Waterfront Project (DR&CW), a key project as part of the City's Wet Weather Flow Master Plan (WWFMP), and potential options for intergovernmental funding under federal and provincial infrastructure programs which, upon application and approval, could assist the City to fund the acceleration of the DR&CW.

The DR&CW is the largest combined sewer overflow control project in Canada. The current cost for the DR&CW is $2.5 billion and is planned to be implemented in phases over 25 years with construction completion of all project phases and components projected for 2038. Toronto Water's approved 2019-2028 Capital Budget and Plan allocates $1.022 billion for the DR&CW.

The accelerated plan provided in this report would have the DR&CW construction completed by 2030, eight years sooner than the original plan, requiring an estimated $1.051 billion in additional capital funding within the current 10 year capital plan, and an additional $181.8 million beyond the 2019-2028 Toronto Water Capital Plan for a total DR&CW cost of $2.35 billion.

Approved by City Council in 2011, the DR&CW is an integrated wet weather flow management system to capture, store, and transport and treat combined sewer overflows (CSOs) and stormwater discharges from all combined sewer outfalls to the Lower Don River, Taylor-Massey Creek and Toronto's Inner Harbour. The preliminary design for the DR&CW was completed in 2015 and construction of the first phase, the Lower Don Tunnel/Coxwell Bypass began in 2018.

The accelerated plan proposes engineering design and construction for future project phases and components on the following prioritized basis: 1) Inner Harbour West Tunnel and outfall connections; 2) offline storage tanks; and, 3) Taylor-Massey Creek Tunnel, in order to complete construction of all project components in 2030 at the earliest. An expedited delivery schedule and details are outlined in this report.

The key benefit of the accelerated plan is achieving DR&CW water quality improvements in the Don River and central waterfront in approximately 10 years' time. This will be a major step towards delisting Toronto's waterfront as a polluted Area of Concern in the Great Lakes Basin and supports the Canada and Ontario efforts to clean-up the Great Lakes under the Canada-U.S. Great Lakes Water Quality Agreement (GLWQA) and Toronto Remedial Action Plan (RAP). The DR&CW accelerated plan (DR&CW-AP) would also provide for more effective use of constructed infrastructure and improve sewer capacity to service development in Toronto's downtown and along the central waterfront. In addition, the project's acceleration provides considerable implementation efficiencies for future project phases.

At this time, based on an assessment of existing intergovernmental funding programs and eligibility criteria, including completion timelines both at the federal and provincial level, there is limited opportunity to secure intergovernmental funding or financing for the DR&CW. City staff will continue to seek opportunities to secure intergovernmental funds to accelerate of DR&CW.

The Infrastructure and Environment Committee recommends that:

1. City Council endorse in principle the Vision Zero 2.0 plan as outlined in the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services, and direct the General Manager, Transportation Services to report back to the appropriate committee where additional authorities are required in order to implement the Vision Zero 2.0 Plan.

2.  City Council designate as Community Safety Zones the secondary school locations set out in Attachment 1 to the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services, subject to availability of funding in the 2020 budget.

3. City Council authorize the General Manager, Transportation Services, to negotiate, enter into, and execute agreements, as may be required, with Vital Strategies to receive funding of $50,000USD for the expansion of the Active and Safe Routes to School Pilot project and the continuation of the City of Toronto's involvement in the Bloomberg Philanthropies' Partnership for Healthy Cities Initiative, on such terms and conditions satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor.

4. City Council authorize the General Manager, Transportation Services, to negotiate, enter into, and execute agreements, as may be required, with Green Communities Canada to receive funding in the amount of $60,000CAD from the Ontario Active School Travel Fund for the expansion of the Active and Safe Routes to School Pilot project, on such terms and conditions satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor.

5. City Council reduce the speed limit from 60 km/h to 50 km/h on the following road segments as part of the Speed Management Strategy outlined on page 21 in the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services:

a. Albion Road from Todd Brook Drive to Silverstone Drive

b. Bathurst Street from Delhi Avenue to Steeles Avenue West

c. Birchmount Road from Eglinton Avenue East to Steeles Avenue East

d. Brimley Road from Eglinton Avenue East to Progress Avenue

e. Brimley Road from Sheppard Avenue East to Steeles Avenue East

f. Danforth Road from Brimley Road to McCowan Road

g. Don Mills Road from A point 24 metres south of the centre line of the Don Valley Parkway to
Kern Road

h. Don Mills Road from Duncan Mills Road to Steeles Avenue East

i. Dundas Street West from Dunbloor Road to East Mall Crescent

j. Eglinton Avenue East from Brentcliffe Road to Kingston Road

k. Eglinton Avenue West from Bicknell Ave / Municipal Dr to 200 m west of Pearen Street

l. Ellesmere Road from Morningside Avenue to Victoria Park Avenue

m. Finch Avenue East from Bayview Avenue to Victoria Park Avenue

n. Finch Avenue East from Birchmount Road to Midland Avenue

o. Finch Avenue West from Albion Road to Yonge Street

p. Islington Avenue from Prince George Drive/Ridgevalley Crescent to Monogram Place

q. Keele Street from Greenbrook Drive to Finch Avenue West

r. Lawrence Avenue East from Railside Road (west intersection) to Morningside Ave

s. Leslie Street from Eglinton Avenue East to McNicoll Avenue

t. Markham Road from Kingston Road to Progress Avenue

u. Markham Road from Milner Avenue to Steeles Avenue East

v. Martin Grove Road from Eglinton Avenue West to Dixon Road

w. Martin Grove Road from Jeffcoat Drive to point 250 metres north of Mercury Road/ Westhumber Boulevard

x. McCowan Road from Danforth Road to Progress Avenue

y. McCowan Road from Milner Avenue to Steeles Avenue East

z. Morningside Avenue (Scarborough) from Kingston Road to Tams Road/ Pan Am Drive

aa. Morningside Avenue (Scarborough) from Milner Avenue to McLevin Avenue/ Casebridge Court

bb. Sheppard Avenue East from Yonge Street to Meadowvale Road

cc. Sheppard Avenue West from Weston Road to Yonge Street

dd. St. Clair Avenue East from Danforth Road to Birchmount Road

ee. Steeles Avenue East from Yonge Street to Warden Avenue

ff. Steeles Avenue West from Fenmar Drive to Jane Street

gg. Steeles Avenue West from Keele Street to Yonge Street

hh. The Queensway from Ellis Avenue to Kipling Avenue

ii. Victoria Park Avenue from O'Connor Drive to York Mills Road

jj. Victoria Park Avenue from Consumers Road to Steeles Avenue East

kk. Warden Avenue from St Clair Avenue East to Metropolitan Road

ll. Warden Avenue from Arkona Drive to Steeles Avenue East

6. City Council reduce the speed limit from 70 km/h to 60 km/h on the following road segments as part of the Speed Management Strategy outlined on page 21 of the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services:

a. Black Creek Drive (Northbound) from Eglinton Avenue West to Weston Road; and

b. Black Creek Drive (Southbound) from A point 200 metres north of Weston Road to Eglinton Avenue West.

7. City Council reduce the speed limit from 60 km/h to 50 km/h on the following road segments for Pedestrian Safety Corridors as outlined on page 26 of the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services:

a. Eglinton Avenue East from Kennedy Road to Kingston Road

b. Kennedy Road from St. Clair Avenue East to Lawrence Avenue East

c. Victoria Park Avenue from O'Connor Drive/Eglinton Square to Lawrence Avenue East.

8. City Council reduce the speed limit from 50 km/h to 40 km/h on the following road segments for Pedestrian Safety Corridors as outlined on page 26 of the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services:

a. Bathurst Street from St. Clair Avenue West to Briar Hill Avenue

b. Dufferin Street from Geary Avenue to Eglinton Avenue West

c. St. Clair Avenue West from Runnymede Road to Dufferin Street

d. Victoria Park Avenue from Dawes Road to O'Connor Drive/Eglinton Square

e. Yonge Street from Eglinton Avenue East/West to Broadway Avenue

9. City Council amend the Zebra Crosswalk Policy outlined in Attachment 17 to the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services to include them at stop-controlled intersections that meet the following conditions:

a.  located within Pedestrian Safety Corridors,

b. located within School Safety Zones,

c. located within Senior Safety Zones, and

d. at locations where safety is, in the opinion of the General Manager, Transportation Services, an issue.

10. City Council:

a. adopt the Missing Sidewalk Installation Policy in Attachment 2 to the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services.

b. delegate final decision making authority to the General Manager, Transportation Services to add sidewalks to local roads as part of a reconstruction or to accommodate a request for a person with a disability.

c. amend Chapter 27, Council Procedures to revoke the legislative delegation to Community Councils in respect of sidewalk proposals as set out in Section 27-18.4B.7.

d. direct that sidewalk proposals not otherwise delegated to the General Manager, Transportation Services, by Recommendation 10b. above shall be reported on an annual basis to the Infrastructure and Environment Committee for recommendation to City Council. 

11. City Council amend Municipal Code Chapter 950, Traffic and Parking, to add motorcycles to the Designated Class of Vehicles permitted in reserved lanes on Bay Street from Front Street West to Bloor Street East.

12. City Council request the Ministry of Transportation of Ontario to review and amend road safety related educational programs with a Vision Zero lens related to vulnerable road users including but not limited to mandatory motorcycle training program for M-class Licensing; improved cycling education in schools; enhanced vulnerable road user training requirements for all M and G Class driver education schools including improvements to the Ministry of Transportation (MTO) Driver's Handbook, Knowledge and Road Tests. 

13. City Council request the Ministry of Transportation of Ontario and Transport Canada to explore mandatory Intelligent Speed Assistance in all new motor vehicles including private vehicles and evaluate other in-vehicle safety technologies.

14. City Council request the Ministry of Transportation of Ontario to change the maximum Blood Alcohol Concentration for all licensed motorcycle drivers to 0 percent.

15. City Council authorize the General Manager, Solid Waste Management Services to implement vehicle side guards and to further the current video-based telematics technology to improve road safety by:

a. authorizing the General Manager, Solid Waste Management Services to negotiate, and enter into, and execute any and all agreements and amending agreements necessary, subject to available funding, to implement a fleet safety and accountability program for all new and existing, in-house and contracted out vehicles, which aligns with the principles of Vision Zero and the technologies outlined in the report and Attachment 3 to the report (June 13, 2019) from the General Manager, Transportation Services and the General Manager, Solid Waste Management Services on terms and conditions satisfactory to the General Manager, Solid Waste Management Services, and in a form satisfactory to the City Solicitor;

b. requesting the General Manager, Solid Waste Management Services, to report back annually, through the budget process, on any fleet related safety and accountability enhancements that have been implemented and integrate fleet safety performance as a key performance indicator moving forward;

c. approving funding for the capital acquisition for the safety and accountability enhancement retrofits to existing solid waste vehicles in the amount of $3,850,000 to be budgeted in the amount of $2,530,000 in 2019 and $1,320,000 in 2020 from the Waste Management Reserve Fund (XR1404); and 

d. approving funding for annual operating costs associated with monitoring and equipment maintenance to be budgeted in the annual Operating Budget in the amount of $55,200 in the 2019 Operating Budget with an equal offset to the contribution to the Waste Management Reserve Fund (XR1404), and directing that future costs be included in the annual Solid Waste Management Services Budget.

16. City Council request the General Manager, Transportation Services to review the opportunity for a policy that all TTC stops be provided with a controlled crossing in the immediate vicinity working in consultation with the TTC to ensure that this policy does not reduce the number of TTC stops, and report to the Infrastructure and Environment Committee in third quarter of 2019.

17. City Council direct the General Manager, Transportation Services to plan and design road reconstruction projects using a complete streets approach, including the potential for bicycle lanes, at the outset of all road reconstruction projects, in consultation with local councillors and stakeholders.

18.  City Council request the General Manager, Transportation Services to report to the Infrastructure and Environment Committee on October 17, 2019 with a recommendation for a motorcyclist lane filter pilot program at a suitable location within the City that meets all road safety rule.

With a renewed commitment to the safe systems approach, this report presents the City of Toronto's update to the Vision Zero Road Safety Plan ("RSP") (2016) - Vision Zero 2.0.While the 2016 RSP included a larger set of mostly shorter term improvements, Vision Zero 2.0 recommends a set of more extensive, more proactive and more targeted initiatives, informed by data and aimed at eliminating serious injury and fatalities on Toronto's roads.

While the number of serious injury collisions have remained relatively steady over the past decade, the number of fatal collisions in the past 5 years has seen a general increase compared to the previous 5 years. The upward trend is most notably seen in pedestrian fatalities.

Compared to 2016, the year with a ten-year record high of 78 traffic fatalities, the number of fatalities in the past two years appears to have begun to decline. However, no loss of life as a result of traffic collisions is acceptable in a Vision Zero approach, and addressing road safety continues to be a priority for residents, elected officials and staff.

The Vision Zero philosophy is a significant departure from the traditional approach to road safety. This transformative change will take several years to fully establish.

As Vision Zero solutions are planned and implemented, there are circumstances when decisions to improve road safety may result in outcomes at odds with other objectives like reducing motor vehicle delay. Vision Zero 2.0 reiterates that human life should be prioritized over all other objectives within all aspects of the transportation system. 

Since Council approved the Vision Zero RSP in June 2016 Transportation Services has made progress in a wide range of over 40 countermeasures.

Following a safe systems approach, Vision Zero 2.0 continues to draw solutions from the 5Es of engineering, enforcement, education, engagement and evaluation. The plan focuses these solutions on 6 emphasis areas of pedestrians, cyclists, motorcyclists, school-aged children, older adults and aggressive and distracted driving. Vision Zero 2.0 focuses on a set of the most effective actions including:

-  Speed management strategy: Higher speeds contribute to higher risk of serious injuries and fatalities by reducing driver reaction time, increasing the vehicle stopping distance, and inflicting more severe blunt force trauma on victims upon impact. The proposed speed management strategy is comprised of seven integrated speed reduction tools aimed at mitigating risks associated with high speeds. These include revised speed limit setting practices, road design improvements, enhanced police enforcement, proactive deployment of Watch Your Speed signs, speed limit reductions, automated speed enforcement and public education.

-  Road design improvements: Geometric modifications to the design of the road are known to be one of the most effective ways of achieving the intended target speed for the context and improving road user behaviour. There will be a greater focus on this safety countermeasure, including integration of safety improvements as a component of planned road work, implementation of shorter-term interim safety improvements and enhancing road illumination.

-  Proactively addressing high-risk mid-block crossings: Mid-block crossings are the most prevalent type of pedestrian collisions resulting in a killed or serious injury incident and account for over 50 percent of pedestrian fatalities. Wide arterials roads with several lanes of traffic, high travel speeds and long distances between signalized crossing opportunities all contribute to high-risk mid-block crossings. Going forward, recommendations in staff reports on traffic signals will be based upon a new contextual approach to traffic signal assessment and will result in the installation of new signals that may not have been previously warranted.

-  Proactively addressing turning collisions at signalized intersection: Left turn and right collisions at signalized intersections are the second most prevalent type of Killed and Serious Injury collisions involving pedestrians (24 percent) and cyclists (20 percent). Pedestrian head start signals will be proactively implemented at most signalized intersections across the city as a default safety feature. Bicycle head start signals will also be implemented where feasible. Right-turn-on-red prohibitions will be strategically deployed at intersections with known relevant collision patterns.

-  Education and engagement plan: The overarching goals of the education and engagement component of Vision Zero programming are informing and consulting with the public, building support for infrastructure improvements, and instituting a shift in social norms and road user behaviour.
 

In addition to the focus actions listed above, a number of other supporting initiatives are outlined in this report. These include:

-  Expansion of the red light camera program;
-  Adding safety features such as side guards to City fleet, particularly large vehicles, starting with the Solid Waste Management Division;
-  Development of District Safety Action Plans;
-  Expansion of partnerships for school travel planning programs;
-  Reviewing signal operations practices with a lens of vulnerable road user safety;
-  Advocacy to the Province for mandatory motorcycle training, improved driver training, changing the maximum Blood Alcohol Concentration for all licensed motorcycle drivers to 0 percent.
 

A key focus of Vision Zero 2.0 will be a renewed emphasis on data-driven decision making and prioritization. Efforts in this area include:

-  Using predictive analytics to more effectively prioritize and target our safety measures
-  Incorporating a social justice and equity lens;
-  Implementing performance monitoring and evaluation to measure the impact of our safety programs;
-  Working with partners to acquire better data.
 

It is possible that Toronto will continue to see fluctuations, and at times, increases in year-over-year number of serious injuries and fatalities in the short term until the effects of various Vision Zero initiatives are realized. Experience of other cities and countries that have adopted the Vision Zero approach suggests that meaningful change is only possible after several years of sustained and focused commitment.

Transportation Services is committed to implementing these actions, with adequate resources, in order to eliminate all traffic fatalities and serious injuries on Toronto's roads.

The Infrastructure and Environment Committee recommends that:

1.  City Council request the Province to amend the Highway Traffic Act, develop regulations under the Highway Traffic Act, potentially amend the Provincial Offences Act, and make any requisite amendments to any existing regulations to the City of Toronto Act, 2006, to permit the City of Toronto to use an Administrative Penalty System for offences enforced through the use of an Automated Speed Enforcement system and the Red Light Camera system and to ensure revenue from these offences administered through an Administrative Penalty System be payable to the City of Toronto to recover program costs.

This report provides a status update on City Council's direction through Public Works and Infrastructure Item PW25.10 to investigate the feasibility of adopting an Administrative Penalty System (APS) for both the Red Light Camera (RLC) and future Automated Speed Enforcement (ASE) programs. An APS is an administrative dispute resolution structure that diverts matters from the provincial court system. The City's first APS was commenced on August 28, 2017 for parking violations.

The current provisions of the Highway Traffic Act ("HTA") and the Regulations under that Act, the City of Toronto Act, 2006 ("COTA") and O. Reg. 611/06, Administrative Penalties do not authorize the City to proceed with an APS for ASE offences. In addition, current legislation and regulations do not allow RLC offences to be processed through an APS. This report recommends that City Council request the Province to enact and/or amend legislation and regulations to allow the City to implement an APS for RLC and ASE offences under the HTA with revenues from these offences being made payable to the City of Toronto to recover program costs. Without the enabling statutory and regulatory provisions, staff cannot provide a full feasibility report including program recommendations to City Council. Once those provisions are in place, staff will report back on the feasibility of adopting an APS for the RLC and ASE programs.

At its January 31st and February 1st, 2018 meeting, City Council requested the City Manager to expedite the development of the business case for information technology (IT) solutions to advance the development of the APS for consideration in the 2018 budget process. A new APS case management system that provides financial management functionality and can accommodate all existing and future charges under the City's APS is critical to ongoing APS operations. Given the scope and complexity of a new APS case management system, the project has already been presented to the Strategy Portfolio and Review Committee for 2020 IT capital budget approval. Staff are currently developing a business case and will report to City Council through the 2020 budget process if additional capital funding is required to support the project.

The Infrastructure and Environment Committee submits the item to City Council without recommendation.

On May 30, 2017, the Province of Ontario passed the Safer School Zones Act, 2017 to facilitate the municipal adoption of Automated Speed Enforcement technology on roads with speed limits under 80 km/h in school and community safety zones.  However, this legislation has not yet been proclaimed as in force, and the associated regulations proposed to be enacted are not yet drafted.  The City cannot implement an automated speed enforcement program until the Province proclaims that this legislation is in force.

In January 2018, City Council authorized the General Manager, Transportation Services, to proceed with the development of Automated Speed Enforcement in conjunction with the Province and other partnering municipalities.  Since then, City staff have been working with the Ministry of Transportation, the Ministry of the Attorney General, and other partnering municipalities to jointly develop this program. 

The purpose of this report is to:

- provide an update on the results of the Automated Speed Enforcement Study.
- provide an overview of the Automated Speed Enforcement program.
- advise on the financial impact of the program.
- advise on the impact of the program on the provincial offences court system.
- advise on the status of the Request for Proposal 9148-19-0048 for the provision of Automated Speed Enforcement Services in the City of Toronto.
- request authority to hire additional staff necessary to operate the automated speed enforcement program.
- request authority to enter into an agreement with the partnering municipalities for the joint processing centre.
- request authority to enter into agreement(s) with Her Majesty the Queen in Right of Ontario, as represented by the Minister of Transportation, for the access and use of licence plate registration information.
- request authority to conduct an educational campaign, including the use of warning letters.

The Infrastructure and Environment Committee recommends that:

1. City Council endorse the Cycling Network Plan as outlined in this report and mapped as the proposed cycling network and near-term cycling implementation program (2019 - 2021) in Attachments 1 and 4 to the report (June 13, 2019) from the General Manger, Transportation Services as the framework for bringing forward cycling infrastructure projects for subsequent Council approval.

2. City Council authorize the General Manager, Transportation Services, to undertake the feasibility analysis, detailed design, and public consultation required to deliver cycling infrastructure projects contained in the near-term implementation program (2019 - 2021).

3. City Council authorize the General Manager, Transportation Services, to initiate the near-term studies of the Major City-Wide Cycling Routes as outlined in this report and mapped in Attachment 2 to the report (June 13, 2019) from the General Manger, Transportation Services, and to bring forward the findings of these studies and recommendations regarding future implementation at the appropriate time. 

4. City Council direct the General Manager, Transportation Services to consider, as part of the annual capital and operating budget process, the capital funding required to implement the near-term cycling implementation program (2019 - 2021) at a rate of $16 million dollars annually, as well as the operating budget required to fund the maintenance costs of newly constructed cycling infrastructure.

5. City Council request the General Manager, Transportation Services, the Chief Planner and Executive Director, City Planning, and the General Manager, Economic Development and Culture to target completion of the Danforth Avenue Planning and Complete Streets Study by June 2021.  

6. City Council request the General Manager, Transportation Services, to report back to the Infrastructure and Environment Committee in the second quarter of 2020, in order to inform the Danforth Avenue Planning and Complete Streets Study, on options for the following cycling infrastructure Study components:

a.  Detailed design of a pilot project for eastbound and westbound cycle tracks on Danforth Avenue East from Coxwell Avenue to Dawes Road;
b.  Installation of bike counters to demonstrate trends in daily cycling volumes; and,
c.  Additional consultation with local stakeholders including Councillors, BIAs, and residents’ groups.  

7. City Council request the General Manager, Transportation Services to identify any additional capital or operating budget requirements to deliver recommendations 5 and 6 above through the City’s 2020 budget process if required.

8.  City Council request the General Manager, Transportation Services to report back by the last quarter of 2021, regarding implementation progress of the Cycling Network Plan, including updates on outcomes such as number of km of cycling infrastructure installed, network coverage - the proportion of people in close proximity to the cycling network, and the impact on safety and cycling mode share.

9.  City Council request the General Manager, Transportation Services, work with the Chief Planner and Executive Director, City Planning to create a working group of city staff and local stakeholders to assess complete street options for University Avenue in conjunction with the TOCore Great Streets framework and to consider alternative streets to University Avenue for the installation of north south Bike Lanes west of Yonge Street.

10.  City Council request the General Manager, Transportation Services, consider as part of the planned resurfacing of Harbord Street, an upgrade of the existing bike lane to a cycle track, including appropriate consultation with stakeholders.

11. City Council request the General Manager, Transportation Services, to initiate planning, design and consultation for an extension of the Bloor Street West cycle tracks from Shaw Street to High Park Avenue, with implementation targeted to take place as early as summer 2020.

12.  City Council request the General Manager, Transportation Services, to consider as part of the Bloor Street East cycle track improvements, the feasibility of establishing a separated bike lane on Bloor Street from Avenue Road to Church street connecting the Bloor cycle track on Bloor Street East and Bloor Street West.

13.  City Council request the General Manager, Transportation Services to triple the number of bike ring installations on the Danforth Avenue.

14.  City Council request the General Manager, Transportation Services take measures to improve pedestrian safety, especially for seniors and to serve seniors' residences along the Danforth.

15.  City Council request the General Manager, Transportation Services to initiate the detailed design for a pilot project with eastbound and westbound cycle tracks on Danforth Avenue from Coxwell Avenue west to Broadview Avenue which takes loading and unloading issues into account.

16.  City Council request the Toronto Police Services to consider siting the Toronto Police Services main bike collision reporting centre at the new police station at Danforth Avenue and Coxwell Avenue.

17.  City Council direct the General Manager, Transportation Services to, similar in concept to the warrant process for traffic calming, report on the merits of a warrant system for the installation of cycling infrastructure which includes benchmarks for bike traffic volume and other metrics, reporting back in the first quarter of 2020.

18. City Council direct the General Manager, Transportation Services to develop a back-end review process for evaluating the success of new cycling infrastructure that measures usage against defined metrics, such as number of cyclists.  

19.  City Council direct the General Manager, Transportation Services to develop a pilot project to allow bike traffic on sidewalks, for example where there is a high volume of car traffic and few pedestrians and report back by the fourth quarter of 2020 on the merits of allowing cyclists on designated sidewalks.  

20.  City Council direct the General Manager, Transportation Services to perform a count of cyclists using the Flemingdon Park and Thorncliffe Park bike lanes in August, 2020.

The purpose of this report is to provide an update on the implementation progress for the City's Cycling Network Plan, establish a priority framework for Major City-Wide Cycling Routes, and share next steps for effective implementation of proposed cycling infrastructure. The Cycling Network Plan, alongside the draft Official Plan cycling policies currently under review, present a strong vision for improving cycling across the city.

More people are riding bicycles in Toronto than ever before, especially where new or improved cycling infrastructure has been provided. In some Toronto neighbourhoods, the cycling mode share is now over 20 percent. Demand for safe, connected cycling routes throughout the city is on the rise, and recent polls demonstrate the majority of residents support protected bike lanes.

This report provides information requested by City Council as part of a two year review of the Ten Year Cycling Network Plan (2016), including status, changes to project timing, and recommendations for the initiation of major studies. This updated Cycling Network Plan also reflects enhanced analyses and lessons from implementation challenges to date.

Moving forward, the Cycling Network Plan will consist of two components: a near-term capital implementation program for cycling infrastructure (currently 2019 to 2021), and an overall proposed network (currently 2022+).

The Cycling Network Plan Update maintains the originally established goals of Connect, Grow, and Renew, with newly articulated objectives and measures that correspond to each of the three overarching goals, providing additional clarity and indicators for evaluating success. The Cycling Network Plan Update also helps achieve a key proposed cycling policy objective in the City's Official Plan of bringing all Toronto residents within one kilometre (km) of a designated cycling route, as well as the TransformTO long-term goal that 75 percent of trips under 5 km are walked or cycled by 2050.

The review process undertaken for the Update has incorporated the City's Equity Lens Tool and demonstrates a stronger commitment to reducing inequities experienced by Toronto's vulnerable populations. The Update has also strengthened the Plan's focus on safety, with more detailed analyses of collisions, and more connections and initiatives linked to the Vision Zero Road Safety Plan.

As part of the work undertaken for the Update, a new map illustrating Toronto's Major City-Wide Cycling Routes has been developed to communicate the significant projects completed, underway, and proposed, which serve as the backbone of the cycling network.

From 2016 to 2018, over 100 km of existing cycling routes received upgrades and enhancements to improve safety, and approximately 60 km of new cycling infrastructure was installed:

-   15 lane km of cycle tracks
-   18 lane km of bike lanes
-   13 lane km of shared lane pavement markings
-   12 centreline km of multi-use trails
 

Over the next three years (2019 to 2021), over 120 km of new cycling infrastructure is planned, with additional upgrades to existing infrastructure through the Vision Zero Road Safety Plan. Additionally, over 70 km of routes will be studied within the near-term (2019 - 2021) for potential implementation.