Agenda

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

September 25, 2020.

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 July 28 and 29, 2020.

Deterred Items:

Infrastructure and Environment Committee Item IE12.4

Scarborough Community Council Item SC12.4

Toronto and East York Community Council Item TE14.5

Report of the Executive Committee from Meeting 16 on September 23, 2020

Submitted by Mayor John Tory, Chair

Report of the Board of Health from Meeting 20 on September 21, 2020

Submitted by Councillor Joe Cressy, Chair

Report of the Civic Appointments Committee from Meeting 14 on September 11, 2020

Submitted by Deputy Mayor Denzil Minnan-Wong

Report of the Economic and Community Development Committee from Meeting 15 on September 8, 2020

Submitted by Councillor Michael Thompson, Chair

Report of the General Government and Licensing Committee from Meeting 15 on September 14, 2020

Submitted by Councillor Paul Ainslie, Chair

Report of the Infrastructure and Environment Committee from Meeting 15 on September 17, 2020

Submitted by Councillor James Pasternak, Chair

Report of the Planning and Housing Committee from Meeting 16 on September 22, 2020

Submitted by Councillor Ana Bailão, Chair

Report of the Etobicoke York Community Council from Meeting 17 on September 9, 2020

Submitted by Councillor Mark Grimes, Chair

Report of the North York Community Council from Meeting 17 on September 10, 2020

Submitted by Councillor James Pasternak, Chair

Report of the Scarborough Community Council from Meeting 17 on September 15, 2020

Submitted by Councillor Jennifer McKelvie, Chair

Report of the Toronto and East York Community Council from Meeting 18 on September 16, 2020

Submitted by Councillor Gord Perks, Chair

New Business and Business Previously Requested submitted by the Mayor and 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.

Councillor James Pasternak has submitted the following Administrative Inquiry:

"I am submitting this Administrative Inquiry under Municipal Code S27-61 to seek information regarding the status of MM14.9 'Preparing for Housing Now at the 50 Wilson Heights Boulevard Site.'

On January 29, 2020 City Council adopted Motion MM14.9 without amendments. The Housing Now site at 50 Wilson Height Boulevard will help address affordable housing market in Ward 6 and Toronto. Consequently, the existing commuter parking lot highly used by Ward 6 residents will be adversely affected. Solutions were to be explored in the above mentioned motion.

I am requesting the following information:

1. What is the status of these three recommendations adopted in MM14.9?"

Councillor James Pasternak has submitted the following Administrative Inquiry:

"I am submitting this Administrative Inquiry under Municipal Code S27-61 to seek an update on developing a policy for governing drones in Toronto's outdoor spaces.

On May 5, 2015, City Council adopted item EX5.19 titled 'Safety in the Air – Governing Drones in Toronto's Outdoor Spaces.' This Item requested a report back to City Council on a strategy governing the use of drones in the City of Toronto's outdoor spaces.

I am requesting the following information:

1. An update on the work done to date to address these recommendations."

Councillor James Pasternak has submitted the following Administrative Inquiry:

"I am submitting this Administrative Inquiry under Municipal Code S27-61 to seek an update on a previous motion adopted by Council, CD6.6 entitled 'TO Prosperity – Interim Poverty Reduction Strategy.'

In 2015, the Community Development and Recreation Committee adopted an Interim Poverty Reduction strategy. A series of recommendations included in the attached were adopted.

I am requesting the following information to be provided:

1.  An update on the work done to date to addressed recommendations attached."

The Infrastructure and Environment Committee recommends that:

1. City Council direct the General Manager, Solid Waste Management Services to consider future work on the development of a mixed waste processing facility, only in conjunction with a thermal treatment process, where the overarching goals are maximizing resource recovery through reduce, reuse, recycle, energy recovery then residual disposal, minimizing the dependence on long term landfill use all while ensuring the financial sustainability of the Solid Waste Management Services program.

2. City Council direct the General Manager, Solid Waste Management Services to report back to the Infrastructure and Environment Committee no later than the end of 2023 with a business case, including a triple bottom line analysis (environment, social and financial) and a utility rate impact assessment on the thermal processing of waste with and without mixed waste processing compared to traditional landfilling.

3. City Council direct the General Manager, Solid Waste Management Services to pursue potentially applicable federal government, provincial government, and non-profit organization funding opportunities to assist in implementing Recommendations 1 and 2 above and to negotiate and enter into all necessary agreements to receive any available funding in a form satisfactory to the City Solicitor.

Toronto's Long Term Waste Management Strategy (the Strategy) was adopted by City Council in July of 2016. The Strategy recommendations incorporate strategic system planning to minimize the need for new capital investment. Amongst several other actions to recover resources from the waste stream, the Strategy recommends studying and pilot testing mixed waste processing with organics recovery with a focus on the multi-residential garbage stream (due to lower waste diversion rates from this sector). The purpose of the study and pilot testing as originally outlined in the Strategy was to help inform the development of a business case on whether or not to pursue capital investments in mixed waste processing with organics recovery.

This report provides an update on the mixed waste processing with organics recovery study (the Study) work completed to date, preliminary findings and outlines policy and market conditions that have changed since the approval of the Strategy. This report also recommends not advancing a standalone mixed waste processing with organics recovery facility but to broaden the Study approach to include the consideration of thermal processing for materials that cannot be diverted for recycling or organics processing and its impact on long term residual disposal planning.

The Scarborough Community Council submits the item to City Council without recommendations.

Scarborough Community Council directed:

1. That the City Solicitor, Chief Planner and Executive Director, City Planning and appropriate City Staff attend a meeting with the local Councillors and the applicant, to discuss a possible resolution in advance of the January 29, 2020 City Council meeting and that the City Solicitor report to City Council at the January 29, 2020 meeting with the outcome of the discussions.

This application proposes to amend the Toronto Official Plan to add a Site and Area Specific Policy (SASP) for the lands known as the Eglinton Square lands (1-70 Eglinton Square, 1431 and 1437 Victoria Park Avenue, 14-26 and 19-23 Engelhart Crescent, and 64-68 Harris Park Drive) to permit a mixed use development.  The SASP would provide for a mixed-use community to develop over time on the lands.  The mixed-use development would include multiple tall buildings with a range of building heights and stacked townhouses with a total of 1,630 residential units and 26,004 m2 of new retail uses proposed to be developed in five (5) blocks.

The Official Plan Amendment (OPA) application was submitted on October 4, 2016, and has been appealed to the Ontario Municipal Board (OMB), now the Local Planning Appeal Tribunal (LPAT) citing City Council's failure to make a decision within the prescribed time frames set out in the Planning Act.  The appeal was filed on November 10, 2017.

A related Rental Housing Demolition and Conversion application (File No. 16 230698 ESC 35 RH) under Section 111 of the City of Toronto Act (Chapter 667 of the Municipal Code) was also submitted on October 4, 2016 to allow for the removal of 91 rental units in eight (8) existing apartment buildings, to be replaced elsewhere in the future redevelopment of the site. Review of this application is underway and a decision on this application will be deferred until such time as a decision has been made by the LPAT on the OPA application, and a decision has been made on the Zoning By-law Amendment (17 242390 ESC 35 OZ) application for these lands.

On December 16, 2019, the City received a letter from the applicant's solicitor, being a "with prejudice" settlement offer and formal revision to the application ("Resubmission

Letter"). The Resubmission Letter advised that the applicant has amended its application to include all of its lands inclusive of the existing shopping mall, and excepting the block containing existing rental dwelling units (known as Block E in the original application), including a proposed density of 4.9 times the area of its lands. The letter cites that the reason it is amending its application is because the City asked the applicant to resubmit to include all of its holdings. The City, as common in many applications, requests a block context plan to understand how the development proposal fits within the larger context including other sites. This is especially the case in an emerging development area that will be the subject of major redevelopment in the future. City Staff did not request or invite a resubmission to include the shopping mall block, but only to illustrate the development proposal in the larger context that happens to include lands within the same land holdings as the subject lands.

The Resubmission Letter was not accompanied by any supporting reports or update letters from the original application, as acknowledged in the Resubmission Letter. City Staff are not in a position to adequately review, circulate and comment on the revised proposal given the timelines and lack of a complete submission package. It is unusual to receive a revised submission requesting additional density from an original submission and therefore the original supporting reports cannot be used to support the revised proposal.

Without a circulation and review, City staff cannot support the revisions.  Should the applicant intend to pursue a revision to its application, they should formally resubmit and provide the required documentation for City staff to review and after a reasonable circulation period, City staff will seek further direction. Until that time the City cannot establish a fulsome list of issues in opposition of the revised application at a hearing before the LPAT.  Accordingly, the report largely addresses the original application, however also recommends that the City Solicitor oppose the revised application.

The purpose of this report is to seek City Council's direction for the City Solicitor, together with appropriate City staff and/or external consultants, to attend the LPAT hearing to oppose the application in its current form. City staff have concerns with how the proposed Official Plan Amendment can be supported in the context of the GMSP consultants' reports and recommendations for the broader Golden Mile area and for the subject site.  

The GMSP consultants Transportation Master Plan ("TMP"), Community Infrastructure Strategy and the Master Servicing Plan ("MSP") provide comprehensively analyzed information to assist with the direction on how growth can be accommodated within the Golden Mile Area.  These studies will also be used to inform the emerging policy direction in the proposed Golden Mile Secondary Plan, as presented in the report dated December 20, 2019, and being considered at the January 8, 2020 Scarborough Community Council meeting.  The proposed Official Plan Amendment, in its current form, is not consistent with the Provincial Policy Statement (PPS 2014), does not conform with the Growth Plan (2019), and does not conform to the City's Official Plan.

This report also recommends that the City Solicitor and appropriate City staff be authorized to continue discussions with the applicant in an effort to address the issues outlined in this report.

The Toronto and East York Community Council recommends that:

1. City Council amend the Official Plan, for the lands generally fronting Queen Street West between Bathurst Street and Roncesvalles Avenue, substantially in accordance with the draft Official Plan Amendment No. 445, at Attachment 4 to the report (February 25, 2020) from the Director, Community Planning, Toronto and East York District.

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

3. City Council request the General Manager, Transportation Services, in consultation with the Chief Planner and Executive Director, City Planning and other appropriate City Divisions, to initiate a review of the Queen Street West right-of-way located generally between Bathurst Street and Roncesvalles Avenue, including consultation, and develop recommendations to prioritize the safe and efficient movement of pedestrians, cyclists, and transit along the West Queen Street West corridor.

4. City Council request the Chief Planner and Executive Director, City Planning to prepare necessary Zoning By-law Amendments to implement Official Plan Amendment 445, having regard for Heritage Conservation District Plans under development, and existing site-specific zoning permissions.

5. City Council direct the City Solicitor and appropriate City Staff to attend and support the recommended Official Plan Amendment should the Official Plan Amendment be appealed to the Local Planning Appeal Tribunal.

The Toronto and East York Community Council held a statutory public meeting on March 12, 2020 and notice was given in accordance with the Planning Act.

On November 18, 2013, City Council requested the Chief Planner and Executive Director, City Planning Division to undertake a planning study of Queen Street West between Bathurst Street and Roncesvalles Avenue. This report summarizes the outcome of the study, recommends amendments to the City’s Official Plan in the form of a Site and Area Specific Policy to guide development and public initiatives in the study area, and requests direction regarding additional implementation measures.

The proposed policies are intended to allow opportunities for contextually appropriate growth and change, conserve and enhance historic and culturally significant attributes of Queen Street West, guide public and private investment in public spaces, and encourage sustainable choices in new buildings and additions. The proposed amendments align with the recommendations of the West Queen West Heritage Conservation District Study, and the emerging direction for the West Queen West and Parkdale Main Street Heritage Conservation District Plans, which are under development and will be presented to the Toronto Preservation Board and City Council in Q3 2020. A multiple listing report identifying heritage properties in the study area will be presented to the Toronto Preservation Board and Council in Q2 2020.

In addition to the proposed Official Plan Amendment, this report recommends that Transportation Services staff, in consultation with City Planning staff, undertake a review of the Queen Street West Right-of-Way between Bathurst Street and Roncesvalles Avenue and develop recommendations to prioritize the safe and efficient movement of pedestrians, cyclists, and transit along the West Queen West corridor. The report further recommends City Planning staff prepare a Zoning By-law Amendment to implement the proposed policy framework.

The Executive Committee recommends that:

1. City Council establish a Confronting Anti-Black Racism Council Advisory Body, in accordance with the Terms of Reference in Attachment 3 to the report (September 9, 2020) from the City Manager, for the term ending November 14, 2022 or until their mandate is completed within the 2018 to 2022 term.

Systemic discrimination in our city deeply impacts the life chances and opportunities of Indigenous, Black, and racialized communities, and leads to disparities in health, social, economic and political outcomes. 

For many decades, Indigenous, Black and racialized communities have spoken out about their deep mistrust of public institutions – including our police services. Various reports have underscored this mistrust with evidence of systemic discrimination; disproportionate use of force including deadly force, invasive searches, and greater surveillance and street checks.

Changes are needed to restore community trust, police accountability and equitable effectiveness to policing and the justice system.

At its June 2020 meeting, City Council adopted 36 decisions (CC22.2) related to policing reforms. These decisions covered areas touching on policing, public safety and crisis response. At its meeting on August 18, 2020, the Toronto Police Services Board also adopted 81 decisions on policing reforms, including reforms requested by City Council.

Since the adoption of City Council's decisions in CC22.2, there have been actions by the Toronto Police Services Board and the City to advance policing reforms and engage the public. The following are a few of those actions: 

- The Toronto Police Services Board held four full-day town hall meetings on July 9, 10, 15 and 16, 2020. These forums were created in response to the thousands of messages that the Board received in the aftermath of the killing of George Floyd and the death of Regis Korchinski-Paquet, and related protests in Toronto and around the world. The public was invited to give deputations and over 250 spoke or submitted written or recorded submissions to the Board.

- The Mayor, on behalf of City Council, requested the province to immediately implement the reforms recommended by Justice Tulloch, to allow City Council to have direct oversight over the Police Services Budget, and to make police conduct and accountability changes.

- The City Manager, as directed by City Council, requested the Province to amend legislation to expand the City of Toronto's Auditor General's jurisdiction to include auditing the Toronto Police Service.

- Toronto Police Service posted on its website, its use of force policy, a line-by-line breakdown of the Toronto Police Service's 2020 Budget as well as 5 years of budget summaries.

- To advance City Council decisions on engaging community to support the creation of alternative community response models, staff have established an alternative community safety response accountability table with a first meeting scheduled for early October.

- As per Council's request, staff have drafted Terms of Reference for the implementation of a Confronting Anti-Black Racism Council Advisory Body to assist in further advancing City Council‘s commitment to addressing anti-Black racism in Toronto.

- A dedicated team of City staff, with engagement from community experts, are developing alternative community response models, recommendations for community investments in critical community and social services that better address the root causes of safety and security, and advancing the tracking and reporting of actions taken on City Council's decisions in CC22.2. 
 

This report provides:

-An update on the status of City Council's directions on policing reforms from its June 2020 meeting;

- Proposed Terms of Reference for establishing a Confronting Anti-Black Racism Council Advisory Body; and

- Next steps including community engagement plans.

The Executive Committee recommends that:

1. City Council authorize the City Manager to undertake Round 1 of the Dundas Street consultation and communications plan as described in Attachment 1 to the report (September 8, 2020) from the City Manager.
 

2. City Council direct the City Manager to report back to the Executive Committee in the first quarter of 2021 on the consultation findings and recommendations relating to:
 

a. a preferred option for responding to the petition to rename Dundas Street and, by extension, addressing other civic assets with the Dundas name;
 

b. a work plan with estimated costs to implement Recommendation 2.a. above;
 

c. revisions to the City's commemorative policies and programs, including the Property Naming Policy, the Street Naming Policy, and the Public Art and Monuments Donation Policy, and programs relating to civic honours, awards, and tributes; and
 

d. an overall commemorative framework for the City, including guiding principles for naming/renaming and other forms of recognition, developed in consultation with City divisions, agencies, and corporations.
 

3. Subject to the adoption of Recommendation 2.c. above, City Council direct that no new applications to name or rename streets or other civic properties (including parks) or requests to remove City monuments received on or after October 1, 2020 be considered until the review of policies and programs has been completed; this direction to apply to those agencies which are City boards under the City of Toronto Act, while the Board of Health, Police Services Board and Public Library Board are requested to comply with this direction.

The City of Toronto is committed to addressing how systematic racism and discrimination are embedded in City assets, commemorative programs, and naming policies.

In response to a June 2020 petition calling for Dundas Street to be renamed, Mayor John Tory asked City Manager Chris Murray to form a working group including the City’s Confronting Anti-Black Racism Unit and Indigenous Affairs Office to recommend potential next steps.

A decision to rename a major arterial road like Dundas requires careful consideration and an equitable and inclusive public process that considers Black and Indigenous perspectives as well as those of the broader community.

The City Manager committed to bringing forward this report to provide a background on the community petition calling for the renaming of Dundas Street, the street's namesake (Scottish MP Henry Dundas), and the street's development since the 1790s.

Staff reviewed historical sources, recent media and webinars, materials provided by historical societies, written submissions and letters to the City, and started discussions with over a dozen scholars and subject matter experts. Staff also reviewed 256 recent case studies relating to street and place renamings and monument removals generated world-wide. This information along will additional research will form the basis of the communication and engagement strategies.

The question is how the City of Toronto should respond to these findings.

This report outlines a process to assess four options:

- do nothing
- retain the legal street names with additional interpretation and recognitions
- retain the legal street names but rename those civic assets with Dundas in their name, except TTC facilities
- rename the streets and all other civic assets now carrying the Dundas name.
 

For the renaming option, the report estimates the costs to City divisions and agencies, and potential impacts to businesses, organizations, property owners, and residents with a street address on Dundas as well as any service or directory that maps or shows addresses on Dundas.

For the renaming option, the report outlines a community engagement strategy and integrated change management process to address all civic assets with the Dundas name by the end of 2021.

The report also outlines a framework to more broadly understand and respond to how systemic racism and discrimination may be embedded in City assets, commemorative programs, and naming policies.

The Executive Committee recommends that:

1. City Council authorize the City Manager or designate to finalize negotiations, enter into and execute a Master Agreement with Metrolinx for the Metrolinx GO Expansion Program based on the principles identified in the report (September 9, 2020) from the Deputy City Manager, Infrastructure and Development Services, and to enter into any such ancillary or related agreements, amendments, and renewals as may be necessary, all on such other terms and conditions as are satisfactory to the City Manager, in consultation with the Deputy City Manager, Infrastructure and Development Services and the Chief Financial Officer and Treasurer and any other relevant official, and in a form acceptable to the City Solicitor.

 
2. City Council delegate authority to the Deputy City Manager, Infrastructure and Development Services or designate to oversee the management and implementation of the GO Expansion Master Agreement including, without limitation, providing all necessary consents, approving assignments, and enforcement of warranties, but excluding property rights that have been delegated pursuant to Section 213 of the Municipal Code.

 
3. City Council with respect to any Metrolinx transit project under the GO Expansion Program:
 

a. authorize the Deputy City Manager, Infrastructure and Development Services or designate to identify and approve the inclusion of enhancements to City infrastructure in or near work being done for or near the transit project, as well as investigative, planning and design studies considered necessary for City infrastructure and services in the vicinity of the transit projects ("Additional Infrastructure") which Metrolinx's contractor will be asked to construct as part of GO Expansion project procurements, subject to the following conditions:
 

i. the Deputy City Manager, Infrastructure and Development Services or designate, in consultation with the applicable Division Head is of the view that the price provided by Metrolinx, as may be reviewed by an independent reviewer, for the Additional Infrastructure is fair and reasonable; and
 

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

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

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

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

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

ii. report any exercise of this delegated authority to the Budget Committee at the first opportunity.

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

5. City Council authorize the Deputy City Manager, Infrastructure and Development Services or designate to request Metrolinx to provide an update and timelines on the closure of Poplar Road at the rail crossing on the Lakeshore East Line and that the Poplar Road rail crossing be added to the grade separation list for the Lakeshore East Line. 

 
6. City Council consent to the binding dispute resolution process in the Master Agreement described in Attachment 2 to the report (September 9, 2020) from the Deputy City Manager, Infrastructure and Development Services to deal with disputes involving the allocation of costs between the parties in respect of City infrastructure.
 

7. City Council delegate to City Officials approval authority pertaining to expropriations for transit related purposes where the City is the property owner or has an interest in the property being expropriated, as outlined in Attachment 3 to the report (September 9, 2020) from the Deputy City Manager, Infrastructure and Development Services and that Appendix A of the Toronto Municipal Code Chapter 213, Real Property be amended to reflect this delegation.

 
8. City Council authorize the City Solicitor to submit the necessary Bill(s) to amend Toronto Municipal Code Chapter 213, Real Property, to give effect to City Council's decision.

Metrolinx's GO Expansion Program (formerly known as Regional Express Rail, or RER) is a major transportation infrastructure program that will expand the GO rail transportation network to meet the needs of a growing region. The GO Expansion Program will provide faster and more efficient trains, two-way, all-day service, an expanded Union Station, and 15-minute or better service on core portions of the GO rail network.

All seven GO corridors run through the City of Toronto. The corridors currently serve 19 stations within Toronto and converge at Union Station, providing access between various parts of the City and the Greater Toronto and Hamilton Area (GTHA) to the downtown core. As such, a significant portion of the infrastructure improvements to facilitate the Program will be made within the City of Toronto, causing impacts during and after construction to residents and businesses within the vicinity of the GO rail corridors. These impacts include work in and around Union Station, the construction of new grade separations (places where the rail network is separated from the road network or other rail lines), modifications or rehabilitation of bridges, relocation and/or replacement of portions of the City's underground infrastructure, and acquisition of City real estate assets. Attachment 1, prepared by Metrolinx, provides more information on the GO Expansion Program, including a full list of current projects in the City of Toronto.

A clear understanding and agreement between the City and Metrolinx on authorities, cost-sharing, ownership, and approvals are crucial to the implementation of the Program and to help avoid the potential for disputes and delays. Accordingly, City and Metrolinx staff have been working closely to establish principles on a range of issues in order to develop a GO Expansion Master Agreement. If approved, the GO Expansion Master Agreement between the City of Toronto and Metrolinx will define the roles and responsibilities of each party to guide the implementation of the Program while protecting City infrastructure, assets, and services. This report seeks Council authority to execute the Master Agreement with Metrolinx based on the key principles identified in this report.

This report also recommends the delegation of authority pertaining to expropriations for transit-related purposes where the City is the property owner or has an interest in the lands being expropriated. This delegated authority will enable staff to respond to the expropriation proceedings in a timely manner to protect the City's interests.

The Executive Committee recommends that:

1.  City Council approve temporary staff positions required to support the Subway Program, wholly funded by Metrolinx at a net-zero cost to the City in 2020 and 2021 for the following City Divisions:

a. Corporate Real Estate Management: $1,112,103 gross and $0 net and 5 positions (5 positions 2020);

 
b. Engineering and Construction Services: $1,838,944 gross and $0 net and 9 positions (4 positions 2020, 5 positions 2021);

 
c. Legal Services: $1,518,090 gross and $0 net and 5 positions (5 positions 2020);

 
d. Parks, Forestry and Recreation: $930,259 gross and $0 net and 5 positions (4 positions 2020, 1 position 2021);

 
e. Toronto Building: $1,953,580 gross and $0 net and 10 positions (10 positions 2020);

 
f. Toronto Paramedic Services: $229,139 gross and $0 net and 1 position (1 position 2020);

 
g. Toronto Water: $3,837,926 gross and $0 net and 21 positions (5 positions 2020,16 positions 2021); and

 
h. Transportation Services: $2,898,384 gross and $0 net and 14 positions (12 positions 2020, 2 positions 2021).

 
2. City Council authorize the City Manager or designate to execute a Subway Program Resource Agreement between the City and Metrolinx to have Metrolinx fund temporary staff positions in support of the Subway Program for the period from 2020 to 2025 and renewable in subsequent years through agreements with Metrolinx, subject to the following terms:

a. funds for 2020 and 2021 will align with those described in Recommendation 1 above; and

 
b. funds for subsequent years will be determined based on annual reviews of resource requirements for the Subway Program.

 
3.  City Council request the Deputy City Manager, Infrastructure and Development Services, in consultation with Metrolinx, to report back to the Executive Committee on the public consultation plan and process going forward for the Ontario line, including on matters of noise mitigation.

4.  City Council forward the Item to the Toronto Transit Commission Board for its information.

The City and the Province entered into the Ontario-Toronto Transit Partnership in October 2019, as described in EX9.1 Toronto-Ontario Transit Update. The subsequent Ontario-Toronto Transit Partnership Preliminary Agreement, signed in February 2020, established the roles and responsibilities of the Province and the City in implementing major transit initiatives in Toronto.

To support the delivery of the Province's Subway Program, Metrolinx requires the City to expedite its reviews and other associated work. To that end and per the Preliminary Agreement, the Province has indicated its intention to reimburse the City for costs incurred in support of advancing its priority transit projects. This report therefore includes recommendations for City Council to approve temporary resources, fully funded by Metrolinx, to support the delivery of the Subway Program.

The purpose of this report is to provide a status update on the Province's priority transit projects in Toronto (i.e., Ontario Line, Scarborough Subway Extension, Yonge North Subway Extension, and Eglinton Crosstown West Extension, collectively the "Subway Program").

The Executive Committee recommends that:

1. City Council authorize the City Manager or designate to execute the Design and Construction Agreement between the City and Metrolinx, based on the major terms outlined in Attachment 2 to the report (September 9, 2020) from the Executive Director, Corporate Real Estate Management and such other terms and conditions as may be satisfactory to the City Manager, the Chief Financial Officer and Treasurer, the Deputy City Manager, Corporate Services and the Deputy City Manager, Infrastructure and Development Services, and in a form satisfactory to the City Solicitor.

2. City Council authorize the City Manager or designate to execute amendments to the Funding Agreement for Union Station Enhancement, Package 1 to permit the addition of funding for two (2) full-time City staff to perform the scope of services outlined in Attachment 2 to the report (September 9, 2020) from the Executive Director, Corporate Real Estate Management, conditional upon full funding being provided by Metrolinx, and such other terms and conditions as may be satisfactory to the City Manager, the Chief Financial Officer and Treasurer, the Deputy City Manager, Corporate Services, and the Deputy City Manager, Infrastructure and Development Services, and in a form satisfactory to the City Solicitor.

3. City Council authorize the Deputy City Manager, Corporate Services to approve and execute any necessary easements, operating agreements and/or amendments to the existing reciprocal rights agreement between the City and Metrolinx that are required as a result of Metrolinx's expropriation of property at Union Station and construction of Union Station Enhancement Project Package 1, on terms and conditions satisfactory to the Deputy City Manager, Corporate Services, and in a form satisfactory to the City Solicitor.

4. City Council authorize an amendment to the existing retainer agreement with Davies Ward Phillips & Vineberg LLP (Purchase Order number 6025203) for property matters at Union Station in connection with the Union Station Revitalization Project, to include the provision of legal advice and expertise for any necessary easements, operating agreements and/or amendments to the existing reciprocal rights agreement between the City and Metrolinx related to Union Station Enhancement Project Package 1.

5. City Council authorize an amendment to the existing retainer agreement with Davies Ward Phillips & Vineberg LLP (Purchase Order number 6048193) for property matters in connection with Union Station Enhancement Project Package 1, in the additional amount of up to $35,000 (net of all applicable taxes) to provide legal advice and expertise to complete the proposed sale to Metrolinx of the elevator shafts connecting to Union Station Platform 20/21, and to provide legal services on property matters related to the finalization of the Design and Construction Agreement, increasing the current contract value form $580,000 (net of all applicable taxes) to $615,000 (net of all applicable taxes).

6. City Council authorize an amendment to the existing retainer agreement with Osler Hoskin & Harcourt LLP (Purchase Order number 6049837) for construction matters in connection with Union Station Enhancement Project Package 1, in the additional amount of up to $90,000 (net of all applicable taxes) to provide legal advice and expertise to complete the execution of the Design and Construction Agreement, increasing the current contract value from $530,000 (net of all applicable taxes) to $620,000 (net of all applicable taxes).

7. City Council amend the 2020 - 2029 Council Approved Capital Budget and Plan for Corporate Real Estate Management to increase total project cost and cash flow funding by $0.329 million in 2020, $0.514 million in 2021, $0.368 million in 2022, $0.372 million in 2023, and $0.526 million in 2024 for "Union Station Enhancement Project" (CCA913-01), from $1.250 million to $3.359 million, for additional resources for Union Station Enhancement Project Package 1, conditional upon full funding being provided by Metrolinx, with the exception of $0.125 million in 2020, to be funded within the existing Corporate Real Estate Management Council Approved 2020 Capital Budget to cover external legal costs to complete the proposed sale to Metrolinx of the elevator shafts connecting to Platform 20/21 and finalize the Design and Construction Agreement following the expropriation of City-owned lands.

8. City Council increase the 2020 Approved Operating Budget and Complement for Corporate Real Estate Management by 2.0 temporary positions and $0.104 million gross, $0 net for necessary project management resources, conditional upon full funding being provided by Metrolinx.

This report provides an update on the details of Metrolinx's expropriation of City-owned land at Union Station, outlined in Attachment 1, and presents the results of negotiations between City of Toronto ("City") staff and Metrolinx on the necessary agreements for the design and construction of Metrolinx's Union Station Enhancement Project (USEP), Package 1, for a new south concourse.

This report also recommends the allocation of additional resources, including two permanent City staff and third party subject matter experts, to allow for further City involvement in Union Station Enhancement Project, Package 1, conditional upon full funding being provided by Metrolinx, with the exception of legal fees required for the proposed sale of two heritage elevator shafts and certain legal services related to finalization of the Design and Construction Agreement with Metrolinx.

The Executive Committee recommends that:

1. City Council authorize the hosting of the 2023 Federation of Canadian Municipalities Conference and Trade Show and City Council direct the City Manager to negotiate and execute any required agreements with the Federation of Canadian Municipalities, in a form satisfactory to the City Solicitor.

2. City Council authorize the use of the 'Corporate Conference Reserve' for the purposes of hosting the Federation of Canadian Municipalities 2023 Annual Conference and Trade Show.

3. City Council direct the City Manager to report back on the costs and the City's required financial contributions for the Federation of Canadian Municipalities 2023 Annual Conference and Trade Show once the format of the conference is known and as part of a future budget process.

4. City Council request the Federation of Canadian Municipalities Board of Directors, in consultation with recent host cities, to review the scope and cost of the annual conference to host cities to identify possible expenditure reductions and significant increases to the revenue generation capacity of the conference including through additional sponsorship sales with the goal of reducing any host city's net contribution, in recognition of the impact of the fiscal pressures caused by the COVID-19 pandemic.

In 2016 the City of Toronto was selected by the Federation of Canadian Municipalities as the host city of the 2020 Federation of Canadian Municipalities Annual Conference and Trade Show. The 2020 event was cancelled on March 25, 2020 due to the COVID-19 pandemic. Federation of Canadian Municipalities has offered the City of Toronto the ability to host the conference in 2023, and now requires a City Council resolution to move forward.

This report outlines anticipated 2023 host city obligations and related financial implications and seeks authority to enter into agreements with Federation of Canadian Municipalities to host the 2023 conference. The Federation of Canadian Municipalities conference is the largest gathering of municipal officials in Canada providing an opportunity to showcase the City of Toronto as Federation of Canadian Municipalities' largest member.

Given the uncertainty surrounding COVID-19 and its impact on traditional in-person conference formats at this point in time the format of the 2023 conference is still not confirmed. Federation of Canadian Municipalities is working on identifying format options ranging from full in-person to fully virtual which would impact the role and responsibilities of the host city, and the related financial and logistical implications.

The Executive Committee recommends that:

1. City Council direct the City Clerk to cease any further work on Ranked Ballot Elections for the 2022 Municipal Election, as previously directed in Item GV5.1 on November 26 and 27, 2019.

2. City Council request the City Clerk to evaluate alternative voting methods used in other jurisdictions that may provide electors with additional options during a pandemic and to report back to City Council by May 1, 2021 as required.

3.  City Council request the City Clerk to provide regular updates to the Executive Committee on the procurement process to acquire new equipment for future elections.

The City Clerk gave a presentation on 2022 Election Preparation Activities: The Impact of COVID-19 and The Ward Structure.

The purpose of this report is to update City Council on the planning and preparation underway in advance of the October 2022 municipal election, particularly as it relates to the unexpected challenges posed by the COVID-19 pandemic and its impact on a number of election initiatives.

COVID-19 remains an ongoing concern, and health experts believe there may be additional waves of the virus for months or years to come. All aspects of 2022 election planning must shift to accommodate the reality of this global pandemic, which will have significant effects on programs, procedures, and technology. This report focuses on the pandemic's impact on election initiatives that may require Council consideration, including the acquisition of new voting equipment, preparation for Ranked Ballot Elections, and the exploration of alternative methods of voting.

The City's current vote counting equipment has reached the end of its life and a competitive procurement process is underway to acquire new equipment for use in the 2022 election. The City Clerk will further report to Council with recommendations resulting from this process. However, the pandemic has introduced new risks that may impact the acquisition of new equipment in time for its use in the 2022 general election and short-term options are therefore also being explored to mitigate these risks, if required.

This report also describes how the delays and risks introduced by the pandemic now mean that the pre-conditions required for Council to authorize Ranked Ballot Elections can no longer be fulfilled in accordance with the legislative and regulatory requirements for implementation in the 2022 election. The report therefore recommends that Council request the City Clerk to cease work on fulfilling the pre-conditions required to allow for possible Ranked Ballot Elections in 2022. If Council wishes to implement Ranked Ballots in the 2026 general election, Council can direct the City Clerk to begin fulfilling the legislative pre-conditions immediately following the 2022 election for possible implementation in 2026.

The COVID-19 pandemic is likely to have long-term impacts on the ways in which electors feel comfortable voting, and the report describes how the City Clerk is undertaking research into leading practices on safe voting during a pandemic. This includes rethinking the function and operation of voting places during an election and exploring alternative methods of voting that allow electors to cast ballots without having to attend at a voting place. Should alternative methods of voting be pursued, the City Clerk will report back to Council to ensure that any necessary by-laws are passed in time for their implementation in the 2022 general election.

Finally, the report notes that there is still uncertainty about the City's future ward structure. The Supreme Court of Canada has agreed to hear the City's legal challenge to Bill 5, Better Local Government Act, 2018—which reduced the number of Toronto wards from 47 to 25—but a decision is not expected until mid- to late 2021. Election planning for 2022 must therefore account for both 25 and 47 ward scenarios, adding further complexity to COVID-19 contingency planning.

The Executive Committee recommends that:

1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (September 9, 2020) from the Chief Financial Officer and Treasurer to amend the Approved 2020 Operating Budget, such adjustments to have no impact on the Approved 2020 Net Operating Budget of the City.

The purpose of this report is to provide City Council with the Operating Variance for the six months ended June 30, 2020 as well as projections to year-end. This report also requests City Council's approval for amendments to the 2020 Approved Operating Budget that have no impact on the City's 2020 Approved Net Operating Budget.

Since mid-March, the City of Toronto, consistent with other major Canadian and Greater Toronto and Hamilton Area (GTHA) municipalities has been experiencing significant financial impacts, both in the form of added costs and revenue losses as a direct result of the COVID-19 pandemic.

COVID-19 related financial impacts are anticipated to total $1.885 billion by year-end for the City of Toronto, prior to offsets achieved through a series of implemented mitigation strategies that focus on spending and workforce restraints, reducing the year-end shortfall to a projected $1.342 billion. 

- These items are expected to collectively generate $542.8 million in total offset by year-end, comprised of $508.7 million in savings from workforce restraints, spending constraints and cost avoidance; $34.1 million in added offsets available from budget variance; and included the elimination of inflationary general salary increases for Non-Union staff, Mayor and Council.

- At its peak in late spring, 9,980 staff had been placed on emergency leave within City programs and approximately 2,000 added staffing impacts were estimated within City agencies.
 

The table below details the anticipated 2020 City-wide COVID-19 related financial impacts, projected offset from mitigations strategies and the resulting financial position that is reflected in the year-end variance projections:

Table 1: 2020 Projected COVID-19 Financial Impacts

*Year-to-date savings of $11.6M (TPA) and $0.9M (TCHC) are reflected in impacts and factored in Year-End projections

Tax Supported Programs:

The following table summarizes the anticipated year-end COVID-19 financial Impacts, projected offset from mitigations strategies and the resulting financial position of the City's Tax Supported Operations as of June 30, 2020 and the projection at year-end:

- Toronto Parking Authority and Toronto Community Housing variance information is not reflected in table below, which details Tax Supported Programs only.
  

Table 2: Tax Supported Operating Variance Summary

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

As noted in Table 2 above, for the six months ended June 30, 2020 Tax Supported Operations experienced an unfavourable net variance of $311.8 million or 5.7% of planned expenditures. This is mainly driven by COVID-19 related cost and revenue impacts experienced beginning from mid-March onwards. The impact on the year-to-date results are reflected in the following areas:

- Toronto Transit Commission - Conventional Service ($272.9 million unfavourable) primarily due to significant loss of ridership revenue from the impact of COVID-19. Ridership losses peaked at 86% below budget in late April and are currently projected to be 55% below budget through the fall. This was partially offset by the implementation of cost containment strategies and matching service capacity to demand.

- Shelter Support and Housing Administration ($11.4 million unfavourable) primarily due to unplanned COVID-19 related expenditures related to new physical distancing measures implemented in the City's shelter system, as well as underachieved revenues in Hostels and the Social Housing Service.

- Court Services ($10.9 million unfavourable) due to underachieved revenues resulting from lower than plan ticket issuance and partial suspension of collection activities due to COVID-19.

For year-end, the City is projecting $1.737 billion in COVID-19 related financial impacts, reduced by $542.8 million from offset generated through $508.7 million in mitigation strategies/cost avoidance and $34.1 million in offsets from budget variance for a net unfavourable variance of $1.194 billion or 10.3% of the 2020 Gross Operating Budget, adjusted for Toronto Building. The unfavourable variance is primarily driven by COVID-19 financial impacts, resulting in increased emergency social support costs such as Shelter, Seniors Services and Long Term Care, as well as lost revenue in City Services such as TTC, Zoo, Exhibition Place, and Corporate revenues such as Municipal Land Transfer Tax and Municipal Accommodation Tax.

As noted, the projected year-end pressure resulting from COVID-19 related financial impacts of $1.9 billion has been lessened to $1.194 billion through a series of mitigation strategies and other offsets, these include:

- $508.7 million in projected savings generated through mitigation strategies and cost avoidance as detailed below:

- Workforce restraints including redeployment of staff to critical and essential service areas; implementing emergency and seasonal / part-time staff layoffs; the implementation of a hiring slowdown; and savings generated from labour negotiations.

- Workforce restraints have resulted in at its peak, 9,980 City staff being placed on emergency leave, some of which have since returned back from leave, along with approximately 2,000 added staffing impacts estimated within City agencies.

- Spending restraints such as matching transit service capacity to demand; reducing discretionary spending; reviewing all services for criticality (prioritize critical, essential and priority services).

- Cost avoidance arising from expenditure management and tracking and forecasting COVID-19 related savings.
 

An additional $34.1 million in offsets are available from budget variance experienced within MLTT revenues from January 1 to March 31 that will be used to reduce COVID-19 related MLTT financial impacts.

Based on these initiatives, the City has achieved $293.3 million in offsets within its Tax-Supported programs as of August 30, 2020 and expects to generate a total of $542.8 million in offset by year-end.

- It is important to note that the projected savings generated through mitigation strategies and cost avoidance are in part based on the City's experience during the pandemic and may either increase or decrease as the emergency situation betters or worsens, consistent with the rate that recovery and restart initiatives begin across the City.
 

Rate Supported Programs:

Rate Supported Programs reported an unfavourable year-to-date variance of $5.7 million. The unfavourable variance is attributed to lower than budgeted revenue primarily from Toronto Parking Authority. At year-end, an unfavourable projected variance is anticipated to be $88.3 million, again primarily driven by significantly lower revenues from Toronto Parking Authority which is reflected in the City-wide COVID-19 financial impacts that are projected to total $1.342 billion in 2020.

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 capital repairs and maintenance.

Table 1: Rate Supported Operating Variance Summary

Additional COVID-19 Related Impacts:

In addition to COVID-19 impacts to the City's Tax and Rate supported programs that are reflected in City variance report, further impacts have been experienced with the Toronto Community Housing Corporation (TCHC).

City and TCHC finance staff have been working collaboratively to track and project COVID-19 financial impacts.  The TCHC has experienced $29.7 million in financial impacts as of August 30, 2020 and it is estimated that impacts will total $51.5 million by year-end.

In total, it is projected that the City will experience $1.885 billion in COVID-19 financial impacts ($1.737 billion – Tax Supported Programs; $96.4 million – TPA; and $51.5 million – TCHC) prior to savings and offsets that collectively total $542.8 million, reducing the year-end shortfall to a projected $1.342 billion.

Safe Restart Agreement:

On July 27, 2020 the Ontario government in partnership with the federal government announced $4 billion in financial support for Ontario's 444 municipalities as part of the Safe Restart Agreement and on August 12, 2020 the City of Toronto was provided with initial phase funding allocations under the agreement totalling $668.6 million as follows:

- Municipal Transit Funding Phase 1 - $404.1 million allocated to Toronto proportionately based on ridership.

- Social Services Relief Fund Phase 2 - $118.8 million allocated to Toronto in addition to the $39 million previously received as part of Phase 1 funding.

- Municipal Operating Funding Phase 1 - $145.7 million allocated to Toronto proportionately based on households.
 

$668.6 million in new funding will be applied to projected 2020 year-end funding shortfall of $1.342 billion.

- It is estimated that the remaining 2020 funding shortfall for the City following initial Safe Restart funding will be $673.1 million.

- Future phase funding of up to $2.029 billion will be allocated to municipalities by the Province on a needs basis between municipal transit needs ($1.334 billion) and municipal operating needs ($695.0 million).
 

The City Manager and Chief Financial Officer and Treasurer continue to engage with their Provincial counterparts to obtain funding support as part of future phase allocations under the Safe Restart Program to offset remaining projected deficits resulting from COVID-19 related financial impacts.

- The City Manager and Chief Financial Officer and Treasurer will be reporting to City Council for the meeting of September 30 and October 1, 2020, providing details on experienced and anticipated COVID-19 related financial impacts, results of implemented mitigation strategies and details on the City's $668.6 million Safe Restart funding allocations.

- The City Manager will also be reporting to Council later this year, once the needs based municipal allocations of up to $2.029 billion in future phase Safe Restart funding is confirmed, noting any full or partial offsets to the City's estimated $673.1 million remaining year-end funding shortfall.

The Executive Committee recommends that:

1. City Council approve in-year budget adjustments to the Approved 2020-2029 Capital Budget and Plan as detailed in Appendix 4 to the report (September 9, 2020) from the Chief Financial Officer and Treasurer that result in no incremental impact on debt financing.

The purpose of this report is to provide City Council with the City of Toronto capital spending for the six month period ended June 30, 2020, as well as projected expenditures to December 31, 2020. Furthermore, this report seeks Council's approval for in-year budget adjustments to the 2020 Approved Capital Budget and Plan that have no impact on 2020 approved debt.

As illustrated in Table 1 below, City's 2020 capital expenditure was $1.340 billion or 28.9% of the 2020 capital budget of $4.637 billion for the period ended June 30, 2020 and is projecting to expend $3.934 billion or 84.8% by December 31, 2020.

Table 1: Capital Variance Summary

*Note: Includes 2019 carry forward funding and 2020 in-year adjustments

The Capital spending pattern for the first six month typically ranges between 15% and 22% of the total Council Approved Capital Budget, with the 2020 experience of 28.9% comparing favourably to past experience. Total City projected spend of 84.8% by year-end is comprised of a Tax Supported Programs spending rate of 84.5% and a Rate Supported Programs spending rate of 85.7%.

Projected underspending by year-end totals $703 million or 15.2% of the 2020 Capital Budget.  Approximately half of the projected year-end variance reflects underspending attributed to COVID-19 impacts.

- At the onset of COVID-19, due to the uncertainty of the financial impact and the amount of financial assistance from other levels of government, capital projects funded by Capital from Current (CFC) were slowed to enable potential offsets to COVID-19 financial impacts.

- Given the continued uncertainty regarding the allocation that Toronto will receive of future phase Safe Restart Agreement funding, CFC funded capital projects will continued to be slowed to the end of the year.  Impacted capital projects will be reassessed as part of the 2021 budget process.
 

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 Executive Committee recommends that:

1. City Council consent to the amendment of the terms and conditions to the nine Financing Agreements substantially in the manner described in Attachment 1 to the report (September 9, 2020)  from the Chief Financial Officer and Treasurer together with such changes thereto or other terms and conditions that are satisfactory to the Chief Financial Officer and Treasurer.

2. City Council direct that funding released from the Secured Properties Capex and the 4 percent Capex Reserve be used to satisfy Toronto Community Housing Corporation's capital repair co-investment obligations under its National Housing Co-investment Program Credit Agreement with Canada Mortgage and Housing and to achieve the goals of its Ten Year (2019 – 2028) Capital Financing Plan as it may be amended from time to time.  

3. City Council authorize the Chief Financial Officer and Treasurer or designate to execute on behalf of the City as shareholder and guarantor:

a. City consent to the amended terms and conditions of the Financing Agreements (Amending Agreements) described in Attachment 1 to the report (September 9, 2020) from the Chief Financial Officer and Treasurer; and

b. confirmation that the City acknowledges, ratifies, confirms and agrees that the Guarantees continue in full force and effect and that the City continues to be bound by all of the provisions of the Guarantees notwithstanding the amending terms and conditions on terms and conditions satisfactory to the Chief Financial Officer and Treasurer or delegate and in a form approved by the City Solicitor.

4. City Council deem the guarantees to be in the interests of the City.

5. City Council authorize the Chief Financial Officer and Treasurer or designate to execute and deliver such other notices, consents, authorizations, approvals and agreements or amendments to existing agreements on behalf of the City as service manager, shareholder or guarantor in order to facilitate City Council's decision.

6 .City Council authorize the General Manager, Shelter, Support and Housing Administration to:

a. provide such Service Manager consents under the Housing Services Act, 2011, as are necessary to authorize any required amendments to the mortgage security provided to Infrastructure Ontario to secure all of the foregoing loans;

b. request all necessary third party waivers, consents or other authorizations which the Service Manager is required to seek in connection with the transactions as described in Attachment 1 to the report (September 9, 2020) from the Chief Financial Officer and Treasurer; and

c. provide the necessary notice to the Minister of Municipal Affairs and Housing pursuant to Section 163 of the Housing Services Act, 2011.

This report recommends that City Council provide its consent to amend existing financing agreements (FA) between Ontario Infrastructure and Lands Corporation (IO) and Toronto Community Housing Corporation (TCHC), for which the City is guarantor.  The amendments will provide that the capital expenditure (Capex) reserve funds applicable to the specific properties secured under the FAs can be utilized on TCHC’s general portfolio to satisfy TCHC's capital repair co-investment obligations under its National Housing Co-investment (NHCI) Program Credit Agreement with Canada Mortgage and Housing (CMHC) and achieve the goals of its Ten Year (2019 – 2028) Capital Financing Plan.

Between 2013 and 2019 TCHC and IO entered into 9 separate FA's providing over $1.1 billion in loans in total to TCHC for the purposes of general debt refinancing and for capital repairs for over 100 of its properties.  The City as the sole shareholder of TCHC guarantees the repayment of all of these loans. 

Pursuant to the FAs, a portion of the advance was required to be deposited in a separate fund administered by IO for capital repairs to the properties mortgaged under each specific FA (the "Secured Properties Capex"). In addition, TCHC was required to provide 4% of the gross income from the mortgaged properties into another reserve held by IO for the purpose of funding capital repairs on those properties (the 4% Capex Reserve, together with the Secured Properties Capex, the Capex Amounts).

Accordingly, there are limitations on TCHC's ability to access Capex Amounts as they cannot be used for capital repairs on TCHC's general portfolio.  Existing IO FA’s need to be amended to release the funds for capital work on the overall TCHC portfolio instead of only the IO mortgaged properties.

The FAs also included an equity withdrawal component which could be used for capital repairs on all of its buildings. TCHC has expended all of such equity withdrawal amounts.  However, there still remains needed capital work to be completed for 2020 and beyond and a funding source is needed to satisfy the TCHC contributions under the NHCI Credit Agreement with CMHC.

IO has agreed to release the Capex Amounts and to permit TCHC to apply such funds to its general portfolio state of good repair fund. The amount of the Capex Accounts held by IO in favour of TCHC currently exceeds $137 million.

Once the Capex Amounts are released by IO, these funds will be placed in a TCHC segregated account for Capex expenditures on the general portfolio. The released funds will supplement the City’s 10 year funding and be utilized for capital expenditures on the general portfolio.

The City and TCHC intend to use these released funds for repairs consistent with the co-investment under the CMHC National Housing Co-investment credit agreement recently executed at the end of 2019.

This report has been prepared in consultation with staff from the Shelter, Support and Housing Administration and TCHC.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (September 9, 2020) 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 "CreateTO 2019 Annual Report", and the "Build Toronto 2019 Audited Annual Financial Statements", forming Attachments 1 and 2 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer; and

b. appointing KPMG LLP as the Auditor of Build Toronto for fiscal year 2020, 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 2019 Audited Annual Financial Statements", forming Attachment 2 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

3. City Council, as Shareholder, direct the Board of Build Toronto Corporation, in consultation with the City of Toronto's Chief Financial Officer and Treasurer, to bring forward a report on the impacts of COVID-19 on Corporation Operating and Capitals Budgets and operations, detailing any modifications to their programs and initiatives to address COVID-19, to City Council through Executive Committee, by the first quarter of 2021.

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 (OBCA) for holding the Annual General Meeting of the Shareholder of Build Toronto, including receipt of its Annual Report and Audited Financial Statements for 2019 and appointment of the auditor for 2020.

In light of the state of emergency that was declared in Ontario in response to the COVID-19 pandemic, the deadline to hold annual meetings of shareholders for OBCA corporations was temporarily extended through the addition of Part XIX to the OBCA. With the Ontario declaration of emergency having come to an end on July 24, 2020, the extended meeting deadlines for OBCA incorporated companies that were required to hold annual meetings on or before July 24, 2020 now have until October 22, 2020 to hold their annual meetings.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (September 9, 2020) 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 2019 Annual Report", and the "Casa Loma Corporation 2019 Audited Annual Financial Statements", forming Attachment 1 and 2 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer; and

b. appointing Welch LLP Chartered Accountants as the Auditor of Casa Loma Corporation for fiscal year 2020 until close of the next annual general meeting or until a successor is appointed, and authorizing the Board of Directors of Casa Loma Corporation to fix the remuneration of the Auditor.

2. City Council direct the City Clerk to forward a copy of the "Casa Loma Corporation 2019 Audited Annual Financial Statements", forming Attachment 2 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

3. City Council, as Shareholder, direct the Board of Casa Loma Corporation, in consultation with the City of Toronto's Chief Financial Officer and Treasurer, to bring forward a report on the impacts of COVID-19 on Corporation Operating and Capital Budgets and operations, detailing any modifications to their programs and initiatives to address COVID-19, to City Council through Executive Committee, by the first quarter of 2021.

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 (OBCA) for holding the Annual General Meeting of the Shareholder of Casa Loma Corporation, including receipt of its Annual Report and Audited Financial Statements for 2019 and appointment of the auditor for 2020.

In light of the state of emergency that was declared in Ontario in response to the COVID-19 pandemic, the deadline to hold annual meetings of shareholders for OBCA corporations was temporarily extended through the addition of Part XIX to the OBCA. With the Ontario declaration of emergency having come to an end on July 24, 2020, the extended meeting deadlines for OBCA incorporated companies that were required to hold annual meetings on or before July 24, 2020 now have until October 22, 2020 to hold their annual meetings.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (September 9, 2020) 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 2019 Annual Report", and the "Lakeshore Arena Corporation 2019 Audited Annual Financial Statements", forming Attachment 1 and 2 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer;

b. appointing Welch LLP Chartered Accountants as the Auditor of Lakeshore Arena Corporation for fiscal year 2020, 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 2019", forming Attachment 3 to the report  (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer.

2. City Council direct the City Clerk to forward a copy of the "Lakeshore Arena Corporation 2019 Audited Annual Financial Statements", forming Attachment 2 to the report  (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

3. City Council, as Shareholder, direct the Board of Lakeshore Arena Corporation, in consultation with the City of Toronto's Chief Financial Officer and Treasurer, to bring forward a report on the impacts of COVID-19 on Corporation Operating and Capital budgets and operations, detailing any modifications to their programs and initiatives to address COVID-19, to City Council through Executive Committee, by the first quarter of 2021.

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 (OBCA) for holding the Annual General Meeting of the Shareholder of Lakeshore Arena Corporation, including receipt of its Annual Report and Audited Financial Statements for 2019 and appointment of the auditor for 2020.

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 2019.

In light of the state of emergency that was declared in Ontario in response to the COVID-19 pandemic, the deadline to hold annual meetings of shareholders for OBCA corporations was temporarily extended through the addition of Part XIX to the OBCA. With the Ontario declaration of emergency having come to an end on July 24, 2020, the extended meeting deadlines for OBCA incorporated companies that were required to hold annual meetings on or before July 24, 2020 now have until October 22, 2020 to hold their annual meetings.

The Executive Committee recommends that:

1. City Council treat the portion of the City Council meeting at which the report (September 9, 2020) report 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 Chair of the Board of Directors and President and Chief Executive Officer dated June 2, 2020 transmitting the Toronto Community Housing Corporation 2019 Annual Report and additional information, forming Attachment 1 to the report (September 9, 2020) report from the City Manager and the Chief Financial Officer and Treasurer;

b. receive Toronto Community Housing Corporation's 2019 Audited Consolidated Financial Statements for the period ending December 31, 2019, including the auditor's report dated April 29, 2020, forming Attachment 2 to the report (September 9, 2020) report from the City Manager and the Chief Financial Officer and Treasurer;

c. confirm the appointment of KPMG LLP, Chartered Accountants, as the auditor for Toronto Community Housing Corporation for fiscal year 2020  until the close of the next Annual General Meeting of the Shareholder or until a successor is appointed, at the fee provided in the City's agreement with that firm; and

d. receive the Toronto Community Housing Corporation's executive compensation disclosure for 2019 included in section 4.1.1 of additional information in Attachment 1 to the report (September 9, 2020) report from the City Manager and the Chief Financial Officer and Treasurer.

2. City Council direct the City Clerk to forward a copy of Toronto Community Housing Corporation's 2019 Audited Consolidated Financial Statements, forming Attachment 2 to the report (September 9, 2020) report from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

3. City Council, as Shareholder, direct the Board of Toronto Community Housing Corporation, in consultation with the City of Toronto's Chief Financial Officer and Treasurer, to bring forward a report on the impacts of COVID-19 on Corporation Operating and Capital Budgets and operations, detailing any modifications to their programs and initiatives to address COVID-19, to City Council through Executive Committee, by the first quarter of 2021.

This report transmits materials submitted by the Board of Directors of Toronto Community Housing Corporation (TCHC) 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 Business Corporations Act, Ontario (OBCA) to hold an Annual General Meeting of the Shareholder of Toronto Community Housing Corporation (TCHC), including receipt of TCHC's 2019 Audited Consolidated Financial Statements and appointment of the auditor for TCHC for 2020.

In light of the state of emergency that was declared in Ontario in response to the COVID-19 pandemic, the deadline to hold annual meetings of shareholders for OBCA corporations was temporarily extended through the addition of Part XIX to the OBCA. With the Ontario Declaration of Emergency having come to an end on July 24, 2020, the extended meeting deadlines for OBCA incorporated companies that were required to hold annual meetings on or before July 24, 2020 now have until October 22, 2020 to hold their annual meetings.

The Executive Committee recommends that:

1. City Council treat the portion of the City Council meeting at which the report (September 9, 2020) 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 (September 9, 2020) 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 2020 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 2019 Annual Report," "Toronto Hydro Corporation 2019 Annual Financial Report, and Consolidated Financial Statements," "Toronto Hydro Corporation Annual Information Form 2019," "Toronto Hydro Corporation Environmental Performance Report 2019," "Toronto Hydro Corporation CEO and CFO Certifications of Annual Filings 2019," the "Toronto Hydro Corporation First Quarter Financial Report 2020," and the "Toronto Hydro Corporation Statement of Board Remuneration and Expenses 2019," forming Attachments 2a, 2b, 3, 4, 5, 10, and 11 respectively to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer;

c. receive the "Toronto Hydro Corporation Shareholder Report 2019, including Non-Consolidated Financial Statements," "Toronto Hydro-Electric System Limited Financial Statements 2019 and 2018," and "Toronto Hydro Energy Services Inc. Financial Statements 2019 and 2018," forming Confidential Attachments 7, 8 and 9 respectively to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer; and

d. receive the two-part report "Toronto Hydro Corporation Executive Compensation Disclosure 2019" forming Attachment 6a and Confidential Attachment 6b to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer.

2. City Council direct that Confidential Attachments 7, 8 and 9 to the report (September 9, 2020) 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.

3. City Council direct that Confidential Attachment 6b to the report (September 9, 2020) 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.

4. City Council direct the City Clerk to forward a copy of the "Toronto Hydro Corporation Consolidated Financial Statements December 31, 2019 and 2018", included as part of Attachment 2b to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

5. City Council, as Shareholder, direct the Board of Toronto Hydro Corporation, in consultation with the City of Toronto's Chief Financial Officer and Treasurer, to bring forward a report on the impacts of COVID-19 on Corporation Operating and Capital Budgets and operations, detailing any modifications to their programs and initiatives to address COVID-19, to City Council through Executive Committee, by the first quarter of 2021.

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 (OBCA) 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 2019 and appointment of the auditor for Toronto Hydro Corporation for 2020.

In light of the state of emergency that was declared in Ontario in response to the COVID-19 pandemic, the deadline to hold annual meetings of shareholders for OBCA corporations was temporarily extended through the addition of Part XIX to the OBCA. With the Ontario declaration of emergency having come to an end on July 24, 2020, the extended meeting deadlines for OBCA incorporated companies that were required to hold annual meetings on or before July 24, 2020 now have until October 22, 2020 to hold their annual meetings.

 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 Toronto Hydro Corporation in 2019.

The Executive Committee recommends that:

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

a. adopt and authorize the City Manager to sign the Resolutions of the Shareholders attached as Attachment 1 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer on behalf of the City so that:

i. Financial Statements

the "Toronto Pan Am Sports Centre Inc.  2019 Annual Report, and the "Toronto Pan Am Sports Centre Inc. 2019 Audited Annual Financial Statements", including the auditor's report dated March 17, 2020, forming Attachments 2 and 3 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer are received;

ii.  Appointment of Auditors

Welch LLP are appointed as the Auditor of Toronto Pan Am Sports Centre Inc. for fiscal year 2020, and until the close of the next annual meeting of the Shareholders or until their successors are duly appointed, and the Board of Directors of Toronto Pan Am Sports Centre Inc. authorized to fix the remuneration of the Auditor; and

iii. Confirmation of Proceedings

all by-laws, contracts, acts, proceedings, appointments, elections and payments of any director or officer of Toronto Pan Am Sports Centre Inc. that were enacted, made, done or taken since the last annual meeting of Shareholders of Toronto Pan Am Sport Centre Inc. are approved, ratified, sanctioned and confirmed; and

b. adopt and authorize the City Manager to sign the Resolutions of Shareholders forming Attachment 5 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer:

i. ratifying and approving the 2020 Operating and Capital Budgets of Toronto Pan Am Sports Centre Inc. attached as Schedule A to Attachment 5 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer; and

ii. authorizing any two directors or officers to carry out the provisions of the resolutions passed by the Shareholders of Toronto Pan Am Sports Centre Inc.   

2. City Council direct the City Clerk to forward a copy of the Toronto Pan Am Sports Centre Inc. 2019 Audited Annual Financial Statements, forming Attachment 3 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

3. City Council, as joint Shareholder, request the Board of Pan Am Sports Centre Inc., in consultation with the City of Toronto's Chief Financial Officer and Treasurer, to bring forward a report, as appropriate, on the impacts of COVID-19 on Corporation Operating and Capital Budgets and operations, detailing any modifications to their programs and initiatives to address COVID-19, to City Council through Executive Committee, by the first quarter of 2021.

This report transmits materials submitted by the Board of Directors of Toronto Pan Am Sports Centre Inc. (TPASC) 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 (OBCA) for holding the 2020 Annual General Meeting of the Shareholders of TPASC, including receipt of its Annual Report and Audited Financial Statements for 2019, the report of the auditor thereon, and the re-appointment of the auditor for 2020.

This report also contains recommendations to approve the 2020 operating and capital budgets of TPASC approved by the TPASC board of directors. Section 5.05(a) of the Unanimous Shareholders’ Agreement of the Corporation as of December 18, 2013 provides that the annual operating and capital budgets shall be considered and approved by the Board and subject to approval by the Shareholders of the Corporation.

The City and the Governing Council of The University of Toronto are the two Shareholders of TPASC.  Rather than conducting a Shareholder meeting, the requirements of the OBCA regarding the annual general meeting and the requirements of the Unanimous Shareholders’ Agreement regarding approval of the annual operating and capital budgets are being satisfied by written joint resolutions of the Shareholders, as provided in this report.  

The Business Corporations Act, Ontario (OBCA) provides that a resolution in writing signed by all the Shareholders entitled to vote on that resolution at a meeting of the Shareholders is as valid as if it had been passed at a meeting of the Shareholders; and a resolution in writing dealing with all matters required by the OBCA to be dealt with at a meeting of Shareholders, and signed by all the Shareholders entitled to vote at that meeting, satisfies all the requirements of the OBCA relating to that meeting of Shareholders.

In light of the state of emergency that was declared in Ontario in response to the COVID-19 pandemic, the deadline to hold annual meetings of shareholders for OBCA corporations was temporarily extended through the addition of Part XIX to the OBCA. With the Ontario Declaration of Emergency having come to an end on July 24, 2020, the extended meeting deadlines for OBCA incorporated companies that were required to hold annual meetings on or before July 24, 2020 now have until October 22, 2020 to hold their annual meetings.

The Executive Committee recommends that:

1. City Council treat that portion of the City Council meeting at which the report (September 9, 2020) 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 "CreateTO 2019 Annual Report", and the "Toronto Port Lands Company 2019 Audited Annual Financial Statements", forming Attachments 1 and 2 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer; and

b. appointing KPMG LLP as the Auditor of Toronto Port Lands Company for fiscal year 2020 until close of the next annual general meeting, or until a successor is appointed, 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 2019 Audited Annual Financial Statements", forming Attachment 2 to the report (September 9, 2020) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.

3. City Council, as Shareholder, direct the Board of Toronto Port Lands Company, in consultation with the City of Toronto's Chief Financial Officer and Treasurer, to bring forward a report on the impacts of COVID-19 on Corporation Operating and Capital  Budgets and operations, detailing any modifications to their programs and initiatives to address COVID-19, to City Council through Executive Committee, by the first quarter of 2021.

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 (OBCA) for holding the Annual General Meeting of the Shareholder of Toronto Economic Development Corporation (TEDCO), operating as the Toronto Port Lands Company (TPLC) including receipt of its Annual Report and Audited Financial Statements for 2019 and appointment of the auditor for 2020.

In light of the state of emergency that was declared in Ontario in response to the COVID-19 pandemic, the deadline to hold annual meetings of shareholders for OBCA corporations was temporarily extended through the addition of Part XIX to the OBCA. With the Ontario declaration of emergency having come to an end on July 24, 2020, the extended meeting deadlines for OBCA incorporated companies that were required to hold annual meetings on or before July 24, 2020 now have until October 22, 2020 to hold their annual meetings.

The Executive Committee recommends that:

1. City Council receive the report (September 8, 2020) from the City Manager and the Chief People Officer for information.

The purpose of this report is to respond to the July 28, 2020, Council request that the City Manager and the Chief People Officer, in consultation with the Medical Officer of Health, report back to City Council on a possible change to the ratio of full-time to part-time Paramedics so that more Paramedics have paid sick days to decrease the likelihood of Paramedics working in other positions that may expose them to greater risk. Toronto Paramedic Services was also consulted for this report.

As the COVID-19 pandemic has persisted, the City and Toronto Paramedic Services have continued to implement and maintain initiatives to support the wellness of all Toronto Paramedic Services staff, including part-time Paramedics:

Uninterrupted pay for every Toronto Paramedic Services employee on self-isolation due to possible exposure to COVID-19.

Part-time Paramedics absent due to COVID-19-related symptoms continue to be compensated for pre-scheduled shifts.

Workplace Safety and Insurance Board (WSIB) benefits coverage for all accepted claims regarding illnesses/injuries acquired while working, including COVID-19.

Launch of a Staff Support Centre to track COVID-19-related absences and to answer staff enquiries related to the pandemic.

Self-screening of all staff for symptoms of illness prior to starting work each shift to increase protection of paramedics and the public.

Psychological Health and Wellness Plan for all staff, focused on prevention, reduction of stigma, timely intervention, post-incident support and increasing available resources.

In April 2020, the City approved the provision of psychological services for part-time Paramedics provided through the BEACON program offered by the City's benefits provider, Green Shield Canada.
 

It should also be noted that, in Ontario, both full-time and part-time Paramedics are permitted to work for more than one employer. A portion of both full-time and part-time Toronto Paramedic Services Paramedics are known to work for other Paramedic services outside Toronto.

In addition, the Ontario government has provided funding for temporary pandemic pay to all active frontline Paramedics, regardless of job classification, in the form of a temporary top-up based on hourly wages as well as monthly lump sum payments. This pay is in recognition of the challenges and heightened risk faced during the COVID-19 outbreak. The goals of this temporary pandemic pay were to provide additional support and relief to frontline workers, encourage staff to continue working and attract prospective employees, and to help maintain safe staffing levels and the operation of critical frontline services.

The Executive Committee recommends that:

1. City Council authorize the levy and collection of amounts for the 2020 taxation year on colleges and universities, public hospitals, and correctional facilities as authorized by Section 285 of the City of Toronto Act, 2006 and City Council direct that the maximum prescribed amount of $75 be applied per provincially rated hospital bed, full time student, or resident place as prescribed by Ontario Regulation 121/07.

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

3.  City Council forward the Item to the Association of Municipalities of Ontario and the Federation of Canadian Municipalities.

This report requests Council authority to adopt a by-law to levy amounts for the 2020 taxation year for colleges and universities, public hospitals, and correctional facilities (the "institutions"), estimated at approximately $19.2 million (annual "Heads and Beds" levy).

The Executive Committee recommends that:

1. City Council authorize the levy and collection of taxes for the 2020 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 Attachment 2, Acreage and Tonnage Taxation Systems, to the report (September 4, 2020) from the Controller for information.

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

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

This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2020 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 2020 levy total remains unchanged from the 2019 levy total of $7.1 million (with a $6.6 million municipal share and a provincial education share of $0.5 million). In December 2019, the Ministry of Municipal Affairs and Housing advised through the 2020 Property Tax Decisions document to municipalities, that for the 2020 tax year, the property tax rates for railway rights-of-way will remain unchanged from 2019 levels, and the 2020 tax rates will be the same as the 2019 rates communicated to municipalities on May 24, 2019 for the 2019 tax year.

Attachment 2 to this report also provides information related to the property taxation of railway rights-of-way using acreage and tonnage systems.

The Executive Committee recommends that:

1.  City Council amend the 2020 Capital Budget and 2021 – 2023 Capital Plan for Children's Services by increasing the project cost for the TELCCS Mount Dennis Child Care Centre (CCS035-01) by $1.830 million, increasing the project cost from $18.000 million to $19.830 million, funded with cash flows of $2.557 million in 2020; $10.580 million in 2021; $3.410 million in 2022; and $0.202 million in 2023 through the Child Care Capital Reserve Fund (XR1103), to support the consolidation of the Trimbee Early Learning Centre; and to support the addition of 26 child care spaces to the planned Mount Dennis location.

2.  City Council amend the 2020 Capital Budget and 2021 – 2022 Capital Plan for Children's Services by increasing the project cost for the St. Barnabas Catholic School Child Care Centre (CCS027-01) by $0.400 million, increasing the project cost from $3.100 million to $3.500 million, funded with cash flows of $0.500 million in 2020; $2.323 million in 2021; $0.500 million in 2022 through the Child Care Capital Reserve Fund (XR1103), required to fund the inflationary impacts on the cost of construction; million.

3.  City Council amend the 2020 Capital Budget and 2021 – 2022 Capital Plan for Children's Services by increasing the project cost for the St. Bartholomew Catholic School Child Care Centre (CCS029-01) by $0.800 million, increasing the project cost from $3.000 million to $3.800 million, funded with cash flows of $0.250 million in 2020; $2.750 million in 2021; $0.683 million in 2022; through the Child Care Capital Reserve Fund (XR1103), required to fund the inflationary impacts on the cost of construction.

4.  City Council amend the 2020 Capital Budget and 2021-2022 Capital Plan for Children's Services by increasing the project cost for the St. Roch Catholic School Child Care Centre (CCS028-01) by $0.800 million, increasing the project cost from $3.200 million to $4.000 million, funded with cash flows of $0.500 million in 2020; $2.871 million in 2021;and $0.500 million in 2022 through the Child Care Capital Reserve Fund (XR1103), required to fund the inflationary impacts on the cost of construction.

This report requests City Council's authority to amend the Approved 2020 Capital Budget and 2021-2029 Capital Plan for Children's Services' by increasing total project costs for four projects by $3.830 million, funded from the Child Care Capital Reserve Fund (XR1103).

These amendments are required in order to proceed with the awarding of tenders for the construction of three child care centres, as the tender prices for the Toronto Early Learning & Child Care Services' (TELCCS) Mount Dennis Child Care Centre at 1234 Weston Road in Ward 5, St. Barnabas Catholic School Child Care Centre at 30 Washburn Way in Ward 23, and St. Roch Catholic School Child Care Centre at 174 Duncanwood Drive in Ward 7 are higher than previous cost estimates provided due to the unique nature of the Mount Dennis project, unique site conditions and construction cost inflation for all four projects.  The amendment is also required in order to proceed with the re-tender process for the fourth centre for the construction of St. Bartholomew Catholic School Child Care Centre located at 51 Heather Road in Ward 23, as recently cancelled tender indicated a need to increase project budget.

The Executive Committee recommends that:

1. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into and administer a contract renewal agreement with Employment and Social Development Canada, for the Toronto Youth Jobs Corps program for up to $8,939,959 in Federal subsidy for the period October 5, 2020 to September 29, 2023.
 

2. City Council authorize the Executive Director, Social Development, Finance and Administration to convert one temporary Program Support Analyst position, to a permanent Agency Review Officer, to better meet the program development requirements for the Toronto Youth Job Corps program.

 
3. City Council authorize the Executive Director, Social Development, Finance and Administration to have delegated authority to extend this and future contracts and receive and expend funds as submitted in the application to Employment and Social Development Canada to support the Toronto Youth Job Corps program through the annual budget process.
 

4. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into agreements with other entities, including purchase of service agreements for the delivery of Toronto Youth Job Corp with the successful proponents of the Request for Proposals process, other federal agencies, community organizations, private entities, or individuals, and to spend federal funding in accordance with the federal program requirements and guidelines.

This report seeks authority to enter into and administer a contract renewal agreement with Employment and Social Development Canada (formerly referred to as Service Canada), for the City-administered Toronto Youth Job Corps program for the 2020-2023 contract period.

The Toronto Youth Job Corps program provides group-based pre-employment support, structured employment training, work experience through job placements and follow up supports for vulnerable youth furthest from labour market. Toronto Youth Job Corps commenced in 1983 and has been reviewed and updated to meet both the changing needs of youth and funding requirements.

For 37 years, the City of Toronto has administered Toronto Youth Job Corp. It is delivered by community agencies selected through an open Request for Proposal. Five agencies have been selected through the 2020 Request for Proposal. This resulting agreement through the Request for Proposals will be valid for five years. 

On July 25, 2019, Social Development, Finance and Administration submitted a contract renewal application with an anticipated start date of April 1, 2020, following the completion date of March 27, 2020 for the 2017-2020 contract period. In mid-February 2020, Employment and Social Development Canada extended the current contract until September 25, 2020.  On March 4, 2020, the City received written confirmation from Employment and Social Development Canada for the City's 2020-2023 application, awaiting negotiation of full details.  Social Development, Finance and Administration has proposed to Employment and Social Development Canada a start date of October 5, 2020.  If accepted, this agreement will run from October 5, 2020 – September 29, 2023.

The Board of Health recommends that:

1.  City Council request the City Manager to provide a presentation to the Board of Health in the fall of 2020 on the recommendations from the Toronto Office of Recovery and Rebuild.

2.  City Council request the City Manager to work with the Federal and Provincial Governments to ensure the enforcement of existing quarantine rules for visitors to, and residents of, Toronto.

3.  City Council request the Federal and Provincial Governments to strictly enforce travel restrictions with regard to COVID-19, including the mandatory 14-day quarantine for visitors and travel by "essential" workers.

4.  City Council urge the Federal Government to implement a data system that will quickly transmit information about arriving international travellers to local authorities to support better compliance with the Quarantine Act.

5.  City Council urge the Federal Government to expedite, in collaboration with the Province of Ontario and local public health units, the rapid implementation of new testing technologies, such as at-home and saliva-based tests, for the proactive surveillance of COVID-19.

6.  City Council urge the Province of Ontario to take all necessary steps to improve the turnaround time for laboratory tests and achieve the timely reporting of positive results to individuals and local public health units.

7.  City Council urge the Ontario Ministry of Health to increase testing capacity and develop an enhanced testing strategy aimed at suspected cases, contacts, and high-risk/high-need situations, including workplaces, schools, and neighbourhoods.

8.  City Council urge the Ontario Ministry of Health to expedite, in collaboration with the Federal Government and local public health units, the rapid implementation of new testing technologies, such as at-home and saliva-based tests, for the proactive surveillance of COVID-19.

9.  City Council urge the Ontario Ministry of Long-Term Care to fund on-site, dedicated infection prevention and control expertise at each long-term care facility and invest in training for existing practitioners to contribute to system-wide improvements related to infection prevention and control.

The Board of Health:

1.  Requested the Medical Officer of Health to work with the Executive Director, Social Development, Finance and Administration, the Executive Director, Housing Secretariat, and the General Manager, Toronto Employment and Social Services, to explore how to implement strategies such as those identified in the report (September 3, 2020) from the Medical Officer of Health, to address the social determinants of health for the City of Toronto's most vulnerable populations who have been adversely affected by the COVID-19 pandemic.

2.  Requested the Medical Officer of Health to continue to support the General Manager, Shelter, Support and Housing Administration, in the implementation of the COVID-19 Interim Shelter Recovery Strategy.

3.  Requested the Medical Officer of Health, in coordination with Provincial and Regional partners, to consider any additional measures that may be required to maintain a COVID-19 reproduction rate below 1.0, including but not limited to:

a.  targeted restrictions and requirements for commercial settings at higher potential risk for transmission;

b.  additional restrictions on social gatherings in private and commercial settings;

c.  methods to enhance the use or uptake of personal protective measures;

d.  screening for signs and symptoms at more public locations where people gather;

e.  additional dedicated resources for targeted outreach, inspection, and education; and

f.  enhanced promotion of COVID Alert, Canada's exposure notification app, through the various channels available to Toronto Public Health and the City of Toronto.

4.  Requested the Medical Officer of Health to continue efforts to scale up Toronto Public Health's COVID-19 resurgence response, including:

a.  case and contact management capacity;

b.  support for congregate settings such as schools, child care centres, long-term care facilities, and shelters; and

c.  targeted support for marginalized and vulnerable populations and communities disproportionately affected by COVID-19.

5.  Requested the Medical Officer of Health to implement a system to publicly share details of workplace outbreaks without compromising individual privacy, similar to existing systems in place for shelters, long-term care facilities, and schools.

6.  Requested the Medical Officer of Health to provide a letter of support for intergovernmental funding requests that address the affordable housing and homelessness crisis in Toronto.

7.  Urged the Federal Government to implement a data system that will quickly transmit information about arriving international travellers to local enforcement authorities to support better compliance with the Quarantine Act.

8.  Urged the Federal Government to expedite, in collaboration with the Province of Ontario and local public health units, the rapid implementation of new testing technologies, such as at-home and saliva-based tests, for the proactive surveillance of COVID-19.

9.  Urged the Province of Ontario to take all necessary steps to improve the turnaround time for laboratory tests and achieve the timely reporting of positive results to individuals and local public health units.

10.  Urged the Ontario Ministry of Health to increase testing capacity and develop an enhanced testing strategy aimed at suspected cases, contacts, and high-risk/high-need situations, including workplaces, schools, and neighbourhoods.

11.  Urged the Ontario Ministry of Health to expedite, in collaboration with the Federal Government and local public health units, the rapid implementation of new testing technologies, such as at-home and saliva-based tests, for the proactive surveillance of COVID-19.

12.  Urged the Ontario Ministry of Long-Term Care to fund on-site, dedicated infection prevention and control expertise at each long-term care facility and invest in training for existing practitioners to contribute to system-wide improvements related to infection prevention and control.

The Medical Officer of Health gave a presentation on An Update on COVID-19.

Since January 2020, Toronto Public Health (TPH) and City of Toronto partners have been responding to the COVID-19 pandemic. The number of new COVID-19 cases identified each day had shown a downward trend, but we have now started to observe an increase in the number of cases reported each day.

As the City continues to reopen more businesses and services as part of Stage 3 of the Provincial Recovery Framework, Toronto Public Health will continue working with the Province of Ontario to carefully monitor COVID-19 activity in the community and in institutional and congregate settings. Toronto Public Health staff are prepared to respond quickly when additional cases are observed.

This report is intended to provide an update on COVID-19 response activities, describe scenarios and planning for future events, including a potential resurgence, and provide recommendations to strengthen the response to the COVID-19 pandemic as we move towards fall 2020.

The Board of Health recommends that:

1.  City Council increase the Toronto Public Health 2020 Capital Budget for the Ontario Seniors Dental Care Program Capital Project by $2.345 million gross, fully funded by the Ontario Ministry of Health, with cash flows of $2.781 million in 2020 and $0.711 million in 2021.

2.  City Council authorize the Medical Officer of Health to enter into Capital Funding Agreements with the following dental clinics for the receipt and expenditure of funding on such terms and conditions that are satisfactory to the Medical Officer of Health and in a form approved by the City Solicitor:

a.  Rexdale Community Health Centre, located at 8 Taber Road ($268,000);

b.  TAIBU Community Health Centre, located at 27 Tapscott Road, Unit #1 ($275,000);

c.  Toronto Public Health Dental Clinic, located at 2340 Dundas Street West ($320,800);

d.  Rexdale Community Health Centre, located at 222 Dixon Road, Suite 301 ($457,100);

e.  Black Creek Community Health Centre, located at 1 York Gate Boulevard, Suite 202 ($401,800); and

f.  Hong Fook (HF) Connecting Health Nurse Practitioner-Led Clinic, located at 3660 Midland Avenue, Suite 201 ($622,100).

The Chair advised the Board of Health that, on the advice of the Medical Officer of Health, Confidential Attachment 1 to the report (September 3, 2020) from the Medical Officer of Health is no longer confidential.  Confidential Attachment 1 has been made public in its entirety and can be accessed under Background Information (Board) below.

On November 20, 2019 the Government of Ontario launched the Ontario Seniors Dental Care Program (OSDCP). Through this 100 percent Ministry of Health funded program, local public health departments are to ensure the provision of dental treatment to low-income seniors. In Toronto, the OSDCP treatment services are provided to eligible seniors through dental clinics located in Toronto Public Health sites, Community Health Centres and Aboriginal Health Access Centres.

On August 31, 2020, the Province of Ontario announced new, one-time capital funding of $25 million to expand access to the Ontario Seniors Dental Care Program. The funding will be used to support infrastructure projects across the province, including building new dental clinics and renovating existing facilities. The Province has indicated that a portion of this funding will be allocated to dental clinics in Toronto.

This report recommends increasing Toronto Public Health's 2020 Capital Budget to accept the new provincial funding to expand the Ontario Seniors Dental Care Program in Toronto.

The Civic Appointments Committee recommends that:

1. City Council appoint Colin Lynch to the Toronto Investment Board, at pleasure of Council, for a term of office ending on January 31, 2024, and until a successor is appointed.

2. City Council direct that Confidential Attachments 1 to 4 to the report (September 3, 2020) 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 Investment Board.

Candidate's biography:

Colin Lynch

Colin Lynch is Head of Global Real Estate Investments at TD Greystone Asset Management and oversees the management of real estate assets globally.   He was previously a Senior Engagement Manager with McKinsey & Company and an Investment Banking Analyst at Morgan Stanley.  Colin holds an MBA from Harvard University, a B Com and a BA from Queen’s University. All were received with distinction.  He is a member of the Board of Directors of Sunnybrook Health Sciences Centre, Toronto Symphony Orchestra and the Queen’s University Investment Committee.  He was previously Vice Chair of Toronto Community Housing Corporation.  

The Civic Appointments Committee will conduct interviews and recommend one public member to City Council for appointment to the Toronto Investment Board.

The Economic and Community Development Committee recommends that:

1. City Council direct the Fire Chief and General Manager, Toronto Fire Services to report back to City Council through the Economic and Community Development Committee in advance of the commencement of the 2022 budget process with recommended strategies as a result of the Toronto Fire Services Transformation Plan and Commission on Fire Accreditation International related review initiatives to enhance overall service delivery and address emerging and forecasted risks and needs of the growing City.

This report responds to the October 2, 2019 City Council request included in EC7.1 "Toronto Fire Services Transformation Plan Update", for the Fire Chief and General Manager, Toronto Fire Services to report back to City Council, prior to the 2021 Budget Process, with recommended strategies, initiated both through the Toronto Fire Services Transformation Plan and the Commission on Fire Accreditation International review, with the view to enhance overall service delivery and to address both the emerging, and the forecasted risks and needs of the growing City.

A number of initiatives arising from the Toronto Fire Services Transformation Plan are underway, including a comprehensive operational deployment review. Additionally, in March 2019, Toronto Fire Services achieved international Commission on Fire Accreditation International accreditation which included the identification of a number of opportunities for continuous quality improvement. These initiatives will inform the recommendations for service delivery enhancement strategies, particularly opportunities that will enhance staff deployment in an effective and efficient manner.

With the onset of the COVID-19 pandemic in March 2020, work related to the advancement of the Transformation Plan initiatives and Commission on Fire Accreditation International  recommendations was placed on hold in accordance with the COVID-19 emergency declaration in Toronto.

In order for Toronto Fire Services to provide City Council with evidence-based recommendations for future service delivery improvements, along with the most effective means of addressing both current and emerging fire safety risks and trends, additional, ongoing analysis is required. Following the completion of this review, Toronto Fire Services anticipates that recommendations for future service delivery improvements will be provided prior to the 2022 budget process.

The Economic and Community Development Committee recommends that:

1. City Council direct the Fire Chief and General Manager, Toronto Fire Services to report back to City Council through the Economic and Community Development Committee in advance of the commencement of the 2022 budget process with recommendations for further Inspection and/or Quality Assurance Inspection Review Audit service level enhancements.

This report responds to City Council direction related to the Auditor General's 2018 report AU13.11 "Raising the Alarm: Fraud Investigation of a Vendor Providing Life Safety Inspection Services to the City of Toronto."

In response to this report, the Audit Committee, at its meeting of July 13, 2018, requested the Fire Chief and General Manager, Toronto Fire Services, to outline operational and financial implications for options related to the assessment of fire safety and compliance with the Ontario Fire Code in buildings within Toronto. Toronto Fire Services provided three options designed to enhance annual inspection services. At its meeting of July 23, 2018, City Council endorsed Option 1 which included the assignment of 11 Full Time Employees to the Toronto Fire Services Fire Safety Quality Assurance section effective September 1, 2018.

City Council further requested the Fire Chief and General Manager, Toronto Fire Services to report back to City Council in advance of the 2020 budget process with respect to outcomes and analysis of the enhanced service levels.

With the addition of 11 Full Time Employees assigned to the Toronto Fire Services Fire Safety Quality Assurance section, Toronto Fire Services estimated the completion of 80 Quality Assurance Inspection Review Audits in the fourth quarter of 2018 and 325 Quality Assurance Inspection Reviews in 2019 and annually thereafter. Quality Assurance Inspection Review Audits involve a systematic and comprehensive review of all aspects of Ontario Fire Code compliance for a given building, including the associated processes completed by third-party contractors.

Toronto Fire Services investigative work on the Auditor General's 2018 report, "Raising the Alarm: Fraud Investigation of a Vendor Providing Life Safety Inspection Services to the City of Toronto," continued after the publishing of the report in the form of follow-up activities that were required to complete the overall inspection review audits. This follow-up activity resulted in unanticipated workloads impacting Toronto Fire Services' total number of originally estimated Quality Assurance Inspection Review Audits for 2019.   

Further, with the onset of the COVID-19 Pandemic in March 2020, work related to the advancement of the Quality Assurance Inspection Review Audits was placed on hold in accordance with the COVID-19 emergency declaration in Toronto.

The impact of unanticipated circumstances and events in 2019 and 2020 have resulted in Toronto Fire Services having insufficient data to produce the evidence-based outcomes required to adequately analyze and make recommendations on enhanced service levels. Toronto Fire Services will continue to build a comprehensive data set and to analyze the data arising from the current service levels, to determine what, if any, further enhancements would be appropriate. City Council will be provided a complete and thorough analysis of the enhanced service levels and recommendation prior to the 2022 budget process.

The Economic and Community Development Committee recommends that:

1. City Council request the Director, Indigenous Affairs Office, in consultation with relevant City staff and divisions, to engage with Native Child and Family Services of Toronto to explore how the land-based programs in the presentation from Siobhan McCarthy, Director, Holistic Services, Native Child and Family Services of Toronto, and Mark Atanasoff, Director, Quality Assurance and Decolonization, Native Child and Family Services of Toronto, can be incorporated in the City of Toronto's Indigenous place-making strategy.

2. City Council request the Director, Indigenous Affairs Office report back to the Economic and Community Development Committee by the second quarter of 2021 on the outcome of Part 1 above.

At its meeting on July 7, 2020, the Aboriginal Affairs Advisory Committee considered Item AA5.5, Trauma-Informed Land-Based Response to COVID-19.

The General Government and Licensing Committee recommends that:

1. City Council receive the report (August 18, 2020) from the Chief Procurement Officer for information.

The purpose of this report is to advise on the emergency non-competitive procurements of goods and services that are over $500,000 in value that were processed by the Purchasing and Materials Management Division on behalf of various divisions relating to the City of Toronto's response to the COVID-19 Pandemic Emergency.  Section 195-7.4B of Chapter 195, Purchasing, requires that any emergency non-competitive over the value of $500,000 must be reported to Council for information.

The City entered into 28 emergency non-competitive contracts over the value of $500,000 between March 16 and July 31, 2020. The total value of these emergency non-competitive contracts is 55,155,094.68, net of HST ($56,125,824.35, net of HST recoveries). 

To provide a complete picture, Purchasing and Materials Management Division also processed 57 emergency non-competitive contracts $500,000 and less during the same time period.  The total value of these non-competitive contracts is $13,766,718.85, net of HST ($14,009,013.10, net of HST recoveries).

As the City continues to support COVID-19 Pandemic Emergency, additional emergency non-competitive procurements may be processed. A follow up report may be submitted in the 1st Quarter 2021 to summarize any further emergency procurements processed that are over $500,000 in value from August 1 to December 31, 2020.

The General Government and Licensing Committee recommends that:

1. City Council authorize the General Manager, Fleet Services to negotiate and enter into a non-competitive contract with Altec Industries Limited, for the supply of all labour, parts, materials and equipment necessary to perform mechanical and structural safety inspections, repairs and certification for the City's Original Equipment Manufacturer vehicle mounted lifting devices, based on the following terms and conditions:

a. the initial term of the contract will be for a period of one (1) year, commencing on November 1, 2020 to October 31, 2021 with the option to renew the contract for four (4) additional separate one (1) year periods, subject to the exercise of each option year being at the sole discretion of the General Manager, Fleet Services and subject to the amounts payable under the contract being available under the current Fleet Services budget approval(s); the amount of this non-competitive contract is $1,910,028 net of Harmonized Sales Tax ($1,943,644 net of Harmonized Sales Tax recoveries) for the entire duration of the contract, inclusive of all option years;

b. the contract will be based on the condition that Altec Industries Limited continues to be the exclusive distributor for the proprietary Original Equipment Manufacturer parts and specialized services for Altec equipment; and

c. on the terms and condition satisfactory to the General Manager, Fleet Services and in a form satisfactory to the City Solicitor.

The purpose of this report is to seek City Council authority for the General Manager, Fleet Services Division to negotiate and enter into a non-competitive contract with Altec Industries Limited, for the supply of all labour, parts, materials and equipment necessary to perform mechanical and structural safety inspections, repairs and certification on proprietary Original Equipment Manufacturer vehicle mounted lifting devices on Altec equipment for the City of Toronto (City).

The contract will be for a period of one (1) year commencing on November 1, 2020 to October 31, 2021 with the option to renew the contract for four (4) additional one (1) year periods at the sole discretion of the City, and subject to budget approvals for the total potential contract amount of $1,910,028 net of Harmonized Sales Tax (HST) (or $1,943,644 net of HST recoveries), inclusive of all option years.

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

The General Government and Licensing Committee recommends that:

1. City Council authorize the Executive Director, Corporate Real Estate Management to negotiate and enter into a non-competitive Agreement with B+H Architects as Planning, Design and Conformance Consultants for a total cost of $7,505,027, net of Harmonized Sales Tax ($7,637,115, net of Harmonized Sales Tax recoveries) based on terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor.

2. City Council direct the Executive Director, Corporate Real Estate Management, to report back to the Executive Committee and City Council by the first quarter of 2021 on the updated project schedule for the George Street Revitalization Project.

On April 24, 2018, City Council authorized the Deputy City Manager, Corporate Services, to negotiate and enter into a Phase Two Project Agreement with the Planning, Design, and Conformance consultant for the George Street Revitalization Project. The agreement covers the alternative procurement process through the construction phases of the project. The agreement must be on terms and conditions satisfactory to the Deputy City Manager, Corporate Services, and in a form satisfactory to the City Solicitor.

After extensive negotiations, staff recommend that the City enter into a non-competitive Agreement with B+H Architects (B+H) in the amount of $7,505,027, net of Harmonized Sales Tax ($7,637,115, net of Harmonized Sales Tax recoveries) to act as Planning, Design, and Conformance consultant for Phase Two of the George Street Revitalization Project. A shared agreement on the scope work, satisfactory to the City's requirements and those of the Alternative Procurement and Financing model, could not be reached with the previous vendor. Additionally, B+H's experience in the development of the updated Project Specific Output Specification template in partnership with Infrastructure Ontario would better place B+H to deliver Phase Two of the George Street Revitalization project. This would also allow B+H to continue and expand upon their current due diligence role of Specification Writer, and present the City a cost avoidance savings of $2,622,789 (net of Harmonized Sales Tax). The savings are calculated based on the difference between the previously approved value of non-competitive Agreement with Montgomery Sisam Architects Inc. per EX33.4, at $10,127,816 (net of Harmonized Sales Tax), and the currently proposed amount of $7,505,027 (net of Harmonized Sales Tax).

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

The General Government and Licensing Committee recommends that:  

1. City Council authorize the Fire Chief and General Manager, Toronto Fire Services to negotiate and execute a non-competitive contract with Darch Fire Incorporated for two specialized aerial devices in the amount of $5,264,158 net of Harmonized Sales Tax ($5,356,807 net of Harmonized Sales Tax recoveries), on the terms and conditions satisfactory to the Fire Chief and General Manager, Toronto Fire Services, and in a form satisfactory to the City Solicitor, which include:

a. the supply, delivery, and initial staff training of a 41 metre Bronto Skylift model F135RLX telescopic articulating aerial device in the amount of $2,396,191 net of Harmonized Sales Tax ($2,438,364 net of Harmonized Sales Tax recoveries); and

b. the supply, delivery, and training of a 70 metre Bronto Skylift Model F70RPX mounted on a two-person conventional cab truck chassis, including mounted main body, related supplies, staff training equipment, and travel costs incurred in the design and inspection phases of the purchase, in the amount of $2,867,967, net of Harmonized Sales Tax ($2,918,443, net of Harmonized Sales Tax recoveries).

The purpose of this report is to seek City Council authority for the Fire Chief and General Manager, Toronto Fire Services to negotiate and enter into a non-competitive contract with Darch Fire Incorporated, for the supply and delivery of two aerial devices for a total amount of $5,264,158 net of HST, ($5,356,807 net of HST recoveries). This purchase will assist Toronto Fire Services in ensuring operational readiness to respond to emergency and critical incidents throughout Toronto, specifically with high rise and high angle incidents. 

Toronto Fire Services is seeking a non-competitive contract for these apparatus for a number of operational reasons, with the main being matching with existing purchases. Purchasing a model that matches existing ones in service at Toronto Fire Services will significantly reduce training required for staff. Toronto Fire Services already owns three articulating aerial apparatus from this vendor and therefore both operational staff and mechanical staff are trained and familiar with them. Additionally, this brand has a local dealer which means that parts necessary for repairs or replacement are easier to access.

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

The General Government and Licensing Committee recommends that:

1. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and execute a non-competitive contract with Waterford Services Inc. to provide full custodial services for the period from November 1, 2020 to March 31, 2021, in a total amount of $1,273,042.15 net of Harmonized Sales Tax ($1,295,447.69 net of Harmonized Sales Tax recoveries, on terms and conditions satisfactory to the General Manager, Parks Forestry and Recreation, and in a form satisfactory to the City Solicitor.

The purpose of this report is to seek authority from City Council to approve a non-competitive bridge contract with Waterford Services Inc. for full Custodial services at various Parks and Recreation facilities in the Scarborough District for the period from November 1, 2020 to March 31, 2021 in a total amount of $1,273,042.15 net of HST ($1,295,447.69 net of HST recoveries).

The custodial services are critical and ensures our community centres, pools, arenas and parks facilities are clean, tidy, and safe as well as supplies enhanced cleaning during current the COVID-19 Pandemic.

The current custodial services Blanket Contract, # 47019674, expires on October 31, 2020.  A new Request for Proposal is scheduled to be issued in September 2020, and expected to have a contract in place by the end of March, 2021. 

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

The General Government and Licensing Committee recommends that:  

1. City Council authorize the General Manager, Fleet Services, the Chief, Toronto Paramedic Services and the Fire Chief and General Manager, Toronto Fire Services to standardize tire brands across the City-wide fleet.

2. City Council grant authority to the General Manager, Fleet Services, the Chief, Toronto Paramedic Services and the Fire Chief and General Manager,Toronto Fire Services to negotiate and enter into non-competitive agreements with Goodyear Canada Inc. and Michelin North America (Canada) Incorporated for the supply and delivery of tires on the following terms and conditions:

a. the initial term of the contract with Goodyear Canada Inc. will be for a period of five (5) years, commencing on November 1, 2020 to October 31, 2025 with the option to renew the contract for one (1) optional renewal term of five (5) years, at the sole discretion of the General Manager, Fleet Services; the amount of this agreement is $11,454,140 net of Harmonized Sales Tax ($11,655,732 net of Harmonized Sales Tax recoveries) for the duration of the contract, inclusive of the optional renewal term;

b.  the initial term of the contract with Michelin North America (Canada) will be for a period of five (5) years, commencing on November 1, 2020 to October 31, 2025 with the option to renew the contract for one (1) optional renewal term of five (5) years, at the sole discretion of the General Manager, Fleet Services; the amount of this agreement is $5,628,842 net of Harmonized Sales Tax ($5,727,909 net of Harmonized Sales Tax recoveries) for the duration of the contract, inclusive of the optional renewal term; and

c. on the terms and conditions satisfactory to the General Manager, Fleet Services and in a form satisfactory to the City Solicitor.

The purpose of this report is to seek authority from City Council to enter into non-competitive, long-term tire purchasing agreements with Goodyear Canada Incorporated and Michelin North America (Canada) Inc. to standardize tire brands across the City's fleet.

The contract will be for a period of five (5) years, commencing on November 1, 2020 to October 31, 2025 with the option to renew the contract for one (1) additional five (5) year period at the sole discretion of the City, and subject to budget approvals for the total contract amount of $17,082,981 net of HST ($17,383,641 net of Harmonized Sales Tax (HST) recoveries, inclusive of all optional renewal years.

Fleet Services estimates that by adopting a manufacturer-direct service delivery model with Goodyear Canada Incorporated and Michelin North America (Canada) Incorporated savings in the amount of $1,494,920 can be realized over the ten (10) year period.

This agreement will also provide considerable efficiency improvements, with anticipated delivery times for in-stock tires expected to improve by eighty-four (84) percent, and delivery times for out of stock tires expected to improve by fifty (50) percent.  These added efficiencies will directly support the reduction of vehicle downtime. 

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

The General Government and Licensing Committee recommends that:

1. City Council, as the Approving Authority under the Expropriations Act, approve the expropriation of the Easements as set out in Appendix A to the report (August 28, 2020) from the Executive Director, Corporate Real Estate Management and as identified on the draft Expropriation Plans displayed in Appendix B to the report (August 28, 2020) from the Executive Director, Corporate Real Estate Management, to proceed with the proposed construction of the Fairbank-Silverthorn Storm Trunk Sewer System.

2. City Council authorize the City of Toronto, as Expropriating Authority under the Expropriations Act, to take all necessary steps to comply with the Expropriations Act, including but not limited to, the preparation and registration of Expropriation Plans and the service of Notices of Expropriation, Notices of Election and Notices of Possession.

3. City Council authorize the Executive Director, Corporate Real Estate Management, or designate to prepare and serve offers of compensation in accordance with the requirements of the Expropriations Act. 

4. City Council authorize the public release of the confidential information contained in Confidential Attachment 1 to the report (August 28, 2020) from the Executive Director, Corporate Real Estate Management once there has been a final determination of all claims for compensation payable to the property owners to the satisfaction of the City Solicitor.

This report seeks approval from City Council as Approving Authority under the Expropriations Act, to expropriate stratified permanent easements (the "Easements") involving portions of the properties municipally known as 441 Blackthorn Avenue, 415 Nairn Avenue, 417 Nairn Avenue, 419 Nairn Avenue, 18 Branstone Road, 20 Branstone Road, 119 Ennerdale Road, 49 Dynevor Road, 65 Dynevor Road and 2226 Dufferin Street. This report also seeks approval for the City, as Expropriating Authority under the Expropriations Act, to serve associated notices and make statutory Offers of Compensation in accordance with the Expropriations Act.

The Easements are required to proceed with the proposed construction of the Fairbank-Silverthorn Storm Trunk Sewer System. The Project is part of the City of Toronto's Basement Flooding Protection Program to help reduce the risk of future basement flooding in the Fairbank and Silverthorn communities in Toronto. Construction is anticipated to commence in 2021.

This report relates to the second stage of the expropriation process. During the first stage and in accordance with the Expropriations Act, Notices of Application for Approval to Expropriate were served on all applicable "registered owners", who had 30 days to request an inquiry into whether the proposed taking is fair, sound, and reasonably necessary.

The City did not receive any requests for a hearing of necessity from any of the applicable parties. City Council may now approve the expropriation by this Stage 2 report. If authorized, the Expropriation Plans will be registered and associated notices served. Statutory Offers of Compensation must be served prior to the City taking possession of the expropriated properties.

The General Government and Licensing Committee recommends that:

1. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and enter into an agreement to extend and amend the Professional Services Agreement with Golf Plus Marketing Incorporated (Contract Number 47020512) respecting the operation and management of the Dentonia Park Golf Course, Don Valley Golf Course, Humber Valley Golf Course, Scarlett Woods Golf Course and the Tam O'Shanter Golf Course for an additional two year term from December 1, 2020 to November 30, 2022, with a further optional year from December 1, 2022 to November 30 2023, on terms and conditions satisfactory to the General Manager, Parks, Forestry and Recreation and the City Solicitor.

2. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and enter into an agreement to extend and amend the existing food and beverage licence agreement with the Grenadier Group (Contract Number 301630) for all five City run golf courses for an additional two year term from December 1, 2020 to November 30, 2022, with a further optional year from December 1, 2022 to November 30 2023, on terms and conditions satisfactory to the General Manager, Parks, Forestry and Recreation and the City Solicitor.

3. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and enter into an agreement to extend and amend the existing lease agreement with Centennial Park Golf Center (Contract Number 301347) respecting the lease of Centennial Park Golf Center for an additional two year term from December 1, 2020 to November 30, 2022, with a further optional year from December 1, 2022 to November 30 2023, on terms and conditions satisfactory to the General Manager, Parks, Forestry and Recreation and the City Solicitor.

Parks, Forestry, and Recreation has seven golf courses under its operational management. Two are leased out fully, and five are operated under a mixed model where golf course assets and turf are maintained by the City, green fees are set by City Council, and ticket sales, golf cart rentals, pro shops, lessons, and food and beverage    operations are contracted out under two separate agreements.

Through this model, Parks, Forestry, and Recreation has consistently provided high-quality golf courses for all Torontonians. The courses promote junior, senior, and family golf through affordable fees and program offerings. The quality and maintenance standards of the courses has remained high, and commitments to naturalization and environmental stewardship have been incorporated at the sites where possible. While this model has allowed for outdoor recreational activity for many, there are a number of operational pressures that require thoughtful consideration to ensure the long term success and financial viability of the golf program.

In January 2018, agreements for food and beverage operations at the five courses with Grenadier Group, and for the golf course operations and management with Golf Plus Marketing Incorporated, were extended for a two year period, expiring November 30, 2019, with a City option for a further one year extension to November 30, 2020. The longstanding lease of Centennial Golf Park Centre is also set to expire on November 30, 2020. This was done to provide an opportunity for a third party review of golf course operations for consideration of any service delivery changes. Given the current unknown and changing market environment due to the COVID 19 Pandemic, Parks, Forestry, and Recreation is requesting a further extension of the existing contracts until golf course operations have stabilized.

This report recommends a two year extension of the existing third party golf operator contracts, and the lease at Centennial Park Golf Centre, as well as a City option for further one year extensions should it be required.

These extensions will ensure contracts do not expire without a viable replacement being put in place, and will allow staff time to develop and recommend a comprehensive sourcing strategy for golf operations, including any relevant considerations resulting from a unique 2020 operating season.

The General Government and Licensing Committee recommends that:  

1. City Council receive the report (August 28, 2020) from the Executive Director, Corporate Real Estate Management for information.

This report provides an annual overview of real estate transactions executed by the Corporate Real Estate Management Division on behalf of the City of Toronto through the Delegated Authority Form process from January 1, 2019 to December 31, 2019. Properties that were declared surplus, sold, acquired through negotiations or expropriations, as well as licences and leases, are summarized in this report.

The General Government and Licensing Committee recommends that:

1. City Council authorize the City of Toronto (the "City"), as landlord, to enter into a lease amending and extension agreement (the "Agreement") with BSREP II Hospitality Toronto GP Inc., in its capacity as general partner of BSREP II Hospitality Toronto L.P, as tenant, for the lands located at 123 Queen Street West, substantially on the terms and conditions outlined in Appendix B and as further set out in the attached Confidential Attachment 1 to the report (August 31, 2020) from the Executive Director, Corporate Real Estate Management, and on such other or amended terms and conditions acceptable to the Deputy City Manager, Corporate Services and in a form acceptable to the City Solicitor.

2. City Council direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, until the Agreement or notice of the Agreement is registered on title.

BSREP II Hospitality Toronto GP Inc., in its capacity as general partner of BSREP II Hospitality Toronto L.P (the "Tenant"), managed by Brookfield Asset Management, operates the Sheraton Center at 123 Queen Street West (the "Premises") and is planning to invest a minimum of $40 million in renovations and capital improvements to the Premises within the next three (3) years, and has agreed to invest a minimum of $5 million in additional renovations when the market and hospitality industry have recovered from COVID-19 impacts. In respect of the latter investment, the Tenant has agreed to update the City of its investment plans within the next three (3) years.

The Tenant has requested that the underlying ground lease with the City of Toronto be amended as set out in this report and extended for 40 years beyond the current expiry of the ground lease on May 31, 2068 (with an extension term commencing June 1, 2068 and ending May 31, 2108) in order to assist in securing capital required to fund such investments. This report requests authority for a lease amending and extension agreement, which will incorporate the major terms and conditions as described in Appendix B and Confidential Attachment 1.

The General Government and Licensing Committee recommends that:

1. City Council authorize a new sublease agreement with Lumenus Community Services for a term of five (5) years with an option to renew for a further five (5) years for nominal consideration, substantially based on the terms set out in Appendix A to the report (August 28, 2020) from the Executive Director, Corporate Real Estate Management and the General Manager, Children's Services, and on such other or amended terms and conditions acceptable to the Executive Director, Corporate Real Estate Management.

2. City Council authorize the City Solicitor to complete all relevant agreements, and all documentation as required, and to deliver any notices, and amend the respective commencement, termination and other dates to such earlier or later date(s), on such terms and conditions, as the City Solicitor, or designate, may from time to time, determine.

3. City Council authorize the Executive Director, Corporate Real Estate Management to execute such documents required to complete the relevant sublease agreements.

The purpose of this report is to obtain City Council authority to enter into a new sublease agreement with Lumenus Community Services for a five (5) year term for approximately 4,500 square feet area for EarlyON Centre programs, on the fourth floor of the building located at 30 Sheppard Avenue East, for nominal consideration.

The General Government and Licensing Committee recommends that:

1. City Council authorize a new sublease agreement with The Neighbourhood Group Community Services for a term of five (5) years with an option to renew for a further five (5) years for nominal consideration, substantially based on the terms set out in Appendix A, and on such other or amended terms and conditions acceptable to the Executive Director, Corporate Real Estate Management.

2. City Council authorize the City Solicitor to complete all relevant agreements, and all documentation as required, and to deliver any notices, and amend the respective commencement, termination and other dates to such earlier or later date(s), on such terms and conditions, as the City Solicitor, or its designate, may from time to time, determine.

3. City Council authorize the Executive Director, Corporate Real Estate Management to execute such documents required to complete the relevant sublease agreements.

The purpose of this report is to obtain City Council authority to enter into a new sublease agreement with The Neighbourhood Group Community Services for a five (5) year term for approximately 6,448 square feet of interior space and approximately 3,197 square feet of outdoor play area for Child Care Centre programs, on the second floor of the building located at 30 Sheppard Avenue East, for nominal consideration.

The General Government and Licensing Committee recommends that:

1. City Council authorize the City to enter into an offer to sublease (the "Offer") and a sublease to be executed pursuant to the Offer (collectively the "Sublease") with  Bridlewood Mall Management Incorporated (the "Sublandlord"), for approximately 33,000 square feet of space, to a maximum of 34,650 square feet, at 2900 Warden Avenue, Scarborough (the "Premises") for a ten (10) year term (the "Term") commencing on approximately May 1, 2022 and expiring on approximately April 30, 2032, substantially on the major terms and conditions as set out in Appendix A to the report (August 28, 2020) from the Executive Director, Corporate Real Estate Management and the General Manager, Children's Services, including such other terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, or designate, and in a form acceptable to the City Solicitor.

The purpose of this report is to obtain authority to enter into a new sublease agreement with Bridlewood Mall Management Incorporated, as sublandlord, for approximately 33,000 square feet of space at 2900 Warden Avenue, Suite 225, Scarborough (the "Leased Premises") situated in the Bridlewood Mall, for use by Toronto Employment and Social Services and other City of Toronto Divisions and Agencies that are identified in the planning and design of the Leased Premises. The sublease is for a term of ten (10) years.

The Leased Premises will replace Toronto Employment and Social Services's existing leased site at 100 Consilium Place in Scarborough (the "Existing Premises"), which services approximately 2,650 office visits per month, and will result in a reduction of approximately 14,480 square feet in total leased square footage as compared to the existing leased site. This relocation will ensure service continuity for clients in the underserviced north Scarborough area, and presents opportunities for space optimization and service co-location in collaboration with the Toronto Public Library. The Leased Premises may also be used to implement strategic initiatives focused on creating agile, flexible City space that can be used by multiple City Divisions and Agencies, customers and clients as the need and demand for space to deliver services evolve.

The rent and other terms and conditions of the sublease agreement reflect current market value according to market research and valuation conducted by Corporate Real Estate Management staff. Staff will also seek to designate the Leased Premises as a municipal capital facility in order to exempt the Leased Premises from realty taxation for municipal and school purposes.

The General Government and Licensing Committee recommends that:  

1. City Council authorize the City of Toronto (the "City") to enter into a lease (the "Lease") with Dufferin Mall Holdings Incorporated (the "Landlord") or its duly authorized property manager, for approximately 27,894 square feet of space, to a maximum of 28,699 square feet at 900 Dufferin Street, Toronto (the "Premises") for a fifteen (15) year term (the "Term") expected to commence approximately on December 1, 2021 and expire on November 30, 2036, substantially on the major terms and conditions as set out in Appendix A to the report (August 28, 2020) from the Executive Director, Corporate Real Estate Management, including such other terms and conditions as may be deemed appropriate by the Executive Director, Corporate Real Estate Management, or designate, and in a form acceptable to the City Solicitor.

The purpose of this report is to obtain authority to enter into a new lease agreement with Dufferin Mall Holdings Incorporated, as landlord, for approximately 27,894 square feet of space at 900 Dufferin Street, Suite 219, Toronto (the "Leased Premises"), for use by Toronto Employment and Social Services for a term of fifteen (15) years.

The Leased Premises will replace and consolidate three (3) of Toronto Employment and Social Services' existing leased sites in downtown, which will result in a significant reduction of total leased square footage by approximately 26,000 square feet or 47 percent, as compared to the existing leased sites, which are located at 2340 Dundas Street West, 1900 Dundas Street West, and 55 John Street.

The relocations from 2340 Dundas Street West and 1900 Dundas Street West are due to the pending expiry of the leases at these sites. The relocation from 55 John Street is necessitated by the City's strategic acquisition of 229 Richmond Street West and the disposition of 260 Adelaide Street West, requiring Toronto Employment and Social Services and other City Divisions to move to alternative locations to accommodate the anticipated Fire Hall at Metro Hall.

The rent and other terms and conditions of the lease agreement reflect current market value according to market research and valuation conducted by Corporate Real Estate Management staff. Staff will also seek to designate the Leased Premises as a municipal capital facility in order to exempt the Leased Premises from realty taxation for municipal and school purposes.

The General Government and Licensing Committee recommends that:

1. City Council authorize the City of Toronto to give a release to Tribute (McCaul Street) Limited of any interest the City may have (the "Disputed City Interest") in the lands legally described in Appendix B to the report (August 27, 2020) from the Executive Director, Corporate Real Estate Management and the City Solicitor (the "Restricted Lands"), pursuant to a deed from the City to the Congregation of the Most Holy Redeemer, registered as Instrument Number 50874EP on September 14, 1944 (the "1944 Deed"), on the terms set out in Appendix C to the report (August 27, 2020) from the Executive Director, Corporate Real Estate Management and the City Solicitor, and on such other terms that are acceptable to the Executive Director, Corporate Real Estate Management, in consultation with the City Solicitor.

2. City Council direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, as it relates to potential litigation against the City; contains commercial and financial information, supplied in confidence to the City, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual negotiations of an organization; and contains advice that is subject to solicitor-client privilege.

This report seeks City Council authorization to grant a release to Tribute (McCaul Street) Limited (the "Developer") of any interest the City may have in a portion of the lands municipally known as 131 McCaul Street, and legally described in Appendix B (the "Restricted Lands"), pursuant to a deed from the City to the Congregation of the Most Holy Redeemer (the "Church").

In 1944, a portion of 131 McCaul Street was acquired by the Church from the City. A map showing the general location of the property is provided in Attachment A. The 1944 Deed to the Church provided that the grant of the lands was for so long as they are used for recreational purposes, that they were to be used for such purposes, and that they would vest again in the City in the event that they cease to be used for such purposes.

The Church has since entered into a sale agreement with the Developer to sell a larger development parcel, inclusive of these lands, and has requested that the City release any interest it may have in the lands pursuant to the 1944 Deed, while also disputing that the City currently has any enforceable interest. City staff, taking into consideration legal advice from the City Solicitor contained in Confidential Attachment 1, are seeking City Council authorization to grant the release on proposed terms and conditions negotiated with the Developer (Attachment C).

The General Government and Licensing Committee submits this item without recommendation.

The General Government and Licensing Committee:

1. Directed the City Manager, in consultation with the Medical Officer of Health, to report directly to the September 30, 2020 City Council meeting on the feasibility of installing the Covid Alert app on all City of Toronto managed mobile devices and the necessary steps to maximize the benefit of the software.

In July 2020 the Government of Canada released its Covid Alert app for mobile devices. This free software is designed to utilize wireless technology to inform citizens should they come into close proximity of another user of the app who has tested positive for Covid-19, so that they may take appropriate steps to limit the spread of the virus. The software works best when a critical number of users enable the technology, and the more applications installed, the more effective that it is.

Since then, media reports have indicated a modest uptake among Canadians despite the wide availability of the free app. While organizations across the country have made enormous efforts to combat the spread of Covid-19 through physical distancing, modified operations, restrictions, sanitization and handwashing, the free application appears to be underutilized. This software is a valuable tool in the fight against Covid-19, gaining strength in numbers. 

The City of Toronto manages over 9,000 mobile devices for employees, and potentially thousands more within the span of influence of Council in the broader public sector. Given the negligible cost of deploying this software in an organized manner of across its mobile devices, I am requesting that the City government investigate deploying this software across every device in the mobile fleet. If successful, this could pave the way for other public and private sector organizations to do the same.

The Infrastructure and Environment Committee recommends that:  

1. City Council authorize the General Manager, Transportation Services, to negotiate and execute an amendment to non-competitive bridge contract with Sidan Traffic Control Services Limited for the non-exclusive supply, delivery, installation and removal of barricades, Ontario Traffic Manual approved signage/traffic control devices and custom signage for the City's ActiveTO program, in the amount of $160,000.00 net of Harmonized Sales Tax ($162,816.00 net of Harmonized Sales Tax recoveries), for the period of October 2, 2020 to December 31, 2020, on terms and conditions satisfactory to the General Manager and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority to amend a non-competitive bridge contract with Sidan Traffic Control Services Limited for the non-exclusive supply, delivery, installation and removal of barricades, OTM approved signage/traffic control devices and custom signage, in the amount of $160,000.00 net of HST ($162,816.00 net of HST recoveries), for the period from October 2, 2020 to December 31, 2020.  The non-competitive bridge contract will support the City's ActiveTO program, which was developed in response to the COVID-19 pandemic and allow staff sufficient time to award a new competitive contract. The bridge contract will continue to honour the existing terms, pricing and conditions of the existing competitive contract # 47019435 with Sidan Traffic Control Services Ltd., which expired on July 31, 2020 for the remainder of the calendar year.

This report also includes as information, over expenditures not previously reported, that occurred on existing competitive Blanket Contract # 47019435 with Sidan Traffic Control Services Ltd., which amounts to $492,339.25 net of HST ($501,004.42 net of HST recoveries).  In addition, an interim bridge contract was granted from August 1, 2020 to October 1, 2020 to address immediate requirements for $690,000.00, net of HST ($702,144.00 net of HST recoveries), to continue to accommodate the City's ActiveTO program pending further approval.  The current bridge contract honours the existing terms, pricing and conditions of existing competitive Blanket Contract # 47019435.   

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

The Infrastructure and Environment Committee recommends that:

1. City Council approve the City of Toronto transitioning from the current Provincially-mandated Blue Box recycling program to the forthcoming Provincially-mandated Extended Producer Responsibility recycling program during the first of the Province's three proposed transition periods and starting such transition on July 1, 2023.

2. City Council request the Mayor to provide the Ontario Minister of the Environment, Conservation and Parks with a copy of this Council resolution and to indicate in such letter that the City of Toronto prefers to transition its recycling program on July 1, 2023.

3. City Council request the Province of Ontario to share the draft regulation(s) that will enable a full extended producer responsibility recycling program with City of Toronto staff at least 5 business days in advance of broader public consultations, taking into consideration Toronto's unique features including, without limitations, the highest number of multi-residential buildings, the dense urban centre, and the largest Blue Box Program in Ontario, so that that City can, among other things, effectively mitigate potential adverse impacts to Toronto residents and the City's waste operations as soon as possible.

4. City Council direct the City Manager, Mayor and General Manager of Solid Waste Management, to communicate to the Minister of the Environment, Conservation and Parks City Council's position that:

a. any changes to Toronto's blue box program and Extended Producer Responsibility regulations, have clear and measurable goals, targets, outcomes and penalties that ensure producers are accountable for reduction targets and are consistent with the provincial interests stated in the Resource Recovery and Circular Economy Act, 2016, the purposes stated in the Waste Diversion Transition Act, 2016 and the principles of full extended producer responsibility;

b. other policy tools and incentives to promote the use of more recycled content in products and packaging should be included, including incentives to reduce and redesign products and packaging;

c. Extended Producer Responsibility regulations not allow for recycled content to offset recovery targets and that producers are required to report on sub categories of materials; and

d. the eligible sources Include all multi-unit residential dwellings in Ontario during transition, commercial and municipal buildings (including parks and public spaces, schools, and municipally-operated facilities, such as community centres and arenas) and include packaging and packaging like products recovered from the waste stream. 

5. City Council request the City Manager, the Mayor and the General Manager, Solid Waste Management Services to communicate to the Minister of the Environment, Conservation and Parks to protect the deposit return system and explore expanding deposit return as a means of increasing recycling rates.

6. City Council direct the General Manager, Solid Waste Management Services to report back on impacts to user fees and any change in Solid Waste user fee program.

7. City Council direct the General Manager, Solid Waste Management Services to report back on the impact and proposed management of materials and sources not eligible for transition including costs (i.e. non-residential customer base).

8. City Council authorize the General Manager, Solid Waste Management Services or designate to negotiate and enter into any new agreements or amending agreements (including but not limited to amending agreements to receive external funding) necessary for the City's continued waste diversion operations until the latter of December 31, 2026 or the transition period end date indicated by the Resource Recovery and Circular Economy Act, 2016 or the Waste Diversion Transition Act, 2016, or any regulations thereunder, on terms satisfactory to the General Manager, Solid Waste Management Services and each in a form satisfactory to the City Solicitor and conditional on approved funding.

9. City Council request the General Manager, Solid Waste Management Services, provide to all Members of Council, communications material to share on potential and proposed changes to the blue box program as a result of proposed Extended Producer Responsibility regulations.

The purpose of this report is to provide an update on the transition of Toronto's Blue Bin Recycling Program to extended producer responsibility and seek authority to advise the Ontario Ministry of the Environment, Conservation and Parks of Toronto's preferred transition date of July 1, 2023. This report also provides an update on the wind-up of the current shared municipal/producer funding model for blue box materials and discusses potential elements of the future Extended Producer Responsibility regulation and Toronto's key policy positions. The report also presents information on potential future-state scenarios and when the financial and operational responsibility of managing blue box materials is fully transitioned to producers.

The Infrastructure and Environment Committee recommends that:

1. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and enter into non-competitive bridging contracts with the current Arboricultural Services providers for a period of 6 months, from January 1, 2021 to June 30, 2021, on terms and conditions satisfactory to the General Manager, Parks, Forestry and Recreation and in a form satisfactory to the City Solicitor based on the following details:

a. Davey Tree Expert Company of Canada in the amount of $2,374,689, net of Harmonized Sales Tax ($2,416,484, net of Harmonized Sales Tax recoveries);

 
b. Ontario Line Clearing and Tree Experts in the amount of $3,229,781, net of Harmonized Sales Tax, ($3,286,625, net of Harmonized Sales Tax recoveries); and

 
c. W.M. Weller Tree Service in the amount of $4,268,973, net of Harmonized Sales Tax ($4,344,107, net of Harmonized Sales Tax recoveries).

The purpose of this report is to request authority to establish non-competitive bridging contracts with the current Arboricultural Services providers Davey Tree Expert Company of Canada (Blanket Contract # 47021964), Ontario Line Clearing & Tree Experts (Blanket Contract # 47021967) and W.M. Weller Tree Service (Blanket Contract # 47021966) for the continued non-exclusive supply of all labour, equipment and material necessary to perform Arboricultural Services at various locations for the Parks, Forestry and Recreation Division from January 1, 2021 to June 30, 2021. This work is required to mitigate public liability and to maximize the tree canopy potential by ensuring healthier and long-lived trees through a proactive, systematic maintenance regime.

The consolidated value of all three (3) bridge contracts for the period of January 1, 2021 to June 30, 2021 to the City of Toronto is $9,873,443, net of Harmonized Sales Tax ($10,047,216 net of Harmonized Sales Tax recoveries). Details of the bridging contracts for each vendor are provided in the Financial Impact and Comments sections.

A negotiated Request for Proposal for Arboricultural Services (Doc # 2305234907) was issued in March 2020 and closed in May 2020 for a two (2) year term with three (3) additional one (1) year optional renewal periods commencing January 1, 2021. The bid review team, made up of Urban Forestry and Purchasing and Materials Management staff, as well as a Fairness Monitor, was underway with the review and negotiations.

At its meeting of July 28 and 29, 2020 City Council considered Infrastructure and Environment Committee Item IE14.8 "Ensuring Value for Money for Tree Maintenance Services – Update and Legal Advice". At that meeting City Council requested a further report from the City Manager to be considered at the next Audit Committee meeting scheduled for October 23, 2020. As a result, negotiations that were underway were put on hold until further notice.

Due to this delay, which impacts the award of the 2021 Contract(s), non-competitive bridge contracts are required for the current three (3) vendors from January 1, 2021 to June 30, 2021 for the continued supply of all labour, equipment and material to perform arboricultural services. This will ensure continuity of essential arboricultural services including tree pruning and maintenance until such time that the 2021 Contract can be awarded. This work is required to mitigate public liability and maximize the tree canopy potential by ensuring healthier and long-lived trees through a proactive, systematic maintenance regime.

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

The Infrastructure and Environment Committee recommends that:

1. City Council direct the General Manager, Transportation Services to include the 30 additional new locations in Appendix 5 to the report (September 2, 2020) from the General Manager, Transportation Services in the School Crossing Guard program for the 2020-2021 school year for consideration in the 2021 Operating Budget submission, as amended by Recommendation 2 below.

2. City Council amend Appendix 5 to the report (September 2, 2020) from the General Manager, Transportation Services by adding a 31st additional location at 50 Ameer Avenue, St. Margaret Beatrice Catholic School.

3. City Council direct the General Manager, Transportation Services to undertake a warrant review audit of the original 704 locations to determine whether or not the lunch time school crossing guard coverage is required as well as the anticipated cost-savings.

4. City Council authorize the General Manager, Transportation Services, to negotiate, enter into, and execute agreements, as may be required, with the Toronto District School Board and the Toronto Catholic District School Board to provide funding of $320,000 per year in total to both school boards for the next three (3) years (2021-2023) from the existing Vision Zero 2.0 program budget for the expansion of their existing school travel planning programs, on such terms and conditions satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor.

The 2019-2020 school year marks the first full year since Transportation Services operated the School Crossing Guard Program completely autonomous from the Toronto Police Service. Through direction from Council, Transportation Services contracted the services to two vendors Carraway Inc. and A.S.P. Incorporated. As anticipated, the measures put in place by Transportation Services through the two contracted vendors resulted in a very high level of service that progressively improved from 98 to 100 percent coverage consistently. The measures included the requirement for emergency backfilling of vacant guards, mobile supervisors patrolling locations to ensure guards were present and the monitoring system that required guards to use cellular apps to digitally check in when arriving and departing the site.

Staff are now proposing 30 new locations for the 2020-2021 school year that were deemed warranted using the new warrant process. These new locations originated from legacy requests that came in during the transition of the program from Toronto Police Service to Transportation Services. While there was underspending as earlier in 2020 as a resulted as a result of the COVID-19 shutdown that will offset these expansion costs for 2020, there will still be a requirement to increase the 2021 Operating Budget to include the expansion of the program to include the 30 additional guards.

In addition, over the years, there has been a growing problem with respect to student drop-off and pick-up around schools and subsequently, a motion was adopted by City Council in June of 2019 for Transportation Services staff to work with the school boards to develop a road map for a safety plan in this regard. With the re-opening of schools following the COVID-19 shutdown comes an even greater need for overall School Travel Planning development which would include the student drop-off and pick up safety plan.

The pandemic has resulted in significant changes in travel habits whereby more parents than usual may elect to walk their children to school in combination with those choosing to drive. To further encourage and facilitate this active transportation and to support safer drop-off and pick-up situations, staff are recommending to provide funding of $320,000 per year in total to both school boards for the next three (3) years (2021-2023) for the expansion of their existing school travel planning programs from the Vision Zero 2.0 Road Safety Plan budget.

The Infrastructure and Environment Committee recommends that: 

1. City Council request the City Manager, in consultation with the Medical Officer of Health, to report back in the first quarter of 2021 on the environmental and associated health impacts of gasoline-powered two-stroke engine leaf blowers and other similarly operated garden equipment, including the feasibility of a year-round ban or a ban from May to September.

City Council on July 28 and 29, 2020, referred Motion MM23.3 to the Infrastructure and Environment Committee.

Gasoline-powered leaf blowers and other types of small engine equipment are powered by inefficient two-stroke engines. The process of incomplete fuel combustion generates dangerous hydrocarbon 500 times that of an average automobile and produces toxic aerosol (including carcinogenic particulates) for us to breathe in. These machines have shown to be heavily polluting which can lead to the destruction of our ecosystem.

Recently published studies observed a dramatic loss of insect populations across the globe. Just within the past three decades, the number of flying insects had declined by more than 75 percent in sixty of Germany's protected area. Based on available researches, 40 percent of insect species are undergoing major declines around the world. Our local bee populations are facing similar threats.

This rapid decline is largely attributed to habitat loss and fragmentation, with gas-powered garden equipment as a major contributing factor due to its heavily polluting nature. It destroys habitats either by harming the soil biology or absorbing small animals and insects through suction. Experts warn that if this trend continues, terrestrial and freshwater ecosystem will collapse with profound consequences on our health and wellbeing.

Increasingly, private landscapers are using leaf blowers to remove grass clippings outside the fall season, i.e., from May to September, when no leaves are on the ground. This unnecessary step exposes our neighbourhoods to a greater range of air pollutants and destroys insect populations with adverse impacts on our local ecosystems.

Banning or severely restricting gas-operated leaf blowers have been successfully implemented in over 90 cities/municipalities in California and more than 100 other cities in the USA. In Canada, the West End of the City of Vancouver and Beaconsfield have bans to address air and other pollutions. Portland supported a transition to electric operations in 2021 in addition to a ban. Most recently, the findings of the insect population decline have led to a similar proposals in Germany.

In the most recent study conducted by the Harvard School of Public Health, breathing in combustion aerosols and fine particulates compromise those with lung disease and significantly raise the risk of death from COVID-19.

The Infrastructure and Environment Committee recommends that:

1. City Council request the Toronto Parking Authority Board of Directors to direct the Acting President, Toronto Parking Authority to report back to the Infrastructure and Environment Committee by the end of fourth quarter 2020 on the feasibility of increasing the "overcharge threshold" for Bike Share Toronto from 30 minutes to 45 minutes or more to support longer trips across the growing network, notably in the areas where distances between stations is longer.

2. City Council request the Toronto Parking Authority Board of Directors to direct the Acting President, Toronto Parking Authority to report back by end of fourth quarter 2020 on a strategy to explore a low-cost, barrier-free option for low-income users, reviewing discounted models such as Mo Go Detroit through its $5 per year program and Hamilton Bike Share with a $1 per month program with the goal of establishing more equitable access to Toronto’s Bike Share system such as through the #Bikes4All program.

3. City Council request the Toronto Parking Authority Board of Directors to direct the Acting President, Toronto Parking Authority to consider as a strategic plan to align current and future bike share stations along newly installed ActiveTO bike lanes.

In recent months, our city has faced unprecedented challenges brought forth by the COVID-19 pandemic and economic dislocation. The "new normal" of physical distancing has created an urgency of providing alternative modes of transportation to Torontonians. In a post-COVID world, a robust micro-transit network must be in place for our city. Toronto’s Bike Share program is such an option. However, to make it work for everyone, we must regularly revisit and improve the service it provides. The recommendations below are a step forward to study new ways for improving Bike Share.

The Infrastructure and Environment Committee recommends that:

1. City Council request the Chief Financial Officer and Treasurer and the General Manager, Toronto Water to report back by first quarter of 2021 on the viability of introducing to Toronto a water and sewer line warranty program for the City of Toronto and its residents.

Toronto’s residential property owners are responsible for the maintenance of private buried water and sewer lines that run from the public services to the connection of the exterior of the home. When these lines break, leak or clog, the homeowner is often surprised to learn that homeowner’s insurance does not cover the cost of an often expensive repair. Sixty five Ontario municipalities, including Ottawa, Kingston, Peel, Hamilton and Windsor, currently have a Water and Sewer Line and In-Home Plumbing Repair Program. Once such maintenance program has performed 1.3 million repairs in the last three years alone across North America. This is an option and value added the residents of Toronto might be seriously interested in. Such a program triggers no liability for the City of Toronto and only approved contractors can participate.

The Infrastructure and Environment Committee recommends that:

1. City Council request the General Manager, Transportation Services, to consider and explore including, as part of either the 2021 update to the cycling network plan, the COVID-19 pandemic cycling network expansion response plan or potentially as part of the YongeTOmorrow process, a temporary protected bikeway along Yonge Street from south of St. Clair Avenue to north of Lawrence Avenue in conjunction with on-street patios, road safety and traffic-calming measures, and other streetscape improvements identified through consultation with local businesses and community groups, following the complete streets approach applied to Danforth Avenue, with implementation by the second quarter of 2021, and iteration and evaluation throughout 2021.

The ActiveTO initiative has played a vital role in Toronto’s recovery and rebuild process, providing city residents of all ages and abilities with new, temporary and permanent, bikeways, which allow them to enjoy fresh air, obtain healthy exercise, and safely get around the city.

The benefit of these cycling facilities must now be expanded to reach other parts of the city. "Our streets are going to look different in many places in the post-COVID world...we will need more bike infrastructure," said Mayor John Tory when launching the ActiveTO initiative, which is "going to mean more business for shop owners, it’s going to mean that we’re going to take some of the pressure off our transit system and protect the health of the city."

Building a resilient city not only means providing clean and safe transportation alternatives during the current pandemic but achieving existing city policies, including the Vision Zero Road Safety Plan, the Cycling Network Plan, TransformTO’s climate mitigation plan through the reduction of short trips travelled by car, as well as the City’s equity and public health initiatives.

Given the aforementioned policy goals, the need to accommodate active transportation during the COVID-19 pandemic, and the strong local community support, it is crucial that we prioritize a temporary bikeway along Yonge Street in Midtown, aligned with TTC’s Line 1.