Agenda

This meeting of the Infrastructure and Environment Committee will be conducted by electronic means and the proceedings of the Infrastructure and Environment Committee will be conducted publicly. 

These measures are necessary to comply with public health guidelines and prevent the spread of COVID-19.

Members of Council and participating City Officials will be provided with the video conference details closer to the meeting date.

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Declarations of Interest under the Municipal Conflict of Interest Act

Confirmation of Minutes – September 14, 2021

Speakers/Presentations: The speakers list will be posted online at 8:30 a.m. on October 26, 2021

Communications/Reports

The Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer, Purchasing and Materials Management recommend that:  

1. The Infrastructure and Environment Committee, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control), grant authority to amend Purchase Order Number 6052180 with WSP Canada Incorporated  for the provision of professional services associated with contract administration and site inspection for the construction of multiple culverts at various locations in the amount of $1,276,909 net of all taxes and charges ($1,299,383 net of Harmonized Sales Tax recoveries), revising the current purchase order value from $2,353,000 net of all taxes and charges ($2,394,413 net of Harmonized Sales Tax recoveries) to $3,629,909 net of all taxes and charges ($3,693,796 net of Harmonized Sales Tax recoveries).

The purpose of this report is to request authority to amend Purchase Order Number 6052180 issued to WSP Canada Incorporated, as a result of Request for Proposal Number 9117-17-5057 for professional services associated with contract administration and site inspection for the rehabilitation or reconstruction of twenty (20) culverts at various locations.

This Purchase Order Amendment is required to provide additional contract administration services, due to the extended duration of construction associated with unanticipated utility conflicts at eight (8) locations; and an additional nine (9) culverts that required replacement with larger culverts (rather than rehabilitation of the existing structures as originally planned) to convey higher flows and meet climate resiliency requirements as recommended by the Canadian Highway Bridge Design Code, the Ontario Ministry of Natural Resources and the Ontario Ministry of Transportation.

The total value of the Purchase Order Amendment being requested is $1,276,909 net of all taxes and charges ($1,299,383 net of Harmonized Sales Tax recoveries), revising the current purchase order value from $2,353,000 net of all taxes and charges ($2,394,413 net of Harmonized Sales Tax recoveries) to $3,629,909 net of all taxes and charges ($3,693,796 net of Harmonized Sales Tax recoveries).

The Purchase Order Amendment request included in this report will increase the total value of the professional engineering services assignment by $1,276,909 net of all taxes and charges ($1,299,383 net of Harmonized Sales Tax recoveries). This revises the current purchase order value from $2,353,000 net of all taxes and charges ($2,394,413 net of Harmonized Sales Tax recoveries) to $3,629,909 net of all taxes and charges ($3,693,796 net of Harmonized Sales Tax recoveries).

Funding for the Purchase Order Amendment is available in the 2021-2030 Approved Capital Budget and Plan for Transportation Services (City Bridge Rehabilitation Program and City Bridge Rehabilitation Critical Program) as summarized in Table 1 below (net of Harmonized Sales Tax recoveries):

Table 1 - Financial Impact Summary for Purchase Order Number 6052180

The Chief Financial Officer and Treasurer has reviewed this report and agreed with the financial impact information.

The General Manager, Toronto Water and the Chief Procurement Officer recommend that:

1.The Infrastructure and Environment Committee, in accordance with Section 71-11.1C of the City of Toronto Municipal Code, Chapter 71 (Financial Control), grant authority to amend Purchase Order Number 6047920 and amend the agreement with OJCR Construction Limited, for repairs of sewer service connections, catch basins and appurtenances for various locations in Toronto, East York and Scarborough Districts by the amount of $472,955 net of all taxes and charges ($481,279 net of Harmonized Sales Tax Recoveries) revising the current contract value from $7,204,502 net of all taxes and charges ($7,331,301 net of Harmonized Sales Tax Recoveries) to $7,677,457 net of all taxes and charges ($7,812,580 net of Harmonized Sales Tax Recoveries).

The purpose of this report is to amend Purchase Order Number 6047920 with OJCR Construction Limited for repairs of sewer service connections, catch basins and appurtenances for various locations within the City of Toronto in the amount of $472,955 net of all taxes and charges ($481,279 net of Harmonized Sales Tax Recoveries) revising the current contract value from $7,204,502 net of all taxes and charges ($7,331,301 net of Harmonized Sales Tax Recoveries) to $7,677,457 net of all taxes and charges ($7,812,580 net of Harmonized Sales Tax Recoveries). With the onset of COVID-19, Toronto Water Distribution and Collection responded by restructuring staff work shifts to meet the social distancing guidelines put in place by Toronto Public Health. This restructuring lead to a prioritizing of emergency work only. Planned critical work was, by necessity, shifted to City contracts.

Additional funding for this contract was included in the Approved 2020 Capital Budget and 2021-2030 Capital Plan for Toronto Water as summarized in Table 1 below:

Table 1: Additional Cash Flow for Amendment to Purchase Order Number 6047920

There is no financial impact to the Approved 2021 Capital Budget and the 2022-2030 Capital Plan.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The General Manager, Solid Waste Management Services and the Chief Procurement Officer recommend that:

1. City Council in accordance with Section 195-8.5 of Toronto Municipal Code Chapter 195 (Purchasing), authorize the General Manager, Solid Waste Management Services to award and enter into an agreement with GFL Environmental Incorporated being the lowest bidder meeting specifications for Request for Quotation, Ariba Document Number 3047717744 for curbside collection, transportation and off-loading of materials in the Etobicoke area for a period of five (5) years commencing on July 1, 2023 to June 30, 2028 with an option to extend the initial contract for two (2) additional separate one (1) year periods, for a grand total contract value of $88,488,344.20 including estimated annual adjustments for consumer price index net of Harmonized Sales Tax recoveries.

The purpose of this report is to advise on the results of the Request for Quotation, Ariba Document Number 3047717744 for the collection, transportation and off-loading of garbage, recyclable materials, organic materials, bulky items, items for which special collection services are provided and yard waste from single family homes, multi-residential locations, commercial locations, non-residential (Charities, Institutions and Religious Organizations) and Divisions, Agencies and Corporations that receive curbside collection. The area serviced is Etobicoke, an area bounded by the Humber River to the east, Highway 427, Eglinton Avenue West and Etobicoke Creek to the west, Steeles Avenue to the north and Lake Ontario to the south.  This collection contract service award is for a five (5) year period with the option to extend the contract for two (2) additional separate one (1) year periods. This report requests the authority to enter into a legal agreement with GFL Environmental Incorporated being the lowest bidder meeting specifications.

The total estimated contract award value including optional years is $86,957,885.42 net of all taxes and including an estimated 3 percent consumer price index increase for years two (2) through seven (7), also included in this value is a contingency amount of one (1) million dollars per year. The total potential cost to the City is $88,488,344.20 including adjustments for consumer price index and yearly contingency value, net of Harmonized Sales Tax recoveries ($98,262,410.52 including Harmonized Sales Tax). The estimated funding for the period of July 1, 2023 to December 31, 2023 is approximately $5,309,334.15 net of Harmonized Sales Tax recoveries and the funding required for 2023 will be included in the 2023 Recommended Operating Budget for Solid Waste Management Services in cost centre SW1010. Years two (2) through five (5) of the initial term and option years one (1) and two (2) include a 3 percent Consumer Price Index increase.  Funding details are provided in Table 1.

Table 1 - Recommended Collection Contract – Etobicoke Area – Net of Harmonized Sales Tax Recoveries ($’s):

Solid Waste Management Services has included a contingency of $1.0 million per year, excluding all taxes, for emergencies or other unplanned/unforeseen work that may be required in each of the years in the contract term such as excess material that requires collection due to floods. Should such engagement be necessary, the General Manager, Solid Waste Management Services will consult with the contractor outlining details of said work and all agreed upon details will be documented and approved by the General Manager prior to commencing the work.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The General Manager, Toronto Water and the Chief Procurement Officer recommends that:

1. City Council authorize the General Manager, Toronto Water to negotiate and enter into a non-competitive agreement with Evoqua Water Technologies Limited for the supply of proprietary parts required for the maintenance of Wallace and Tiernan chemical feed and analysis equipment, on the following terms and conditions:

a. the initial term of the contract will be for one (1) year, with an option to renew for four (4) additional one (1) year periods at the sole discretion of the General Manager, Toronto Water and subject to budget approvals for the total amount of $1,252,154.67 net of Harmonized Sales Tax ($1,274,192.59 net of Harmonized Sales Tax recoveries);

b.  the contract will be conditional upon Evoqua Water Technologies Limited, continues to be the manufacturer or exclusive supplier of the parts; and

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

The purpose of this report is to request authority for the General Manager to negotiate and enter into a non-competitive contract with Evoqua Water Technologies Limited. This contract will be for the supply of proprietary parts and supplies required for the maintenance of water treatment process equipment.  The initial term of this contract will be from the date the contract is issued to December 31, 2022, with the option to renew for four (4) additional one (1) year periods at the sole discretion of the City and subject to budget approvals for the total amount of $1,252,154.67, net of Harmonized Sales Tax ($1,274,192.59 net of Harmonized Sales Tax recoveries).

City Council approval is required in accordance with Toronto Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment for each 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 Toronto Municipal Code Chapter 71, Financial Control, Section 71-11A.

The total estimated value of the non-competitive contract to the City, including the option years is $1,252,154.67 net of Harmonized Sales Tax ($1,274,192.59 net of Harmonized Sales Tax recoveries).

Funding in the amount of $235,849.06 net of Harmonized Sales Tax, ($240,000.00 net of Harmonized Sales Tax recoveries) for this contract is included in the 2022 Operating Budget Submission for Toronto Water. Should the City choose to exercise its option to renew for an additional four (4) separate one year periods, then appropriate additional funding, if needed, will be included in the 2023-2026 annual Operating Budget Submissions for Toronto Water.

Financial Impact summary details net of Harmonized Sales Tax recoveries are provided on Table 1.

Table 1 - Financial Impact Summary (Net of Harmonized Sales Tax Recoveries)

(See Table 1 titled - "Financial Impact Summary (Net of HST Recoveries)",

in the Financial Impact section of the report dated October 8, 2021

from the General Manager, Toronto Water and the Chief Procurement Officer

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The General Manager, Parks, Forestry and Recreation and the Chief Procurement Officer recommend that:

1. City Council grant authority to the General Manager, Parks, Forestry and Recreation, to negotiate and enter into a non-competitive agreement with Forests Ontario, for the supply and delivery of 197,045 source-identified native trees and shrubs over a 10-year period (2022-2031) through the Tree Seed Diversity Program, in the amount of $3,329,892 excluding all taxes and charges ($3,388,498 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 request City Council approval for the General Manager, Parks, Forestry and Recreation to negotiate and enter into a non-competitive agreement with Forests Ontario for the supply and delivery of 197,045 native source-identified trees and shrubs over a period of ten years through the Tree Seed Diversity Program. The agreement is in the amount of $3,329,892 excluding all taxes and charges ($3,388,498 net of Harmonized Sales Tax recoveries).

The Tree Seed Diversity Program will secure source-identified native plant material for Urban Forestry's natural area planting programs, including community planting and restoration planting in parks, ravines and Environmentally Significant Areas. Planting source-identified trees and shrubs will improve genetic diversity and support an ecosystem that is more resilient to climate change impacts, an important goal of both the Ravine Strategy and Strategic Forest Management Plan. This 10-year service agreement will include native seed forecasting, seed collection, tracking, monitoring and coordination with an Ontario nursery (or nurseries) to grow this plant material. A minimum contract period of 10 years is required to allow for development of stock forecasting, collection sources and services and to address the variability of species seed production to grow stock from seed to a size suitable for planting, ranging from 3 to 7 years.

The services provided by Forests Ontario cannot be obtained through the competitive procurement process due to the specialized knowledge, capacity and resources required to perform this work which is lacking in the market place. Forests Ontario has over 20 years of experience in the business of planning and managing tree seed collection and propagation of plant material in southern Ontario. Forests Ontario has also successfully provided the City with over 15,000 native source-identified trees since 2009.

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 and exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71-Financial Control, section 71-11(A).

The total potential cost of the recommended procurement contract is $3,329,892 excluding all taxes and charges ($3,388,498 net of Harmonized Sales Tax recoveries).

Annual funding for this contract award will be included in the 2022 Operating Budget Submission for Parks, Forestry and Recreation and future year budget processes. Funding details are summarized in Table 1 as follows:

Table 1 - Financial Impact Summary

The Chief Financial Officer and Treasurer has reviewed this report which has multi-year financial implications and agrees with the information as presented in the Financial Impact Section.

The General Manager Toronto Water and the Chief Procurement Officer recommend that:

1. City Council authorize the General Manager of Toronto Water to negotiate and, to enter into a non-competitive agreement with IBI Group Professional Services Canada Incorporated to provide Transmission Operations Optimizer support and maintenance, Graphic User Interface Enhancements and Control Strategy Component Upgrade (Sustainability), in the amount of $730,500, net of all applicable taxes and charges, $743,357 net of Harmonized Sales Tax recoveries, for a period of five (5) years from November 1, 2021 to December 31, 2024, on terms and conditions acceptable to the General Manager and in a form satisfactory to the City Solicitor.

The purpose of this report is to seek authority to enter into a non-competitive contract with IBI Group Professional Services Canada Incorporated (IBI Group) for the continued support and maintenance, Graphic User Interface Enhancements and Control Strategy Component Upgrades of the Transmission Operations Optimizer proprietary system software.

Transmission Operations Optimizer is a system which has been developed by the IBI Group and is utilized within Toronto Water. Transmission Operations Optimizer is a highly customized system which contains specialized business logic, algorithms and processing, linked to the Toronto Water and York Region Supervisory Control and Data Acquisition network, weather and the Independent Electricity System Operator for Ontario.

Support and maintenance is required as the current partnership and sustainment term with IBI Group is ending on October 31, 2021. This non-competitive procurement is required for 38 months of sustainment at a rate of $12,500 per month for the period November 1, 2021 to December 31, 2024 inclusive, and a contract value of $475,000 net of all applicable taxes and charges.

Graphic User Interface Enhancements are also being proposed and will provide additional functionality to support business improvement, improve user experience, allow operators to enter operating parameters and obtain information from the system in a more efficient manner and ensure the software is current and operating at the highest functionality. The cost of the enhancements is valued at $105,500 net of all applicable taxes and charges as a one-time cost for this 3 year contract period.

An additional Control Strategy Component Upgrade is required for sustainability and includes improving the algorithms which decide the best transmission, pumping selection, pumping schedule and reservoir storage. This further optimization is needed based on lessons learned, new equipment, water mains being added and demand pattern changes in the City of Toronto and York Region. The Control Strategy Component Upgrade will provide further electrical cost savings. This will be a one-time purchase of $150,000 net of all applicable taxes and charges.

The total value of the non-competitive contract identified in this report is not to exceed $730,500 net of all applicable taxes and charges ($743,357 net of Harmonized Sales Tax recoveries).

City Council approval is required in accordance with Toronto Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment for each 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 Toronto Municipal Code Chapter 71, Financial Control, Section 71-11A.

The total value of the non-competitive contract identified in this report is not to exceed $743,357 (net of Harmonized Sales Tax) recoveries as outlined in Table 1.

Funding for the continued support and maintenance of the Transmission Operations Optimizer system software in 2021 is available in the 2021 Approved Operating Budget for Toronto Water and future year funding will be included in the 2022-2024 Operating Budget Submissions for Toronto Water. Funding for the system enhancement and upgrades is included in the 2021-2030 Approved Capital Budget and Plan for Toronto Water with forecasted spending in 2022.

Table 1 - Financial Impact Summary (Net of Harmonized Sales Tax Recoveries

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The General Manager, Toronto Water, and the Chief Procurement Officer, Purchasing and Materials Management, recommend that:

1. City Council authorize the General Manager, Toronto Water, to negotiate, enter into and execute a non-competitive agreement to amend and restate the Demand Response Agreement dated November 2, 2018, as subsequently amended and assigned, between the City of Toronto ("City") and Rodan Energy Solutions Incorporated ("Rodan"), for electricity demand response aggregation services ("Agreement"), extending the term of the Agreement for a period of 5 years commencing on May 1, 2022 and ending on April 30, 2027, on the condition that Rodan agree to pay to the City 96 percent of all Independent Electricity Systems Operator payments, and on such other terms and conditions as may be satisfactory to the General Manager, Toronto Water, and in a form satisfactory to the City Solicitor.

2. City Council authorize the General Manager, Toronto Water, to negotiate, enter into and execute any other related agreement(s), and / or any amendments of same, including any forms or such other documents as may be necessary to give effect to Recommendation 1 above on terms and conditions satisfactory to the General Manager, Toronto Water, and in a form satisfactory to the City Solicitor.

The City participates in the Province's Demand Response program administered by the Independent Electricity Systems Operator, which pays electricity end-user participants to reduce consumption or generate their own electricity during periods of peak demand. Participation in the Demand Response Program provides the following benefits to the City: a continued revenue stream, optimization of City assets, and improved energy security and resilience. Currently, Rodan Energy Solutions Incorporated ("Rodan") is the Demand Response aggregator who facilitates the City's participation in Demand Response Program and, among other things, coordinates the City's Demand Response resources with the supply portfolio of the Independent Electricity Systems Operator, pursuant to an agreement with the City, which will expire on April 30, 2022. Pursuant to this agreement, the City receives from Rodan 94 percent of all applicable Independent Electricity Systems Operator incentive payments paid by the Independent Electricity Systems Operator in exchange for the City's participation in the Demand Response Program. Rodan retains the remaining 6 percent in payment for the services it provides to the City.

Since 2013, the City has realized more than $2 million in revenue based on Toronto Water's participation on behalf of the City in the Demand Response Program. From about early in 2020, Toronto Water has been the only City participant in the Demand Response Program, generating approximately $200,000 of revenue (net of all taxes and charges) annually by reducing contracted Demand Response load at Toronto Water facilities.  An opportunity has now arisen that would enable Toronto Water to ensure that the City receives an even higher share of Independent Electricity Systems Operator payments and continued, uninterrupted Demand Response revenues over the next five years while supporting the City's commitment to increasing energy efficiency. Rodan is prepared to increase the City's share of the Independent Electricity Systems Operator payments it receives, based on Toronto Water's continued participation in the Demand Response Program alone, from 94 percent to 96 percent for a five year period commencing on May 1, 2022 and ending April 30, 2027 on the condition that, with some minor exception, the terms and conditions of the current agreement otherwise remain the same. For the reasons set out in this report, staff are seeking the necessary authorization from City Council to amend the City's agreement with Rodan in order to secure for the City the increased Independent Electricity Systems Operator payment amount and the corresponding revenue generation through to 2027 which is estimated to be $1.16 million.

Toronto Water participates on behalf of the City in the Demand Response Program and generates approximately $200,000 (net of all taxes and charges) annually in Independent Electricity Systems Operator revenues in exchange for its energy saving efforts. Revenues from the participation in the Demand Response Program are part of Toronto Water's annual operating budgets. To date, this participation has generated over $2.0 million revenue for Toronto Water. With the extended 5 year contract from Rodan, the estimated total DR revenue for Toronto Water from 2022 to 2027 will be approximately $1.16 Million.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The City Solicitor recommends that:

1.  City Council adopt the confidential instructions to staff in Confidential Attachment 1.

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

The City hired CH2M Hill Canada Limited to design and oversee the construction of modifications to the North Toronto Wastewater Treatment Plant Combined Sewer Overflow Tank (the "Project").  The Project was to retrofit the existing Combined Sewer Overflow at the North Toronto Treatment Plant to improve treatment and flow conveyance.  The work was intended to increase the volume of water the Combined Sewer Overflow Tank could treat to reduce the frequency and the volume of untreated sewer overflow diverted to the Don River in wet weather.  To date, the Combined Sewer Overflow Tank cannot be operated in accordance with its intended design.

Therefore, the City has commenced legal action against CH2M Hill Canada Limited.  The City claims that CH2M Hill Canada Limited was negligent or breached its contract with the City in its: (a) design of the Project; and/or (b) delivery of engineering services during the Project.

The City is also currently in the process of assessing precisely what is required in terms of remedial work to improve the functionality of the North Toronto Treatment Plant Combined Sewer Overflow Tank, and the cost/time to complete the work.

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

The financial implications are discussed in Confidential Attachment 1.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

The General Manager, Transportation Services recommends that:

1. City Council authorize the closure of the south sidewalk and a 2.7 metre-wide portion of the westbound south-side curb lane on Broadway Avenue, between a point 71.5 metres west of Redpath Avenue and a point 40.5 metres further west, for a period of 12 months from March 1, 2022 to February 28, 2023.

2. City Council direct the applicant to pressure-wash the construction site and adjacent sidewalks and roadways weekly, or more frequently as needed to be cleared of any construction debris and made safe.

3. City Council direct the applicant to ensure that the existing sidewalks or the proposed pedestrian walkways have proper enhanced lighting to ensure safety and visibility at all times of the day and night.

4. City Council direct the applicant to clearly consult and communicate all construction, parking and road occupancy impacts with local business improvement areas and resident associations in advance of any physical road modifications.

5. City Council direct the applicant to install appropriate signage and converging mirrors to ensure that pedestrians, cyclists and motorists safety is considered at all times.

6. City Council direct the applicant to provide a sufficient number of traffic control persons as determined by the Work Zone Traffic Coordinator and Toronto Police Construction Liaison Officer, on a daily basis to control construction vehicle access and egress to and from the site and maintain a safe environment for the public.

7. City Council direct the applicant to provide a sufficient number of pay-duty Police Officers as determined by the Work Zone Traffic Coordinator and Toronto Police Construction Liaison Officer, during large scale concrete pours and large scale material deliveries to control vehicle access and egress to and from the site and maintain a safe environment for the public.

8. City Council direct the applicant to install cane-detection within the covered and protected walkway to guide pedestrians who are visually impaired.

9. City Council direct the applicant to post a 24-hour monitored construction hotline number on the hoarding board, which must be prominently placed and legible from 20 metres and on all elevations from the construction site.

10. City Council direct the applicant to provide and install public art, including mural artwork, onto every elevation of the hoarding board with adequate spotlighting for night-time illumination, at their sole cost, to the satisfaction of the Ward Councillor.

This report is submitted to Infrastructure and Environment Committee as Broadway Avenue forms a shared boundary between the Toronto and East York Community Council and the North York Community Council.

Hazelview Investments is demolishing a portion of the existing 10-storey building at 73-75 Broadway Avenue and constructing one 38-storey residential rental tower at 73 Broadway Avenue that will be connected to the remaining portion of 75 Broadway Avenue through the common first-floor and underground parking.  The site is located on the south side of Broadway Avenue, mid-block between Yonge Street and Redpath Avenue.

The developer's anticipated timeline to require a closure of the south sidewalk and a 2.7 metre-wide portion of the westbound south-side curb lane on Broadway Avenue, between a point 71.5 metres west of Redpath Avenue and a point 40.5 metres further west, is for a period of 42 months (i.e., March 1, 2022 to August 31, 2025) to accommodate a construction staging area. Transportation Services is recommending that we provide an initial construction staging permit for 12 months (i.e., March 1, 2022 to February 28, 2023). We will monitor the need for construction staging and will arrange to extend the permit duration in the future as we deem necessary.

Pedestrian operations on the south side of Broadway Avenue will be maintained in a 2.1 metre-wide covered and protected walkway within the closed portion of the existing lane.

The construction staging area on Broadway Avenue will result in the partial occupation of the westbound traffic lane, resulting in a 6.0 metre-wide lane for traffic.

There is no financial impact to the City. Hazelton Investments is responsible for all costs, including payment of fees to the City for the occupancy of the right-of-way.  Based on the area enclosed and projected duration of the proposed closures on Broadway Avenue, these fees will be approximately $65,000.00.

The General Manager, Parks, Forestry and Recreation recommends that:

1. City Council adopt the Centennial Park Master Plan in Attachment 1 as the general direction in which improvements to Centennial Park shall be undertaken over the next 20 years;

2. City Council request that the General Manager, Parks, Forestry and Recreation advance the implementation of priorities identified in Attachment 1 to this report as part of the 2022-2031 (and beyond) Capital and Operating budget processes;

3.  City Council direct the General Manager, Parks, Forestry and Recreation to seek funding from other orders of government in order to advance the implementation of the improvements outlined in the Centennial Park Master Plan, as described in Attachment 1;

4. City Council request that the General Manager, Parks, Forestry and Recreation, coordinate with the General Manager of Transportation Services, General Manager of Toronto Water, the Toronto and Region Conservation Authority, and other City Divisions as required, to implement various components of the Master Plan outlined in Attachment 1;  

5. City Council request the General Manager, Parks, Forestry and Recreation, and the General Manager, Transportation Services, working in partnership with the Indigenous communities, and in alignment with the Parks Wayfinding Strategy and TO360, to explore opportunities to celebrate Indigenous cultures, languages and histories through Indigenous place-keeping and place-making as part of the implementation of the Centennial Park Master Plan in Attachment 1.

At 526-acres (213-hectares), Centennial Park is one of Toronto’s largest parks and an integral part of the parks and open space system. The park currently hosts an incredibly diverse range of activities, programs and amenities that serve a wide range of users from across the city and region while functioning as an important component of the area's ecological system. However, changing user expectations, growth pressures, aging facilities, and a greater recognition of the need to protect and enhance the ecology of the park necessitates a holistic reimagining of the park.

Given the size and complexity of Centennial Park, a Park Master Plan was developed to guide this reimagining. A Park Master Plan is a long-term planning document that acts as a blueprint to guide decision-making around future infrastructure and capital improvements, programming, and management of a park. The Centennial Park Master Plan, Attachment 1 to this report, will serve as a guide to decision-making over the next 20 years and beyond.

Taking its cues from the Toronto Parkland Strategy, The Ravine Strategy and the Parks and Recreation Facilities Master Plan, the Centennial Park Master Plan seeks to find a new balance between the natural environment and the recreational facilities, and addresses the existing fragmentation of the site. It also reveals the unique features that should be cherished and preserved as the foundation for park improvements. Through an in-depth public consultation process, four Principles emerged to guide this work: Activate, Connect, Protect and Enhance, and Collaborate and Evolve.

The transformational moves and improvements identified in the Master Plan will increase the prominence of Centennial Park as one of Toronto's largest 'Legacy' parks, ensuring it will continue to play a central role as part of the City's parks and open space system for generations to come. Highlights include a new district playground and water play area, the addition of a new cricket pitch, improved sports fields and other facilities as part of the City's Facilities Master Plan, a re-imagining of the Centennial Park Hill that will follow the eventual winding-down of Ski Centre operations, a destination skate trail, a skateboard park, improvements to the network of trails and pathways, opportunities for Indigenous Place-making and Place-keeping, improvements to park wayfinding, and strategies for the long-term enhancement of the park's water courses and natural areas.

Given the size of this park, achieving the final park vision will require time and the prioritization of certain projects considering available budget, importance, level of impact, and the ability to implement as part of other initiatives and as opportunities arise.

Some of the priority projects identified in the report as part of the first phase of implementation and Facilities Master Plan will be undertaken through the existing Parks, Forestry and Recreation's 10-Year Capital Budget and Plan.

To fully achieve the vision of the Centennial Park Master Plan, there are a number of unfunded new priority projects that need to be further reviewed, scoped, and assessed in terms of their financial impacts and funding requirements within the approved debt affordability framework.

The full implementation will require longer-term reviews, more strategic capital planning among City Divisions, public and stakeholder engagement, and collaborative efforts in exploring intergovernmental funding opportunities, where applicable.

Where these priority projects align with other divisional priorities, the appropriate City Divisions will include these new priority projects as well as operating impacts associated with the improvements in the future budget processes for consideration, subject to affordability and achievability.

The Chief Financial Officer and Treasurer has been advised of the financial impacts associated with the Centennial Park Master Plan to be considered along with other priorities in future budget processes.

The General Manager, Parks, Forestry and Recreation recommends that:  

1. City Council request the General Manager, Parks, Forestry and Recreation to include a submission for Council's consideration in the 2022 Budget process for budget funding to support expanded winter maintenance and winter washroom access as implemented in 2020-2021, implement the pilot for alternative winter maintenance impacting Environmentally Significant Areas, ravines and bridges, and develop a new winter washroom enhancement program.

2. City Council request the General Manager, Parks, Forestry and Recreation to implement the pilot for alternative winter maintenance impacting Environmentally Significant Areas, ravines and bridges for the 2021-2022 winter season, subject to availability of funding through the 2022 Budget process.

This report responds to recommendations 21 and 22 in EX21.2 - City Council request that the General Manager, Parks, Forestry and Recreation report to the Infrastructure and Environment Committee by the third quarter of 2021 on the feasibility of expanding snow clearing on park pathways and trails and making more park washrooms operational for the 2021-2022 winter season.

In response to Council direction, Parks, Forestry and Recreation increased public access to Toronto's parks last winter by clearing more trails and opening more washrooms. In 2020-2021, an additional 64 kilometres of park pathways and trails were added to snow clearing operations in addition to the typical 270 kilometres, and 143 park washrooms facilities were provided over the usual 64, including portable toilets at 51 locations. To respond to the COVID-19 pandemic and associated increased need for access to outdoor space through the winter months, Parks, Forestry and Recreation also opened a number of other park assets typically closed through winter, including golf courses for snow loop trails.

In addition to continuing the expanded trail clearing, winter washroom access and additional portable toilets provided for winter 2020-2021, Parks, Forestry and Recreation proposes further winter access improvements for the 2021-2022 season through three initiatives, including:

- Alignment of winter maintenance activities with Transportation Services, which will allow Parks, Forestry and Recreation to expand winter maintenance within the current standards, clear pathways and trails in 40 new park locations and provide enhanced winter maintenance in 35 additional parks.

- A pilot for alternative winter maintenance that could be used in Environmentally Significant Areas, in ravines and on bridges.

- Interim enhancements of up to 5 additional washrooms to allow for their operation through the 2021-2022 winter season. 
 

Parks, Forestry and Recreation also proposes developing a washroom enhancement program, with the aim of identifying opportunities and advancing additional retrofits and new builds for 2022-2023 and future years. The washroom enhancement program will follow a similar process to other capital enhancement programs, with construction following required technical assessments, planning and design for the specific project.

To continue, incremental costs and resources will be required on an ongoing basis based on preliminary estimates. Parks, Forestry and Recreation will prepare new and enhanced service proposals, including the washroom enhancement program, through its 2022 Budget submission.

The existing 2021-2030 Council approved Capital Budget and Plan for Parks, Forestry and Recreation includes a total investment of $11.009 million for the state of good repair rehabilitation of washroom buildings over the ten-year period under the Capital Asset Management Program for Outdoor Recreation Centres.  For 2021, $0.300 million is included in the Capital Asset Management Program Outdoor Recreation Centres project for the upgrading of existing services and providing heating sources to allow for winter operation of up to five (5) additional washroom facilities.  In addition, the 2021 Council approved Capital Budget includes $3.361 million for the completion of three washroom facilities in 2021: $2.557 million for the Allan Gardens Washroom Building Construction, $0.629 million for the new Leslie Street Spit (Tommy Thompson Park) washroom facility, and $0.175 million for upgrades to the High Park Washroom/Chess Clubhouse Building.

Through the 2022 Capital Budget submission, a service improvement initiative will be requested for consideration to develop a washroom enhancement program. It is anticipated that the Section 37 benefits and Section 42 Above 5 percent Cash-in-lieu funds will be used to develop the program, resulting in zero debt impact to the City.

Expanded snow maintenance to improve public access and additional park washroom maintenance, which are currently provided during 2020-2021, are being funded by one-time underspending as a result of COVID this year. There is no funding in the budget for Parks, Forestry and Recreation to continue expanded trail clearing, winter washroom access, and additional portable toilets as provided for winter 2021-2022.

Parks, Forestry and Recreation staff will finalize anticipated 2022 costs for submission as new and enhanced service proposals as part of the 2022 Budget process, enabling consideration along with other City service priorities.

The Chief Financial Officer and Treasurer has been advised of the financial impacts arising from the report to be considered along with other priorities in future budget processes.

The General Manger, Parks, Forestry and Recreation recommends that:

1.  The Infrastructure and Environment Committee receive this report for information.

This report responds to the request from City Council at its meeting of April 28, 2021, for the General Manager, Parks, Forestry and Recreation to report on options for the scope of work for improvements to the top of the bank in Riverdale Park East.

The Riverdale Park East hill is a popular all-season destination for Torontonians, and top of bank and sidewalk improvements have been identified to address congestion and erosion issues, enhance user experience, and improve access to one of Toronto's most outstanding viewpoints. Improvements to Broadview Avenue along Riverdale Park East would also support recommendations within the Lower Don Trail Master Plan Refresh which identifies Broadview Avenue as the "Eastern Parallel Route", an alternate route for the Lower Don Trail.

PFR staff conducted a preliminary site analysis and prepared preliminary concept sketches to determine an appropriate scope of work for future improvements to the top of the bank in the park and other related circulation issues in proximity to this area.

Through this work it was determined that improvements to the Riverdale Park East top of bank would aim to remediate erosion, expand the pedestrian pathway adjacent to the sidewalk, and define activity zones for different uses of the top of bank and hill (e.g. walking, exercising, sitting, etc.), including by creating stepped seating zones that would serve as both gathering and viewing areas. Accessibility will be addressed through design development.

Efforts will be made to ensure the future design minimizes impacts on the hill's current appearance, and includes materials that reflect the industrial and natural characteristics of the Don Valley.

This project will require additional technical investigations, pre-engineering work, and public engagement activities prior to initiating design. Staff will begin carrying out this work through 2022 with the aim of issuing a Request for Proposals for detailed design works in late 2022, beginning design in 2023, and targeting construction for 2024. This schedule avoids conflict with Toronto Water works along Broadview Avenue, which are anticipated to be completed in early summer 2022 and Toronto Transit Commission track work that is planned for construction and completion in 2023.

Moving forward with improvements to the Riverdale top of bank prior to the completion of the above-noted works in the road right-of-way by Toronto Water and the Toronto Transit Commission is not recommended.  Proceeding with top of bank construction work which will also extend into the pedestrian zone of the road right-of-way concurrently with other road right-of-way works poses a number of issues that would be difficult to mitigate and are likely to cause project delays, increased project costs and safety issues for both pedestrian and vehicular traffic circulation. 

Funding of $0.150 million will be included in the Parks, Forestry and Recreation's 2022-2031 Capital Budget and Plan submission, for design of Riverdale Park Top of Bank Improvements.  The design will inform the development of construction costs, as well as any operating impacts associated with the improvements, and both will be included in a future budget submission.

The Chief Financial Officer and Treasurer has been advised of the financial impacts associated with this multi-year capital project to be considered along with other priorities in 2022 and future budget processes.

The Chief Financial Officer and Treasurer and the General Manager, Toronto Water, recommend that:

1.   City Council receive the report for information.

This report responds to City Council's request to the Chief Financial Officer and Treasurer and the General Manager, Toronto Water, to report back on the viability of introducing a water and sewer line warranty program for the City of Toronto and its residents.

The purpose of such a program would be to provide residential property homeowners with the option of a homeowner service warranty protection repair plan to help address their repair costs to the private portion of water and sewer service line pipes located on their private property in the event of a failure or breakdown. While providers of such plans can, and often do, market them directly to residential property homeowners, in this instance, Service Line Warranties of Canada approached the City, through a presentation to the Infrastructure and Environment Committee, as referenced below, about the prospect of its partnering with the City, through a co-branding marketing agreement, to offer such a plan, giving rise to the request for this report back.

For the reasons set out in this report, City staff have determined that the proposed introduction of a service line warranty program is not viable and, therefore, recommend that this report be received for information purposes with no further action.

The timing of the submission of this report has been impacted by the disruption caused by the COVID-19 pandemic.

There are no financial impacts due to the recommendation to receive the report for information. Any financial implications associated with future decisions pertaining to the provision of a Water and Sewer Line Warranty Program would need to be further assessed and identified.

The General Manager, Transportation Services recommends that:

1.  The Infrastructure and Environment Committee receive this report for information.

In response to a request from Infrastructure and Environment Committee at its meeting on September 14, 2021, this report provides information and updates on a number of matters regarding the reconstruction of Lake Shore Boulevard East from the Don River to Carlaw Avenue, in accordance with the approved Environmental Assessment for the Port Lands Flood Protection project and the Council-adopted Gardiner Strategic Rehabilitation Plan.

There is no financial impact associated with the above recommendation.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as identified in the financial impact section.

The General Manager, Parks, Forestry and Recreation recommends that:

1. The Infrastructure and Environment Committee receive this report for information.

This report responds to the May 25, 2021, Infrastructure and Environment Committee request for the General Manager, Parks, Forestry and Recreation to look at options for non-motorized watercraft on the Outer Harbour shoreline, east of the current area being leased to clubs in the Outer Harbour Sailing Federation.

Parks, Forestry and Recreation has examined current and future opportunities for non-motorized watercraft in the Outer Harbour and surrounding area. Through discussions with staff and stakeholders including Waterfront Toronto and Waterfront Secretariat, staff have determined that new infrastructure and supports for non-motorized watercraft in the Outer Harbour should be limited to locations currently leased to third party operators, including existing boat clubs and rental locations, and any new opportunities should not disrupt naturalized areas, shoreline or tree canopy. This report highlights the existing opportunities, as well as plans that will provide supports for non-motorized watercraft in the near future.

There are no financial impacts arising from this report.

Any impact for the future opportunities for non-motorized watercraft, if identified, will be incorporated as part of future year budget processes.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the Financial Impact section.

The General Manager, Transportation Services recommends that:  

1. The Infrastructure and Environment Committee receive this report for information.

At its meeting held July 5th, 2021 for item 2021.IE23.18, it was requested that the General Manager, Transportation Services report back to the October 26, 2021 meeting of the Infrastructure and Environment Committee on the cost of building an elevator for residents to access the Eglinton Light Rail Transit from the Wynford community.

Based on a high level review, the capital cost to build and install an elevator is estimated to be $7,000,000 with a recurring annual cost of $50,000 in operating and maintenance costs.

The estimated cost of the recommended sidewalk solution connecting Wynford Drive to Eglinton Light Rail Transit is $100,000 and funding for this is available within the approved 2021-2030 Capital Budget and Plan for Transportation Services, Missing Link Sidewalk Program (CTP419-01). No funding is allocated for elevator provision.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.

Councillor Mike Layton recommends that:

1. City Council request the City Manager to evaluate the potential to purchase the rail path lands and 'Half-Mile Bridge' from Metrolinx along with an adjacent property above Nesbitt Drive to create the East Toronto Railpath and report back to City Council as needed, or before June 2022.

 
2. Should Metrolinx be unwilling to sell the property, City Council request the City Manager to instead attempt to enter into a lease agreement for public access and improvements and report back to City Council as needed, and before June 2022.
 

3. City Council request the City Manager to instruct the appropriate staff to strike a working group once negotiations over the use of the property are concluded to help develop the East Toronto Railpath in consultation with the local Councillors for the areas in discussion.

Residents in the Governor's Bridge neighbourhood have raised the potential to complete 'The Missing Link' and build the East Toronto Railpath.

At the core of this connection is an abandoned railway bridge that has the potential to link the Don Valley's public spaces, while providing relief to the existing crowded trails and provide new connections to adjoining neighbourhoods.

The abandoned bridge is most popularly known as the "Half-Mile Bridge" which is a former Canadian Pacific Railway viaduct over the Don River. The bridge is actually just 350 metres long and was built to connect Canadian Pacific Railway's mainline through Midtown Toronto with Downtown and the waterfront, allowing passenger trains to easily access Union Station. The last regular passenger train used the bridge in 1990, with only the occasional freight using it since. Today, it sits completely disused, and owned by Metrolinx.

At a recent public meeting, Metrolinx confirmed that they have no plans to use this property in the future.

The old route has become an informal walking and cycling trail. The viaduct itself is fenced off on both ends; the lack of railing and gaps between the ties have made the bridge a hazard, though it remains in good condition and easier to pass through should efforts be taken to retrofit the bridge.

The ability to build a trail through this land can become an important part of an active transportation network of trails that connects to the Evergreen Brickworks, Waterfront Trail, and the West Toronto Railpath.

Councillor Paul Ainslie recommends that:

1. City Council request the General Manager, Transportation Services, the General Manger, Parks, Forestry and Recreation and the Director, Environment and Energy to explore the implementation of an Adopt-a-Road Pilot Program for the City of Toronto, to include:

a. appropriate permit application, approvals and processes;

b. City-provided clean-up supplies (gloves, garbage bags, graffiti clean up tools, etc.);

c. the installation of “Adopt-a-Road” signage on participating right-of-way spaces; and

d. collect litter when notified by program participants.

 
and report to the Infrastructure and Environment Committee within the second quarter of 2022 on their findings and other options to implement.

The Adopt-a-Road program is a public service program that enables participants to pick up litter along certain City right-of-way spaces.

This city-wide program would encourage community involvement in the care and maintenance of public roadways that is a partnership between volunteers and the City. The program would be open to community groups and individuals of all ages wishing to play an active role in enhancing the quality of life in our community.

The program would require “Adopt” volunteers to make a commitment to cleaning up a roadway for a set minimum number of events for a period of two to five years.

To acknowledge the efforts of the “Adopt” groups, individuals and volunteers, the City would install a “Adopt-a-Road” sign at the end of the designated roadway.

Municipalities across Ontario have implemented a form of the Adoption program, road, highway and parks, including, Peel Region., Durham Region Towns of Ajax, Uxbridge and Whitby and the City of Ottawa

The Adopt program is a way for environmentally conscious citizens and groups to make a personal contribution to a cleaner environment in the City of Toronto.

Councillor Paul Ainslie recommends that:

1. City Council requests the General Manager, Transportation Services, in consultation with any necessary City Divisions, to:

a. advance the term program to upgrade the current signed bikeway to designated bike lanes;

b. explore the installation of green pedestrian infrastructure; and

c. host public community consultation with affected area residents of the Guildwood Village community, Scarborough-Guildwood.

and report to the Infrastructure and Environment Committee within the first quarter of 2022 on their progress and next steps.

Galloway Road is a 1.9 kilometres stretch that runs through two of Scarborough-Guildwood’s neighbourhoods servicing hundreds of diverse families and residents. Galloway Road is an existing signed bikeway and is expected to see programmed upgrades with designated marked bike lanes by 2024, the earliest. This upgrade is expected on Galloway Road between Guildwood Parkway and Coronation Drive.

I am requesting that the designated bikeway project term for Galloway Road be advanced to increase the cycling infrastructure in eastern Scarborough and request that the installation of green pedestrian infrastructure be explored with the consideration of public consultation from area residents.

Many local residents have reached out to my office with concerns regarding speeding and increased traffic volume. Without appropriate pedestrian and cycling infrastructure in place, the safety concerns continue to climb.

Adding designated bike lanes, via markings and/or flex posts, coupled with green pedestrian infrastructure to Galloway Road will help encourage walking and cycling and reduce road space to prevent speeding and dangerous driving. The addition of green pedestrian infrastructure could also help in increasing tree canopy with native trees, shrubs and pollinator patches.

Councillor Paul Ainslie recommends that:

1. City Council direct the General Manager, Transportation Services, in consultation with the Toronto Parking Authority to:

 
a. develop a long-term plan for comprehensive pedestrian cycling network plan for Scarborough, with measurable targets to increase the number of trips taken by walking, cycling and transit, and including an expansion of Bike Share stations throughout the Scarborough by 2030;

b. report to the Infrastructure and Environment Committee in the first quarter of 2022 on an initial public consultation process, and an implementation strategy for the plan described in Part 1a. above.

Many residents have voiced their concerns and need for better walking and cycling infrastructure in Scarborough. Most of Scarborough’s major rights-of-way are approximately 36m wide providing ample space to install bike lanes without removing traffic lanes or encroaching on adjacent properties. Scarborough also has access to numerous ravine networks and corridors ideal for off-road trails.

Given the robust opportunities in Scarborough, suburbs are still often overlooked for detailed, intricate cycling networks. Between 2016 and 2018, the City created approximately 60 kilometres of cycling infrastructure, however Scarborough did not benefit from this, other than renewal of exiting routes.

The Toronto Star article, “Attempts at building a cycling network in Scarborough have been an ‘abject failure,’ harming resident’s health,” outlines “The Scarborough Opportunity” report by UTSC on the dangers of the lack of bike infrastructure in Scarborough and how the City can tap into Scarborough’s potential to become a “cycling superpower”

“The Scarborough Opportunity” report highlights the negative impacts on Scarborough residents due to the lack of walking and cycling infrastructure and its continued suffering from an automobile-dependent form.

The absence of a proper pedestrian network is resulting in an increases car usage, pollution, congestion and on top of this we are seeing negative impacts on resident health because many are not walking or cycling.

I am requesting that the City of Toronto develop a long-term plan for comprehensive pedestrian cycle network plan for Scarborough to increase the number of trips taken by walking, cycling and transit and to include an expansion of Bike Share stations throughout the suburbs by 2030.  

The Toronto Star article,  “Attempts at building a cycling network in Scarborough have been an ‘abject failure’ harming residents’ health. A new report shows how that can be fixed.” by Ben Spur can be read here.

The Scarborough Opportunity: A Comprehensive Walking and Cycling Network report by UTSC’s Andre Sorensen and team, can be found online here.

Councillor Shelley Carroll recommends that:

1. Infrastructure and Environment Committee request the General Manager, Parks, Forestry and Recreation, the General Manager, Transportation Services and the General Manager, Fleet Services to report back in the First Quarter of 2022 with a transition plan and feasibility assessment of phasing out gas-powered leaf blowers for municipal use by 2025.

One hour of leaf blowing equals a 1700-kilometre drive.

In September 2020, Council approved a motion to study the feasibility of implementing a seasonal or a year-round ban on two-stroke engine leaf blowers and garden equipment. The report has been delayed due to competing priorities during the COVID-19 pandemic. Since then, the State of California has signed a bill into law that would see a sales ban on gasoline-powered leaf blowers, lawn mowers and other off-road engines by as early as 2024.

This is a welcome move that will promote carbon reduction and address air quality concerns. Most leaf blowers are powered by inefficient two-stroke engines where the amount of contaminants released due to incomplete fuel combustion is comparable to large automobiles. Generated in the process are dangerous hydrocarbons, carbon monoxides and particulate matter that have been linked to health risks and are found to be heavily polluting to the environment.   

To demonstrate that it is possible to phase out of gasoline-powered tools, Portland's City Council approved a resolution in 2019 to have the city government transition away from gas-powered leaf blowers. Earlier this year, Oak Bay Council approved a recommendation to have their public works department start a five-year transition from using small engine gas-powered landscape equipment to electric versions.

As the fourth largest city in North America, City of Toronto should demonstrate leadership and ambition in our commitment to reduce carbon emissions, an objective that can be promoted by scaling back the usage of two-stroke engine tools. That means we need to take a step forward with our own equipment stock and start exploring a transition plan to phase out of gasoline-powered leaf blowers for municipal use.

Councillor Mike Colle recommends that:

1. City Council request that the General Manager, Parks, Forestry and Recreation work with all relevant City departments to address urgent cycling and user safety improvements to the York Beltline Trail and Kay Gardner Beltline Trail, and report back to the next Infrastructure and Environment Committee meeting on the following:

1. ensuring proper integration between access routes from the York Beltline Trail and Kay Gardner Beltline Trail to Crosstown Light Rail Transit stations;

2. addressing poor drainage and stormwater runoff issues;

3. exploring improvements to address safety problems where the York Beltline Trail and Kay Gardner Beltline Trail cross arterial and collector roads including:

a. sidewalk curb cuts at key locations where the trails intersect with City roads (i.e. Old Park Road, Ronald Avenue, Caledonia Road, and Marlee Avenue);

b. installation of traffic signals and safety refuge islands, where appropriate;

c. changing the configuration of stop bars and pedestrian crosswalks to remove obstructions and make for easier pedestrian and cyclist movement;

4. removing trail clutter such as excessive bollards, garbage/recycling bins, and ensure safer storm drain covers;

5. improving signage and trail etiquette guidelines to make both more informative and user friendly to cyclist and hikers;

6. enhancing wayfinding signage on the trails, especially at the Allen Expressway barrier wall;

7. exploring improvements to connections between the different segments of the York Beltline Trail and Kay Gardner Beltline Trail, including on-street routing for cyclists and building walkway connections between the trails and important streets;

8. immediately dealing with the hazardous condition at Elmridge Drive/Roselawn Avenue access to the York Beltline Trail.

The York Beltline Trail and Kay Gardner Beltline Trail form a critical east-west trail system running through the middle of Toronto and within Ward 8, running parallel to Eglinton Avenue West from Spadina Road to Caledonia Road.

Over the years, a number of safety improvements to the trails have been recommended by community members, local Councillors, and Cycle Toronto.

Many of these long-standing safety enhancement requests have not been addressed. Due to the dramatic increase in the use of the trails during COVID-19 and increased population in the community, it is crucial that these safety improvements be addressed as soon as possible.

Councillor Anthony Perruzza recommends that:

1. City Council request the General Manager, Transportation Services, to report back in April of 2022 to the Infrastructure and Environment Committee on Item IE14.16, Increasing the Oversight in the Utility Cut Process.

Utility companies undertake contracts, and in many cases, the process leads to incomplete and substandard restoration work, as is the case in Snowood Drive (pictures attached).

Through motions and my communication with City staff, I have asked to review temporary stream utility permits. The City of Toronto has no capacity to fully supervise or fully inspect these job sites, and because these jobs are not finished to a satisfactory level, they are causing the deterioration of the City's capital assets.

Councillor Anthony Perruzza recommends that:

1.  City Council request the General Manager, Transportation Services, to provide an update no later than the January 2022 meeting of Infrastructure and Environment Committee on:

a. the current level of service for public walkways, including seasonal and regular maintenance; and

b. a framework for a City-wide strategy for the maintenance of public walkways.

Over the past twenty months of the pandemic we have seen increased use of our public walkways as residents travel through and enjoy their neighbourhoods safety during the pandemic.  Residents have come to find that our public walkways are deteriorating; overgrown with vegetation, and with cracks that present serious safety and accessibility concerns.  Included in the attachment are photos of two walkways in my ward with these issues.

Cyclical maintenance of these spaces is lacking, leaving walkways overgrown with vegetation in warmer months, and icy or impassable in winter. 

As we continue to make use of our outdoor spaces to a greater degree, the walkways that connect our communities must be properly maintained.