Agenda

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Declarations of Interest under the Municipal Conflict of Interest Act.

Communications/Reports

The City Manager recommends that City Council:

1.         Approve the following actions and service level adjustments:

              a.       311 -- Eliminate development capacity in 2013 when 311 is fully implemented;

              b.       Affordable Housing -- Reduce new affordable housing development to limit it to completing the existing Council approved commitments for development which is funded by federal, and provincial governments, and request the General Manager, Shelter, Support and Housing Administration, and the Director, Affordable Housing Office to reflect these reductions in their upcoming report to City Council on the new Investment in Affordable Housing Program;

              c.       Affordable Housing -- Reduce the Housing Loan Program, and Housing Policy and Partnership activities to a service level supported by funding from the federal, and provincial governments, and request the General Manager, Shelter, Support and Housing Administration, and the Director, Affordable Housing Office to reflect these reductions in their upcoming report to City Council on the new Investment in Affordable Housing Program;

              d.       Child Care -- Reduce the number of subsidized spaces through attrition once the Child Care Expansion Reserve Fund is depleted in 2013, and request the Provincial Government to increase funding for child care;

              e.       Economic Development and Culture -- Reduce cultural services activities by closing museums with the least attendance, and revenues compared to costs;

              f.        Municipal Licensing and Standards -- Eliminate animal pick-up and delivery of owner-surrendered animals to shelters, and request the Executive Director of Municipal Licensing and Standards to implement emergency pick-up only for persons unable to do so;

              g.       Parks, Forestry and Recreation -- Reduce the service level standard for snow clearing in City parks, and open spaces from 6 centimetres to 8 centimetres, and adjust crew size as required;

              h.       Parks, Forestry and Recreation -- Reduce the service level standard for grass cutting, except for sports fields, and adjust crew size as required;

              i.        Parks, Forestry and Recreation -- Request the General Manager of Parks, Forestry and Recreation to issue a Request for Expression of Interest, on terms and conditions satisfactory to staff, to operate the Park, Forestry and Recreation's zoos and farms, and in the event there is no interest; authorize the General Manager of Parks, Forestry and Recreation to close the zoo and farm attractions;

              j.        Parks, Forestry and Recreation – Authorize the General Manager to negotiate the transfer of the operation of Black Creek urban farm from the City of Toronto to the Toronto and Region Conservation Authority (TRCA) on such terms as may be agreed;

              k.       Social Development, Finance and Administration, Cluster A -- Reduce community and neighbourhood development activities by suspending (1) staff supports to Council Advisory Bodies, (2) work on the development of community service hubs, and (3) work on the development of social development plans for communities undergoing revitalization;

              l.        Solid Waste Management -- Eliminate the 4 free garbage tag program;

              m.      Solid Waste Management -- Eliminate Community Environment Days;

              n.       Toronto Building -- Eliminate building permit, and related zoning information provided to the public over the phone, and in written correspondence, and migrate to the web, and 311 to access this information, and continue to comply with the Toronto Building Routine Disclosure Policy;

              o.       Toronto Environment Office – Consolidate, and reduce environmental services within divisions, and agencies, and refocus their mandates on services that, in the opinion of the City Manager, are required to meet regulatory environmental reporting requirements, support  the City's interests, or have the greatest return on investment;

              p.       Toronto Atmospheric Fund – Consolidate, and reduce environmental services within divisions, and agencies, and refocus their mandates on services that, in the opinion of the City Manager, are required to meet regulatory environmental reporting requirements, support  the City's interests, or have the greatest return on investment;

q.         Toronto Employment and Social Services -- Eliminate the Christmas Bureau, and seek alternative funding sources for the continuation of the Christmas Bureau from the voluntary, philanthropic and/or private sectors;

              r.        Toronto Employment and Social Services -- Eliminate the Hardship Fund, and request the Provincial Government to fund these services, and items;

              s.        Transportation Services – Eliminate the requirement for paid duty Police officers at construction sites where possible, and request the General Manager of Transportation Services to report to the Public Works and Infrastructure Committee with any necessary changes to City by-laws, policies, and criteria to effect this change;

              t.        Transportation -- Eliminate the Public Realm's Neighbourhood Improvement Program which allocates funding to each of the City's 44 wards;

              u.       Transportation Services -- Eliminate the current windrow clearing program, and request the General Manager of Transportation Services to implement a windrow, and sidewalk snow shovelling program for seniors and people with disabilities, operated by a third party;

              v.       Transportation Services -- Maintain service levels at minimum standard for snow removal, and snow ploughing on local streets as required by Ontario Regulation 612/06, and reduce service levels if required to meet the minimum standard;

              w.      Transportation Services -- Reduce mechanical, and manual sweeping on local streets, and request the General Manager of Transportation Services to report to Community Councils on any required by-law changes to effect the temporary parking restrictions for parked vehicles to accommodate mechanical street sweeping; and

              x.       Reduce the Community Partnership and Investment Program based on consideration of existing legal obligations, and the following criteria: eliminate allocations where City funding represents less than five percent of the program budget or is less than $10,000.

Refer to Divisions and Agencies for Consideration as Part of the 2012 and 2013 Budget Reductions

2.         Refer the following KPMG opportunities to divisions and agencies for consideration as part of their program's 2012 and 2013 budget reductions:

a.         City Planning: Consider less proactive, and detailed intents review process;

b.         City Planning: Consider reducing Heritage Grants and Heritage Tax Rebate Program;

c.         Economic Development and Culture: Consider reducing Business Services;

d.         Economic Development and Culture: Consider reducing Sectors and Trade Development activities;

e.         Economic Development and Culture: Consider reducing staff support services to Business Improvement Areas or recovering costs of support provided;

f.          Municipal Licensing and Standards: Consider reducing the level of proactive investigation, and enforcement;

g.         Parks, Forestry and Recreation:  Consider eliminating horticultural activities;

h.         Toronto Building: Consider reducing or eliminating proactive inspection for illegal signs, and investigation of sign complaints;

i.          Toronto Public Health (Dental Health – Investing in Families): Consider eliminating this program or reducing the service level;

j.          Toronto Police Service: Consider reducing the size of the police force through budgetary means, and a business based approach to efficiency, and effectiveness.  This could include reducing or temporarily eliminating hiring of new officers, providing incentives for early retirement benefits savings, and one-officer patrols in appropriate circumstances;

k.         Toronto Public Library: Consider opportunities to reduce services (hours and days of operation);

l.          Toronto Public Library: Consider rationalizing the footprint of libraries to reduce service levels, closing some branches;

m.        TTC: Consider rolling back some of the service improvements implemented under the Ridership Growth Strategy, including changes to the crowding standard.  Also consider reducing/eliminating the Blue Night Network or making it a premium service by raising fares;

n.         TTC: Review service levels of support activities to conventional transit; and

o.         TTC – Wheel Trans: With conventional transit becoming significantly more accessible, the role and service levels should be continuously reviewed.  Consider potentially developing individual plans for riders to use conventional services for their needs, relying less on Wheel-Trans.

Agency Related Matters

3.         Initiate the divestment of the following City agencies or bodies by taking the following actions and request the City Manager to report back to Executive Committee as required:

a.         Request the City Manager, in consultation with the General Manager of Exhibition Place, to negotiate, and report on an agreement for separation and governance arrangements between Exhibition Place and the Canadian National Exhibition Association (CNEA);

b.         Authorize the City Manager to issue a Request for Expression of Interest, on terms satisfactory to the City Manager, to determine the options for sale, lease, operation or other arrangement in respect of the Toronto Centre for the Arts, the Hummingbird Centre for the Performing Arts (the Sony Centre), and the St. Lawrence Centre for the Arts;

c.         Authorize the City Manager to issue a Request for Expression of Interest, on terms satisfactory to the City Manager, to determine options for sale, lease, operation or other arrangement in respect of the Toronto Zoo, provided that the City Manager shall work with the Toronto and Region Conservation Authority (TRCA), Provincial and Federal Governments to accommodate their interests; and

d.         Request the General Manager of Economic Development and Culture to consult the heritage community with the objective of establishing an independent not-for-profit corporation funded by sponsorships, donations, and membership fees to assume the responsibilities of Heritage Toronto.

4.         Request the Exhibition Place Board of Governors to prepare a development plan for Exhibition Place to increase annual revenues, and report back to Executive Committee in early 2012.

5.         Request the City Manager to work with the Provincial Government on potential partnership opportunities related to the governance, and operations of the Exhibition Place and Ontario Place, and report back to Executive Committee as required.

6.         Request Yonge-Dundas Square Board of Management to develop a plan to reduce their reliance on tax supported funding, and become financially self-sufficient, and report to the Executive Committee.

7.         Request the Deputy City Manager and Chief Financial Officer to review the option to sell or lease TTC and Toronto Parking Authority street lots and garages in his report, Potential Monetization of Assets for consideration by Executive Committee

Refer to the City Manager for Further Study

8.         Refer the following KPMG opportunities to the City Manager for inclusion in broader service, and organizational studies to be reported to Standing Committees, and Council as required:

              Child Care

a.         Consider whether quality assessments are required;

b.         Review child care funding and subsidies to reduce the funding and subsidies;

c.         Consider transferring the city-operated child care centres to community or private operators.

d.         Consider making changes to program structure consistent with the full-day kindergarten initiative;

e.         Consider reducing the maximum subsidized per diem rates the City will support to levels near the average rates of non-profit providers;

              Long Term Care

f.          Terminate community based programs or transfer day programs to a community agency;

g.         Transfer most municipally operated LTC homes to operation by non-profit community organizations which could reduce costs and transfer net costs to the province over time;

h.         Sale of municipally operated LTC homes to private sector operators would reduce city costs more quickly and may provide some recovery of investment in buildings;

i.          Re-engineer the operations to achieve specified target cost reductions;

              Emergency Medical Services/Fire Services (Joint Study)

j.          Consider eliminating EMS community medicine activities;

k.         Consider outsourcing some or all of EMS non-emergency inter-facility patient transports;

l.          Consider reducing the range of medical calls to which the fire department responds;

m.        Consider the opportunities to improve fire response times and decrease equipment requirements through dynamic staging of equipment;

n.         Consider integrating EMS and Fire organizationally and developing new models to shift resources to EMS response and less to fire response over time;

              Arenas (Directly Operated and Board Operated)

              o.       Consider examining the existing business and governance models currently in place at all arenas (internally operated arenas and all 8 arena boards);

              Community Centres (Directly Operated and Board Operated)

p.         Consider examining the existing business and governance models currently in place at all community centres (internally operated and association operated); and

              Shared Services Model

q.         Consider a shared service approach to finance, administrative and other cross divisional / agency activities (similar opportunities were identified in multiple services).

Request a Policy Report to Standing Committee

9.         Request the Executive Director of Municipal Licensing and Standards to examine the City’s licensing system to assess the ongoing public benefit of licensing categories, and report to the Licensing and Standards Committee.

10.       Request the General Manager of Parks, Forestry and Recreation to review the forestry service plan, and report to the Parks and Environment Committee with recommended changes to extend the timeframe to achieve the City's tree canopy goals.

11.       Request the General Manager of Economic Development and Culture to review the establishment of a regional economic development agency, including initiating discussions with regional, and other key stakeholders, and report to the Economic Development Committee in early 2012.

12.       Request the Chief Planner to review options to cover the City's administrative costs for the Percent for Public Art Program, and report to the Planning and Growth Management Committee.

13.       Request the City Manager to undertake a study of community infrastructure provided through the City's libraries, community centres, community hubs, related agencies, and organizations, and report to Executive Committee on a plan that maximizes the use of the City's assets, and enhances service system coordination.

Refer Efficiency-Related Opportunities to the City Manager

14.       Request the City Manager to review the remaining efficiency related opportunities as set out in Appendix E, to determine whether and in what manner implementation is appropriate through the 2012, 2013 and 2014 Operating Budget, subject to Toronto Municipal Code Chapter 71, Financial Control, City and agency collective agreements, and human resource policies.

Refer Efficiency-Related Motions from Standing Committees to the City Manager

15.       Refer the following motions from the special Standing Committee meetings to the City Manager for consideration, to determine whether and in what manner implementation is appropriate through the 2012, 2013 and 2014 Operating Budgets, subject to Toronto Municipal Code Chapter 71, Financial Control, City, and agency collective agreements, and human resource policies;

a.         Motion 2a from the July 18, 2001 meeting of the Public Works and Infrastructure Committee that requested the City Manager include in his report to the Executive Committee on September 19, 2011 comments on possible service adjustments to benefits, and efficiencies for snow ploughing, snow removal, and windrow clearing services, and street sweeping; and

b.         Motions 2a, e, f, g, and h from the July 26, 2011 meeting of the Government Management Committee that requested the City Manager to include in his report to the Executive Committee on September 19, 2011:

i.          the identification of which components of 311 could be outsourced – from the call centre to the technology – and the potential savings and timelines of outsourcing of the 311 call centre;

ii.         Total IT Capital and Operating Budgets for the City, and its agencies broken out by specific Division and Agency, and how this compares to large urban cities such as Montreal, Ottawa, Vancouver, Chicago, and the Ontario government;

iii.        Identification of what the Province of Ontario has done, and where is there an opportunity for the City to save monies in the IT Division across all Agencies, Boards, Commissions, and Divisions;

iv.        The total IT headcount for the City, and its agencies broken out by specific Division, and Agency, and why some Divisions have their own IT staff, and how this compares to Montreal, Ottawa, Vancouver, Chicago, and the Ontario Government; and

v.         Potential cost savings, and timelines if the City, and agencies outsourced all IT functions.

Authorities to the City Manager to Implement Recommendations 1, 14 and 15

16.       In addition to authority currently delegated to staff, authorize the City Manager to undertake the following for the purposes of implementing the matters contained in Recommendations 1, 14, and 15 of this report, and to delegate implementation to City staff as appropriate:

a.         To negotiate and enter into any required agreements, and ancillary transactions on terms satisfactory to the City Manager to be executed by the City Manager or the appropriate Division Head;

b.         To draft, and introduce any by-laws as may be required; and

c.         To address any employment or labour implications by ensuring that the recommendations are implemented in a manner that complies with any of the City's obligations pursuant to an applicable collective agreement, applicable City policies, and the City's statutory, contractual, and common law rights, and obligations.

The Government Management Committee requested the City Manager to:

1.         Review the List of Opportunities to ensure service efficiencies are maximized to meet the 2012 budget targets and multi-year service and financial planning objectives and report to the Executive Committee for its September 19, 2011 meeting.

2.         Include in his report to the Executive Committee on September 19, 2011:

a.         Identification of which components of 311 could be outsourced - from the Call Centre to the technology - and the potential savings and timelines of outsourcing of the 311 Call Centre.

b.         How continuing to incorporate call centre industry best practices to ensure consistent operations and customer accessibility will be achieved.

c.         What opportunities exist by using the Province of Ontario Information Technology (IT) model, given that there have been significant reforms of the IT function at the province from outsourcing to procurement review.

d.         Potential savings and timelines of outsourcing of the City's Consolidated Data Centre project, and as part of this review, identify:

i.            whether other large public sector organizations outsource their datacentre;

ii.            best practices in public sector outsourcing; and

iii.           whether private sector best practices involve outsourcing data centre.

e.         Total IT Capital and Operating Budgets for the City and its agencies broken out by specific Division and Agency, and how this compares with large urban cities such as Montreal, Ottawa, Vancouver, Chicago, and the Ontario Government.

f.          Identification of what the Province of Ontario has done and where there is an opportunity for the City to save monies in the IT Division across all Agencies, Boards, Commissions, and Divisions.

g.         The total IT headcount for the City and its agencies broken out by specific Division and Agency and why some Divisions have their own IT Staff, and how this compares to Montreal, Ottawa, Vancouver, Chicago and the Ontario Government.

h.         Potential cost savings and timelines if the City and its agencies implemented a contracted electronic payroll and paystub program.

i.          Potential cost savings and timelines if the City and its agencies outsourced all IT functions.

j.          The financial impact (including reductions to staffing costs) and operating benefits of utilizing cloud-based or other virtual-like productivity and e-mail applications and of replacing the City's current server, data storage and back-up capacity with cloud-based services or other virtual-like systems.

k.         The feasibility and financial impact of replacing City Personal Computers within client alternatives more suited to cloud-based computing or other virtual-like systems.

l.          Security and data protection issues related to cloud-based computing or other virtual-like systems.

Letter from the Government Management Committee forwarding its decision from its special meeting of July 26, 2011.

The Planning and Growth Management Committee on July 27, 2011, recommended to the Executive Committee that:

1.         The Executive Committee consider the opportunities contained in Appendix A, Part 2, of the KPMG Standing Committee Summary for Planning and Growth Management.

Decision Advice and Other Information

The Planning and Growth Management Committee:

1.         Requested the City Manager to review the List of Opportunities to ensure service efficiencies are maximized to meet the 2012 budget targets and multi-year service and financial planning objectives and report directly to the Executive Committee.

2.         Requested the City Manager to include in his report to the Executive Committee for its meeting on September 19, 2011:

a.          a mechanism to efficiently manage the developer financed one percent for Public Art Programs; and

b.         an efficient provision of heritage resources through the greater use of partnerships between the City, Heritage Toronto and linking Heritage Grants and Heritage Tax Credits to such partnerships.

Letter from the Planning and Growth Management Committee forwarding its decision from its special meeting of July 27, 2011.

The Executive Committee:

1.          Directed that the list of opportunities contained in Appendix A, Part 2, of the KPMG Standing Committee Summary be further considered by the Executive Committee on September 19, 2011.

2.          Requested the City Manager to review the list of opportunities to ensure service efficiencies are maximized to meet the 2012 budget targets and multi-year service and financial planning objectives and report to the Committee on September 19, 2011.

3.          Recommended that the City Manager review opportunities identified in the KPMG report related to efficiencies through shared service models for communications, facilities management, fleet, real estate, information technology, legal services, human resources, and finance and administration for all City divisions and large City agencies, including Toronto Library, Toronto Police, Toronto Transit Commission, Toronto Zoo and other agencies as appropriate; and incorporate as appropriate in the 2012 and 2013 budget process.

4.          Recommended that the City Manager consider all opportunities identified in the KPMG report related to City Agencies and incorporate as appropriate in the 2012 and 2013 budget process.