Agenda

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

Members of Council and Staff: Please keep this agenda and the accompanying material until the City Council meeting dealing with these matters has ended. The City Clerk’s Office will not provide additional copies.

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

March 24, 2016

toronto.ca/council

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

Submitted by Mayor John Tory, Chair

Report of the Audit Committee from Meeting 5 on March 7, 2016

Submitted by Councillor Chin Lee, Chair

Report of the Board of Health from Meeting 7 on October 26, 2015

Submitted by Councillor Joe Mihevc, Chair

Report of the Community Development and Recreation Committee from Meeting 10 on March 7, 2016

Submitted by Councillor James Pasternak, Chair

Report of the Economic Development Committee from Meeting 10 on February 26, 2016

Submitted by Councillor Michael Thompson, Chair

Report of the Government Management Committee from Meeting 10 on February 22, 2016

Submitted by Councillor Paul Ainslie, Chair

Report of the Parks and Environment Committee from Meeting 10 on February 25, 2016

Submitted by Councillor Michelle Berardinetti, Chair

Report of the Planning and Growth Management Committee from Meeting 10 on February 24, 2016

Submitted by Councillor David Shiner, Chair

Report of the Public Works and Infrastructure Committee from Meeting 11 on March 1, 2016

Submitted by Councillor Jaye Robinson, Chair

The Executive Committee recommends that:

1.  City Council adopt the Local Appeal Body Governance Structure in Attachment 1 to the report (February 24, 2016) from the City Manager.

2.  City Council direct that a separate Toronto Municipal Code Chapter be established for the Local Appeal Body substantially as provided for in Attachment 2 to the report (February 24, 2016) from the City Manager and authorize the City Solicitor to bring forward a By-law implementing the Local Appeal Body once the following activities have been completed to the satisfaction of the City Manager, in consultation with the City Solicitor:

a.  the Local Appeal Body Members including a Chair have been appointed by City Council;

b.  appropriate space has been secured, equipped and furnished, to accommodate the Local Appeal Body;

c.  orientation and training of Members and staff has been completed; and

d.  a draft Procedural By-law and draft policies, practices and procedures have been prepared for the Local Appeal Body's consideration.

3.  City Council approve a $500 appeal fee per appellant per hearing, to appeal a minor variance and/or consent decision of the Committee of Adjustment to the Local Appeal Body, and the City Solicitor be authorized to amend Toronto Municipal Code, Chapter 441, Fees and Charges concurrently with a By-law implementing the Local Appeal Body.

4.  City Council approve a Lease between the City of Toronto (as Tenant) and the Toronto Public Library Board (as Landlord) for premises at 40 Orchard View Boulevard, for use by the Local Appeal Body, substantially on the terms and conditions as set out in Attachment 3 to the report (February 24, 2016) from the City Manager, and on such other additional or revised terms and conditions as may be mutually agreeable to the Chief Corporate Officer and the City Librarian, in a form acceptable to the City Solicitor, with the Chief Corporate Officer administering and managing the Lease on behalf of the City, including the provisions of any consents, approvals, waivers and notices, including notice of termination, provided that the Chief Corporate Officer may, at any time, refer consideration of such matter to City Council for its determination and direction, and the Lease be subject to Toronto Public Library Board approval.

5.  City Council authorize the Court Services Division to provide administrative support to the Local Appeal Body and coordinate its implementation.

6.  City Council approve the transfer of the 2016 Operating Budget from the Non Program Account for the implementation of the Local Appeal Body of $1.536 million gross and $1.479 million net to the Court Services Operating Budget, as well as an increase in the Court Services approved staff complement by 6 permanent positions, increasing the complement from 282 to 288 positions.

7.  City Council approve the creation of a capital project entitled Local Appeal Body Facility Renovations with a total project cost of $1.577 million as part of the Court Services Capital Program with annual cash flows of $1.0 million in 2016 and $0.577 million in 2017; funded from a contribution to capital of $0.391 million and a contribution of $1.186 million from the Capital Financing Reserve.

8.  City Council authorize the City Manager, in consultation with the City Solicitor and the Director, Court Services, to prepare the necessary draft policies, practices and procedures to enable Local Appeal Body hearings for consideration by the Local Appeal Body prior to the commencement of its first hearing.

9.  City Council establish a Local Appeal Body Nominating Panel, composed of three citizen members appointed by City Council on recommendation of the Civic Appointment Committee, to short-list, interview and recommend candidates directly to City Council for appointment to the Local Appeal Body.

10.  City Council approve a one-year Mediation Pilot Project on a City-wide basis with respect to minor variance and consent applications and request the City Manager, in consultation with the Director of Court Services, to report to the Executive Committee one year after the implementation of the Mediation Pilot Project with an evaluation.

11.  City Council approve the transfer from the Non Program Account of the 2016 Operating Budget for the Mediation Pilot Project of $200,000 gross and net to Court Services Operating Budget.

At its meeting of June 30, 2015, Executive Committee considered a report from the City Manager, Implementation of a Local Appeal Body (LAB) for Toronto.  The Committee referred the report to the City Manager to report further on a number of additional matters including a review and consultation on establishing a mediation program related to Committee of Adjustment decisions prior to an appeal being heard by the appeal authority as well as an update on related legislative initiatives.  This report responds to Executive Committee's request.

Mediation Program

City staff undertook research and consultation with key stakeholders related to a mediation program for land use planning disputes related to minor variance and consent applications.  While research shows limited experience with using mediation for land use planning disputes, in general, mediation has been demonstrated to be an effective tool for resolving disputes between parties outside of the formal legal or adjudicative process.

Given the general benefits of mediation as a means of resolving disputes, a pilot program to test the impact of mediation with respect to appeals of Committee of Adjustment decisions is recommended.

Update on Legislative Initiatives

The Province of Ontario recently approved amendments to the Development Charges Act and the Planning Act through Bill 73: Smart Growth for Our Communities Act, 2015, including changes intended to improve the decision-making and effectiveness of Committees of Adjustment.  The Province has not yet announced an in-force date for these changes.

City Council requested a range of legislative amendments to the City of Toronto Act, 2006 that will impact the Local Appeal Body including authority for the City to dissolve or change a Local Appeal Body and recover the costs of a Local Appeal Body through the application planning process.  It is anticipated that legislative amendments to the City of Toronto Act (COTA) will be introduced in spring 2016.  It is unknown whether the Province will make the changes requested by City Council. 

Implementing a Local Appeal Body for Toronto

City Council at its June 2014 meeting, approved the establishment of a Local Appeal Body for Toronto to adjudicate Toronto-based appeals of Committee of Adjustment decisions pursuant to section 45 of the Planning Act (related to minor variances) and section 53 of the Planning Act (related to consents). The Ontario Municipal Board (OMB) would remain responsible for conducting hearings on appeals related to Official Plan and Zoning By-law amendments, site plan applications and decisions related to subdivisions.  If there are related appeals with the Ontario Municipal Board and the Local Appeal Body, the Ontario Municipal Board rather than the Local Appeal Body has jurisdiction to hear all matters.

As instructed by City Council, this report recommends the governance structure, administrative structure, office space requirements, as well as an appeal fee, needed to move forward with the implementation of Local Appeal Body.  The governance and associated implementation details are substantively the same as provided in the report to Executive Committee in June 2015 with the exception of the appeal fee.  City staff reviewed the appeal fee and recommend an appeal fee of $500 rather than $1000 to ensure reasonable access to persons seeking adjudication.

The implementation of the Local Appeal Body requires one-time operating costs ($0.561 million in start-up costs to equip and fit-out office space), $1.689 million gross and $1.517 million net in ongoing annual operating costs to operate the Local Appeal Body, as well as $1.577 million in capital costs for the construction of the office space and hearing rooms. 

In addition to the above costs, an additional $0.050 million will be required for a Mediation Pilot Project in the North York District that will address disputes on minor variance and consent applications.

Upon adoption of this report, implementation will commence including:

-  recruiting and appointing members and a chair to the Local Appeal Body;

-  securing and readying space for the Local Appeal Body to operate;

-  drafting required by-laws and policies for the Local Appeal Body's consideration; and

-  training and orientation of administrative staff and Local Appeal Body members.

The Executive Committee recommends that:

1.  City Council enact amendments to Toronto Municipal Code, Chapter 140, Lobbying, as outlined in Attachment 1 to the report (February 23, 2016) from the City Manager, that will:

a.  require that consultant lobbyists disclose their ultimate client.

b.  enable the Lobbyist Registrar to impose conditions for registration, continued registration or renewal of registration against a lobbyist who has been found in breach of Toronto Municipal Code, Chapter 140, Lobbying, as permitted by section 166 of the City of Toronto Act, 2006.

c.  enable the Lobbyist Registrar to impose a temporary ban against a lobbyist who has been found in breach of Toronto Municipal Code, Chapter 140, Lobbying from communicating with public office holders for a specified period of time, as permitted by section 166 of the City of Toronto Act, 2006.

This report responds to Executive Committee's request to undertake consultation on proposed amendments to the City’s Lobbying By-law and report further including results from jurisdictional research.  Executive Committee also asked for clarification of whether requests for meetings with Councillors or their staff resulted in actual meetings or phone calls.

The proposed amendments to the Lobbying By-law include:

-  Require lobbyists to disclose their ultimate client;

-  Enable the Lobbyist Registrar to impose conditions for registration pursuant to the City of Toronto

Act, 2006 after a breach of the Lobbying By-law; and

-  Enable the Lobbyist Registrar to impose a temporary ban on lobbying activities pursuant to the City of Toronto Act, 2006 after a breach of the Lobbying By-law.

The City Manager's Office, in consultation with the Lobbyist Registrar, completed research on twelve Canadian jurisdictions and implemented a public consultation process on the proposed amendments including an online survey, direct email and a public meeting.  The results of the jurisdictional research and public consultation were considered in the preparation of this report.

Disclosure of Ultimate Client

This report recommends that the City’s Lobbying By-law be amended to require lobbyists to disclose their ultimate client.  Notwithstanding that the jurisdictions reviewed do not require this disclosure in their lobbying legislation; it is appropriate in Toronto’s complex lobbying context.

The Federal Lobbyist Registry and Toronto Lobbyist Registry have both identified a recent trend of lobbying firms sub-contracting consultant lobbyists to undertake lobbying for a specific client.  This trend undermines the fundamental purpose of a lobbying regime, which is that lobbying is a legitimate activity but must be transparent in order that the public knows who is lobbying whom.  A requirement for consultant lobbyists to disclose their ultimate client will address this issue; and enhance transparency and accountability.

Enhanced Tools to Enforce the City's Lobbying By-law

This report recommends amendments to the Lobbying By-law to enable the Lobbyist Registrar to impose conditions for registration and a temporary ban on a lobbyist who has breached the Lobbying By-law.  These amendments provide a fair, escalating continuum of tools to the Lobbyist Registrar to enforce the City's Lobbying By-law.  This continuum provides preventative measures such as training and compliance plans for minor, incidental infractions of the by-law to more punitive measures (escalating temporary ban) for serious, repetitive and egregious breaches. 

Conditions for Registration

This amendment will formalize the tools (including training and compliance plans) the Lobbyist Registrar uses to encourage compliance after a minor or incidental breach of the by-law and enable their enforcement.  The City of Toronto Act, 2006 enables the Lobbyist Registrar to impose conditions on a registration. Toronto will be the first jurisdiction in Canada to include this authority in its lobbying legislation.

Temporary Ban

Many jurisdictions in Canada enable their Lobbyist Registrars/Commissioners to impose a temporary ban on lobbying for breaches to their lobbying legislation.  The time lines for a temporary ban proposed for Toronto are generally consistent with other jurisdictions. The public consultation process identified concerns about procedural fairness with respect to temporary ban.  A process for procedural fairness when the Lobbyist Registrar imposes a temporary ban on lobbying has been included in the recommended by-law amendment.

Legislative Changes

City Council recently requested amendments to the City of Toronto Act, 2006 to extend the time line for the Lobbyist Registrar to pursue charges under the Provincial Offences Act for breaches of the Lobbying By-law from 6 months to two-years and provide authority to the Lobbyist Registrar to impose administrative monetary penalties (AMPs).  These legislative changes will also provide the Lobbyist Registrar with a range of tools within an escalating regulatory regime based on the facts of the case and seriousness of the breach.

Clarification of Registration for Requests to Meet

The Lobbyist Registry is currently not able to distinguish whether a request for a meeting with a Councillor or their staff actually occurred.  The Lobbyist Registrar has included this request for consideration in the business analysis of its 2016 Information Technology State of Good Repair (SOGR) project to update and improve the lobbyist registry system.

The Executive Committee recommends that:

1.  City Council approve up to $1.25 million from the Development Charges Reserve Fund for Subsidized Housing (XR2116) for up to 50 down payment assistance loans to eligible purchasers of housing to be developed on the property currently known as 36 Tippett Road, in the form of a grant by way of forgivable loan under the terms of the City's Home Ownership Assistance Program.

2.  City Council approve up to $1.0 million from the Development Charges Reserve Fund for Subsidized Housing (XR2116) to provide capital assistance to Shiplake Properties Limited, the Rocket Tippett Inc. or a related corporation, towards the development of 50 affordable rental units on the property currently known as 36 Tippett Road, in the form of a grant by way of forgivable loan.

3.  City Council authorize the Director, Revenue Services, to recommend an exemption from taxation for municipal and school purposes to the Municipal Property Assessment Corporation for the 50 affordable rental units to be developed on the property currently known as 36 Tippett Road for the period of 25 years.

4.  City Council authorize the Deputy City Manager and Chief Financial Officer to approve the waiving of all the development charges and planning fees for the affordable rental units to be developed on the property known as 36 Tippett Road.

5.  City Council authorize the Director, Affordable Housing Office, to negotiate enter into and execute, on behalf of the City, all affordable housing funding agreements, municipal housing facility agreements and any security, financing or other documents required with Build Toronto, the affordable housing developers, and any other party deemed necessary to facilitate the funding and incentives detailed in this report, on terms and conditions satisfactory to the Director, Affordable Housing Office, in consultation with the Deputy City Manager and Chief Financial Officer, and in a form approved by the City Solicitor.

6.  City Council grant authority to the City Solicitor to execute, postpone, confirm the status of, and discharge any City security documents registered as required by normal business practices.

This report recommends affordable housing program funding and incentives for 50 new affordable rental homes and 50 affordable ownership homes at 36 Tippett Road in Ward 10 York Centre. The affordable housing plan for 36 Tippett Road was developed in collaboration with Build Toronto and the developer, Shiplake Properties (developing the property as the Rocket Tippett Inc.), which has acquired the site from Build Toronto.

Financial contributions for the 100 affordable homes are proposed from Build Toronto, the Federal and Provincial Governments, and the City. It is proposed the City make an allocation from the Federal/Provincial Investment in Affordable Housing Program, and provide funds from the City's Home Ownership Assistance Program and Development Charges Reserve Fund for Subsidized Housing.

City Council adopted the Tippett Road Area Regeneration Study in July 2015, and directed the Director, Affordable Housing Office, to work with Build Toronto and the Regeneration Area property owners to deliver affordable rental and ownership homes.

The Tippet Road Regeneration Area is bounded by Wilson Heights Boulevard, Wilson Avenue, Champlain Boulevard, Highway 401 and Allen Road in Ward 10 – York Centre.

The Executive Committee recommends that:

1.  City Council advise Metrolinx of the following list and ranking of public realm improvements along Finch Avenue West that should be obtained using the Public Realm Amount allocated to the Finch West Light Rail Transit (LRT) project, and which will be incorporated in the project-specific output specifications as mandatory elements of the LRT project:

a.  provision of three traffic lanes in each direction under the Canadian Pacific Railway Bridge east of Weston Road (rather than a reduction to two lanes in each direction), together with the provision of a box culvert tunnel through the embankment of the Canadian Pacific Railway (CPR) rail line, on the south side of Finch Avenue, as in Attachment 2 to the report (February 24, 2016) from the Deputy City Manager, Cluster B, to accommodate a multi-use path at least 3.5 metres in width, the design of which is acceptable to the General Manager, Transportation Services and Canadian Pacific Railway.

b.  provision of a continuous multi-use path having a width of at least 3.5 metres, to be located on the south side of Finch Avenue between Weston Road and Norfinch Drive/Oakdale Road, as in Attachment 3 to the report (February 24, 2016) from the Deputy City Manager, Cluster B, the design of which is acceptable to the General Manager, Transportation Services, and will include:

i.  a grade-separated crossing, in a tunnel at least 3.5 metres in width, of the eastbound to southbound Highway 400 on-ramp (Attachment 3);

 ii.  an at-grade crossing of the eastbound to northbound Highway 400 on-ramp, including relocation of this ramp to be adjacent to the northbound off-ramp from Highway 400 (Attachment 3), provided that such a relocation is approved by the Ministry of Transportation;

iii.  a signalized crossing of the northbound off-ramp from Highway 400 at Finch Avenue (Attachment 3);

iv.  a signalized crossing of Signet Drive/Arrow Road on the south approach only (Attachment 3);

v.  signalized crossings of Weston Road and Norfinch Drive/Oakdale Road on all four approaches of both intersections (Attachment 3); and

vi.  a physical barrier between the multi-use path and traffic lanes where the multi-use path is immediately adjacent to traffic lanes.

         c.  provision of bicycle lanes separated from vehicular traffic on both sides of Finch Avenue between Norfinch Drive/Oakdale Road and Tangiers Road, and between Weston Road and Highway 27, in a manner that is acceptable to the General Manager, Transportation Services and the Fire Chief and General Manager, Fire Services. The separation will be accomplished through the construction of an elevated and curb-protected cycle track, either at the same elevation as the adjoining sidewalk or at an intermediate level between the roadway and sidewalk using a mountable curb, as may be deemed appropriate at each location.

2.  City Council advise Metrolinx of the following list and ranking of public realm improvements along Finch Avenue West that should be obtained using the Public Realm Amount allocated to the Finch West Light Rail Transit (LRT) project, and which will be identified in the Request for Proposals as discretionary elements of the LRT project.

a.  provision of the following multi-use paths and trail connections, all of which are to be acceptable to the General Manager, Parks, Forestry and Recreation, the General Manager, Transportation Services, and the Toronto and Region Conservation Authority, as warranted in each circumstance.

i.  between two existing multi-use paths in the Black Creek Ravine on the north and south sides of Finch Avenue, construct a box culvert under Finch Avenue that will provide a direct trail connection, or provide an extension of the multi-use path on the south side of Finch Avenue with a minimum width of 3.5 metres along its entire length to an existing signalized intersection across Finch Avenue, as in Attachment 4 to the report (February 24, 2016) from the Deputy City Manager, Cluster B;

ii.  between Finch Avenue and the existing multi-use path in the hydro corridor to the north, located along Norfinch Drive boulevard and the western boundary of the Finch West LRT Maintenance and Storage Facility, as in Attachment 5 to the report (February 24, 2016) from the Deputy City Manager, Cluster B, and

iii.  connections where feasible to potential new bike trails running south from Finch Avenue, east and west of Weston Road.

b.  provision of streetscape and public realm enhancements identified in the Finch West Streetscape Plan (currently being undertaken by Metrolinx and the City) and streetscape guidelines developed jointly by the City and the Emery Village and Duke Heights business improvement areas that exceed current City standards, and all of which are to be acceptable to the General Manager, Transportation Services, in the following priority ranking:

 i.  tree planting infrastructure;

ii.  street lighting poles and fixtures;

iii.  street furniture;

iv.  pavement and markings that contribute to the identity of business improvement areas;

 v.  aesthetic enhancements to the multi-use path tunnels under the Canadian Pacific Railway Bridge and the eastbound to southbound Highway 400 on-ramp;

vi.  aesthetic enhancements to the Highway 400 Bridge, provided such improvements are acceptable to the Ministry of Transportation; and

vii.  aesthetic enhancements to the vehicular portion of the Canadian Pacific Railway Bridge.

3.  City Council authorize the Deputy City Manager, Cluster B, in consultation with the Director, Major Capital Infrastructure Coordination:

a.  to determine whether the winning bidder's Public Realm Amount submission is fair and reasonable, and provides good value to the City for the Public Realm Amount, and on that basis to determine whether to accept the winning bidder's Public Realm Amount proposal; and

b.  if the determination is made to not accept the winning bidder's Public Realm Amount proposal, to negotiate alternative public realm improvements with Metrolinx that are consistent with the recommendations of the report (February 24, 2016) from the Deputy City Manager, Cluster B.

4.  If the determination is made to accept the winning bidder's Public Realm Amount proposal, City Council authorize the Deputy City Manager, Cluster B, to negotiate and enter into any agreements, amendments and renewals with Metrolinx as may be necessary, in accordance with the Master Agreement and the recommendations of the report (February 24, 2016) from the Deputy City Manager, Cluster B, in respect of the use of the Public Realm Amount in accordance with the winning bidder's submission.

5.  City Council authorize and direct the Toronto Parking Authority, in support of the Public Realm Amount strategy set out in this report, to acquire a property located at the southeast corner of Finch Avenue West and Arrow Road (near Highway 400) for municipal parking and ancillary uses including proposed Bike Share Toronto infrastructure, and to permit construction of a possible gateway feature for the Emery Village Business Improvement Area. Acquisition will be on terms and conditions to be negotiated by the President of the Toronto Parking Authority, at fair market value plus associated costs such as land transfer tax, title insurance and other fees, and approved by the Toronto Parking Authority Board. The City Solicitor is authorized to complete the purchase transaction, deliver any notices, pay any expenses and amend the closing and other dates, on such terms and conditions as the City Solicitor may determine.

6.  City Council direct the Chief Planner and Executive Director, City Planning and the Director, Major Capital Infrastructure Coordination to report to City Council on a priority list of Public Realm Amount candidate projects for the Sheppard East Light Rail Transit (LRT) project once Metrolinx advises the City of the procurement schedule for that project.

This report seeks authority for the Deputy City Manager, Cluster B, to inform Metrolinx of the City's preferences for investment of the Public Realm Amount allocated by Metrolinx to the Finch West Light Rail Transit (LRT) project.

This report seeks authority for City divisions and the Toronto Parking Authority to implement a number of complementary measures that will improve the streetscape and public realm along Finch Avenue West concurrently with the introduction of the Finch West LRT project.

The Master Agreement between the City, Toronto Transit Commission and Metrolinx (executed in November 2012) prescribes the role of each party to plan, design and construct the Metrolinx Rapid Transit Program (the "LRT Program") which includes the Finch West LRT. The Master Agreement states that a Public Realm Amount (the "PRA") will be provided by Metrolinx to plan, design and construct capital improvements on the City's property and right-of-way that will be impacted by construction of the LRT Program. The improvements must be requested by the City and meet eligibility requirements prescribed by Metrolinx.

The Master Agreement states that the value of the Public Realm Amount is 1.5 percent of the construction cost of the LRT Program as defined by Metrolinx. In May 2014, City Council determined that it was appropriate to allocate the Public Realm Amount proportionally between the LRT projects that were planned on Eglinton, Finch and Sheppard based on the length of each transit corridor. Accordingly, the value of the Public Realm Amount for the Finch West LRT is approximately $18 million ($2012).

Proposed uses of the Public Realm Amount on Finch Avenue West represent streetscape and public realm enhancements that will address specific needs and opportunities determined by City staff, and include in order of preference:

a.  Right-of-way improvements to preserve six traffic lanes under the CP Rail Bridge west of Highway 400, rather than a reduction to four lanes as shown in the approved Environmental Project Report (the "EPR");

b.  Right-of-way improvements for enhanced pedestrian and cycling infrastructure through the Highway 400/Finch Avenue interchange between Norfinch Drive and Weston Road;

c.  Right-of-way improvements for enhanced cycling infrastructure on both sides of  Finch Avenue between Norfinch Drive/Oakdale Road and Tangiers Road, and between Highway 27 and Weston Road;

d.  Improved pedestrian and cycling connections to existing multi-use paths that run north and south from Finch Avenue West at Black Creek Ravine, and between Finch Avenue West and the existing multi-use path in the hydro corridor to the north through the Metrolinx Maintenance and Storage Facility; and

e.  Enhanced streetscape details and aesthetic improvements along the corridor, which may include upgraded Business Improvement Area infrastructure.

Metrolinx intends to issue a request for proposals early in 2016 for a private consortium to design, build, finance and maintain the Finch West LRT project. With reference to that process and schedule, this report seeks authority from City Council to prescribe the foregoing list and ranking of Public Realm Amount candidate projects for inclusion in the Metrolinx procurement documents.

Following the precedent that was established in prescribing the City's preferred uses of the Public Realm Amount for the Eglinton Crosstown LRT project, some of the preceding objectives will be mandated by Metrolinx to be incorporated in the proposals of all bidders. This condition applies to some of the Public Realm Amount requests by the City that have significant design implications (to be discussed below). The balance of the City's preferred uses of the Public Realm Amount will be presented to bidders as discretionary elements of their bids.

The recommended uses of the Public Realm Amount cited above (and to be provided by Metrolinx) do not preclude: (i) the City; (ii) related organizations including the Toronto Parking Authority; and (iii) business improvement areas, from making other investments to improve the streetscape and public realm to mitigate impacts of the LRT project or enhance utilization of the new transit infrastructure. This report sets out several opportunities that are being implemented by the City and others.

The Executive Committee recommends that:

1.  City Council authorize the Chief Corporate Officer to enter into an extension to the amending agreement as in Amendment 1 to the report (February 24, 2016) from the Chief Corporate Officer and the Director, Purchasing and Materials Management, with PRISM Partners Inc. to extend the term and continuum of project management services. subject to the following conditions:

            a.  that the agreement include an extension term of March 1, 2016 to December 31, 2016;

b.  that the continuum of services, as in Amendment 1 to the report (February 24, 2016) from the Chief Corporate Officer and the Director, Purchasing and Materials Management, which can be performed within the timeframe indicated in 1a above, be added to the current agreement upon such other terms and conditions as satisfactory to the Chief Corporate Officer;

c.  that the total cost of the continuum of services for March 1, 2016 to December 31, 2016, as in Amendment 2 to the report (February 24, 2016) from the Chief Corporate Officer and the Director, Purchasing and Materials Management, is $508,750 (net of HST recoveries), increasing the value of the approved contract from $877,623 to $1,386,373 (net of HST recoveries); and

d.   that the agreement be on terms and conditions satisfactory to the Chief Corporate Office and in a form satisfactory to the City Solicitor.

2.  City Council authorize the Chief Corporate Officer to enter into an extension to the amending agreement as in Amendment 1 to the report (February 24, 2016) from the Chief Corporate Officer and the Director, Purchasing and Materials Management, with Montgomery Sisam Architects Inc. to extend the term and continuum of architectural services, subject to the following conditions:

a.  that the agreement include an extension term of March 1, 2016 to December 31, 2016;

b.   that the continuum of services, as in Amendment 1 to the report (February 24, 2016) from the Chief Corporate Officer and the Director, Purchasing and Materials Management, which can be performed within the timeframe indicated above, be added to the current agreement upon such other terms and conditions as satisfactory to the Chief Corporate Officer;

c.  that the total cost of the continuum of services for March 1, 2016 to December 31, 2016 as in Amendment 2 to the report (February 24, 2016) from the Chief Corporate Officer and the Director, Purchasing and Materials Management, is $1,322,750 (net of HST recoveries), increasing the total value of the contract from $1,623,733 to $2,946,483 (net of HST recoveries); and

d.  that the agreement be on terms and conditions satisfactory to the Chief Corporate Office and in a form satisfactory to the City Solicitor.

3.  City Council amend the 2016 Approved Capital Budget for Shelter, Support and Housing Administration by reallocating funds in the amount of $1.232 million from the George Street Redevelopment – Phase 2 project to the Shelter Development/Redevelopment 2016 project to extend the existing contracts with PRISM Partners Inc. and Montgomery Sisam Architects until December 31, 2016 with no gross and debt impact.

On November 3, 2015, City Council adopted a report, "George Street Revitalization – Recommended Scope and Approach" (EX9.6). The report outlined progress in regard to due diligence in the areas of scope, schedule, cost, stakeholder engagement, development of a transition plan, and acquiring of adjacent properties for the George Street Revitalization ("GSR").  The revitalization will include the demolition of the Seaton House men's shelter to allow for the co-location of a long-term care home, a new emergency shelter, an assisted living program and affordable housing in addition to a community service hub in a new facility.

The November 2015 report authorized the extension of contract terms to February 29, 2016 for two project consultants: PRISM Partners Inc. ("PRISM") and Montgomery Sisam Architects ("MSA").  As a result, Amendment No. 1 was granted for the period of October 1, 2015 to February 29, 2016 for both PRISM Partners Inc. and Montgomery Sisam Architects.  Amendment No. 1 was based upon available funding within the 2015 Shelter, Support and Housing Administration ("SSHA") Capital Budget.

This report seeks to amend both contracts to extend to December 31, 2016, to allow continuation of the work undertaken to date as directed by the November 2015 report and outlined further in Attachment 1. The 2016 Approved Capital Budget includes sufficient funding for the recommended contract extensions.

In line with City Council's direction, this work will ensure ongoing George Street Revitalization progress.  A staff report to Executive Committee in June 2016 will recommend a project procurement and delivery model that could coincide with the 2017 Capital Budget process, subject to City Council approval.

The Executive Committee recommends that:

1.  City Council approve a lease renewal agreement for the Guildwood Branch at 123 Guildwood Parkway with Revenue Properties Company Limited for:

a.  a two-year term to commence on December 1, 2016 on the existing 3,010 square feet at a base annual rental rate of $15.00 per square foot, excluding Harmonized Sales Tax (HST); and

b.  a further 10-year term to commence on December 1, 2018 for an expanded 4,577 square feet at a base annual rental rate of:

i.  $17.50 for the first five years; and

ii.  $18.50 for the second five years.

2.  City Council authorize and direct staff to take the necessary action to give effect thereto.

The purpose of this report is to obtain City Council approval for a lease extension for two years on the existing space and an additional 10 years on an expanded branch, for the premises occupied by the Guildwood Branch.  The branch currently occupies 3,010 square feet, and the proposed expansion would add 1,567 square feet of new space at the end of 2018 for a total of 4,577 square feet.

A capital project, starting in 2018, with a value of approximately $0.800 million to renovate the branch would be funded by a $0.100 million landlord contribution, $0.396 million of development charges and $0.304 million of debt.  This new project would replace the existing capital project for the Guildwood Branch that proposes to increase the size of the branch at a cost of $7.210 million gross ($2.373 million debt) with planning starting in 2019.

The local councillor has been consulted and is in support of the proposed lease and improvements for the Guildwood Branch.

The proposed lease requires Council approval.

As directed by City Council, this report provides a progress update on the 2015-2016 interagency staff workplan for the City-School Boards Advisory Committee.  The workplan, which focuses on shared city-school board concerns related to the use of school lands and capital funding for school infrastructure, has an aggressive completion timeline. A number of short-term projects have been completed to date and longer-term projects have been initiated on time. The preponderance of work will be completed, as scheduled, during 2016. Currently the Interagency Staff Team has no concerns to report that may delay completion of the workplan. The shared City-School Boards workplan has created a focus for effective interagency staff communication and coordination.

At its meeting of February 11, 2016, the City-School Boards Advisory Committee considered a presentation from the Associate Director, Finance and Operations, Toronto District School Board (TDSB), and the Executive Director, Social Development, Finance and Administration, City of Toronto,  on capital budget issues facing the City-School Boards partners.

This presentation comes in response to a request from TDSB Trustees for an update on TDSB's capital funding situation. The presentation includes a short profile of the capital funding pressures experienced by each of the school boards and the City, respectively, and concludes by describing the shared public infrastructure challenge - and opportunity - that we face together in Toronto.

The Executive Committee recommends that:

1.   City Council request the Province of Ontario to report on the outcomes of 2015 stakeholder consultations on Ontario Regulation 444/98.

2.   City Council request the Province of Ontario to implement the following reforms to Ontario Regulation 444/98 as soon as possible:

a.   to extend the preliminary circulation period to 180 days, inclusive of 90 days for expressions of interest and 90 days for formal offers;

b.   to include ministerial approvals within the circulation period;

c.   to broaden the public sector circulation list to increase opportunities to acquire a surplus school property for public sector use;

d.   to ensure that coterminous school boards continue to have priority access to acquire a viable surplus school property for use as a school.

3.   City Council request the Province of Ontario to commence consultations on exemptions to fair market value pricing on surplus school properties and conditional on funding tools to keep school boards "whole", as described in Community Hubs in Ontario: A Strategic Framework and Action Plan and to include the City of Toronto and Toronto School Boards as stakeholders during these consultations.

4.   City Council forward the report (February 2, 2016) from the Executive Director, Finance and Administration to the four School Boards operating in Toronto, and if approved, to the Government of Ontario.

This report summarizes the City of Toronto and the Toronto school boards' response to recent provincial consultations on Ontario Regulation 444/98. The City and school boards generally agree with proposed reforms to the regulation; however they also agree that barriers to cooperation will persist in Toronto because the Province's proposed reforms do not address school capital funding, exemptions on fair market value pricing on surplus properties, or alternative funding tools to keep school boards "whole". The Province's Community Hubs Secretariat has encouraged the City-School Boards Advisory Committee to offer ideas for resolving these challenges.

At its meeting of February 11, 2016, the City-School Boards Advisory Committee considered TO Prosperity: Toronto Poverty Reduction Strategy as outlined in Attachment A to the report (October 9, 2015) from the City Manager, the Deputy City Manager Cluster A, the Deputy City Manager Cluster B, and the Deputy City Manager and Chief Financial Officer [Item EX9.5].

As City council has the authority to set advanced voting days before every general municipal election. It would be beneficial to prepare for additional advanced voting days during the 2018 municipal election.

During the 2014 municipal election advanced voting days were set from Tuesday, October 14, 2014 to Sunday, October 19, 2014, 10:00 a.m. to 7:00 p.m. with one voting place in each of the City's 44 wards, and City Hall on weekdays where any voter cast a ballot regardless of where they lived in the City. Voter turnout did increase by 4.12 percent.

The Municipal Election - voter turnout statistics posted on our City of Toronto Website at http://www.toronto.ca/311/knowledgebase/85/101000040385.html:

The Audit Committee recommends that:

1.  City Council receive the report (February 18, 2016) from the Auditor General for information.

The Audit Committee recommends that:

1. City Council request the Director, Revenue Services, to develop a report identifying high risk and high value accounts.  The report should be reviewed for long outstanding overdue accounts on a quarterly basis to ensure that appropriate measures for collection are taken. 

2. City Council request the Director, Revenue Services, to develop a report to identify missing information in water accounts and ensure accounts are updated. 

3. City Council request the Director, Revenue Services, to develop criteria for assignment of long overdue accounts to third-party collection services.  Assignments should be tracked and collection agency performance should be monitored.

4. City Council request the Director, Revenue Services, to review and renew third-party collection service contracts on a timely basis.

5. City Council request the Director, Revenue Services, in consultation with the General Manager, Toronto Water, to evaluate options for restricting the supply of water on large overdue accounts where all other available collection measures have been exhausted.

6. City Council request the Director, Revenue Services, to periodically review all accounts with outstanding water account balances that do not have a corresponding property tax roll and ensure missing tax roll information in the water billing system are investigated and resolved.

7. City Council request the Director, Revenue Services, in consultation with the City Solicitor, to review the potential of charging interest on outstanding water account balances that are not eligible for transfer to property taxes.  Such a change may require amendment to the City of Toronto Municipal Code.

8. City Council request the Director, Revenue Services, to develop a process for periodic review of overdue accounts with “Do Not Transfer’ status to ensure that these accounts are followed-up and their collection efforts are expedited.  Specific collection approaches should be developed to improve collections on overdue accounts for each type of account holder or owner.

9.  City Council request the Director, Revenue Services, to ensure the Council approved amendment for apportionment and transfer of outstanding condominium water bills to the tax accounts of individual unit owners be implemented.

10.  City Council request the Director, Revenue Services, to implement a process to identify water accounts where a bill has not been issued in the appropriate bill cycle and ensure timely investigation and resolution of any problems in processing the water bills. 

11.  City Council request the Director, Revenue Services, to ensure bills for new accounts and final bills for accounts that are being closed are issued and collected on a timely basis.  Benchmarks for expected timelines for issuing bills upon creation or closure of accounts should be developed, with performance against the benchmarks monitored and any significant deficiencies resolved.

12.  City Council request the Director, Revenue Services, to develop a formal dispute resolution process and reporting criteria for disputes that remain unresolved for an extended period of time.  The process should also include communication to clients for payment of current dues while the disputed amounts are being resolved.

13.  City Council request the Director, Revenue Services, to review existing outstanding balances for inactive accounts and develop a strategy to collect these accounts.

14.  City Council request the Director, Revenue Services, to review credit balances for inactive accounts and coordinate with the Deputy City Manager and Chief Financial Officer, and the City Solicitor with a view to evaluating whether credit balances in ‘Inactive Accounts’ can be transferred to revenue. 

15.  City Council request the Director, Revenue Services, to review practices at other municipalities relating to treatment of small balances for inactive accounts and develop criteria to clean-up such accounts.

16.  City Council request the Director, Revenue Services, to establish appropriate financial signing authority limits, such that billing reversals, credits and other account adjustments are reviewed and approved by an appropriate level of management based on the materiality of the adjustment amount.

17.  City Council request the Director, Revenue Services, to ensure that reasons for billing reversals, credits and adjustments are appropriately documented, with supporting source documents retained where applicable.

18.  City Council request the Director, Revenue Services, in consultation with the General Manager, Toronto Water, to:

a.         Establish a formal protocol for setting up in the water billing system non-billable City accounts (where water consumption requires tracking but no payments are required from the Divisions), as well as, billable accounts (where payments are required from the Divisions for water service provided); and

b.         Review existing internal City accounts with overdue balances to determine if these are collectible and billable.  The account status should be updated accordingly and outstanding balances should be collected or written-off.  

19.  City Council request the Director, Revenue Services, to review the recommendations in this report and where applicable implement similar processes for collection of overdue solid waste management accounts. 

The following members of the Auditor General's Office gave a presentation to the Audit Committee on this Item:

- Beverly Romeo-Beehler, Auditor General

- Ina Chan, Assistant Auditor General

- Syed Ali, Audit Director, IT and Strategy.

The Audit Committee recommends that:

1.  City Council receive the report (February 16, 2016) from the Auditor General for information.

The Audit Committee recommends that:

The Audit Committee considered the following Items together:

-  AU5.7, headed "Response to the Toronto Police Services Board’s Audit Requests"; and

-  AU5.8, headed "Response from the Toronto Police Services Board: Role of the Auditor General - City Council Motion and Auditor General’s Presentation".

The Audit Committee recommends that:

The Audit Committee considered the following Items together:

-  AU5.7, headed "Response to the Toronto Police Services Board’s Audit Requests"; and

-  AU5.8, headed "Response from the Toronto Police Services Board: Role of the Auditor General - City Council Motion and Auditor General’s Presentation".

The Audit Committee recommends that:

1.  City Council request the Chief Information Officer to establish the City baseline for cybersecurity applicable to all of the City’s IT systems and infrastructure and to direct all City divisions, agencies, and corporations to adhere to this standard.  The Chief Information Officer establish protocols for monitoring and enforcing compliance with this City-wide standard.

2.  City Council request that the Chief Information Officer to develop a cybersecurity program that includes ongoing vulnerability assessment and penetration testing using current tools used by industry subject matter experts.  The testing tools adopted by the City should be updated regularly and provide ongoing reporting and metrics around existing and newly discovered threats.

3.  City Council adopt the Confidential Recommendations contained in Confidential Attachment 1 to the report (February 16, 2016) from the Auditor General.

4.  City Council direct that Confidential Attachment 1 remain confidential in its entirety as it contains confidential information involving the security of property belonging to the City or one of its agencies and corporations. 

The Board of Health recommends that:

1.  City Council direct that when the new biosolids facility is built at the Highland Creek Treatment Plant that:

a.  All risk management measures that were assumed during the Health Impact Assessment and listed in Attachment 7 to the report (October 7, 2015) from the Medical Officer of Health are implemented; and

b.  Route 4, as described in Attachment 1 (October 7, 2015) from the Medical Officer of Health, is implemented as the preferred truck transport route.

The Highland Creek Treatment Plant (HCTP) is located in southern Scarborough in an industrial area, close to the waterfront trail, parkland, and residential areas. As part of the wastewater treatment process, biosolids are currently being managed by two 38-year old multiple hearth incinerators; however, the incinerators are coming to the end of their service life. To support the decision to replace the incinerators, Toronto Water initiated a Schedule "B" Municipal Class Environmental Assessment (Class EA) to identify the best approach for biosolids management that will replace the multiple hearth incinerators. This process is required by the Ontario Ministry of the Environment and Climate Change. Toronto Water requested that Toronto Public Health (TPH) lead a Health Impact Assessment (HIA) as part of the EA process.

The HIA examined the potential for the proposed biosolids management alternatives to affect a number of health determinants in the study area. Overall, the health impacts associated with the alternatives are very small and the differences among the alternatives do not result in appreciable differences in health impacts. All alternatives evaluated achieve significant reductions in air emissions compared to the current multiple hearth incinerators. However, among the three alternatives, modern fluidized bed incineration (Alternative 1) is anticipated to result in the highest releases of air pollutants, and the beneficial use alternative and haulage of biosolids off-site (Alternative 2) and on-site pelletizer and haulage off-site (Alternative 3) are expected to increase risks related to traffic (namely, safety, odour and noise).

The HIA also examined the potential health impacts along two short-listed proposed traffic routes as all three alternatives involve some trucking of materials off-site.  Compared to Route 1 (along Morningside Ave), Route 4 (along Port Union Rd) had lower predicted impacts on the community in relation to pedestrian safety, noise and vulnerable populations. These potential equity impacts should be taken into account when selecting the preferred transportation route.

The report outlines measures that reduce the health impacts of the new biosolids management strategy for HCTP on the community.

The Community Development and Recreation Committee recommends that:

1.  City Council, in its capacity as Shareholder of Toronto Community Housing Corporation:

a.  approve, pursuant to Section 7.4.1 (c) of the City's Shareholder Direction to Toronto Community Housing Corporation, the revitalization of Toronto Community Housing Corporation's Leslie Nymark community as requested in the communication from Toronto Community Housing Corporation’s President and Chief Executive Officer (Interim) dated November 18, 2015;

b.  approve, pursuant to Section 7.4.1 (b) of the City's Shareholder Direction to Toronto Community Housing Corporation, the sale or lease of land as set out in the communication from Toronto Community Housing Corporation’s President and Chief Executive Officer (Interim) dated November 18, 2015;

c.  approve, pursuant to Section 7.4.1 (c) of the City's Shareholder Direction to Toronto Community Housing Corporation, any temporary reduction in the number of rent-geared-to-income units during the revitalization of Leslie Nymark;

on condition that:

d.  consistent with the service level standards, a minimum of 121 units of rent-geared-to-income  housing is to be made available, 115 in Leslie Nymark upon completion of the revitalization project and 6 off-site at rental replacement Toronto Community Housing Corporation Allenbury Gardens; and

e.  Toronto Community Housing Corporation report annually, through Toronto Community Housing Corporation's Annual Report to Council, on the status of the revitalization of Leslie Nymark and on any tenant and community impacts resulting from the revitalization.

2.  City Council, in its capacity as Service Manager under the  Housing Services Act, 2011 authorise the General Manager, Shelter, Support and Housing Administration, to grant any necessary Service Manager consents pursuant to the Housing Services Act, 2011 to:

a.  the revitalization of Leslie Nymark;

b.  all mortgages to be granted by Toronto Community Housing Corporation for the purposes of financing the revitalization of Leslie Nymark, including future amendments and extensions thereof,  in a form approved by the Minister, and to cause such consents to be registered by the City Solicitor under the Registry Act or the Land Titles Act; and

c.  all  future mortgages and developments by third parties of all real property disposed of by Toronto Community Housing Corporation for the purposes of financing the revitalization of Leslie Nymark and not used for social or public housing, in a form approved by the Minister, and to cause such consents to be registered by the City Solicitor under the Registry Act or the Land Titles Act;

subject to:

d.  Toronto Community Housing Corporation and/or the prospective purchasers and lessees of Leslie Nymark obtaining the various necessary planning approvals and legislative, municipal and corporate consents (including consent of mortgagors, if necessary);

e.  approval from the Ministry of Municipal Affairs and Housing and/or Canada Mortgage and Housing Corporation if necessary; and

f.  Toronto Community Housing Corporation providing a Tenant Relocation and Assistance Implementation Plan, to the satisfaction of the General Manager, Shelter, Support and Housing Administration, that describes Toronto Community Housing Corporation's obligations regarding tenant relocation of Leslie Nymark tenants for all phases of the revitalization and to provide updates to the Plan as appropriate, pursuant to the requirements set out in Agreements under Section 37 of the Planning Act and Section 111 of the City of Toronto Act.

3.  City Council, in its capacity as Service Manager under the Housing Services Act, 2011 authorise the General Manager, Shelter, Support and Housing Administration, to request the Ministry of Municipal Affairs and Housing to grant any necessary Ministerial consents  pursuant to the Housing Services Act, 2011 to:

a.  all transfers, leases and other dispositions of real property by Toronto Community Housing Corporation for the purposes of the revitalization of Leslie Nymark;

b.  all future transfers, leases and other dispositions by third parties of all real property disposed of by Toronto Community Housing Corporation for the purposes of the revitalization of Leslie Nymark and not used for social or public housing; and

c.  to cause such consents to be registered by the City Solicitor under the Registry Act or the Land Titles Act.

4.  City Council request the General Manager, Shelter, Support and Housing Administration to report to the June 23, 2016 Community Development and Recreation Committee meeting on a policy to mandate future Toronto Community Housing Corporation redevelopment sites, such that the developments become fully mixed and integrated within the neighbourhood with each building and the addition of new low end of market rental.

The Leslie Nymark Revitalization Plan includes the replacement of 121existing Toronto Community Housing Corporation (TCHC) social housing units. The Plan proposes to demolish and replace 121 existing rent-geared-to-income (RGI) units, 115 on-site at Leslie Nymark and 6 off-site at Allenbury Gardens and create up to 540 new market units. 

This report recommends the necessary City Council approvals required for the revitalization of Leslie Nymark as the sole shareholder of TCHC and as the Social Housing Service Manager.

At its meeting of February 23, 2016, North York Community Council will consider applications by Toronto Community Housing to amend the Official Plan and Zoning By-law and for rental housing demolition (NY  12.35 Final Report - Official Plan and Zoning Amendment Applications and Rental Housing Demolition Application and Plan of Subdivision Application, 1-35, 45-69, 6-66 Adra Villaway and 1-25, 2-24, 30-44, 37-53 Grado Villaway and 1-29, 2-28 Tomar Villaway).  Should this Report be approved it will be considered by City Council on March 10, 2016.

The Community Development and Recreation Committee recommends that:

1.  City Council amend the Policy for Outdoor Community Tennis Club Operations, as outlined in Appendix 2 to the report (February 19, 2016) from the General Manager, Parks, Forestry and Recreation to require all tennis clubs to develop a membership accessibility policy and program to address both financial and physical accommodations and request the General Manager, Parks, Forestry and Recreation to develop appropriate criteria for its implementation.

2. City Council approve the revised Policy for Outdoor Community Tennis Club Operations, as outlined in Appendix 2 to the report (February 19, 2016) from the General Manager, Parks, Forestry and Recreation, as amended by Recommendation 1 above.

3. City Council approve the proposed Tennis Excellence Framework, as outlined in Appendix 6 to the report (February 19, 2016) from the General Manager, Parks, Forestry and Recreation.

4. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate, approve, and execute agreements with non-profit organizations offering affordable tennis instruction in City parks with a focus on junior development, on terms and conditions satisfactory to the General Manager and the City Solicitor.

5. City Council request the General Manager, Parks, Forestry and Recreation to develop:

a. protocols to monitor and ensure compliance with public hours requirements;

b. new approaches to communication outreach to encourage more community-use of public hours.

6. City Council request the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Information Officer, to review, and if possible implement as a pilot project, the posting of tennis court facility data on the Open Data portal, to determine the proper data sets which could be released for other Parks and Recreation programs, with a report back to the Community Development and Recreation Committee on September 20, 2016.

Interest in tennis at the community level, particularly for youth, has seen a resurgence in recent years. There is a corresponding increase in the role of the City in the provision of assets, programs and support for community tennis clubs in order to build interest, skill and capacity in the sport at the community level.

This report responds to direction from the Community Development and Recreation Committee for staff to review and recommend changes to policy, service delivery and asset management with respect to tennis operations.

This report recommends changes to the Interim Policy for Outdoor Community Tennis Club Operations, identifies strategies to expand community programming through the use of public courts and establishes a more robust advisory role for the Tennis Liaison Committee. These strategies are intended to support a sustainable and responsive tennis delivery model in the City of Toronto, one that is accessible, affordable and maximizes the city's assets.

The recommended changes and strategies respond to the evolving needs of both communities, and community tennis clubs and were informed by extensive consultation with all stakeholders.

The Community Development and Recreation Committee recommends that:

1.  City Council approve allocations for the following two Investment Funding programs, as recommended in Appendices A, B and C to the report (February 22, 2016) from the Executive Director, Social Development, Finance and Administration, with the exception of Progress Place (Community Festivals and Special Events Programs) in the amount of $8,500:

a.  A total of $125,500.00 to 15 organizations for the 2015 Community Festivals and Special Events Investment Program; and

b.  A total of $490,000.00 to 16 organizations for the Community Recreation Investment Funding Program.

2.  City Council approve an amount of $56,000.00 to be held for appeals for the annual Community Festivals and Community Recreation Investment Programs.

3.  City Council request the Executive Director, Social Development, Finance and Administration, in consultation with Toronto Arts Council to explore mechanisms in 2016 and beyond to support the Aboriginal Summer Solstice Festival sponsored by Na-Me-Res.

This report recommends funding for the following two 2016 Investment Funding programs:

-           Community Festivals and Special Events Investment Program; and

-           Community Recreation Investment Funding Program (Community Recreation).

Of the 228 applications received for the two programs, 32 are recommended for funding in the amount of $624,000.00. An additional $56,000 has been held for appeals for the annual Community Festivals and Community Recreation Investment Funding programs.

Grants help the City of Toronto achieve its social, economic and cultural goals for its residents. The City's goals are better achieved by supporting the work of organizations that are closer to the communities they serve.

Community Investment programs provide time-limited funding to established and emerging not-for-profit groups in the City of Toronto to test new ideas or enhance existing models that lead to meaningful change in organizations and communities.

The Community Development and Recreation Committee recommends that:

1.  City Council receive the report (February 22, 2016) from the Executive Director, Social Development, Finance and Administration for information.

This report presents the March 2016 edition of the Toronto Social Development Dashboard (SDD). The Dashboard provides a graphical summary of the most relevant and recently updated socio-economic indicators available to help inform Community Development and Recreation Committee and Council's decision-making on a range of social development issues.

The SDD reports available indicators that reflect the most current characteristics on social wellbeing. The SDD provides high-level, citywide metrics, which complement current place-based social data reporting systems such as the City's Wellbeing Toronto (www.toronto.ca/wellbeing), and other dashboards like the Toronto Economic Dashboard and Toronto's Dashboard.

The Community Development and Recreation Committee recommends that:

1.  City Council receive the report (February 22, 2016) from the Executive Director, Social Development, Finance and Administration for information.

In October 2015, Toronto City Council approved the City of Toronto Refugee Resettlement Program. The Toronto Newcomer Office (TNO) is coordinating City divisions and partners to implement the Program.

The Program aims to mobilize existing supports within and outside of City structures, and facilitate enhancements where needed. The City is playing three key roles:

1.  Coordination Role: Coordinating municipal services with community-based settlement services, with the other orders of government, and other partners.

2.  Enhancement Role: Using Council-directed resources to enhance community-based support in key areas.

3.  Integration Role: Once they arrive, the new Torontonians will have the ability to access most of the same City services that all other residents have access to. The sponsors will fulfill the refugees’ most urgent needs such as housing, clothing and food.

This report provides an update on the implementation of the City of Toronto Refugee Resettlement Program.

The purpose of this report is to recommend the appointment of the first City of Toronto Photo Laureate. It recommends that City Council approve the candidate identified in Confidential Attachment 1 for a three-year term under the terms outlined in this report.

The position of The City of Toronto Photo Laureate honours a photographer recognized for excellent photography and whose work focuses on subjects that are relevant to the people who live in the city. Toronto’s Photo Laureate advocates for photography and the visual arts, and uses his or her unique perspective to create a dialogue on contemporary issues.

The Economic Development Committee recommends that:

1.  City Council state its intention to designate the area described by Attachment 1 to the report (January 27, 2016) from the General Manager, Economic Development and Culture as the expanded The Waterfront Business Improvement Area (BIA) under Chapter 19 of the City of Toronto Municipal Code.

2.  City Council direct the City Clerk to send out a notice of City Council’s intention to pass a by-law designating the area described by Attachment 1 to the report (January 27, 2016) from the General Manager, Economic Development and Culture, as the expanded The Waterfront Business Improvement Area (BIA), in accordance with Chapter 19 of the City of Toronto Municipal Code.

3.  City Council direct the Chief Information Officer of Information and Technology to prepare designation by-law maps of the area as described by Attachment 1 to the report (January 27, 2016) from the General Manager, Economic Development and Culture, and submit them to the City Solicitor.

This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to expand the boundaries of The Waterfront Business Improvement Area (BIA) as shown on Attachment 1.

Upon completion of the poll, the General Manager of Economic Development and Culture will report on the results to City Council through the Economic Development Committee.  Subject to a positive poll result, staff shall prepare the necessary by-laws and bills to give effect thereto.

The Economic Development Committee recommends that:

1.  City Council designate, based on the poll results respecting the intention to designate the CityPlace and Fort York Business Improvement Area (BIA), the area described by Attachment 1 of the report (February 1, 2016) from the General Manager, Economic Development and Culture, as the CityPlace and Fort York Business Improvement Area (BIA), under Chapter 19 of the City of Toronto Municipal Code;

2.  City Council direct the City Solicitor to submit a by-law to designate the area described in Attachment 1 of the report (February 1, 2016) from the General Manager, Economic Development and Culture, as the CityPlace and Fort York Business Improvement Area (BIA); and

3.  City Council approve those amendments necessary to Schedule "A" of the City of Toronto Municipal Code, Chapter 19, Business Improvement Areas, to include the CityPlace and Fort York Business Improvement Area (BIA).

The purpose of this report is to recommend that the area shown in Attachment 1 be designated as the CityPlace and Fort York Business Improvement Area (BIA).

In accordance with Chapter 19 of the City of Toronto Municipal Code, the City Clerk conducted a poll to determine if there is sufficient support to designate the area bounded by Spadina Avenue to the east, Lake Shore Boulevard West to the south, Strachan Avenue to the west and Front Street West/CNR corridor to the north as a BIA.

The City received a sufficient number of ballots to validate the poll and the majority of accepted ballots were in favour of establishing a BIA.  Accordingly, it is recommended that City Council pass a by-law to designate the area described by the map in Attachment 1 as the CityPlace and Fort York BIA.  Subject to Council's approval, this will be the City's eighty-second BIA.

This report brings forward Business Improvement Area (BIA) annual operating budgets for approval by City Council as required by the City of Toronto Act, 2006.  City Council approval is required to permit the City to collect funds through the tax levy on behalf of the BIAs.

Complete budgets and supporting documentation received by February 3, 2016 have been reviewed and are reported here. BIA Operating Budgets received after this date will be brought forward in later reports. Of the 81 established BIAs, 10 BIA budgets were approved by City Council on December 9, 2015 (ED8.6), 44 BIA budgets were approved by City council on February 3, 2016 (ED9.6), 25 BIA budgets are submitted for approval in this report, and one BIA is inactive. The CityPlace and Fort York BIA budget will be brought forward in a supplementary report on February 26, 2016.

The recommendations in this report reflect 2016 Operating Budgets approved by the respective BIAs’ Boards of Management and have been reviewed by City staff to ensure BIA budgets reflect Council’s approved policies and practices.

This supplementary report brings forward 1 (CityPlace and Fort York) Business Improvement Area (BIA) 2016 Operating Budget, to be considered with the 25 BIA Operating Budgets in report No. 3, for approval by Council as required by the City of Toronto Act, 2006.  The approval of this budget is conditional upon Council's acceptance of the poll results and official designation of the BIA (ED10.5). Council approval is required to permit the City to collect funds through the tax levy on behalf of the BIA.

The Economic Development Committee recommends that:

1.  City Council approve the “Toronto Music Strategy: Supporting and Growing the City’s Music Sector,” found in Attachment 1 to the report (January 29, 2016) from the General Manager, Economic Development and Culture.

2.  City Council direct the General Manager of Economic Development and Culture to report back during the 2017 budget process with an implementation plan for the "Toronto Music Strategy: Supporting and Growing the City's Music Sector", including overall financial impact and costs to the City.

3. City Council direct the General Manager, Economic Development and Culture, in consultation with the Mayor's Office and the Chair of the Economic Development Committee, and the Arts Advocate, to implement those elements of the Toronto Music Strategy which could commence in 2016.

The Economic Development Committee recommends that: 

1.  City Council direct the General Manager of Economic Development and Culture to request that all relevant City Divisions and Agencies assist North by Northeast (NXNE) as much as possible to help ensure its next stage of development be realized.

Toronto is the largest centre of music in Canada. This sector is a significant industry and a major cultural asset. The music scene draws in people across the city, it attracts visitors and artists and generates millions of dollars in revenues for the Canadian economy.

City Council has taken several decisive steps designed to advance the industry including an economic strategy, Collaborating for Competitiveness: A Strategic Plan to Accelerate Economic Growth and Job Creation, the culture strategy Creative Capital Gains, and a one of a kind Music City Alliance with Austin, Texas.

The Toronto Music Industry Advisory Council was established to shape plans to position Toronto as a leading live music tourist destination and promote and foster Toronto's vibrant music cluster. One way to achieve these goals include support for events such as Toronto's North by Northeast (NXNE) Festival.

North by Northeast (NXNE) is Toronto's premier music event established in partnership with South by Southwest (SXSW), one of the biggest music and arts festivals and conferences in the world in Austin, Texas. This year the NXNE festival is proposing to transform 155 Cherry Street in the Portlands into a festival venue to produce two days of shows on June 17 and 18, 2016 and to draw 10,000 people to the venue.

North by Northeast (NXNE) in the Portlands will spur tourism and create jobs and is in-line with the city's goal to show that Toronto is a leading music city in the world.

The Economic Development Committee recommends that:

1.  City Council receive this report for information.

The purpose of this report is to provide background information on a presentation to the Committee on coordination of service improvements between 311 Toronto and Toronto Hydro during power outage emergency events.

The Committee will hear a presentation from the Director, 311, Gary Yorke and the Executive Vice-President and Chief Customer Care and Conservation Officer, Toronto Hydro, Chris Tyrrell that will provide an overview of the coordination of customer communication and engagement of services offered by 311 Toronto (311) and Toronto Hydro (TH) during a power outage or emergency event.  The presentation will include a demonstration of a call received through 311 and the steps that are taken to engage services in response to the call.

The purpose of this report is to provide a summary of the City's employer contributions submitted to OMERS over the last five years and to provide information of the City's total members and contributions relative to the overall OMERS plan members and contributions.

The Government Management Committee recommends that:

1.  City Council authorize the acquisition by the City of the property known municipally as 838 Broadview Avenue (the "Property") from 2285566 Ontario Inc. (the "Vendor") for a purchase price of $3,252,000 and substantially on the terms and conditions contained in Revised Appendix A attached to the report (February 5, 2016) from the President, Toronto Parking Authority plus the additional expenditure of approximately $130,000 for associated costs such as land transfer tax, title insurance, appraisal fees, environmental studies, legal fees for a total acquisition cost estimate of $3,382,000.

2.  City Council amend the 2016 Capital Budget and 2017-2025 Capital Plan for the Toronto Parking Authority by adding the capital project "838 Broadview Avenue Carpark Development" to be funded by reallocation of capital funds from "Carpark Provisions 2016" project included in the 2016 Approved Capital Budget and 2017-2025 Approved Capital Plan in the amount of $3,382,000 in order to facilitate the purchase of the property.

3.  City Council direct that subsequent to acquisition, the Property be designated for municipal parking purposes, to be managed by the Toronto Parking Authority.

4.  City Council authorize the City Solicitor to complete the purchase transaction, deliver any notices, pay any expenses and amend the closing and other dates to such earlier or later date(s), on such terms and conditions, as she may, from time to time, determine.

5.  City Council direct that the Toronto Parking Authority retain the existing commercial building as a rental property, and the ancillary parking area be operated as a municipal parking facility, until such time it is determined that the site can be redeveloped for a mid-rise building with ancillary surface / underground parking; such development to be in keeping with the Broadview Avenue Planning Study which will be considered by City Council in 2016.

6. City Council request that upon completion of the acquisition transaction, the President of the Toronto Parking Authority close the Zoning By-law Amendment application for 838 Broadview Avenue on file with the City Planning Division.

The purpose of this report is to obtain Council's authorization to purchase the property municipally known as 838 Broadview Avenue from the owner, 2285566 Ontario Inc. in order to service the short term parking needs of the surrounding Danforth BIA neighbourhood.  The intention is to maintain the commercial building on a fully leased basis and operate the ancillary parking area as a municipal parking facility until such time as it is determined that the site is ready to be redeveloped into a new surface carpark.

This report provides supplementary information regarding the process for the acquisition of 838 Broadview Avenue by the Toronto Parking Authority.

The Government Management Committee recommends that:

1.  City Council authorize the General Manager, Parks, Forestry and Recreation to enter into a Lease Amending Agreement with the Toronto Sailing and Canoe Club and the Argonaut Rowing Club to allow for the use of additional water lot area.

2.  City Council direct the General Manager, Parks, Forestry and Recreation to include in the Lease Amending Agreement for the Toronto Sailing and Canoe Club and the Argonaut Rowing Club the language substantially as set out in Attachment A to the report (February 3, 2016) from the General Manager, Parks, Forestry and Recreation, subject to such minor substantive or stylistic amendments as deemed appropriate by the General Manager of Parks, Forestry and Recreation, in consultation with the local Councillor.

The purpose of this report is to request Council authority to enter into a Lease Amending Agreement with the Toronto Sailing and Canoe Club ("TS&CC") and the Argonaut Rowing Club ("Argo Club").

The Lease Amending Agreement would allow for the use of additional water lot area by the Clubs at Council approved rental rates.

The Government Management Committee recommends that:

1.  City Council authorize the Chief Corporate Officer to prepare and "approve as to form" all standard form contracts for the purchase of goods and services, including architectural and engineering consulting services, by the Chief Corporate Officer Organization, that have been awarded by tender, request for proposal, request for quotation, sole source or any other City procurement process, prior to the execution of such agreements by appropriate City officials, utilizing such standard processes and standard form documents as approved by the Director, Purchasing and Materials Management and the City Solicitor.

2.  City Council authorize the Chief Corporate Officer to delegate these functions and authority to her staff as necessary.

The purpose of this report is to expand the delegation of authority to the Chief Corporate Officer Organization for the preparation of all formal agreements for goods and services and not just those that are awarded by tender. This change will streamline the process, simplify financial controls and expedite the in-year delivery of the CCOO capital program. It will create efficiencies to the process of preparation and approval "as to form" for formal agreements for purchase of goods and/or services by the Chief Corporate Office Organization. The contracts and agreements will still conform to all requirements set out by the City's Legal Services.

The Government Management Committee recommends that:

1.  City Council authorize the City to enter into a Below Market Rent lease with Jean Tweed Treatment Centre for a five (5) year term, substantially based on the terms and conditions set out in Appendix A to the report (February 2, 2016) from the Chief Corporate Officer and the Executive Director, Social Development, Finance and Administration, and on such other terms and conditions acceptable to Chief Corporate Officer, or her designate, and in a form acceptable to the City Solicitor.

2.  City Council authorize the Chief Corporate Officer or her designate to administer and manage the Lease agreement, including the provision of any consents, approvals, notices and notices of termination provided that the Chief Corporate Officer may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

3.  City Council authorize the City Solicitor to complete the Lease, deliver any notices, pay expenses and amend the commencement and other dates to such earlier or later date(s), on such terms and conditions, as she may from time to time determine.

The purpose of this report is to obtain City Council authority to enter into a new Below Market Rent (BMR) lease agreement with Jean Tweed Treatment Centre (JTTC) for approximately 8,563 square feet of space located at 3131 Lakeshore Boulevard West in Ward 6 – Etobicoke Lakeshore for a term of five (5) years.

The Government Management Committee recommends that:

1.  City Council grant an exemption from the Return on Investment requirement set out in the City's below market rent policy as the tool is under development with Social Development, Finance and Administration Division.

2.  City Council authorize a lease renewal agreement (the "First Renewal Agreement") with Children's Peace Theatre for a two (2) year term substantially based on the terms and conditions set out in Appendix A to the report (February 2, 2016) from the Chief Corporate Officer and the General Manager, Economic Development and Culture, and on any other or amended terms and conditions acceptable to the Chief Corporate Officer in consultation with the General Manager, Economic Development and Culture, and in a form acceptable to the City Solicitor.

3.  City Council authorize a further lease renewal agreement (the "Second Renewal Agreement" which, together with the First Renewal Agreement, shall be referred to herein as the "Agreement") with Children's Peace Theatre for a three (3) year term, substantially based on the terms and conditions as set out in the First Renewal Agreement and on any other or amended terms and conditions acceptable to the Chief Corporate Officer in consultation with the General Manager, Economic Development and Culture and in a form acceptable to the City Solicitor, conditional upon (i) an Official Plan Amendment being obtained for the Lands 305 Dawes Road, if required; and (ii) the Lands being declared surplus to the City's needs for the purposes of a long-term lease.

4.  City Council authorize the City Solicitor to complete the Agreements, deliver any notices, pay expenses and amend the commencement and other dates to such earlier or later date(s), on such terms and conditions, as they may, from time to time, determine.

5.  City Council authorize the Chief Corporate Officer to administer and manage the Agreement, including the provision of any consents, approvals, notices and notices of termination, provided that the Chief Corporate Officer may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

The purpose of this report is to obtain City Council authority to renew a Below-Market Rent lease agreement with the Hannon Shields Centre for Leadership and Peace operating as the Children's Peace Theatre (CPT) for approximately 5,000 square feet of City-owned space located at 305 Dawes Road (the "Lands").

The Government Management Committee recommends that:

1.  City Council authorize the Chief Corporate Office to extend the term of each of the four (4) Contracts, No. 47016723, No. 47016706, No. 47019510 and No. 47016724 for an additional twenty one (21) month term from March 31, 2016 to December 31, 2017 for the provision of supply, delivery and installation of various Office Furniture under the same pricing, terms and conditions as established with the initial award in a form satisfactory to the City Solicitor.

The purpose of this report is to request the authority to extend Contract No's 47016723, 47016706, 47019510, and 47016724 for the supply, delivery and installation services for various Office Furniture for an additional twenty one (21) months and will not impact or exceed the funds already budgeted for.

The extension of the four (4) contracts is critical to supporting the Office Modernization Program (OMP) pilot projects as well as existing projects currently underway.  Information such as new furniture standards and requirements gathered as a result of the OMP pilots will not be available for incorporation into a new procurement call until Q3 2016, beyond the March 31, 2016 expiry date for each of the existing contracts.

The extension of the Contract term for all four (4) contracts are under the same terms and conditions, and pricing as established with the initial awards as a result of a competitive process conducted for each of the resulting contracts. The report recommends extending the duration of the four (4) contracts only and does not alter the award values as previously approved.

The Government Management Committee recommends that:

1.  City Council authorize the General Manager, Fleet Services to amend the existing Contract No. 47015982 with InterFleet Inc. to increase the contract value by an additional amount of $80,000 net of all taxes ($81,408  net of HST recoveries), revising the current total contract value from $975,814 to $1,055,814 excluding HST and all charges ($1,074,396 net of HST recoveries), to extend the term of the Contract for an additional one (1) year period from April 1, 2016 to March 31, 2017, and otherwise under the same pricing and terms and conditions as set out in the original Contract.

This report seeks authority to extend the term for an additional one (1) year period and amend the value of Contract No. 47015982 to InterFleet Inc. as a result of Request for Quotation (RFQ) 3401-11-3035 for the non-exclusive supply and delivery, warranty of an Automated Vehicle Location (AVL) system in the amount of $80,000 net of all taxes ($81,408 net of HST recoveries) from $975,814 to $1,055,814 net of all taxes ($1,074,396 net of HST recoveries).

Contract No. 47015982 was approved by the Bid Committee at its meeting on June 15, 2011 and will expire at the end of March 31, 2016.  Fleet Services Division (FSD) clients have indicated that they require additional AVL features other than what is currently being provided. As a result FSD is requesting a one year extension to develop and issue a more comprehensive competitive call to accommodate the new requirements by the third quarter of 2016.

The Government Management Committee recommends that:

1.  City Council adopt the Corporate Facilities Display Policy set out in Attachment 1 to the report (February 2, 2016) from the Chief Corporate Officer, with an implementation date of April 2, 2016.

This report recommends that City Council adopt the Corporate Facilities Display Policy.

The City of Toronto corporate facilities (City Hall, Metro Hall and Civic Centres) are the public face of the municipal government and are critical spaces to deliver quality service, information about City's programs and to encourage open and participatory civic engagement where appropriate. It is important that displays in corporate facilities comply with accessibility standards, be appropriate for a municipal government, align with the City's initiatives, meet professional standards, and avoid any disruption to City services and government activities.

The Corporate Facilities Display Policy:

1.  Establishes criteria, principles, and requirements for displays within the City of Toronto corporate facilities; and

2.  Provides guidance to City Divisions, Agencies and Corporations, Members of Council and other stakeholders such as other orders of government, non-profit and charitable organizations and community groups regarding the process and criteria for displaying within the City's corporate facilities. 

The Government Management Committee recommends that:

1.  City Council grant authority to the Director, Real Estate Services to initiate expropriation proceedings for the fee simple interest at 3038-3040 Danforth Avenue depicted in Appendix A (the "Lands") to the report (February 2, 2016) from the Chief Corporate Officer for construction and maintenance of the laneway abutting the Lands.

2.  City Council grant authority to the Director, Real Estate Services to serve and publish Notices of Application for Approval to Expropriate the Lands, to forward to the Chief Inquiry Officer any requests for hearing that are received, to attend the hearing to present the City's position, and to report the Inquiry Officer's recommendations to Council for its consideration.

This report seeks authority to commence expropriation proceedings for a portion of the property municipally known as 3038-3040 Danforth Avenue, being a triangular area required for a laneway located at the rear of the property.  The fee simple acquisition of this property is required for the construction, maintenance and any future repairs of the laneway route behind 3038 - 3040 Danforth Avenue.

The Government Management Committee recommends that:

1.  City Council receive the report (February 2, 2016) from the Chief Corporate Officer for information.

This final report provides an annual overview of property sales and acquisitions by the City from January 1, 2015 to December 31, 2015.

A synopsis of real estate transactions are included in this report, specifically on properties declared surplus, sale activities, as well as information on property acquisitions by negotiation/expropriation. Also included is a breakdown of real estate transactions processed by delegated authority.

The Government Management Committee recommends that:

1.  City Council authorize the Chief Information Officer to negotiate and enter into an Agreement with the Adobe Systems Inc. to utilize the Volume License Agreement  No. 4400448628 on terms and conditions satisfactory to the Chief Information Officer and in a form satisfactory to the City Solicitor.

The purpose of this report is to seek authority to enter into an Agreement with the Minister of Government Services (MGS), to utilize their Volume License Software Agreement (Agreement No. 4400448628) with Adobe Systems Incorporated (Adobe), to facilitate the procurement of Adobe Commercial-off-the-Shelf (COTS) software. The Adobe suite of software is used by City staff to support a variety of functions such as PDF conversion, graphic design and e-learning.

The benefits of utilizing the Volume License Agreement (VLA) include access to the same software licence and related terms and conditions that are more favourable than Adobe's standard software licence agreements, and in addition, which provide greater discounts on Adobe list prices from various authorized resellers. After entering into the VLA, an RFQ will be issued to select a single reseller. Additionally, there is a significant internal cost savings in terms of internal resource allocation as City Staff will not need to negotiate a separate legal agreement.

The Government Management Committee recommends that:

1.  City Council request the City Clerk, in consultation with the Director, Strategic Communications and the Speaker to report to City Council through the Executive Committee on various options to address media scrums at City Council meetings.

In an effort to respect the rules and procedures during Toronto City Council it would be prudent if an appropriate location be made available for the media to interview or scrum the Mayor and City Councillors or other interested parties during City Council.

As the noise level during City Council increases due to media interaction with others on items of public interest meetings become interrupted causing delay.

It would be in the best interest of all parties if a location be made available for the media for the purpose of interviews and scrums.

The Parks and Environment Committee recommends that:

1.  City Council authorize the Chief Corporate Officer on behalf of the City to continue participation in Demand Response and demand-supply/energy successor programs sponsored by the Independent Electricity System Operator, consistent with the Province's Long Term Energy Plan (2013).

2.  City Council authorize the Chief Corporate Officer to approve the extension of the Demand Response Agreement with its aggregator, Rodan Energy Solutions Inc. from August 8, 2016 to April 2018 to ensure that projects enrolled with Rodan as of August 8, 2016 will continue to receive all available monthly payments from the Independent Electricity System Operator.

3.  City Council authorize the Director, Environment and Energy in conjunction with the Director, Purchasing and Materials Management to engage one or more Demand Response aggregators through a competitive process to coordinate participation as may be required, for future Demand Response and demand-supply/energy successor programs, over the period 2015-2025 consistent with the Province's Long Term Energy Plan 2013.

4.  City Council authorize the Director, Environment and Energy to evaluate Demand Response projects of City Agencies, Corporations and Divisions and enroll/allocate the administration of projects to third-party professional and technical service providers or to the Environment and Energy Division, on behalf of City staff.

5.  City Council authorize the Director, Environment and Energy to evaluate any generator installation (new and/or existing assets) that is being considered by City Agencies, Corporations and Divisions for its viability and appropriateness for the Demand Response Program.

6.  City Council request the Director, Environment and Energy, in consultation with Toronto Hydro, to report to the Parks and Environment Committee by the end of the fourth quarter 2016 on:

This report seeks approval to continue the City's participation in the Province’s Demand Response (DR) Program beyond August 8, 2016. The Demand Response program is the coordinated reduction of electricity consumption by end-users to help balance province wide peak demand and supply capabilities during periods when electricity is constrained as determined by Independent Electricity System Operator (IESO). Financial incentives are available to electricity end-users for the commitment to decrease non-essential loads or the provision of generators to reduce electricity demand during peak periods.

Demand Response participation has generated substantial new net revenue for the City and has created an effective investment mechanism to enable City of Toronto Agencies, Corporations and Divisions to recover costs associated with natural gas stand-by generator installations. Investing in resiliency for City assets enables continuous operation for cooling/heating centres throughout prolonged power outages. The City currently has 6.79 MW and twenty-two (22) sites enrolled in Demand Response, with 2015 estimated annual revenues of $400,000.

The current agreement for the provision of services allowing the participation of the City in the provincial Demand Response Program expires in August 2016 and requires approval to continue beyond August 2016.

The Parks and Environment Committee recommends that:

1.  City Council adopt the Resolution Designating City of Toronto a Bee City, contained as Attachment A to the letter (February 9, 2016) from Councillor Holland, and request the Mayor (or designate) sign it.

2.  City Council direct the Director, Environment and Energy Division to submit the signed Resolution Designating City of Toronto a Bee City and the completed Bee City application, contained as Attachment B to the letter (February 9, 2016) from Councillor Holland, to the Bee City program to obtain official Bee City certification.

Pollinators are vital to a healthy and resilient ecosystem.  The conservation of pollinators is critical to the sustainability of Toronto‘s natural areas and urban gardens. Certain pollinator species have been determined to be in decline due to habitat loss, climate change, pesticide use, and disease/pests. The Toronto area is home to over 300 species of bees and hundreds more non-bee pollinator species, making it one of the most diverse areas for pollinators in Canada. A diverse and resilient pollinator community is a key component of a sustainable city for us all.

The Planning and Growth Management Committee recommends that:

1.  City Council adopt the strategy set out in the report (February 9, 2016) from the Chief Building Official and Executive Director, Toronto Building and the Executive Director, Municipal Licensing and Standards and summarized in Appendix 1, to minimize the impact of residential infill construction activity on Toronto neighbourhoods.

2.  City Council direct the Chief Building Official and Executive Director, Toronto Building, in cooperation with relevant divisions, to implement the strategy set out in Appendix 1 to the report (February 9, 2016) from the Chief Building Official and Executive Director, Toronto Building and the Executive Director, Municipal Licensing and Standards.

3.  City Council direct the Chief Building Official and Executive Director, Toronto Building, in consultation with relevant divisions, to report to the Planning and Growth Management Committee by the fourth quarter of 2017 with:

a.   The status of actions undertaken to implement the proposed residential infill strategy and any further actions necessary to support the continued development of the strategy;

b.   An analysis of experience with the coordinated strategy based on improved information on cross-divisional complaints associated with residential infill construction sites; and

c.   An evaluation of Toronto Building's program of issuing tickets and in consultation with relevant divisions, recommendations for broadening the use of this program to other City divisions.

4.  City Council request the Executive Director, Municipal Licensing and Standards, in consultation with the Chief Building Official and Executive Director, Toronto Building, and the Director, Energy and Environment Office and Toronto Public Health, to report to the Licensing and Standards Committee in the first quarter of 2017 with recommendations on dust control measures related to residential infill construction.

5.  City Council request the Chief Building Official and Executive Director, Toronto Building notify the Committee of Adjustment when a ticket has been issued on a construction project when an application has been submitted to the Committee of Adjustment, as a result of non-compliance with zoning identified during construction, similar to the notification currently provided to the Committee where an order has been issued.

The Public Works and Infrastructure Committee recommends that:

1.  City Council approve Hybrid Alternative Design 3 set out in the report (February 17, 2016) from the Deputy City Manager, Cluster B, as the Preferred Design for the Gardiner East EA.

2.  City Council authorize staff to complete the Gardiner East EA and submit the final EA report to the Ontario Minister of the Environment and Climate Change for review and approval, and request the Minister to complete the review of the Gardiner East EA as expeditiously as possible.

3.  City Council direct the Deputy City Manager, Cluster B, and Deputy City Manager & Chief Financial Officer and the appropriate officials to report to Budget Committee on implementation funding for the preferred EA alternative design following completion of Class C cost estimates.

4.  City Council direct the Deputy City Manager, Cluster B, to report to Public Works and Infrastructure Committee by Q4 2016 with an implementation strategy for proposed Gardiner East EA public realm improvements.

5.  City Council direct the Deputy City Manager, Cluster B, and Deputy City Manager & Chief Financial Officer and the appropriate officials to report as part of the 2017 Capital Budget process on funding for delivery of the implementation strategy for the proposed Gardiner East EA public realm improvements.

6.  City Council direct the Chief Planner and Executive Director of City Planning (in partnership with Waterfront Toronto) to report to Toronto and East York Community Council after Gardiner East EA approval by the Ontario Minister of Environment and Climate Change on a process to review the Keating Channel Precinct Plan.

7.  City Council direct the General Manager of Transportation Services to undertake an in-depth safety review of the Jarvis Street and Lake Shore Boulevard intersection, and report to Public Works and Infrastructure Committee by Q4 of 2016 on improvements that can be made as part of detailed design and implementation of the Gardiner Strategic Plan, or through other projects and initiatives.

This report recommends "Hybrid" Alternative Design 3 to Toronto City Council as the "Preferred Design" for the Gardiner Expressway and Lake Shore Boulevard East Reconfiguration Environmental Assessment and Integrated Urban Design Study (Gardiner East EA). The Gardiner East EA study area is a 2.4-kilometre segment of the elevated expressway and Lake Shore Boulevard, from approximately Lower Jarvis Street to Logan Avenue.

A final decision on the Gardiner East EA is imperative given the current condition of the elevated Gardiner East. Ongoing interim repairs are only intended to extend the service life of the structure to 2020. The City needs to incorporate the outcome of the EA into the approved Strategic Plan for the Rehabilitation of the F.G. Gardiner Expressway (Gardiner Strategic Plan) and advance the necessary planning, engineering design and procurement work for rehabilitation. Final direction from Toronto City Council on a Preferred Design will allow the project team to complete and submit the EA report to the Ministry of Environment and Climate Change (MOECC) to facilitate detailed design and construction work within the required timeframes.

More than seven years since it began, the Gardiner East EA study is now nearing completion. The study's "Alternative Solutions" phase concluded in June 2015 with City Council endorsement of the Hybrid as the "Preferred Solution". Since June 2015, the project team has advanced three alternative versions of the Hybrid. The three Hybrid Alternative Designs are:

-  Hybrid 1: Revised Hybrid with tighter ramps in the Keating Channel Precinct;

-  Hybrid 2: New Hybrid with alignment further north; and

-  Hybrid 3: New Hybrid with alignment further north and rail bridge underpass widening.

Figure 1: Overlay of Hybrid Alternative Designs (Please see staff report.)

All three Hybrid Alternative Designs build upon the Hybrid Preferred Solution endorsed by Toronto City Council in June 2015. In particular, all three Hybrid designs include:

-  Preservation of continuous Gardiner-DVP freeway linkage, with nominal to zero impact on road capacity and travel times;

-  Removal of the existing Logan on/off ramps and a replacement of these access ramps with new ramps to be placed in the Keating Channel Precinct;

-  Re-alignment of Lake Shore Boulevard through the Keating Channel Precinct; and

-  Full compatibility with planned rehabilitation of the elevated Gardiner Expressway west of Cherry Street.

The project team identified and evaluated the key differences between each Hybrid Alternative Design using criteria consistent with the EA study Terms of Reference. These findings were presented at a number of Stakeholder Advisory Committee (SAC) meetings, and at a January 19, 2016 Public Open House. Considering the evaluation results and stakeholder input, Hybrid 3 was received most favourably and emerged as best meeting project goals and objectives.  The project team is therefore recommending Hybrid 3 as the Preferred Design.

Hybrid 3 supports the city-building potential of the Keating Channel Precinct – a planned mixed-use waterfront community that will evolve as the gateway to a revitalized Port Lands and accessible Keating Channel. This would be accomplished by rebuilding the elevated portion of the Gardiner as far north from the Keating Channel as is feasible. Implementation of the design would provide unencumbered access to a planned waterfront promenade, better conditions for creating future high-quality park, open space and pedestrian-friendly environments and more valuable development blocks. By comparison, Hybrid 2 would achieve some but not all of the urban design benefits described above. Hybrid 1 would result in a neighbourhood flanked on both sides by rail and expressway infrastructure, bisected by Lake Shore Boulevard and separated from the water's edge by an elevated expressway with associated on/off ramps.

From an environmental perspective, Hybrid 3 would have the least physical and visual impact on the planned revitalization of the Don River. Implementation of this design would have the least impact on future sediment management activities, as well as the least amount of physical infrastructure, including structural piers, to be located within the river itself (with details to be confirmed at the detailed design stage). Hybrid 3 would create development patterns that would buffer the expressway's sensory impacts (noise, views, vibration, etc.) from the Keating Channel and related open space. This physical buffer – not possible in Hybrid 1 as the expressway would run along the northern edge of the channel – would improve the access, views and enjoyment of the waterfront promenades planned for both the Keating Channel Precinct and nearby Villiers Island. As with the Urban Design criteria, Hybrid 2 would achieve some but not all of the environmental benefits of Hybrid 3. In particular, Hybrid 2 is less preferred than Hybrid 3 with respect to the future operations of the Don River sediment management facility.

For the Transportation and Infrastructure criteria, Hybrids 2 and 3 rank the same or preferred relative to Hybrid 1 in most categories. The main exception is for construction impacts because Hybrid 1 would involve only two to three years of traffic detours. Hybrids 2 and 3 are closely ranked, although Hybrid 3 would allow for a greater amount of the new Gardiner-DVP ramps to be constructed while maintaining existing road traffic. Furthermore, the widening of the Metrolinx Don River rail bridge underpass associated with Hybrid 3 would provide additional opportunities for road detours that would reduce traffic disruption.

As part of the EA study's economic analysis, high-level infrastructure capital costs were estimated. These costs, reflected below in as spent dollars (inflated by 2.5% annually until the year of construction) were based on conceptual designs and are plus or minus a 20% margin of error. Hybrid 1 has the lowest estimated capital cost at $532 million. Hybrid 2 has the second lowest estimated capital cost at $664 million, $132 million higher than Hybrid 1. Hybrid 3 has the highest capital cost estimate at $718 million, $186 million higher than Hybrid 1, because of additional construction costs associated with widening the Metrolinx Don River rail bridge.

Notwithstanding the higher capital costs associated with Hybrid 3, the project team recommends Hybrid 3 in light of the many legacy waterfront improvements afforded by a more northern alignment of the Gardiner Expressway. Additionally, estimated public land value creation is maximized in Hybrid 3. While each of the Hybrid options would unlock new development land within the Keating Channel Precinct to varying degrees (the majority of which is within public ownership), the desirability, value, and total land area of new development blocks would be considerably higher in Hybrid 3 (approximately 7.5 acres valued at approximately $72-$83 million) when compared to Hybrid 1 (approximately 5 acres, valued at approximately $40-$50 million).

Figure 2: Bird's Eye Renderings of Hybrid Alternative Designs (Please see staff report.)

In addition to the three Hybrid Alternative Designs evaluated in this stage of the EA, two third-party proposals (the "Green Gardiner" and the "Viaduct") were presented by independent design/engineering teams. These proposals were evaluated by the project team. Though no further study of either option is recommended within the scope of the

Gardiner East EA process, the project team credits these proposals for informing and

improving the Alternative Designs east of Cherry Street.

After due consideration of results from the evaluation framework, and feedback provided through the stakeholder engagement process, Hybrid 3 is recommended by the project team for identification as the Preferred Design within the final EA report that is to be submitted to MOECC for review and approval. Upon receipt of Council direction for a Preferred Design, a Draft EA Report is targeted for circulation and comment in April 2016, followed by submission of a Final EA Report to MOECC in June 2016. An EA approval decision is expected by early 2017.

Consistent with the October 2015 direction from City Council, the future outcome of the Gardiner East EA will be incorporated into the scope of work for the overall rehabilitation of the F.G. Gardiner Expressway, as documented in the previously approved Gardiner Strategic Plan. This scope consolidation offers efficiencies of scale which can be expected to decrease overall project construction costs, and should permit a coordinated construction mitigation strategy to significantly reduce the construction related traffic impacts and detours.

The 2016 to 2025 Capital Budget and Plan for Transportation Services includes $2.259 billion in funding for the Gardiner Strategic Plan, which reflects the portion of the estimated $2.6 billion in total construction costs required over a 10-year planning period.  The current $2.6 billion total project cost estimate includes $524 million in costs for the assumed "base case" design of the Hybrid EA Preferred Alternative.  It is estimated that additional capital funding of $194 million will be required to implement the Hybrid 3 Alternative Design, which brings the most current cost estimate to $718 million.

Cost estimates provided by the Gardiner East EA consultant are order-of-magnitude costs for comparative purposes.  The consultant has consistently advised of a potential variance of up to plus or minus 20%.   Staff will report back through Budget Committee on required budget adjustments to the Gardiner Strategic Plan following Council's approval of a Hybrid Preferred Design, as well as any adjustments to costs resulting from forthcoming Class C cost estimates.

This report also includes a recommendation for a report to Public Works and Infrastructure Committee on an implementation strategy for the proposed Gardiner East EA public realm improvements. An implementation strategy is needed to identify how proposed public realm improvements can best be coordinated among the Gardiner Strategic Plan and other area initiatives. The strategy would include an approach to phasing that integrates with other area planning processes, and explore opportunities for cost-sharing among the Gardiner Strategic Plan, area initiatives, other City programs, and private land owners/developers. City staff would report through the 2017 Capital Budget process on funding options related to the proposed Gardiner East EA public realm improvements.  It is important to note that the cost of public realm improvements is not included in the $2.6 billion Gardiner budget, nor are the costs included the Hybrid alternative 3 cost estimate of $718 million. 

In line with previous Council direction, this report includes a recommendation for the Chief Planner and Executive Director of City Planning, working with Waterfront Toronto, to undertake a review of the Keating Channel Precinct Plan once the Gardiner East EA has been approved by the MOECC.

In addition, this report includes a recommendation for the General Manager of Transportation Services to undertake an in-depth safety review of the Jarvis Street and Lake Shore Boulevard intersection, and report back on improvements that can be made as part of detailed design and implementation of the Gardiner Strategic Plan, or through other projects and initiatives.

Information about the Gardiner East EA, including summaries related to public consultation, can be found on the project web site at www.gardinereast.ca.

On November 26, 2015, the Minister of the Environment and Climate Change (the Minister) introduced Bill 151: Waste-Free Ontario Act (the Act).  The Act intends to establish a full Extended Producer Responsibility (EPR) system and enable development of a circular economy to increase resource recovery and waste reduction.  The Act also includes provisions to transition from the current waste system (in which municipalities collect, process, and seek funding) to the new EPR system (in which producers collect and process at their expense).  The Minister also introduced an accompanying Strategy that establishes the goals to achieve zero waste and zero greenhouse gas emissions from the waste sector in Ontario.

This report presents key aspects of the Act and identifies potential implications or changes that the Act could have on Toronto’s integrated waste management system. This report highlights areas of alignment and issues with the proposed legislation. Staff recommend that the City engage the Ministry and their appropriate officials to recommend changes to the Act and further assurances that the new system will not adversely affect current service levels. Concurrently, Solid Waste Management Services, in coordination with other City Divisions, is submitting a consolidated response on specific sections of the Act and Strategy to the Ministry’s posting on the Environmental Registry.

Also included in this report is a report back on the Minister’s response to a letter submitted by Solid Waste Management Services on June 2, 2015, regarding the potential implications of any new agreements regarding liquor, wine and beer sales in Ontario, for the Toronto’s Blue Bin recycling program.

The Public Works and Infrastructure Committee recommends that:

1.  City Council receive the "Executive Summary of the Highland Creek Wastewater Treatment Plant Biosolids Schedule B Class Environmental Assessment Study" appended to the report (February 9, 2016) from the General Manager, Toronto Water as Attachment 1.

2.  City Council endorse the recommendations of the Environmental Assessment Study appended to the report (February 9, 2016) and request the General Manager, Toronto Water to finalize the Environmental Study Report for the Highland Creek Wastewater Treatment Plant Biosolids Class EA and submit it to the Ontario Ministry of the Environment and Climate Change for the obligatory 30 day public review period in accordance with the requirements of the Environmental Assessment Act.

3.  Subject to the completion of the Class EA process for the Highland Creek Wastewater Treatment Plant Biosolids Class Study, City Council authorize the General Manager, Toronto Water to proceed to undertake the detailed design and construction of the preferred option.

This report seeks Council approval of the recommendations contained in the Highland Creek Treatment Plant (HCTP) Schedule B Class Environmental Assessment (EA) on the future long-term biosolids management strategy for the facility.  

The study is a detailed assessment of health, environmental, community and cost impacts of three short listed biosolids management options and recommends the replacement of the existing 40-year old incinerators at the HCTP with current state of the art incinerators and emissions scrubbing technology.  The study concludes that:

- all three alternatives have very small overall health impacts and there are no appreciable health impact differences between each of the alternatives;

- all three alternatives achieve notable reductions in health risks related to inhalation and multi-media exposure (due to air emissions) compared to the existing situation;

- all three alternatives achieve significant reductions in air emissions (based on air quality modelling of 43 chemicals of concern) with modern state of the art incineration being the lowest emitter of Green House Gas (GHG);

- new state of the art incinerators has the lowest noise, odour and traffic impact on the community and has the greatest public support within the community (Wards 43 & 44) surrounding the facility; and

- new state of the art incinerators has the lowest capital and operating costs – and therefore lowest life-cycle cost of the three options. 

The Request for Proposals (RFP) for this study was developed with the input of Toronto Public Health (TPH) and the Toronto Energy and Environment Division (EED).   TPH wrote the terms of reference and led the development of the Health Impact Assessments for the alternatives under study.  The EED wrote the requirements for Cumulative Impact Assessment regarding air emissions incorporating the City's in-house developed air model.

The Board of Health forwards its decision to the Public Works and Infrastructure Committee to coincide with the Committee's consideration of the report from the General Manager, Toronto Water on the Highland Creek Treatment Plant Schedule B Class Environmental Assessment.

The Board of Health also recommended that:

1.  City Council direct that when the new biosolids facility is built at the Highland Creek Treatment Plant that:

a.  All risk management measures that were assumed during the Health Impact Assessment and listed in Attachment 7 to the report (October 7, 2015) from the Medical Officer of Health are implemented; and

b.  Route 4, as described in Attachment 1 (October 7, 2015) from the Medical Officer of Health, is implemented as the preferred truck transport route.

The Public Works and Infrastructure Committee recommends that:

1.  City Council amend City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, to delegate to the General Manager, Transportation Services, until January 1, 2022, the authority to temporarily close to vehicular and pedestrian traffic any highway or portion of a highway, with the exception of those highways listed in Section 937-4 of Code Chapter 937, for a period up to and including 365 consecutive days as required for the purposes of construction of the Metrolinx Eglinton Crosstown LRT project.

2.  Subject to the approval of Recommendation 1 in the report dated January 27, 2016  of the General Manager, Transportation Services, City Council exempt the General Manager of Transportation Services, in carrying out his authority under Recommendation 1 in this report, from Section 937-5 of City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, including the requirement to notify the local Ward Councillor of the pending closure and the requirement to report on the proposed closure if so requested by the local ward councillor.

3.  Subject to the approval of Recommendations 1 and 2 in the report dated January 27, 2016 of the General Manager, Transportation Services, City Council amend City of Toronto Municipal Code Chapter 27, Council Procedures, to provide that the current delegation to Community Council to temporarily close local roads, collector roads, and minor arterial roads does not include closures delegated to the General Manager, Transportation Services, in carrying out his authority under Recommendation 1 in this report.

4.  City Council authorize and direct the appropriate City Officials to take the necessary action to give effect thereto, including the introduction in Council of any Bills that may be required.

The purpose of this report is to delegate authority to the General Manager, Transportation Services, to close to vehicular and pedestrian traffic any highway or portion of highway, with the exclusion of those highways listed in Section 937-4 of City of Toronto Municipal Code Chapter 937, Temporary Closing of Highways, up to and including 365 consecutive days in support of the construction of the Metrolinx Eglinton Crosstown LRT project.  The report seeks authority to make associated amendments to Code Chapter 937 and City of Toronto Municipal Code Chapter 27, Council Procedures.

Without the extension of this authority, reports will be required seeking Council approval to grant road/lane closures lasting more than 30 days. The scope of the Eglinton Crosstown LRT project necessitates numerous concurrent and consecutive lane closures that will extend beyond thirty days during a multi-year construction period. Delegating this authority to the General Manager, Transportation Services, has two main benefits.

Firstly, it will significantly reduce the administrative burden on City of Toronto staff and enable them to focus on working with Metrolinx, the contractor, local ward councillors and the community to maximize the effectiveness of traffic management and construction scheduling. Secondly, the delegated authority will minimize the chance of project delay.

The Public Works and Infrastructure Committee recommends that:

1.  City Council approve the installation of an eastbound contra-flow bicycle lane on Waterfront Drive, from Marine Parade Drive to Palace Pier Court, as described in Appendix 1 – Amendments to Bicycle Lane and Cycle Track Designations, attached to the report (January 25, 2016) from the General Manager, Transportation Services.

2.  City Council approve the installation of a bi-directional cycle track on the south side of Lake Shore Boulevard West, from Norris Crescent to First Street, as described in Appendix 1 – Amendments to Bicycle Lane and Cycle Track Designations, attached to the report (January 25, 2016) from the General Manager, Transportation Services.

3.  City Council enact the traffic and parking regulation amendments associated with the above Recommendations 1 and 2 as described in Appendices 2 and 3 attached to the report (January 25, 2016) from the General Manager, Transportation Services.

4.  City Council authorize and direct the appropriate City officials to take the necessary action to give effect to the amendments in Recommendations 1, 2, and 3 above, including the introduction of all necessary bills.

The Waterfront Trail stretches over 1,400 km along the shores of Lake Ontario, Lake Erie,  Lake St. Clair, the Niagara, Detroit, and St. Lawrence Rivers. In Toronto, the Waterfront Trail exists mostly through a network of multi-use trails and residential streets. In a few areas, the trail runs along major arterial roads. The long-term goal is to relocate the Waterfront Trail from these arterial roads where possible, and provide a continuous route along dedicated cycling lanes, multi-use trails, and quiet streets.

This report seeks Council approval to install two cycling facilities along the Waterfront Trail in Ward 6 – a contra-flow bicycle lane on Waterfront Drive, from Marine Parade Drive to Palace Pier Court as well as a bi-directional cycle track on the south side of Lake Shore Boulevard West between Norris Crescent and First Street.

The proposed Waterfront Drive contra-flow bicycle lane responds to the Council request to consider provision of a parallel on-street route option for cyclists in tandem with trail improvements as a means of accommodating the increasing numbers of pedestrians and cyclists along the Waterfront Trail at Humber Bay Shores Park.

Second, a gap in the Waterfront Trail exists in Etobicoke between Norris Crescent and First Street where trail users must travel along busy Lake Shore Boulevard West. To close the gap and enhance the safety of the Waterfront Trail in Etobicoke, Council requested staff to study and report back on the implementation of cycling infrastructure along this stretch. The preferred alternative is a 1.4 km bi-directional cycle track on the south side of Lake Shore Boulevard West.

The Public Works and Infrastructure Committee recommends that:

1.  City Council approve the closure of the F.G. Gardiner Expressway, eastbound lanes only, from the Humber River to the Don Valley Parkway, including all ramps, and the Don Valley Parkway, northbound lanes only from the F.G. Gardiner Expressway to Eglinton Avenue East, including all ramps, on the Sundays of July 10, 2016,  July 23, 2017 and July 22, 2018 from 2:00 a.m. to 12:00 p.m. (noon), for the 2016, 2017 and 2018 “Toronto Triathlon Festival" events respectively.

2.  City Council prohibit other road closures due to events or film permits on arterial roads bounded by Highway No. 401, Warden Avenue, Lake Ontario, Humber River, Queen Street/The Queensway, and Yonge Street, because they will be required to accommodate overflow traffic from the expressway closures on the day of the 2016, 2017 and 2018 “Toronto Triathlon Festival” event.

The purpose of this report is to seek City Council authority to close portions of the Gardiner Expressway (east bound lanes) and Don Valley Parkway (north bound lanes) to accommodate the 2016, 2017 and 2018 Toronto Triathlon Festival event.

On July 22, 2012 the inaugural Toronto Triathlon Festival (TTF) was staged in Toronto using parts of Lake Ontario and the downtown core including the Gardiner Expressway (east bound lanes), the Don Valley Parkway (north bound lanes) and the Martin Goodman Trail. At the 2015 Festival, over 1,300 athletes participated, collecting over $25,000 for local charities with an estimated $1.4 M in economic activity for the City of Toronto.

Since 2012, City staff and stakeholders have reported that the festivals have operated effectively with minimal public concern.

The Public Works and Infrastructure Committee recommends that:

1.  City Council request the Toronto Police Services Board to:

a.  Provide a report to the Public Works and Infrastructure Committee on the criteria and policies applied for crossing guards throughout the City of Toronto to better understand the process and associated data applied to determine both the placement and removal of a crossing guard on our local streets; and

b.  The report to include suggested improvements to the policy to address the increased number of requests made to City of Toronto Councillors for the implementation of crossing guards within their Municipal Wards.

Crossing Guards have been a stable in many communities guiding area children walk to their local schools.  Over the years my residents have noted a decline in the number of crossing guards in the community and have been requesting that they be reinstated.

Community Crossing Guards build trusting relationships in our local neighbourhoods by safely ensuring that children properly cross with the assurance that vehicles will stop.  The assistance from Crossing Guards also educates the children on the time they are allocated to cross the street, reducing accidents.

Recently, there have been a number of requests for Crossing Guards in my Ward that have been rejected by the Toronto Police Services.  Locations where traffic volumes are high and the avenues to cross are four lanes in width.  In an effort to address this safety matter I believe a review of the policies and procedures applied for determining if a Crossing Guard is warranted or discontinued requires review.

The City Clerk recommends that:

1.  City Council establish the following dates and hours for advance voting for the 2016 Toronto District School Board by-election to fill the vacancy in the office of trustee Ward 14 - Toronto Centre - Rosedale (City wards 27 and 28):

            a.  Saturday, June 11, 2016, from 10:00 a.m. to 6:00 p.m.; and

            b.  Sunday, June 12, 2016, from 10:00 a.m. to 6:00 p.m.

2.  City Council authorize and direct the appropriate City Officials to take the necessary action to give effect thereto, including the introduction of the bill attached as Appendix 'A'.

The Toronto District School Board (TDSB) has requested the City Clerk to conduct a by-election to fill the vacancy in the office of trustee for Ward 14 – Toronto Centre - Rosedale (City wards 27 and 28), which is vacant due to the passing of trustee Sheila Ward on February 17, 2016. 

Section 65(3) of the Municipal Elections Act, 1996 (the MEA) states that by-elections must be conducted as far as possible in the same way as regular elections.

Pursuant to section 65(4)3 of the MEA, the City Clerk has established that, for the by-election to fill the vacancy on the TDSB, voting day will be June 20, 2016 and this report recommends advance vote dates and hours.

Section 43(1) of the MEA states that, at least 30 days before voting day, Council must pass a by-law establishing the dates and hours of the advance vote.

The Interim Ombudsman recommends that: 

1.  City Council receives the Toronto Ombudsman's 2015 annual report for information.

The City Solicitor recommends that:

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

2.  Council authorize the public release of the recommendations in Attachment 1 if adopted, with the remainder of Attachment 1 and all of Attachment 2 to remain confidential, at the discretion of the City Solicitor.

This application proposes to amend the former City of North York Zoning By-law No. 7625 to permit a mixed use building containing 374 residential dwelling units and 1,379m2 of retail floor space at 3130 Dufferin Street.  The application proposes a 12-storey building element abutting Dufferin Street, a 6-storey building component abutting Apex Road, a 24-storey tower situated internally to the site (in the southwest corner) and a 6-storey building element connecting the 24-storey and 12-storey towers.  With 45,814m2 of gross floor area, the application proposes a Floor Space Index of 5.84.

The applicant has appealed the proposed Zoning By-law Amendment application to the Ontario Municipal Board (OMB), citing Council's lack of decision on the application within the time frame specified in the Planning Act.  A two week hearing before the OMB is set to begin on June 13, 2016.

Councillor James Pasternak, seconded by Councillor Josh Colle, recommends that:

1.  City Council increase the approved 2016 Operating Budget for Non-Program by $5,600.00 gross, $0 net, fully funded by Section 37 funds obtained in the development at 929, 931, 933, 935, 937 and 939 Sheppard Avenue West (source account: XR3026-3700124) for the purpose of providing one time capital funding to Community Matters Toronto to complete eight murals on Bell Boxes in various locations within Ward 10 (cost centre: NP2161).

2.  City Council direct that the funds be forwarded to Community Matters Toronto upon the signing of an Undertaking by Community Matters Toronto that governs the use of the funds and the financial reporting requirements.

Cultural Hotspot is an initiative of Arts Services that in 2016 will shine a spotlight on arts, culture and community in North York; inspiring new ideas about where culture thrives in Toronto.  Cultural Hotspot - North is bordered by Finch Avenue to the north, Lawrence Avenue to the south, 404/DVP to the east and Jane Street to the west, and it includes Ward 10.

As part of Cultural Hotspot - North, Arts Services is providing $4,000 in funding to Community Matters Toronto, a Toronto based non-profit community organization that will transform eight Bell utility boxes in Ward 10 into works of public art. The theme for the boxes will be determined in consultation with local residents and artists. Preference will be given to artists who live or work in Ward 10. The exact locations of the eight murals will be finalized in spring. An additional $5,600 of funding is required for this project.

Section 37 funds in the amount of $100,000 have been secured and received in the development at 929-939 Sheppard Avenue West for various community benefits, including street and mural art projects.

The intent of this Motion is to transfer a total of $5,600 of Section 37 funds from the development at 929-939 Sheppard Avenue West to Community Matters Toronto to provide one-time capital funding for the purpose of painting murals on eight Bell utility boxes located in various Ward 10 locations.

Prior to the funds being released from the City, Community Matters Toronto will be required to sign an Undertaking that governs the use of the funds and the financial reporting requirements.

Councillor Ana Bailão, seconded by Councillor Joe Cressy, recommends that:

1.  City Council direct the City Solicitor to attend at the Ontario Municipal Board on June 24, 2016, together with appropriate Community Planning staff, in support of the decision of the Committee of Adjustment in refusing Application No. A0752/15TEY respecting 30 Rusholme Road.

At its hearing on December 2, 2015, the Committee of Adjustment refused variance Application No. A0752/15TEY respecting 30 Rusholme Road to construct a new three-storey detached dwelling with integral garage. The Committee of Adjustment Decision is attached.  In its report dated November 24, 2015 to the Committee of Adjustment, Community Planning recommended that the requested variances be refused.   The report of Community Planning is attached.

The applicant has appealed the refusal of the Committee of Adjustment to the Ontario Municipal Board.  A hearing has been scheduled for June 24, 2016.

Councillor Ana Bailão, seconded by Councillor Joe Cressy, recommends that:

1.  City Council amend the decision in Item TE12.68 to read as follows:

"1.  City Council prohibit eastbound and southbound left turns from 7:00 a.m. to 9:00 a.m. and from 4:00 p.m. to 6:00 p.m., Monday to Friday, at the intersection of Dupont Street and Emerson Avenue.

City of Toronto Council, at its meeting on December 9 and 10, 2015, adopted Item TE12.68 entitled "Left-Turn Prohibitions – Dupont Street and Emerson Avenue", and in so doing approved eastbound and southbound left turn prohibitions at all times at the intersection of Dupont Street and Emerson Avenue.

By-law No. 1333-2015 was enacted on December 9, 2015 in connection with the above-noted Item.

The proposed revision to the intersection of Dupont Street and Emerson Avenue will amend the previous decision to reduce the operation to Monday to Friday during the morning and evening peak periods.

REQUIRES RE-OPENING

Toronto and East York Community Council Item TE12.68 - December 9 and 10, 2015 City Council meeting.

Councillor Kristyn Wong-Tam, seconded by Councillor Frances Nunziata, recommends that:

1.  City Council direct the Chief Planner and Executive Director, City Planning to submit a report establishing a Payday Lenders Minimum Distance By-Law that requires any new payday lenders, installment lenders, title lenders, cheque-cashing operations and cash-for-gold operations to be at least 400 metres away from existing lenders.

2.  City Council request the Province of Ontario to increase the lender licence fee from $750 per main office and $990 per branch office to $2,000 and $3000 respectively, and that the increased revenue be invested into financial literacy and management programs at the community level with the goal to reduce the community need and the local demand for payday loans.

3.  City Council request the Province of Ontario to:

i.  cap the annual rate of interest for all lenders to 35 percent;

ii.  direct lenders to review the borrowing patterns of their clients before approval to identify unsustainable borrowing patterns; and

iii.  direct lenders to translate their lending fees to annualized interest rates to visibly highlight the differences in borrowing costs to their clients.

4.  City Council request the General Manager, Economic Development and Culture to convene and encourage regulated financial institutions such as accredited banks and credit unions to locate in all communities, including low-income neighbourhoods, and to develop suitable services such as micro-credits and other financial options that can fill in the current credit gap in priority communities.

5.  City Council request the Government of Canada in its current review of Canada Post to recommend the addition of financial and banking services at Canada Post, or at a minimum, a task force to determine how to deliver new financial and banking services through our postal service.

6.  City Council direct staff to forward a copy of this Motion and to request favourable consideration of same at the Federation of Canadian Municipalities and the Association of Municipalities Ontario.

Toronto residents need City Council to take action to limit the proliferation of payday loan storefronts, installment lenders, title lenders, cash-for-gold, cheque-cashing operations particularly those clustering in areas where incomes are lower than the City’s average. With quick approvals, high interest fees, and little regulation, there is legitimate concern that practices deployed by payday lending businesses can quickly force the poor into insolvency – particularly those with little financial knowledge or management skills.

Payday lenders offer short-term personal loans or “payday advances” for a small sum of up to $1,500 that the client commits to pay back against a post-dated cheque or a pre-authorized debit.

In Ontario, a two-week payday loan has a fee of up to $21 per $100 borrowed. This fee translates into an annual rate of 546 per cent, which represents the most expensive way of borrowing in Ontario. Despite the high costs of this form of credit, payday loans are popular because they have quick approvals that are not necessarily subject to credit checks.

Payday lenders cater to the working poor who are often excluded from formal banking services and have very few financial options. People who resort to payday lending are often already struggling with debt and payday loans can worsen their financial situation.

Recent research shows that the close proximity of these offices to each other encourages borrowers to take second and third loans from competitors to pay back lenders. Calgary-based research demonstrates that the close proximity of these offices to each other can ultimately draw borrowers into ongoing debt spirals. Moreover, a recent study conducted at St. Michael’s Hospital in Toronto links the clustering of payday lending businesses in low-income neighbourhoods to negative public health outcomes.

In response to these issues, in December of 2015, the Government of Ontario announced that it would impose new controls on payday lenders and other alternative financial companies to provide greater protection to financial consumers.

Similarly, several cities in Canada and the United States have already taken action:

• The City of Hamilton approved a motion to seek from the province the ability to limit the locations of payday loan and cheque-cashing outlets, while also strengthening the regulatory framework of the Payday Loans Act.

• Canadian cities such as Calgary, Surrey, Maple Ridge, Winnipeg and Burnaby have taken measures to limit the concentration of new payday and other such predatory lenders with minimum separation distances from existing operations.

• Esquimalt, British Columbia recently increased lender license fees from $100 to $2,000. The increased revenue is invested into financial empowerment programs, which in turn reduces the community need or demand for payday loans.

• The Province of Quebec regulates payday loans by capping the annual rate of interest for all lenders to 35 per cent per annum.

• Some cities in the United States demand that lenders express the borrowing fees in annual interest rates so that clients can understand how their products compare to those of banks; others require lenders to review borrowing patterns with their clients to prevent them from falling into debt spirals through repeat borrowing.

It is in the City’s interest and authority to set limits to payday lenders and cheque-cashing outlets, and to promote financial literacy among residents of vulnerable communities.

The City of Toronto Act and the Municipal Act give municipalities broad authority to regulate the "economic, social and environmental well-being of the City." Furthermore, Toronto's Official Plan has Community Improvement Provisions which allow the City to use "other municipal actions, programs or investments for the purpose of local physical or economic growth, improving social or environmental conditions, or promoting cultural development."

A growing number of individuals and groups within Canada and the United States support the notion of establishing postal banks to provide an alternative to predatory lenders. Postal banks are not a new or radical idea and exist in many part of the world where they are used to provide financial and banking services, increase financial inclusion, promote economic development and generate revenue to preserve and improve postal services.

Councillor Paul Ainslie, seconded by Councillor Joe Cressy, recommends that:

1.  City Council direct the City Manager to instruct the appropriate City staff to collect all relevant data related to the deaths of homeless individuals for occurrences within and outside homeless shelters.

2.  City Council direct that the data collected be shared with the public, agencies, City divisions and Provincial Government ministries for the purposes of influencing decision making through policy and legislation.

3.  City Council direct the City Manager to correspond with the appropriate staff within the Government of Ontario in support of introducing a provincial mandate to track all deaths of homeless individuals for the purposes of data collection to introduce policy and legislation. 

The City does not collect data on the number of individuals that die on the streets of Toronto which occur outside the physical boundaries of our shelter system. This prevents the implementation of policies to position the City of Toronto or the Province of Ontario to address the real statistics when formulating legislation, as well as preparing preventative measures.  Recently a Toronto Star article on February 21, 2016 highlighted the issue. It was entitled:  Ontario’s uncounted homeless dead | Toronto Star.

Data is collected in a number of relevant areas: transportation issues, economic indicators, cycling deaths, pedestrian deaths and much more.  Recognizing the members of our communities who live on the street that we lose every year must be a priority as well.

The absence of data on the number of homeless individuals that die every year provides a false account of the true circumstances facing those who live on the streets of Toronto.  Accurate data would provide the required information to several governing bodies helping to identify areas in policies and legislation which need to be improved. Currently there is no official governing department or legislation available to track the number of homeless individuals that die on our streets. If all these deaths are not counted, it becomes impossible to implement the required needs.

In the Province of British Columbia, the Coroner Services collects data on the number homeless individuals who die every year and has since publically released the information to inform policy and legislation.

To date, 217 homeless deaths have been documented inside of the physical homeless shelters in the City of Toronto since 2007, deaths outside the shelters are not included.

Torontonians die on our streets every year – this is an issue we must all do whatever we can to address.  Collecting the real data on the number of individuals who die on our streets every year will provide the data required to properly address this issue.

Councillor Joe Cressy, seconded by Councillor Mike Layton, recommends that:

1.  City Council amend the 2016 Parks, Forestry and Recreation Capital Budget by increasing the 2016 cash flow for the capital sub-project known as Brunswick-College Parkette Redevelopment in the amount of $80,000 for a total project cost of $580,000, for the purpose of park improvements, funded from the Section 42 Alternate Rate Cash-in-lieu for 297 College Street (source account: XR2213-4200490).

 Councillor Mary-Margaret McMahon, seconded by Councillor Josh Matlow, recommends that:

1.  City Council rescind the northbound right-turn-on-red prohibition in effect at all times at the intersection of Coxwell Avenue and Fairford Avenue/Gerrard Street East.

City Council at its meeting of April 6, 2009 approved the alteration of the roadway by removing the two-way channel on the southwest corner of the intersection of Coxwell Avenue and Fairford Avenue. In addition, northbound right turns from Coxwell Avenue to Gerrard Street East were prohibited during a red signal to prevent motorists from advancing forward and blocking the south side pedestrian crosswalk when waiting to make their turn.

Currently, the south crosswalk is located further north than originally proposed. Therefore, the removal of the northbound right-turn-on-red prohibition is recommended. It should be noted that sightlines are clear and unobstructed for northbound right turning vehicles on Coxwell Avenue to view eastbound traffic on Fairford Avenue.

This Motion is urgent for the safety and wellbeing of residents.

Councillor Paula Fletcher, seconded by Councillor Ana Bailão, recommends that:

1.  City Council direct the City Solicitor to make a request to the Ontario Municipal Board that, given the significant public benefit, community interest, and time sensitivity of the development application at 875-887 Queen Street East, the appeal of the Official Plan and Zoning By-law Amendments be heard at the earliest available date that can be accommodated by the Board’s schedule.

At the February 3 and 4, 2016 meeting of City Council, Council adopted an Official Plan Amendment and Zoning By-law Amendments to permit the redevelopment of lands municipally known as 875-887 Queen Street East. In exchange for increased height and density above what is permitted by the zoning by-law, the owner entered into a Section 37 agreement to secure the construction and sale to the City of shelter space to replace the existing Red Door Shelter that operates out of the to-be-demolished building currently on the site. The new facility will contain approximately 94 beds to serve as emergency shelter for vulnerable families.

On March 4, 2016 the City Clerk received materials appealing Council’s decision to the Ontario Municipal Board. The appeal does not challenge the rezoning or the shelter use, but takes issue with the built form of the building and the size and configuration of ground floor commercial use. The approval of the rezoning and Official Plan amendment will not be final until the appeal is resolved.

No hearing has yet been scheduled. Given Council’s adoption of the Official Plan and Zoning By-law Amendments, as well as the significant public benefit to be provided by the completed development, it is recommended that the City Solicitor take steps to request an expeditious and timely hearing of this appeal before the Ontario Municipal Board.

This Motion is urgent as it is in the interest of the City to obtain a Hearing date as early as possible.

Councillor Kristyn Wong-Tam, seconded by Councillor Josh Matlow, recommends that:

1.  City Council direct the City Solicitor  to appear at the Ontario Municipal Board  and to retain outside consultants as necessary to support the  decision of the Committee of Adjustment in refusing Application No. A0948/15TEY respecting 67 Roxborough Street West.

At its hearing on December 2, 2015 the Committee of Adjustment refused Application No. A0948/15TEY respecting 67 Roxborough Street West for variances to By-laws 569-2013 and 438-86, as amended, to install a front yard parking pad.  The requested variance is set out in the attached Decision of the Committee of Adjustment. The applicant has appealed the refusal of the Committee of Adjustment to the Ontario Municipal Board.  The Committee of Adjustment determined that the requested variances did not maintain the general purpose and intent of the Official Plan and the Zoning By-law and were not desirable for the appropriate development of the land.

This motion is brought forward on an urgent basis as the applicant has filed an appeal with the Ontario Municipal Board.

City Council will introduce and enact General Bills and Confirming Bills.