City Council will confirm the Minutes from the regular meeting held on June 11, 12 and 13, 2013.

Members of Council may file petitions.

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

City Council will review the Order Paper.

The Toronto and East York Community Council held a statutory public meeting on January 22, 2013, and notice was given in accordance with the Planning Act.

This report clarifies the City's process for dealing with discrimination complaints related to City services that are directly delivered and those that are contracted/delivered by third parties. 

The report responds to the September 2012 Executive Committee motions to report on amendments to the City's anti-discrimination policies and to revise the Declaration of Compliance. The Hate Activity and Human Rights and Anti-Harassment /Discrimination Policies have been amended to include new Code grounds; evolving legislated obligations; clarification of requirements regarding third party providers of City services and provisions to ensure that events funded by the City and/or that take place on City property comply with City anti-discrimination expectations while promoting respect, tolerance and diversity.  The Hate Activity and Anti-Harassment/Discrimination Policies both include language in response to the request by the Executive Committee: "the City condemns harassment, denigration, discriminatory actions and promotion of hatred."  Amended procedures will be implemented to ensure consistent handling of hate activity and harassment/discrimination complaints. The City Solicitor has submitted a separate report commenting on the original policy wording as requested by Executive Committee. 

All third-party organizations/individuals that engage in a contract relationship with the City (e.g. permit holders, grant recipients, contractors) are required to sign a Declaration of Compliance with Anti-Harassment/Discrimination Legislation and City Policy.  The Declaration reflects anti-discrimination obligations contained in legislation and City Policy that the City expects third party service providers to uphold.  The Declaration now includes the grounds of "level of literacy" and "political affiliation" as the two grounds that go beyond the Ontario Human Rights Code but are included in City policies. All City legal agreements to which the Declaration applies, will include provisions that stipulate that discrimination complaints must be resolved to the satisfaction of the operating division and the City Solicitor or the contract may be terminated.  

While the report addresses the obligations of grant recipients to abide by the City's anti-discrimination expectations or be subjected to consequences for non-compliance, the motions regarding amendments to the City's Grants Policy and funding conditions are being addressed in a separate report by Social Development, Finance and Administration Division.

To ensure a consistent equity approach, the City's Agencies and Corporations are requested to review and amend their Anti-Harassment/Discrimination Policies to reflect the purpose and principles of the City's Policies as appropriate to their organizations, and/or adopt such policies.

The policy amendments will continue to advance the City's equity commitments while minimizing financial risk resulting from provincial complaints tribunals.

This report has been prepared to provide confidential commentary on the recent Supreme Court of Canada decision in Saskatchewan (Human Rights Commission) v. Whatcott which was released on February 27, 2013 and issues arising from the two reports which shall be before Executive Committee for its consideration on April 23, 2013 respecting proposed amendments to the City's Grants Policy and Anti-Discrimination policies arising from direction given by the Committee at its meeting of September 10, 2012.

This report responds to Executive Committee’s directions of September 10^th, 2012 to "report on amendments to the City's Grants Policy and ensure that events which are funded by the City of Toronto, and/or take place on City of Toronto property, are in accordance with the objectives of the City of Toronto of promoting respect, tolerance and diversity and that the grants guidelines and use of space guidelines are consistent with the amended grants policy." 

The report recommends approval of a revised City of Toronto Grants Policy that: is aligned with the revised City of Toronto Anti-Discrimination Policies (contained in a separate report from the City Manager), integrates existing guidelines on anti-discrimination, complaints, customer service, program standards and performance measures and appeals, and incorporates former stand-alone policies on financial health and partisan political activity.

The report advises that the City of Toronto Grants Policy does not include provisions or mechanisms that would preclude an organization from being recommended for funding due to the use of the term "Israeli Apartheid" or other language that may be considered offensive, but not contrary to the Ontario Human Rights Code or Criminal Code.

The report does clarify Council's ability to add conditions to funding under the policy, reaffirms the appropriate mechanisms to deal with complaints about contracted services and City-funded activity, and highlights the complexity of dealing with "competing interests" among equity-seeking groups at the municipal level.

The City Solicitor has also submitted a report to Executive Committee on this matter.

Issues related to Executive Committee's other directions on anti-discrimination policies will be addressed in a report from the Equity, Diversity and Human Rights Division of the City Manager's Office.

This report recommends the actions necessary to comply with the requirements of the Business Corporations Act (Ontario) (“OBCA”) for holding an annual general meeting of the shareholder of Toronto Hydro Corporation (“THC”) including receipt of the audited annual financial statements and appointment of the auditor.

This report recommends the refusal of an application made by CBS Outdoor Canada (the "Applicant) on behalf of the owner of premises municipally known as 486 Evans Avenue, for a site specific amendment to permit the erection and display of one third party ground sign, with two sign faces, each displaying electronic static copy (the "Proposed Electronic Static Sign").

The Proposed Electronic Static Sign would contain two sign faces, arranged in a "V-shaped" formation facing north-east and north-west towards the F.G. Gardiner Expressway.

Staff recommend that this application be refused pending the results of an ongoing study on electronic signs that is expected to be completed in September 2013 which will shape future regulations around this type of signage. The refusal recommendation is also due to the incompatibility of the sign with the development of the surrounding properties and its proximity to the F. G. Gardiner Expressway and the potential impact on traffic.

The Planning and Growth Management Committee forwards the item to Council without recommendation, as the motion to adopt the item as amended lost.

Currently the sign displays electronic images and operates 24 hours a day with no restrictions on brightness and light cast onto adjacent properties.  This report recommends approval of a revised proposal by Astral Media (the "Applicant") for a site-specific amendment that would allow the existing sign to remain at its current height and continue to operate 24 hours a day with a reduction in the brightness of the sign and light cast onto adjacent properties.

The Applicant's revised proposal would also reduce the brightness of seven other electronic signs operated by Astral Media, approved prior to the effective date of the new

Sign By-law.

To assist candidates to fund their campaigns, the Municipal Elections Act, 1996 ("MEA") prescribes that a municipality may, by by-law, authorize a contribution rebate program for the payment of rebates to individual who contribute to candidates for office on municipal council.  The MEA does not allow other alternative campaign funding or grant programs.  

Should Council decide to implement a contribution rebate program for the 2014 election, it is recommended that the program parameters be the same as those for the 2010 election with one exception.  The exception would require a candidate to close their campaign before rebates are paid to their contributors.  This will prevent the City from having to recover overpayments identified in the supplementary filing.  This by-law will only apply to contributions made to candidates in the 2014 regular election.

The Municipal Elections Act, 1996 ("MEA") provides Council with the authority to pass certain election by-laws, including the establishment of the dates and hours for the advance vote and voting hours on election day.

This report recommends that Council pass a by-law to establish the dates and hours for the advance vote.  This is a mandatory by-law that Council must pass before each election and by-election.  A copy of the proposed bill is attached in Appendix "A" to this report. 

There are significant legal and practical limitations when determining the beginning and end of the advance vote period, as well as the dates and hours.  The Clerk must have adequate time between the end of advance vote and election day to update, verify, format, print and distribute the voters' list to all 1,500+ voting places on election day.  The Clerk must also have sufficient time between the end of nomination day and the beginning of the advance vote to produce and test 220 different ballot styles on the voting equipment.  Finally, the Clerk must schedule reasonable days and hours to avoid the risk of voting place worker fatigue, resulting in increased administrative errors.

This report advises Council of the result of the nomination process for the City of Toronto Access, Equity and Human Rights Awards. These Awards are the Aboriginal Affairs Award, the Access Award on Disability Issues, the Constance E. Hamilton Award on the Status of Women, the Pride Award for Lesbian, Gay, Bisexual, Transgender, Transsexual and Two Spirited Issues and the William P. Hubbard Race Relations Award. 

The recipient of the Constance E. Hamilton Award is selected by the Women Members of Council and will be a separate sub item to this report.

This report provides information on the status of the City’s health and safety system, specifically on activities, priorities and performance during the third and fourth quarters of 2012, and health and safety performance throughout the year.

There was a 2.3% decrease in the number of lost time injuries in 2012 relative to 2011.  In 2012 versus 2011, there was an increase in both the number of medical aid injuries (5.0%) and recurrences (30.7%).  WSIB invoiced costs for 2012 were approximately $2.2 million lower than in 2011. This improvement reflects reduced injury severity and effectiveness of return-to-work efforts. The WSIB cost decrease was achieved in 2012 despite an increase in the WSIB's administration rate from 22.2 % in 2011 to 27.6% in 2012. The overall decrease in WSIB costs over the time period from 2008 to 2012 is approximately $9.2 million.

This report provides information on the status of the City’s health and safety system, specifically on activities, priorities, health and safety performance during the first quarter of 2013.

There was a 19.5% decrease in the number of lost time injuries (LTIs), a 54.5% decrease in the number of recurrences and a 3.9% decrease in the number of medical aid only injuries during the first quarter of 2013 relative to 2012.  

WSIB invoiced costs for the first quarter of 2013 were approximately $6.89 million, $297 thousand higher than in 2012. This increase is attributable to a significantly higher Workplace Safety and Insurance Board revised administration rate (35.8% in 2013 versus 27.6% in 2012) and an increase in costs of firefighter cancer claims.

This report recommends the actions necessary to comply with the requirements of the Business Corporations Act (Ontario) for holding the 2012 Annual General Meeting of the shareholder of Build Toronto Inc. including receipt of 2012 Audited Financial Statements and appointment of the auditor for 2013. This report also transmits documents from Build Toronto Inc. to City Council disclosing the compensation of executive officers employed by the corporation in 2012.

Casa Loma Corporation (the Corporation) was established by City Council in June 2011. The Corporation is currently undertaking a competitive process for a third party manager of the castle, and through a separate process is investigating the potential use of other buildings, including a home for the Museum of Toronto.

This report recommends the actions necessary to comply with the requirements of the Business Corporations Act (Ontario) for the holding of the 2012 Annual General meeting of the shareholder, including receipt of the Audited Financial Statements, transmittal of the 2012 Annual Report, and confirmation of the auditor for 2013. The report also transmits the confidential disclosure of executive compensation paid by the Corporation in 2012. 

This report recommends the actions necessary to comply with the requirements of the Business Corporations Act (Ontario) ("OBCA") for holding an annual shareholder meeting for Toronto Community Housing Corporation (“TCHC”), including receipt of the 2012 financial statements and the auditor's report thereon and appointment of the auditor.

This report responds to Council's request for the City Manager to conduct a service and organizational review of Toronto EMS and Toronto Fire Services. The purpose of the review was to identify and recommend opportunities that maintain the quality of these core municipal services while achieving potential efficiencies. 

The review included an assessment of operational improvements, a demand and resource analysis, and an evaluation of service delivery model options including organizational consolidation.  A third party consulting firm, Pomax Ltd., in partnership with Berkshire Advisors, MGT of America and Stantec were retained through a competitive process to undertake this assignment.

The consultants put forward 20 recommendations for the City Manager and Deputy City Managers' consideration related to organization, resources and apparatus, prevention and education, fire inspection and enforcement, and the communications centres.  This report communicates the results of the review including the recommended disposition of each. The City Manager and Deputy City Managers recommend implementation of 14 recommendations, further due diligence be undertaken on 4 recommendations and no further action be taken on 2 recommendations. 

The Pomax recommendations and the report recommended disposition are summarized in Appendix A.  The Pomax Executive Summary is attached as Appendix B and their full report is attached as Appendix C.  A summary of their recommendations organized by main topic are described below.

Organization

The consultants recommend that Toronto EMS and Toronto Fire Services continue as separate organizations and concluded that a consolidated model will not yield the expected financial, operational or service benefits for Toronto given the maturity of the City’s fire and paramedic services. A firefighter-paramedic service delivery model for Toronto was also considered and not recommended given the significant start up and capital investments required with little evidence of improvement in clinical outcomes for patients.

Toronto EMS Resources and Apparatus

The consultants confirm that call demand for emergency medical response has increased by 28% over the last ten years driven by a growing and aging Toronto population.  They estimate a continued increase in call demand of 2 % to 4 % annually and identify that the City requires an additional 169 paramedics over the next three years to meet current and future demand for emergency medical response for a total increase of 220 paramedic positions including positions approved through the 2013 budget process.  This report requests authority to submit these investment requests through the 2014 and future years' budget process.

Based on early information, the consultants found that community paramedicine programs are expected to slow the growth of event volume for emergency medical response and transport of patients that have not had the benefit of preventative care.  The consultants confirm that the Toronto EMS Community Paramedicine Program provides good value at a relatively low cost to the City and recommends its continuation.

Toronto Fire Services Resources and Apparatus

The review identifies improvements in the deployment of fire resources and apparatus through the use of dynamic staging and predictive modelling.  Section 3D of this report provides further information related to dynamic staging and predictive modelling.  A predictive modelling project for Toronto Fire Services was approved in the 2013 Capital Budget and a procurement process is underway to purchase this technology.  This report requests that the Fire Chief continue to implement dynamic staging and predictive modelling to determine the most strategic and efficient deployment of fire resources and apparatus. 

The consultants suggest that the City use fire traffic pre-emption more effectively to improve fire response times.  Traffic control pre-emption gives emergency response vehicles a green light at specific signalized intersections and has shown to improve fire response times and reduce the risk of collision involving response vehicles, particularly in congested areas.  This report requests the Fire Chief to explore expanding the use of traffic pre-emption in Toronto including leveraging technology investments through related City Transportation Division congestion management initiatives including the Traffic Congestion Management Action Plan and consideration of Intelligent Transportation Systems. 

The consultants confirm that demand for fire response (actual fires and false alarms) has remained flat or declined over the last ten years and that the number of actual fires has also declined even though the population has increased. The consultants identify that there are options available to reconfigure fire resources and apparatus to achieve efficiencies while continuing to provide similar response coverage and outline the possibility of reducing vehicles and stations.  Reconfiguring fire resources and apparatus should be carefully considered through a detailed risk assessment including changes to the community risk profile used to establish insurance rates.

The City Manager and the Deputy City Managers agree that there are opportunities to rationalize and realign the distribution of fire resources and apparatus to achieve efficiencies over the longer term particularly as improvements to fire deployment come on line and enhancements to public education and prevention programs are implemented. 

The City Manager and the Deputy City Managers also agree that reconfiguring fire resources and apparatus requires further evaluation including a detailed risk assessment and consideration of implications to Toronto’s insurance ratings and impacts on service levels. This report recommends that the Fire Chief undertake further evaluation to reconfigure fire resources and apparatus and bring forward changes through an updated Ten-Year Fire Master Plan in 2014 considering the results of the Fire Underwriters Survey and the outcomes of a City-wide risk assessment.

The Fire Underwriters Survey (FUS) is currently underway and the possible closure of station 424 and additional reductions proposed through the 2013 budget process will be considered in their analysis.  The Fire Chief anticipates reporting out the results of the FUS in the fall of 2013 in preparation for the 2014 budget.

Fire Inspection and Enforcement

The review identifies that investment in inspection and enforcement in other jurisdictions has shown to reduce false fire alarms, property loss and loss of life and injury to both private citizens and firefighters over time.  They suggest that the City adopt a more aggressive enforcement strategy to reduce building code infractions particularly in areas posing the greatest risk to people and property and put forward a number of specific operational improvements.  Many of the improvements the consultants put forward are already being implemented including the establishment of a Fire Investigation Team in 2013.  This report refers the fire inspection and enforcement improvements to the Fire Chief to commence or continue implementation and report further as required.

Fire Prevention and Education

The consultants found that there is better value for money when emergency services focus on preventing emergencies and mitigating the City’s risk to fire and other emergencies.  They highlight that prevention and education programs assist in taking pressure off the emergency response system and may reduce emergency response demand over time.

The consultants emphasize that when reconfiguring fire resources and apparatus to achieve efficiencies, changes should be planned in conjunction with enhanced prevention, education and inspection services to reduce the incidence of fires occurring in the first place. They suggest enhancements in prevention and education which may reduce demand for emergency fire response over the longer term particularly when considering reductions to fire resources and apparatus. 

Enhancements to the City’s fire prevention and education programs were approved through the 2013 Operating Budget and are currently being implemented.  The City’s fire education and activities are also currently being evaluated through the Fire Underwriters Survey.  This report refers the fire prevention related recommendations to the Fire Chief for further evaluation and to report back as required.

Update the City's Fire Master Plan

Many of the Pomax recommendations related to fire resources and apparatus, inspection and enforcement and prevention and education highlight the need to update the Fire Master Plan.  The City’s Fire Master Plan was last reviewed and updated in 2007.

An updated Fire Master Plan for Toronto will integrate the current and planned improvements across all fire programs and services and be aligned with the updated Official Plan to ensure that fire requirements resulting from growth are considered.   This report requests the Fire Chief to bring forward an updated Fire Master Plan by the end of 2014 incorporating changes resulting from the adoption of recommendations 5 through 9 of this report (related to fire response, prevention and education and inspection and enforcement) and considering the results of a City-wide risk assessment including impacts to the community fire risk profile used to establish insurance ratings.

Toronto Fire Services is also moving forward with accreditation through the Centre for Public Safety Excellence.  The Accreditation Program, administered by the Commission of Fire Accreditation International (CFAI), enables emergency response providers to use an accreditation process to set goals, develop strategic action plans and continuously evaluate and improve services provided to the public.  The accreditation process involves examining performance across 10 categories, 44 criteria and 253 key performance indicators (KPIs).  The results of the accreditation process will also inform the development of an updated Fire Master Plan including ensuring that it is based on leading industry practices.  This report recommends that the Fire Chief move forward with the fire accreditation process with a target completion of 2015/2016.

Communications Centres

The consultants did not recommend that the City pursue a consolidated communications centre and identified the cost of cross training, required technology investments, collective agreement issues and variations in funding models as key barriers to integration.  The City Manager and Deputy City Managers do not agree that these barriers are insurmountable and recommend additional due diligence be undertaken to explore this further for future consolidation opportunities.

At its meeting of January 15, 2013, City Council directed the Fire Chief/General Manager, Toronto Fire Services consult with the Chief of Police regarding the framework, structure and successes of the Toronto Police Diversity hiring program; to prepare an update to the Toronto Fire Diversity hiring program; and to report to the Executive Committee by the end of the second quarter of 2013 with a plan on how to increase the diversity within Toronto Fire Services to better reflect the population of Toronto.

This report outlines Toronto Fire Services' (TFS) plan to increase workforce diversity, which includes an increase in the number of women and racially diverse personnel in TFS, by ten per cent by the end of 2014. This report also addresses steps taken by TFS to increase diversity in recruitment, employment and to assist employees in overcoming identified barriers.

In a little over two years, Toronto will host the TORONTO 2015 Pan American / Parapan American Games, the largest international multi-sport event (measured by number of participating athletes and sport competitions) ever held in Canada. The Games are expected to draw 10,000 athletes and officials and up to 250,000 visitors to the Toronto region. Training and competition venues for the 51 sports that will be featured at the TORONTO 2015 Games will be located in 13 municipalities across the Greater Golden Horseshoe.

To take full advantage of the opportunities this significant event presents – and to protect and strengthen Toronto's international brand and reputation – this report outlines the anticipated benefits, costs and elements of a Pan/Parapan Am Games Host City Showcase Program for the City of Toronto. A description of sound public policy criteria and processes used to support the identification and evaluation of Host City Showcase Program initiatives is also provided.

The four main elements of the proposed $15.428M Pan Am Games Host City Showcase Program include:

-           a commitment of up to $2.500M for a Public Celebration & Cultural Festival in Nathan Phillips Square;

-           an investment of up to $2.700 M for a Host City Welcome & Engagement Program to support Games related marketing and communication activities, and enhanced visitor and business services;

-           funding of up to $6.228M for 16 innovative projects which will leverage the profile of the Games to advance City Council endorsed objectives related to (i) economic development and tourism, (ii) sport development and healthy living, and (iii) resident engagement and cultural celebration; and

-           flexibility to invest up to an additional $4.000M over the next two years in other Host City Showcase Program initiatives championed by the City or Games partners, subject to the development of business cases, evaluation using criteria outlined in this report, and final review and consideration by City Council.

Implementing the Host City Showcase Program recommended in this report will help attract additional funding and support from Games partners, including the Organizing Committee for the TORONTO 2015 Pan/Parapan American Games ("TO2015").

The Host City Showcase Program will also have a significant positive impact on the overall quality and experience of the TORONTO 2015 Games for city residents and businesses; visitors and dignitaries; athletes, coaches and officials; and local and international media.

A related purpose of this report is to describe and propose the establishment of a new Major Special Event Reserve Fund which would be used, initially, to fund components of the Showcase Program. This Reserve Fund has the potential to be one of the most important institutional legacies of the Games, as it would position Toronto to more effectively pursue and deliver other high profile events by providing a funding source to cover (a share of the) non-recurring bidding, municipal service and enhanced City programming costs associated with such events.

This report advises of a new 2015 Games venue request from the Toronto Organizing Committee for the 2015 Pan and Parapan American Games (“TO2015”) and seeks authority to pay for the venue from approved PF&R 2015 Games capital project funding.

In addition, this report provides an update on the status of the Parks, Forestry and Recreation (“PF&R”) 2015 Pan and Parapan American Games (“2015 Games”) capital projects.

Specifically, the City has received a request from TO2015 for the use of the waterways between Ontario Place and Marilyn Bell Park (the “West Channel”) (please refer to Appendix “A”) for the purposes of hosting Water Ski and Wakeboard, Open Water Swimming and the swim segment of the Triathlon during the 2015 Games.  Certain capital works must be completed for the waterways to meet international competition standards (the “West Channel Project”).

In 2011, City Council approved a capital project called Pan Am Aquatic Centre/Canadian Sport Institute for Ontario (the “PAAC”), which is now the Toronto Pan Am Sport Centre (TPASC”).  The approved TPASC project cost is $248.93 million, $54.765 million of which represents the City's contribution.  However, the guaranteed price of the TPASC contract, project managed by Infrastructure Ontario (“IO”), is $205 million.  Consequently, the City’s contribution has been reduced to $45.10 million, resulting in projected Budget Savings of $9.67 million (the “TPASC Budget Savings”).  The TPASC contract cost is guaranteed; if project exceeds $205 million, the City’s contribution will not increase.  Council’s authority is sought for the General Manager of PF&R to redirect $2.42 million of the projected TPASC Budget Savings to fund the new West Channel Project.

This report is an update on work towards the establishment of a City of Toronto – Toronto School Boards working group, as requested in Member Motion MM23.3. This report recommends establishment of a City of Toronto – Toronto School Boards Task Force composed of City of Toronto Councillors and Toronto-area School Boards Trustees.

The purpose of the Task Force will be to identify issues of concern to Toronto residents which could benefit from better coordination between the City and School Boards, and to provide recommendations to City Council and Toronto-area School Boards on how to achieve and maintain such coordination and cooperation.

As previously reported to City Council, Seaton House, a 543-bed City-operated emergency shelter for men located at 339 George Street, is in critical need of redevelopment due to the building's aging condition and its challenges in providing appropriate emergency shelter programs.  Shelter, Support and Housing Administration (SSHA) and Long-Term Care Homes and Services (LTCHS) are partnering to recommend an innovative project that responds to community need and addresses both the need to redevelop Seaton House and the need for a long-term care home in downtown Toronto.  The divisions are recommending the co-location of services in a new facility on George Street to more effectively address the needs of both short-term homeless men and an aging vulnerable population.

At its meeting of November 30, 2009 City Council gave the General Manager of Shelter, Support and Housing Administration the authority to negotiate a public interest partnership with Spike/KMAI to redevelop Seaton House along with adjacent properties to the south.  Those negotiations were not successful.  This report provides an update on activities since 2009.

Staff have consulted stakeholders representing a broad range of interests in relation to the proposed redevelopment.  Shelter, Support and Housing Administration retained a consultant to conduct a feasibility study of options for redevelopment.  Recommendations in this staff report take into account feedback received from stakeholder consultations as well as the consultant's findings and represent staff's advice on what will meet the needs of the homeless and vulnerable residents of Toronto served by Shelter, Support and Housing Administration within the George Street neighbourhood and Long-Term Care Homes and Services within the Toronto Central Local Heath Integration Network (LHIN) downtown area.

This report seeks Council authority to move forward with the redevelopment plans for Seaton House, including the purchase of private properties adjacent to the shelter, in partnership with Long-Term Care Homes and Services.

The recommended option, based on the consultant's report, includes approximately 100 emergency shelter beds, in line with best practices, as well as a long-term care home (estimate based on 162 beds) and 24,000 square feet of space for community services.  The consultant's study only investigated preliminary massing options.  The exact number of beds for both the emergency shelter and long-term care home as well as space for associated community services will be refined as more detailed plans are developed.  The preferred option would also include surplus land on the north end of the site which could be developed for affordable housing with support services for former shelter residents and/or include a private sector partnership to help offset overall development costs.

One of the redevelopment objectives is to find more appropriate permanent housing for Seaton House residents.  Men residing in the Long Term Program and Annex/Infirmary Program (approximately 250 residents) could be eligible for long-term care or assisted living homes, housing with supports or housing allowances.  The redeveloped shelter would accommodate approximately 100 men from the Emergency Shelter program, leaving approximately 140 residents that could be absorbed into transitional housing programs or the emergency shelter system.  SSHA will develop and implement a transition plan for all residents of Seaton House over the next four years.

In addition to providing more effective services to homeless people and vulnerable individuals, the proposed redevelopment can act as a catalyst for the Downtown East Revitalization Strategy, contributing to a safer and healthier neighbourhood.  The redevelopment is consistent with the goals and principles of Council's Housing Opportunities Toronto (HOT) ten year affordable housing strategy and the Toronto Seniors Strategy.

If Council adopts the recommendations put forward in this report, staff will report back on the status of the redevelopment by the second quarter of 2015 and prior to recommending any final decision. The earliest date to begin construction is estimated to be 2017.  In the interim, Shelter, Support and Housing Administration would continue with stakeholder consultations and retain a consulting team to continue with the redevelopment plans, planning approvals and detailed costing.

In 2012, Toronto City Council authorized the City to enter into a Master Agreement for the implementation of a Provincially-funded Toronto light rail transit program, which agreement the City signed with the TTC and Metrolinx (the "Master Agreement").

This report seeks authorities that will permit the City to coordinate its own infrastructure projects with the first phase of Metrolinx's Toronto light rail transit program (the "Transit Program") to avoid multiple construction disruptions in the same location and to capitalize on any cost savings that may be available.

Toronto Water and Transportation Services have identified a preliminary list of capital projects that Metrolinx could construct for the City in the course of construction of the Transit Program. The estimated cost of this list of capital projects is included in the confidential attachments to this Report (the “Confidential Information”). The City may identify other opportunities to coordinate City infrastructure projects with Metrolinx as the latter provides the City with more information pertaining to the scope and schedule of the Transit Program, including City infrastructure that will be impacted by transit construction.

Metrolinx is utilizing the services of several contractors, including one that will design, build, finance, and maintain the Transit Program in accordance with a concession agreement that follows the Provincial alternative financing and procurement ("AFP") model. A request for proposals ("RFP") will be issued by Metrolinx this Fall to select a contractor (the "AFP Contractor"). Accordingly, the City must move quickly to incorporate its requirements for additional infrastructure in the RFP.

This report also outlines the process that City divisions will subsequently follow through consideration of annual capital budgets, to seek funding for City infrastructure projects which the City wishes to have Metrolinx undertake as part of the coordination of capital projects.

This report requests City Council’s authority to amend Toronto Water's Approved 2013 Capital Budget and 2014-2022 Capital Plan by adjusting project cashflows contained within the Budget and Plan, respectively, to better meet program requirements.  The adjustment of  project cash flows will have a zero gross overall Capital Budget impact and will better align 2013 and future year cash flows with Toronto Water's capital project delivery schedule and program requirements.

This report seeks City Council approval to undertake a pilot program designed to advance funding to consenting property owners interested in undertaking qualifying energy and water improvements and willing to allow the City to impose a Local Improvement Charge (LIC) on their property to secure repayment.  The program responds to a City Council directive and is authorized by recent Provincial amendments to the City of Toronto Act's LIC regulation (Ontario Regulation 596/06).

Eligible LIC projects include cost-effective natural gas, electricity and water efficiency and conservation measures.  The funds advanced to consenting property owners would be repaid to the City over a period of 5 to 15 years (single-family houses) and 5 to 20 years (multi-unit residential buildings) via a special charge that is added to the property tax bill of the benefitting property.  The repayment term would be geared to generally reflect the anticipated operating cost reductions (i.e. energy or water savings) and useful life of the retrofit measure(s).

This voluntary program will include two streams, single-family homes and multi-unit residential buildings, and targets the participation of up to 1,000 houses and 10 multi-unit residential buildings completing energy assessments, installing energy efficiency and water conservation measures and accessing the LIC, with a total funding envelope of $20 million.  The program is projected to stimulate job creation, increase housing affordability through operating cost savings and annually avoid 5,000 tonnes of greenhouse gas emissions.

The primary focus of the pilot program is to test the market receptivity to this new financing mechanism, its ability to accelerate the uptake for investment in energy efficiency and evaluate how it aligns with the City’s economic development, housing quality and affordability and environmental sustainability objectives.

This report requests authority to adopt a by-law to levy amounts for the 2013 taxation year for public hospitals, universities and colleges, and correctional facilities (the “institutions”), estimated at approximately $16 million (annual “Heads and Beds” levy).

This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2013 taxation year on railway roadways and rights of way and on land used as transmission or distribution corridors owned by power utilities, totalling approximately $7.3 million in taxation revenue, of which the municipal share is $6.6 million and the provincial education share is $0.7 million. 

This report provides a review of the annual returns realized in 2012 on the funds invested in the City's internally-managed investment portfolios. These portfolios hold the City's working capital and the amounts designated for the City's reserves and reserve funds.  The investment results for other funds, such as sinking funds, pension funds and trust funds are reported on separately.

In compliance with Ontario Regulation 610/06 Financial Activities of the City of Toronto Act, 2006, a record of each transaction in the City's own securities is listed in this report.

To allocate funds from Land Acquisition Reserve Fund (LARF) for previously approved projects in the Scarborough Civic Centre Complex in order to undertake previously identified and new projects that will enhance services to the public. These adjustments will maximize the use of dedicated LARF and Section 37 funds with zero impact on City debt funding levels.

This report responds to City Council's direction to report on recommendations to make the City of Toronto budget process more transparent for Councillors and the public and to consider the proposed 2014 Budget timelines.  The report also responds to City Council's direction to report recommendations for a revised budget process for 2014 and future years.

Recommended revisions to the 2014 Budget process included in this report are based on the feedback provided to the Deputy City Manager and Chief Corporate Officer following a series of meetings that were open to all Councillors, with half of Council participating.  Recommended revisions will provide information and opportunities to ensure greater transparency in the budget process; improve the process for briefing all Councillors and reviewing divisional budgets and corporate accounts; permitting more time between Committee meetings and allowing for an earlier distribution of agendas; and allowing for Standing Committee review of divisional service levels and standards prior to consideration of the annual Capital and Operating Budgets.

In April, 2010, City Council authorized a Below Market Rent lease agreement with the Theatre Centre at 1115 Queen Street West for the purpose of adaptively reusing the heritage designated Carnegie Library as a performing arts hub and community meeting space.  Theatre Centre, a not for profit organization, has partnered with other levels of government and the private sector to undertake the extensive renovations required of this City-owned facility, with a capital investment in this project estimated at $6.225 million (the "Project"). 

Theatre Centre has secured funding for over 70% of the Project cost ($4.5 million), leaving $1.725 million to be funded by Theatre Centre itself.  It proposes to do so by way of a capital fundraising campaign, which is underway but not yet completed.  To date, Theatre Centre has raised $1.02 million in pledges and cash, and the campaign is forecast to reach its full fundraising goal within the next 4 years.

Theatre Centre needs to bridge finance the shortfall.  Because Theatre Centre has no tangible assets (the property is owned by the City), their lender will require a loan guarantee.  Theatre Centre's lender is prepared to advance a $1.5 million loan, of which $1 million would be secured by the City and $0.5 million would be unsecured.

This report seeks Council approval of a capital loan guarantee to be issued by the City in favour of Theatre Centre in the amount of $1.0 million for a four year period ending in December 2017, subject to the terms and conditions described herein.

This report responds to a request by Council for a report on the financial impact of a Development Charge By-law amendment relating to the conversion of certain types of non-residential floor space, primarily industrial, to other non-residential uses.

Under the City's Development Charge By-law (275-2009) certain non-residential uses, such as industrial, hospitals, colleges/universities, public schools and places of worship, are exempt from development charges. Prior to the amendment (By-law 1228-2011), redevelopment of such uses, even through interior alterations, to other non-residential uses was subject to the payment of development charges. The amendment provided a development charge reduction for redevelopment through interior alterations of such uses to other non-residential uses, and therefore represented a reduction in development charge revenues for the City. Based on data for 2012, while aggregate development charge revenues were almost $150 million (non-residential share $13.2 million), the revenue foregone as a result of the amendment amounted to approximately $1.71 million.

The purpose of this report is to provide Council with the City of Toronto Operating Variance for the year ended December 31, 2012 and allocation of the 2012 year-end under-spending.  

The preliminary 2012 year-end operating position for Tax Supported Operations resulted in a net favourable variance of $248.183 million available for distribution after Council/Legislative Requirements are met.  Consistent with the City Council's approved Surplus Management Policy, at least 75 percent of the surplus or $186.116 million of the 2012 final year-end operating results will be allocated to the Capital Financing Reserve and $62.067 million will be allocated to underfunded liabilities and/or reserve funds.  In addition, Rate Supported Programs reported a year-end net favourable variance of $63.186 million.

It should be noted that the audit of the 2012 financial statements is not complete.  As a result, there is a possibility that changes to the final surplus amount could occur but staff anticipate that any further adjustments will be minor in nature.

City Council on June 11, 12 and 13, 2013, adopted Item CC36.5, as amended and in so doing, has requested the Executive Committee, when dealing with the Operating Variance Report for the year ended December 31, 2012, to consider as a priority, that the unspent portion of Shelter, Support and Housing be retained by the Division and be split between the social housing reserve fund to create new affordable housing units and the supplement programs to help keep vulnerable tenants in Toronto Community Housing Corporation units properly housed.

City Council on June 11, 12 and 13, 2013, adopted, as amended Item CC36.5, headed, “Housing at Risk: An Investigation into the Toronto Community Housing Corporation's Eviction of Seniors on the Basis of Rental Arrears”. 

City Council’s request is forwarded to the Executive Committee for consideration with the Operating Variance Report for the year ended December 31, 2012.

The purpose of this report is to provide the 2012 Capital Variance Report for the year-ended December 31, 2012 and to seek Council’s approval for 2012 and prior year carry forward funding with no incremental impact on debt.

Capital expenditures for the twelve months ended December 31, 2012 totalled $2.400 billion or 62.5% of the 2012 Approved Capital Budget of $3.838 billion (see Chart 1).  This spending pattern is consistent with prior years.  As detailed by City Program and Agency in Appendix 1, it is noted that 15 of 35 City Programs and Agencies spent in excess of 60% of their respective 2012 Approved Capital Budget.

(See Summary Section of the report dated May 23, 2013,

from the Deputy City Manager and Chief Financial Officer for

 Chart 1 entitled "2012 Capital Budget Vs. Actual Expenditure for

 the Period Ended December 31, 2012")

This report recommends that City Council authorize the Board of Governors of Exhibition Place (“the Board”) to enter into an agreement with Ovations Food Services, LP (Ovations) to provide exclusive food and beverage services to Direct Energy Centre (“DEC”) at Exhibition Place and the other buildings utilized for trade and consumer show venues for a term of eleven (11) years, (4) months, and fourteen (14) days commencing July 18, 2013, and terminating on November 30, 2024.  Ovations, a division of Comcast-Spectacor, operate in more than 120 venues in Canada and the United States servicing over 9 million guests and exceeding $250M in sales.

A public Request for Proposals for Food and Beverage Services (RFP) was issued through the City of Toronto, Finance Department, Purchasing and Material Management Division (PMMD) for the exclusive food and beverage services wherein two responses were received for this opportunity.  Following a lengthy evaluation, Ovations is being recommended as the Preferred Proponent. 

The purpose of this report is to present the City of Toronto's Consolidated Financial Statements for the year ended December 31, 2012 to Council for approval and provide highlights of the City’s 2012 financial performance and financial condition as of December 31, 2012.

For the 2012 financial statements, the City's external auditors have audited the budget numbers for the first time.  Subsequent to forwarding of the financial statements to the Audit Committee, the auditors have requested a change to two budget values as a result of budgeting of tangible capital assets relating to the TTC.   The adjustments changed budget values only, and have resulted in the various changes to the report and financial statements.

The Audit Committee recommends that:

1.         City Council receive for information, the report (June 18, 2013) from the Auditor General on the status of the financial audits of the City’s Agencies and Corporations for the year ended December 31, 2012.

The purpose of this report is to provide the Audit Committee and City Council with the status of financial audits of the City’s Agencies and Corporations for the year ended December 31, 2012.

The majority of the audits of the City’s Agencies and Corporations have been completed and approved by their respective Boards.  Any financial statements that are outstanding will be available for the next Audit Committee meeting.

Audited Financial Statements for The Hummingbird Centre for the Performing Arts (operating as "The Sony Centre for the Performing Arts") for the year ended December 31, 2012.

Financial Statements for the Toronto Public Library Board as at December 31, 2012.

Financial Statements for the St. Lawrence Centre for the Arts as at December 31, 2012.

Financial Statements for the Toronto Zoo for the year ended December 31, 2012.

Financial Statements for Heritage Toronto as at December 31, 2012.

Consolidated Financial Statements for the Toronto Atmospheric Fund for the year ending December 31, 2012.

Financial Statements for The North York Performing Arts Centre Corporation (operating as the Toronto Centre for the Arts) for the year ending December 31, 2012.

Financial Statements for the Toronto Parking Authority for the year ended December 31, 2012.

The purpose of this report is to present the City of Toronto’s Consolidated Trust Funds Financial Statements for the year ended December 31, 2012 to City Council for approval and provide highlights of the Trust Funds' 2012 financial performance and financial condition as of December 31, 2012.

The purpose of this report is to present the City of Toronto’s Sinking Funds Financial Statements for the year ended December 31, 2012 to Council for approval and provide highlights of the Sinking Funds' 2012 financial performance and financial condition as of December 31, 2012. 

This report provides information regarding the implementation status of audit recommendations contained in various reports issued by the Auditor General to City divisions.  On an annual basis the Auditor General reviews the implementation status of outstanding audit recommendations and reports the results of the review to Council through Audit Committee.

Since July 1, 2007 the Auditor General has issued various reports containing a total of 472 recommendations.  Since that time 13 of these recommendations have been identified by the Auditor General as no longer relevant.  Factors such as reorganizations and changes in business practices and service levels have rendered these recommendations no longer applicable.  Consequently, 459 of the 472 recommendations continue to have relevance.

Management has made progress on implementing outstanding audit recommendations.  However, a number of recommendations have been outstanding for a long period of time.  Our analysis indicates 42 recommendations have been outstanding for over three years and 11 of these recommendations are over five years old.  Management should take steps to implement these recommendations.  

The results of our review indicate management has fully implemented 340 or 74 per cent of the recommendations made by the Auditor General during the five year period from July 1, 2007 to June 30, 2012.

From a historical perspective, the Auditor General has issued 1268 recommendations since January 1, 1999.  Management has fully implemented 90 per cent or 1138 of these 1268 recommendations.  Continued efforts to implement outstanding recommendations will provide additional benefit to the City through cost savings, additional revenue and enhanced service delivery.

This report provides information regarding the implementation status of audit recommendations contained in various reports issued by the Auditor General to City agencies and corporations.  On an annual basis the Auditor General reviews the implementation status of outstanding audit recommendations and reports the results of the review to City Council through Audit Committee.

Since July 1, 2007 the Auditor General has issued various reports to City Agencies and Corporations containing a total of 173 recommendations.  Since that time six of these recommendations have been identified by the Auditor General as no longer relevant.  These recommendations are no longer relevant as reorganizations and changes in business practices and service levels have rendered them no longer applicable.  Consequently, 167 of the 173 recommendations continue to have relevance.

The results of our review indicate that on a combined basis, City agencies and corporations have implemented 71 per cent or 118 of the 167 recommendations made by the Auditor General from July 1, 2007 to June 30, 2012.

Continued efforts to implement outstanding recommendations will provide additional benefit to the City through cost savings, additional revenue and enhanced service delivery.

This report provides information regarding the implementation status of recommendations made by the Forensic Unit of the Auditor General’s Office which were publicly reported through Audit Committee.  These recommendations were made in the context of annual Fraud and Waste Hotline reports or other special reviews such as the 2012 report on Improving, Reporting and Monitoring of Employee Benefits.

On an annual basis, the Auditor General reviews information provided by management to determine the accuracy of management assertions related to each recommendation.  The results of this review are communicated to Council through Audit Committee.

Since January 2007, the Auditor General has issued various reports related to its operation of the City’s Fraud and Waste Hotline Program.  Since that time a total of 15 recommendations have been reported publicly.

The results of our review indicate management has not fully implemented seven outstanding recommendations made in reports by the Auditor General’s Forensic Unit from January 1, 2007 to December 31, 2012.

Continued efforts to implement outstanding recommendations will provide additional benefit to the City through cost savings, additional revenue and enhanced service delivery.

As well, an additional 12 recommendations were made to management staff in the context of confidential investigation reports and have been fully implemented.  The implementation status of confidential recommendations is communicated directly to the City Manager.

The implementation of recommendations contained in the 2011 audit report entitled “311 Toronto – Full Potential For Improving Customer Service Has Yet To Be Realized” was assessed in early 2013.  The purpose of this report is to inform the Audit Committee of the implementation status of recommendations in the 311 audit report.

The 2011 audit report contained 12 recommendations. Based on information provided by management staff and our independent analysis and verification, we have determined that nine recommendations have been fully implemented.  The remaining three recommendations were partially implemented.

Since our 2011 audit, 311 Toronto has significantly improved its call response capacity resulting in more calls being answered in a timely manner.  The percentage of calls answered within 30 seconds has increased from 35 per cent in 2011 to 66 per cent in 2013.  Equally important is fewer calls with wait time longer than three minutes.  In 2011, on average nine per cent of callers waited longer than three minutes before answered by an agent.  In 2013, only two per cent of callers needed to wait longer than three minutes for their calls to be answered.  The unplanned absent days per year, according to management staff, have decreased from an average of 22.9 days in 2011 to 16.2 days in 2012.

The Audit Committee submits this Item to City Council without recommendation.

This report responds to the October 12, 2012 direction from Council directing Parks, Forestry and Recreation to work with the Province to secure funding to stabilize the current After-School Recreation Care (ARC) program and develop a Business Case for the 2014 Operating Budget that would ensure the continuation of the current ARC program. The options for expanding the ARC program are also addressed.

The Report provides an update on the current status and funding for the After-School Recreation Care (ARC) program and recommends that Parks, Forestry and Recreation work with Children's Services and other funding partners to identify long-term funding and potential expansion options for the program.

This report provides an update on the implementation of Full-Day Kindergarten (FDK) and the transition to an integrated early learning and care system.  FDK implementation is currently in the third year of a five year process. The report reviews the resources that have been requested from the Province, what has been received to date and what is still required. This report also updates the Ward Analysis, which projects the licensed child care capacity in each city ward at full implementation of the program.  This analysis was first reported to City Council in November 2011. 

The Ministry of Education's Schools-First Child Care Capital Retrofit Policy provides $113.0 million over three years to school boards across Ontario.  This funding will convert current licensed school-based child care spaces for four and five-year olds to spaces that can be licensed for younger children, birth to 3.8 years (before kindergarten age).  Under the policy, school boards must work jointly with municipalities to determine how they will use the funding.  This report outlines the process and criteria used for determining schools recommended for capital investment under the provincial policy.

This report identifies sites selected in the first phase of this policy in the Toronto Catholic District School Board (TCDSB) and Toronto locations in the Conseil Scolaire Viamonde and Conseil scolaire de district catholique Centre-Sud.  Toronto District School Board (TDSB) facility staff are still finalizing their plans and acquiring necessary approvals within the board.

In 2012, media coverage of a young immigrant's death drew attention to the potential for the isolation and abuse of newcomer children, and brought to light coordination gaps between Canada's immigration, settlement and child protection systems. These gaps can contribute to the vulnerability of immigrant children to abuse and neglect, specifically children that immigrate to Canada to be reunited with their parent(s) after a long period of separation.

This report responds to the Community Development and Recreation Committee request for investigation related to the issue of immigrant children suffering abuse. The report provides an outline of the findings and work to date, highlighting risk factors and coordination gaps between immigration authorities, child protection and other agencies.

This report provides an update on the implementation to date of the Toronto Strong Neighbourhoods Strategy 2020 (TSNS 2020), which was adopted by Council in March 2012.  A final report on the roll out of the Strategy will be considered by the Community Development and Recreation Committee at its December 3, 2013 meeting, and full implementation of the Strategy will begin in 2014.

Much of the work required to implement TSNS 2020 has taken place as a part of Urban HEART @Toronto, a research project of the City, the Centre for Research on Inner City Health, United Way Toronto and other community partners.  The project is now nearing completion, and its results will be used to establish measures in five policy areas that TSNS 2020 will set targets against:  Physical Environment and Infrastructure, Social and Human Development, Economic Opportunity, Governance, and Health. 

Urban HEART @Toronto measures will be used to identify a series of Neighbourhood Improvement Areas (NIAs) for focused City attention.  Consultations with residents, Councillors, community and government funders, the private sector, the community sector, and City Divisions, Agencies and Corporations, will be held in September and focus on four key issues:

1.         How should the Urban HEART @Toronto indicators be used to set criteria and select Neighbourhood Improvement Areas?

2.         What targets should the City set for its performance against these indicators?

3.         What additional criteria should be considered to select Neighbourhood Improvement Areas?

4.         What information should the City track and report to understand whether its efforts are making a difference in Neighbourhood Improvement Areas and other neighbourhoods?

A maximum of twelve NIAs and regular reporting on the wellbeing of neighbourhoods against the measures developed by Urban HEART @Toronto can be supported within existing resources.  The report describes the estimated resources required to support additional NIAs and evaluate the Strategy's impact.  The Executive Director, Social Development, Finance and Administration will report to the September 18, 2013 meeting of the Community Development and Recreation Committee on options and priorities to ensure the Strategy's broader implementation.

The purpose of this report is to respond to City Council’s request for an update on Provincial-Municipal actions related to The Review of the Roots of Youth Violence and The Ontario Youth Action Plan, and to detail a framework for the development of a Toronto Youth Equity Strategy. 

The 2008 Provincial Task Force Co-Chaired by the Hon. Roy McMurtry and Hon. Dr. Alvin Curling identified 30 recommendations to address the symptoms and underlying causes of youth violence and marginalization.  While governments and their community partners have implemented a number of youth programs, services and initiatives since the McMurtry-Curling Review was completed, staff analysis indicates that few Provincial actions have addressed the causes and effects of youth marginalization as detailed in the Review of the Roots of Youth Violence report.

Four years after Roots, the Province launched the Ontario Youth Action Plan in the wake of the Eaton Centre and Danzig shootings. While the Plan has committed to actions that will benefit youth across Ontario, it does not specifically target those youth most at risk to violence and victimization. It also does not initiate any significant Provincial-Municipal partnership in support of high risk youth in response to the McMurtry-Curling Review or to advance the Ontario Youth Action Plan.

Despite some strategic youth actions since the McMurty-Curling Review, there still remains a significant need for a comprehensive, holistic and targeted approach to support youth at high risk of marginalization. In response, this report details a framework for the development of a Toronto Youth Equity Strategy to support high risk youth. It also recommends that City staff report back to the September meeting of Community Development and Recreation Committee, identifying potential program initiatives that the City can implement to address the needs of youth at high risk of marginalization through the 2014 City Budget process.

The Ontario Lottery and Gaming Corporation (OLG) has introduced the Charitable Bingo and Gaming Revitalization Initiative (eBingo) aimed at preserving and enhancing the bingo industry and sustaining revenues for local charities.  The Initiative requires the City, hall operators and charities to enter into a multi-year agreement with the OLG for the provision of services.

City Council at its February 20 and 21, 2013 meeting had a report before it which provided an update on discussions with the OLG on a form of agreement satisfactory to the City, particularly with regard to the length of the term of the agreement and a method to mitigate the decline in City revenues.

At that meeting City Council requested the City Clerk to conduct further negotiations with the OLG and to report back to the May 13, 2013 meeting of the Government Management Committee on the outcome of the negotiations.  Council also requested the City Solicitor to report on the ability of charitable bingo gaming sites to add slot machines or convert the sites to a casino.

This report provides an update on the further discussions held with the OLG.  Attached is the original report which needs to be considered with this report.

The Government Management Committee submits this item to City Council without recommendation.

This report recommends the terms of transfer to Build Toronto of two properties previously declared surplus:  Part of 2000 and 2002 Lake Shore Boulevard West and 5131 Sheppard Avenue East.

By its adoption of GM20.6 on April 3 and 4, 2013, Council endorsed the enhanced process for property transfers to Build Toronto to augment the declare surplus and disposal process by, among other things, inclusion of City Planning on staff teams considering property transfers and earlier and ongoing communication between real estate and the local councillor, planning and Build Toronto.  This process has been implemented with respect to the properties in this report.