Agenda

• O Canada

• Moment of Silence

• Declarations of Interest under the Municipal Conflict of Interest Act

6.         City Council direct that the local capital improvement portion of the cash-in-lieu of parkland payment (i.e., 25 percent) made pursuant to Section 42 of the Planning Act with respect to the development be directed to improvements within the St. Lawrence Neighbourhood and King-Parliament areas.

This application proposes the redevelopment of the property at 25 Ontario Street with a 21-storey mixed-use building, consisting of commercial uses on the ground floor and a residential condominium above.  The proposal includes the retention of the north and west walls of the existing listed heritage building.  A total of 219 dwelling units, including 35% at two–bedroom or larger, and 198 vehicular parking spaces in five levels of below-grade parking are proposed.  The applicant is seeking to attain Tier Two of the Toronto Green Standard for the proposed development.

The proposed building, with its heritage retention and contextually sensitive massing represents the type of built form that is consistent with the planning framework and emerging built form for this area of King-Parliament.

This report reviews and recommends approval of the application to amend the Zoning By-law.

The City of Toronto collects development charges from new construction to pay for a portion of net municipal growth-related capital costs.  The City’s current development charges by-law expires on April 30, 2014.  A new Development Charges Background Study has been prepared pursuant to the Development Charges Act, 1997.  The purpose of this report is to present the 2013 Development Charges Background Study and the proposed development charges by-law for consideration at a statutory public meeting. 

Development charges rates, as set out in the background study, are calculated on a cost recovery basis and represent the maximum charges that can be imposed.  These represent notable increases over current levels and are primarily the result of revised growth forecasts, updated capital programs, and discounts in the current charges.

If the recommended charges are adopted by Council, at the end of the proposed phase-in period, residential development charges would increase by about 90% and non-residential development charges (i.e. primarily retail charges) would increase by approximately 30% over current levels.

The proposed by-law continues many of the current policies, including exemptions for affordable rental housing, industrial development and employment uses qualifying under the Imagination, Manufacturing, Innovation and Technology Financial Incentives Program.  The non-residential charge would continue to apply to the ground floor only of non-exempt, non-residential development (primarily retail).  In addition, the Tier 2 Toronto Green Standard development charges incentive program is proposed to be continued at the levels approved in the 2009 by-law.  These and other definitional changes in the proposed by-law are unaffected by the transition provisions, which apply only to the level of the charges, and shall be effective from the date that the by-law comes into force.

Proposed transition provisions implement the changes in the rates over a period of time in order to mitigate the impact of the new rates on development applications that are well along in the development approval process and to allow for an orderly implementation of the new by-law.  The change in the rates would be phased-in over a nine month period with full implementation by July 1, 2014. 

After the statutory public meeting, it is proposed that staff report to the October 8, 2013 meeting of City Council on the results of the public meeting and any recommended changes to the by-law.

The Executive Committee recommends that:

1.         City Council retain the Toronto Zoo and the Zoo Board of Management as a City Board and agency pursuant to the City of Toronto Act.

2.         City Council request that the Toronto Zoo Board of Management's forthcoming 2014 Strategic Plan include the following:

a.         A Facility Master Plan;

b.         Sources of capital and operating program funding including: fundraising, sponsorships and partnerships, with an emphasis on the promotion of wildlife and habitat conservation, environmental sustainability, and public education;

c.         Strategies to improve on site visitor spending, and possible addition of new compatible activities or other measures which boost attendance and net revenues;

d.         Possible joint programs and capital projects in partnership with Parks Canada within the implementation of the Rouge National Urban Park; and

e.         Service efficiencies that reduce the need for government operating funding.

3.         City Council request that the Province of Ontario take a strong role in the future of the Toronto Zoo given its function as a major regional attraction and its importance to the regional economy as a major tourism, recreation, wildlife conservation and education venue, and that the City Manager, in consultation with the Chief Executive Officer of the Toronto Zoo, initiate discussions with the Province on these principles and to establish a funding partnership for Toronto Zoo programming and shared capital infrastructure.

4.         City Council request Parks Canada to enter into an agreement with the Toronto Zoo, the City of Toronto, and the Toronto Region Conservation Authority for ongoing collaboration, joint programming and shared facility management related to the Rouge National Urban Park; and request the Government of Canada to provide funding for any new or shared joint capital infrastructure.

5.         City Council request the Chief Executive Officer of the Toronto Zoo, in consultation with the City Manager, to engage stakeholders such as the University of Toronto, the University of Guelph, the Toronto and Region Conservation Authority and other Greater Toronto Area municipalities on their financial and program participation in the future of the Toronto Zoo.

6.         City Council direct the City Manager, with appropriate City Officials and the Chief Executive Officer of the Toronto Zoo, to finalize the terms and report back to City Council on a revised Tripartite Agreement for the use of the zoo lands between the City, the Toronto Zoo Board and the Toronto and Region Conservation Authority.

7.         City Council request the Toronto Zoo Board of Management, in consultation with the City Manager, to create a separate and independent charitable foundation for fundraising, sponsorship, donation and partnership purposes in alignment with its 2014 Strategic Plan.

8.         City Council affirm that the Toronto Zoo Board of Management is solely responsible for any future decisions regarding the acquisition, disposition and overall management of the Zoo's animal and plant collection.

9.         City Council request that the City Manager, in consultation with the Chief Executive Officer of the Toronto Zoo and Zoo Board of Management, review the board governance and develop a Relationship Framework between the City and the Toronto Zoo for Council approval, incorporating the outcomes of Recommendations 1 to 8 within the report (September 10, 2013) from the City Manager.

The Executive Committee requested the City Manager to consult with representatives of the Toronto Zoo and report directly to the October 8, 2013 meeting of City Council with any amendments that may be necessary.

In October 2012, City Council requested the City Manager to cancel a Request for Expressions of Interest for Toronto Zoo operations, maintaining the Toronto Zoo as a City Board and agency. City Council also requested the City Manager to review an unsolicited proposal from the Zoo Board of Management, titled "the Future of Zoo Governance" taking into account the City's financial position and the Core Service Review. The following report is the City staff response to the Zoo Board proposal.

City Board and agency or separate non-profit corporation

The Zoo Board's proposal (the Proposal) (Attachment 1) recommends the Toronto Zoo separate from the City by reorganizing into a private non-profit corporation to operate and manage the Toronto Zoo through a management agreement with the City.

The Proposal identifies potential benefits of a privately managed Zoo. A Best Case financial model projects that a City operating subsidy would be not be required by 2018, and a Base Case model projects a reduction in the City's operating subsidy to $170 thousand by 2022. It must be noted that these projections rely on an assumption that the Zoo can generate significant additional revenues. City staff note that if these additional revenues are not realized it would present a considerable risk to the projected financial model. Under the Proposal, the City would retain ownership of all facilities and contribute $6 million annually on an ongoing basis while ownership of the animals would be transferred to the Zoo.

The Proposal also recommends the creation of a new board structure of up to thirty members to engage in governance activities, with expanded emphasis on fundraising, sponsorship, partnerships and public outreach. The new board would include a minimum of three members of City Council and one City staff ex-officio position.

City staff have reviewed the Proposal and have identified a number of potential risks to the City. Although the City's subsidy may be reduced, staff note that there is no assurance of financial sustainability for the Zoo within a ten year timeframe. Zoo and City staff analysis indicates that zoos restructured to become more independent of government control still require municipal and other government funding. Other potential risks include the Zoo's ability to maintain City assets, the ability to secure commercial financing, and the protection of City interests in investment policies and activities. In addition, the City would remain the owner of the Zoo's assets and provide an ongoing capital subsidy. In staff's view, the potential risks of a privately managed zoo, with considerable ongoing financial liability to the City, outweigh the potential financial benefits.

Further, staff advise that the proposed governance structure does not adequately reflect the degree of participation and access for members of City Council necessary to oversee the significant public funds provided to the Toronto Zoo by the City of Toronto.

As a result, this report recommends that the Toronto Zoo be retained as a City Board and agency as it is unlikely the Toronto Zoo will become financially independent of the City. Moreover, given that the City will be providing an ongoing and significant operating and capital subsidy to the Zoo, the proposed separation from the City without adequate City Council representation on a new board cannot be supported.

Partnership with other governments

This report discusses the Toronto Zoo within a regional context and recommends the Province of Ontario take a strong role in the future of the Zoo, and to consult with other GTA municipalities and learning and research institutions to inform the future vision of the Toronto Zoo. The importance of the Rouge National Urban Park is emphasized as a major opportunity and catalyst to increasing the Toronto Zoo's focus on wildlife and habitat conservation, environmental sustainability and outdoor recreation. This report requests that Parks Canada collaborate and enter into an agreement with the City of Toronto, the Toronto Zoo and the Toronto and Region Conservation Authority (TRCA) on potential shared programming and regional attraction planning within the future vision of the Rouge National Urban Park, and the Government of Canada to contribute funding towards shared capital infrastructure.

This report also recommends that the Tripartite Agreement with the TRCA, which is the licence for use of Zoo lands, be revised to support the ongoing and future needs of the Zoo.

2014 Zoo Strategic Plan, Facility Master Plan and new charitable foundation

The Proposal outlines many positive and innovative approaches including plans for increased revenue and attendance, improved stakeholder and community involvement, fundraising opportunities, and furthering conservation and environmental objectives. Staff advise that these initiatives can be advanced under the current City agency structure. This report recommends that the Toronto Zoo Board's Strategic Plan, which is scheduled for completion in 2014, build on these approaches and detail future programs and capital requirements, including a Facility Master Plan. This report also recommends that the Zoo Board establish a separate and independent charitable foundation for fundraising, sponsorship, donation and partnership purposes in alignment with its Strategic Plan.

Zoo management and operations, and City-Zoo relationship framework

It is important to note that this report recommends that Council affirm that future decisions regarding the acquisition, disposition and overall management of the Zoo's animal and plant collection is the responsibility of the Toronto Zoo Board of Management.

Finally, the Proposal identifies a desire to broaden Zoo Board composition to include stakeholder groups and high profile citizens to improve community and stakeholder engagement. This report recommends that the City Manager review the existing City agency governance structure and prepare a Relationship Framework, in consultation with the Chief Executive Officer of the Toronto Zoo, for Council approval, incorporating the outcomes of discussions with the Province of Ontario, the Government of Canada, consultations with key stakeholders, and the 2014 Zoo Strategic Plan.

In 2009, the City entered into a Multi-Party Agreement (the “MPA”) with key parties, including the Federal and Provincial governments, and committed to delivering certain capital projects in relation to hosting the 2015 Pan American and Parapan American Games (the “2015 Games”).  This included a commitment to build an aquatic centre and field house for use during the 2015 Games.  In November 2012, City Council endorsed the establishment of a joint not-for-profit corporation with the Governing Council of the University of Toronto, for the purposes of operating the new facility, and authorized staff to enter into related negotiations with the University of Toronto.

As the next step in the process, this report recommends:

-           the establishment of a corporation to manage and operate the Toronto Pan Am Sports Centre (“TPASC”) to be jointly owned by the City of Toronto and the University of Toronto (“the University”);

-           the terms and conditions for co-ownership and shareholder agreements between the City and the University, including the governance structure for the corporation;

-           the City’s appointments to the Board of Directors of the corporation;

-           the inclusion of an exemption for the new corporation in the Lobbying by-law;

-           the designation of the Toronto Pan Am Sports Centre as a municipal capital facility; and

-           the provision of a loan guarantee to the Toronto Pan Am Sports Centre.

City staff have been working with University staff on the terms and conditions that would define the relationship between the City and University as shareholders of the corporation and as co-owners of the Toronto Pan Am Sports Centre (referred to in previous reports as the Pan Am Aquatic Centre and Field House, or PAAC).  There is consensus between the University and the City on the approach, the governance structure and the terms and conditions for the required agreements, as set out in this report.  Recognizing the complexities in the first few years with start-up followed by temporary transfer of the operation of the facility for the 2015 Games, there is also consensus on the establishment of a transition board composed of City and University staff for the initial 3 year period.

As a 2015 Games legacy facility, the Toronto Pan Am Sports Centre will have numerous uses by the City, University and other organizations and clubs including recreational programming and services, fitness training and high performance athlete training.

Substantial completion of the Toronto Pan Am Sports Centre is scheduled for July of 2014.  Consequently, it is expected to be operational for use by the general and university communities in September 2014.  The Toronto Organizing Committee for the 2015 Pan American and Parapan American Games (“Toronto 2015”) will have exclusive use of the Toronto Pan Am Sports Centre from May 15, 2015 to September 15, 2015 to prepare for and stage the 2015 Games and to return the Toronto Pan Am Sports Centre to the City and University at the end of that period.

The co-ownership and shareholder agreements between the City and University are to be executed in 2013.  This will permit implementation of the governance structure as well as establishment of a management team and operational plans and procedures.  These elements must be in place on a schedule that aligns with time lines for the 2015 Games.

The Executive Committee recommends that:

1.         City Council receive the report (September 10, 2013) from the City Manager, for information.

This report provides information on harassment and discrimination enquiries and complaints raised by service recipients and City employees to the following complaint resolution avenues: the City's Human Rights Office (HRO); the Human Rights Tribunal of Ontario (HRTO); and the City's grievance/arbitration process in 2011 and 2012.  The report also considers complaint trends and initiatives to promote consistent human rights practices that ensure legislation breaches and/or penalties against the City are minimized.

In 2011, the Human Rights Office transitioned to the newly established Equity, Diversity and Human Rights Division (EDHR), located in the City Manager's Office.  As expected, the new alignment raised the profile of the the City's Human Rights Office (HRO) and expanded its complaints compliance/management function to ensure the advancement of equity into all aspects of TPS programs and services. An increase in demand for the City's Human Rights Office (HRO) services, evolving rights and jurisprudence resulting in greater complexity of complaints and an expanding the City's Human Rights Office (HRO) mandate, produced a large complaint backlog and prevented the City's Human Rights Office (HRO) from producing this report in 2011. Therefore, this report captures data and trends from 2011 and 2012.

The City's Human Rights Office (HRO) responded to 1053 and 1148 human rights related issues raised by employees and service recipients in 2011 and 2012 respectively - refer to Table 1.

Table 1 – Consultations and investigations managed by the HRO 2008 to 2012.

As with previous years' complaint patterns, the most frequently cited grounds of complaint raised to the City's Human Rights Office (HRO) were: workplace harassment, disability, sex and race – refer to Table 2. 

While issues raised to the City's Human Rights Office (HRO) increased, grievances of harassment and discrimination – refer to Table 4, decreased from 109 in 2011 to 97 in 2012. Complaints filed by employees and service recipients to the Human Rights Tribunal of Ontario (HRTO) also decreased from a total of 33 in 2011 to 13 in 2012 – refer to Table 5. The City's Human Rights Office's process has repeatedly proven to be the most cost efficient option for the City. Re-allocation of resources will address the growing demand for City's Human Rights Office (HRO) services.

The City Manager reports regularly to Council on the delivery of programs and services to Toronto's diverse population. It is the City's priority to provide accessible and equitable programs and services to residents and employees. Addressing equity, diversity and human rights and embedding these principles and practices in program and service delivery helps the City reach its goal of being a welcoming, inclusive and prosperous city.  Furthermore, it helps the City achieve Customer Service Excellence and meet legislative and policy obligations.

Since the establishment of the newly aligned Equity, Diversity and Human Rights (EDHR) Division in 2011, the City has made major progress in providing corporate leadership, support and guidance to both residents and City divisions on access, equity, diversity and human rights issues. The new division, with its consolidated focus on producing equitable outcomes for all City residents and Toronto Public Service (TPS) employees, aligns current and emerging community needs with the City's legislative obligations, policies, programs and services. Similarly, the EDHR Division supports practices that make the City an employer of choice. However, in order to provide the TPS with clear direction and produce consistent outcomes, the EDHR Division is developing a corporate Equity, Diversity and Human Rights Framework for the TPS supported by an expanded Equity Lens Tool (to be completed by the end of 2013).

This report highlights promising and exceptional City programs, services, and initiatives from across the corporation that serve the City's dual role: (1) City as employer and (2) City as a provider of customer service. In comparison to the 2011 Equity, Diversity and Human Rights Achievements Report, there has been notable progress in the number of employees and individuals from priority groups receiving mentoring opportunities and in the number of employees completing equity, diversity and human rights training. Similarly, there has been an increase in initiatives/programs/services related to: accessibility; equity based partnerships with community organizations or other levels of government; embedding equity; employment services/training; and programs and services dedicated to vulnerable women, families and children.  Further highlights of divisional achievements are provided in Appendices 1 through 4.

The Executive Committee recommends that:

1.         City Council authorize the General Manager of Economic Development and Culture (EDC) to work with Parks, Forestry and Recreation (PFR), Heritage Preservation Services, and the City Manager to proceed with the utilization plan for the salvaged wood, using the criteria outlined in item 3a of the Comments section of the report (September 9, 2013) from the General Manager, Economic Development and Culture, and to report back on the allocation and use of the salvaged wood.

2.         City Council authorize the General Manager of Economic Development and Culture to develop a business case for a Maple Leaf Forever National Art Competition at a cost of $150,000 as outlined in item 3b of the Comments section of the report (September 9, 2013) from the General Manager, Economic Development and Culture, to be included for consideration as part of the 2014 budget process.

3.         City Council direct the General Manager of Parks, Forestry and Recreation to work with Heritage Preservation Services to determine the future of the remaining part of the tree on the designated heritage property at 62 Laing Street.

The Executive Committee recommends that:

1.         City Council approve the Standard Definition (Table 1), Criteria (Table 2) and Categories (Table 3) for Special Events as outlined in the report (September 6, 2013) from the Deputy City Manager, Cluster A.

2.         City Council authorize the City Manager to impose a blackout on new and existing events when the City is host to a significant event as required from time to time.

3.         City Council authorize the General Manager, Economic Development and Culture Division, to develop and implement, in consultation with appropriate divisions, a policy for holding and reserving dates at major city event locations.

4.         City Council authorize the Deputy City Manager, Cluster A, to develop a Special Event User Fee Waiver Policy and report back to the Executive Committee prior to the 2015 budget cycle.

5.         City Council continue to require all event organizers to indemnify the City and obtain General Liability Insurance sufficient to protect the City from any liability in connection with the holding of a special event in accordance with City special event permitting policies.

This report responds to City Council's May 7, 8, 9 and 10, 2013 direction for a further report upon the completion of additional public consultation on both the Maintenance Storage Facility (MSF) and the Scotiabank property located at Weston Road and Eglinton Avenue West. 

The requested consultation for the MSF was intended to review the need to use the full site for the maintenance facility and related uses.  The separate consultation on the Scotiabank property located at 1151 Weston Road was to discuss the planned redevelopment of the property as part of the Mount Dennis Station Facility.

This report recommends that Council request Metrolinx to support the principles described in this report as they relate to both the MSF and Scotiabank property and that these principles be included as part of the pending Request for Proposal for the construction and maintenance of the Eglinton Crosstown.

A working group meeting is scheduled for September 17, 2013, where staff intends to present the proposed principles, described below to the community.  As a result of this additional dialogue with the working group, staff will prepare and submit through a Supplementary Report to Executive Committee, any recommended changes to the proposed principles.

The Executive Committee recommends that:

1.         City Council request the City Clerk to forward a copy of the report (September 4, 2013) from the Deputy City Manager and Chief Financial Officer to the Ontario Ministers of Finance and Municipal Affairs and Housing and the Federal Minister of Finance for their consideration.

2.         City Council request that the respective Ministers implement a program similar to the Build America Bonds initiative that operated in the United States by providing a direct subsidy to municipalities to lower their effective cost of borrowing to finance capital projects.

To recommend the addition of a new project to the 2013 Capital Budget for the Sony Centre to deliver the Public Plaza attached to the Centre.

The Disability Issues Committee on June 14, 2013, considered:

1.         A letter (May 16, 2013) from the City Clerk on Parks Plan 2013 - 2017; and

2.         A presentation by Susanne Burkhardt, Planner, Parks Standards and Innovation, Parks Branch, Parks Forestry and Recreation, on Parks Plan 2013-2017.

The Executive Committee recommends that:

1.         City Council approve that Exhibition Place, in consultation with finance staff, reallocate unspent funds from its 2013 Capital Program, Park, Lots, Roads Project (Festival Plaza) that total $1,728,000.00 to the new Parks, Lots, Roads Project (Contaminated Soil Disposal), as detailed in Appendix “A” to the report (September 9, 2013) from the Chief Executive Officer, Exhibition Place.

2.         City Council approve that Exhibition Place, in consultation with finance staff, borrow from the Exhibition Place Conference Centre Reserve Fund (CCRF) an amount up to $2.6 million and arrange to repay the Fund from any operating surpluses commencing from 2014 and future years.

The Executive Committee recommends that:

1.         City Council approve that the Board of Governors of Exhibition Place enter into a tri-partite Easement Agreement with Toronto Hydro and the City of Toronto with respect to the lands described on Appendix “A” of the report (September 6, 2013) from the Chief Executive Officer, Exhibition Place.

2.         City Council direct that the consideration paid by Toronto Hydro to the City for the easement on the Exhibition Place lands be transferred directly to Exhibition Place.

The Executive Committee recommends that:

1.         City Council approve of a lease with the City of Toronto Emergency Medical Services for the lands located at 265 Manitoba Drive for a 20-year term based on the terms and conditions outlined in the report (September 6, 2013) from the Chief Executive Officer, Exhibition Place, and any other terms that may be required by the Chief Executive Officer and City Solicitor.

The Executive Committee recommends that:

1.         City Council receive the report (June 28, 2013) from the Toronto Transit Commission, for information.

In September 2012, the Board of Health (BOH) considered a letter from Councillor Mihevc that raised concerns about the safety of commuter cyclists in Toronto. The BOH asked the Medical Officer of Health to identify priority actions the City could take to improve bicycle commuter safety in the city, with particular attention to actions that could be implemented quickly and easily.

Commuting by bicycle supports individual health and reduces the risk of many chronic diseases. While injuries and fatalities among bike commuters are a serious concern, research evidence indicates that the health benefits of cycling outweigh the risks. Appropriate infrastructure, policy, enforcement, and education are all important for providing a safe cycling environment. Changes to the built environment such as adding bike lanes or traffic calming can improve safety for cyclists and should be implemented in a way that supports continued improvement of a co-ordinated, connected cycling network. A policy for accommodating cyclists in construction areas and enforcement of existing provincial and municipal regulations designed to keep cyclists safe can also reduce unnecessary risk of injury. Finally, education for all road users including motorists will enhance safety by improving skills, confidence, knowledge of the "rules of the road" and mutual respect.

The Board of Health recommends that:

1.         City Council direct that the Toronto Public Health 2013 Approved Operating Budget be increased by $424.0 thousand gross and $0.0 net to reflect confirmed 100 per cent one-time funding from the Ministry of Health and Long-Term Care for the Healthy Communities Fund Partnership.

This report seeks approval for a budget adjustment to the Toronto Public Health (TPH) 2013 Approved Operating Budget due to confirmation of 100% provincial funding from the Ministry of Health and Long-Term Care (MOHLTC) in August 2013.

The Board of Health recommends that:

1.         City Council appoint the physicians named in Confidential Attachment 1 of the report (September 10, 2013) from the Medical Officer of Health as Associate Medical Officers of Health for the City of Toronto Health Unit;

2.         City Council transmit Recommendation 1 to the provincial Minister of Health and Long-Term Care for approval of  the appointments in this recommendation;

3.         City Council grant authority to introduce the necessary Bill in Council to appoint the physicians named in Confidential Attachment 1 of the report (September 10, 2013) form the Medical Officer of Health as Associate Medical Officers of Health, subject to the approval of the provincial Minister of Health and Long-Term Care; and

4.         City Council authorize the release of Confidential Attachment 1 to the report (September 10, 2013) from the Medical Officer of Health once adopted.

This report recommends the appointment of three public health physicians as Associate Medical Officers of Health (AMOH) for the City of Toronto Health Unit and updates the status of Associate Medical Officers of Health appointment by-laws.

In November 2012, City Council adopted the City of Toronto 2013-2017 Recreation Service Plan (RSP).  The RSP will guide the City of Toronto's planning and delivery of recreation programs and services over the next five years.  An Implementation Plan was approved in July 2013.

This is a comprehensive report that recommends a Youth Recreation Engagement Strategy to guide implementation of the Recreation Service Plan and planning for youth.  The Youth Recreation Engagement Strategy was informed through extensive outreach in summer 2013 that included input from approximately 1,600 individual youth and 80 community agencies.

In addition, this report responds to several other City Council directions regarding the provision of youth recreation programs and services in the City of Toronto.  This report includes an inventory of current recreation programs and services for youth and explores options to expand additional youth drop-in programs.  The report also provides an update on the strengthened Parks, Forestry and Recreation (PFR) relationship with Duke of Edinburgh's Award program and integration with the Toronto Youth Equity Strategy.

The Community Development and Recreation Committee recommends that:

1.         City Council authorize the General Manager, Children's Services to:

a.         negotiate and execute on behalf of the City, agreements with other municipalities which set out the terms and conditions under which those municipalities can use the Toronto Operating Criteria and access support services from City staff;

b.         charge a fee to recover the full cost of services provided to other jurisdictions by City staff, including travel and testing, related to those jurisdictions' adoption of the Criteria; and

c.         provide quality assessments to Toronto child care centres that do not have a service contract for fee subsidy with the City, when an assessment is requested by the centre, on a cost-recovery basis.

The Community Development and Recreation Committee:

1.         Requested the General Manager, Shelter, Support and Housing Administration to report to the October 28, 2013 meeting of the Community Development and Recreation Committee on how the future housing allowance will be designed to meet the needs of at-risk senior, LGBTQ and Aboriginal households consistent with the findings of the most recent Street Needs Assessment.

The Community Development and Recreation Committee recommends that:

1.         City Council approve the 2013 Identify 'N Impact (INI) Investment Program allocations totalling $157,545.00 to 16 groups as recommended in Appendices A and B to the report (September 4, 2013) from the Executive Director, Social Development, Finance and Administration.

2.         City Council direct that an amount of $24,795.00 be held from the Identify 'N Impact 2013 Approved Budget for appeals of funding recommendations.

The Community Development and Recreation Committee:

1.         Requested the Executive Director, Social Development, Finance and Administration to review and report on human services metrics and develop a "Social Development dashboard".

2.         Requested the Fire Chief to develop service standards in diversity recruitment and report to the Community Development and Recreation Committee in early 2014.

This report advises Council of changes in federal government requirements for the Toronto Youth Job Corps (TYJC) program and associated risks to the program. TYJC is administered by the City of Toronto and delivered by three community agencies selected through an open request for proposals process: JVS Toronto, St. Christopher House, and West Scarborough Neighbourhood Community Centre.

TYJC provides pre-employment support, structured employment training, employer placement and follow up supports for those youth most distant from the labour market.  TYJC was initiated in 1983 and has been reviewed and updated to meet both changing youth needs and funding requirements.  In the 2011-2013 contract period, TYJC exceeded federal targets for participation measures, including achieving positive outcomes (education/training or employment obtained) for 359 youth participants.

Contract renewals have occurred on an annual basis with the Government of Canada over the 30 year history of TYJC. However, for the next contract period, Employment and Social Development Canada have advised staff that the City will be required to apply through a Call for Proposal (CFP) process under the Youth Employment Strategy (YES) Skills Link Program. The CFP was released on August 30, 2013 and will close 30 days later. It includes a requirement for a funding formula stipulating that 60 percent of the budget be directed to youth stipends and a maximum of 40 percent be directed to program supports.  These requirements have the potential to render the TYJC program unable to address the needs of the high risk youth it was designed to assist.

The Economic Development Committee recommends that:

1.         City Council approve an addition and a deletion to The Eglinton Way BIA Board of Management and a deletion to the Junction Gardens BIA board of management as set out in Attachment No. 1 to the report dated August 19, 2013, from the General Manager, Economic Development and Culture;

2.         City Council direct that Schedule A of the Municipal Code Chapter 19, Business Improvement Areas (BIA), be amended to reflect the number of members and the number of members required for quorum for each Business Improvement Area (BIA) Board of Management as necessary; and

3.         City Council confirm that under Council's Public Appointments Policy, Board members are appointed at the pleasure of Council, and Council retains the right to replace any appointed member at any time and for any reason.

The purpose of this report is to recommend that City Council approve an addition and a deletion to The Eglinton Way Business Improvement Area (BIA) Board of Management and a deletion to the Junction Gardens BIA Board of Management.

The Economic Development Committee recommends that:

1.         City Council designate, based on the poll results respecting the intention to designate Wilson-Keele Business Improvement Area (BIA), the area described by Attachment  No. 1 to the report (August 12, 2013) from the General Manager, Economic Development and Culture, as the Wilson-Keele Business Improvement Area (BIA), under Chapter 19 of the Toronto Municipal Code;

2.         City Council direct the City Solicitor to submit a by-law to designate the area described in Attachment No. 1 to this report as the Wilson-Keele Business Improvement Area; and

3.         City Council approve those amendments necessary to Schedule "A" of Municipal Code Chapter 19, Business Improvement Areas, to include the Wilson-Keele Business Improvement Area (BIA).

The purpose of this report is to recommend that the area shown on Attachment No. 1 be designated as the Wilson-Keele Business Improvement Area (BIA).

In accordance with Chapter 19 of the City of Toronto Municipal Code ("Chapter 19"), the City Clerk conducted a poll to determine if there is sufficient support to designate the Wilson-Keele area as a BIA.

The City received 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 No. 1 as the Wilson-Keele Business Improvement Area (BIA).  Subject to Council's approval, this will be the City's seventy-sixth BIA.

The Economic Development Committee recommends that:

1.         City Council designate, based on the poll results respecting the intention to designate College-Dufferin Business Improvement Area (BIA), the area described by Attachment  No. 1 to the report (August 12, 2013) from the General Manager, Economic Development and Culture, as the College-Dufferin Business Improvement Area (BIA), under Chapter 19 of the Toronto Municipal Code.

2.         City Council direct the City Solicitor to submit a by-law to designate the area described in Attachment No. 1 to this report as the College-Dufferin Business Improvement Area; and

3.         City Council approve those amendments necessary to Schedule "A" of Municipal Code Chapter 19, Business Improvement Areas, to include the College-Dufferin Business Improvement Area (BIA).

The purpose of this report is to recommend that the area shown on Attachment No. 1 be designated as the College-Dufferin Business Improvement Area (BIA). This will be the City's seventy-seventh BIA.

In accordance with Chapter 19 of the City of Toronto Municipal Code ("Chapter 19"), the City Clerk conducted a poll to determine if there is sufficient support to designate the College-Dufferin area as a BIA.

The City received 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 No. 1 as the College-Dufferin Business Improvement Area (BIA).  Subject to Council's approval, this will be the City's seventy-seventh BIA.

The Economic Development Committee recommends that:

1.         City Council refer the letter (August 30, 2013) from Councillor Josh Matlow to the Government Management Committee for consideration.

This report deals with tax appeal applications made to the Treasurer pursuant to sections 323 and 325 of the City of Toronto Act, 2006 (COTA).  Section 323 permits Council to cancel, reduce or refund taxes in cases when, during the year, a property undergoes changes such as when it is destroyed by fire or demolished, becomes exempt from taxation, or is reclassified due to a change in use.  Under section 325 of the COTA, taxpayers can request a cancellation, reduction or refund of taxes when an error in the assessment roll is identified which results in an overcharge.

The legislation requires Council to hold a public meeting where applicants may make a submission in defence of their position.  Council has delegated authority to hold such public meetings to the Government Management Committee.

Staff have mailed Notices of Hearing to affected taxpayers advising of the upcoming hearing before the Government Management Committee.

Captain John's Harbour Boat Restaurant is a floating restaurant on the Ship M.S. Jadran that has occupied a water lot at the foot of Yonge Street at 1 Queens Quay West for more than 30 years.  The water lot is owned by the Toronto Port Authority and is licensed to the owner of Captain John's.  Property taxes, including unpaid water/utility charges, interest and fees added to the tax account have been in arrears since 2002.  Similarly, various amounts are owed by Captain John's to the Toronto Port Authority and to Waterfront Toronto. 

This report provides details on the current unpaid property taxes, water charges, interest and fees and the status of discussions with the Ship’s owner.  The confidential portion of this report includes recommendations concerning a proposed agreement dealing with the Ship between the City, the Toronto Port Authority and Waterfront Toronto.

This report seeks Council authority to adopt the necessary by-law to designate certain portions of the premises at 76 Wychwood Avenue that are being used by The Stop Community Food Centre, and ancillary space forming part of the Covered Barn, as Municipal Capital Facilities to provide a property tax exemption for municipal and school purposes.

For the purposes of relieving Committee and Council Agendas of real estate transactions that are routine in nature and/or relatively minor in financial terms, and of avoiding delay in their approval and implementation, staff is recommending that Council make some minor technical amendments to the delegation of authority in certain real estate matters previously approved by Council in May 2010 (the "Real Estate Delegation").

The Government Management Committee recommends that:

1.         City Council grant authority to enter into an agreement to transfer a stratified portion of the Property municipally known as Harbour Street, more particularly described in Appendix 2 to the report (August 23, 2013) from the Chief Corporate Officer, including any agreements related thereto, to Build Toronto, substantially on the terms and conditions set out in Appendices 1 and 2 attached, and on such other and amended terms and conditions as may be approved by the Chief Corporate Officer, in a form satisfactory to the City Solicitor.

2.         City Council direct that the authority granted in Recommendation 1 be subject to compliance with Section 12 of Ontario Regulation 609/06.

3.         City Council grant authority to fund the City’s outstanding expenses related to the Property from the Approved Operating Budget for Facilities Management and Real Estate (FM&RE), in the year(s) that the expenses are incurred, as necessary, and, once these expenses are known, to transfer the funding for these expenses from the Land Acquisition Reserve Fund (LARF), with appropriate adjustments to FM&RE’s Approved Operating Budget, as necessary, through subsequent Quarterly Variance Reports.

4.         City Council authorize severally each of the Chief Corporate Officer and the Director of Real Estate Services to execute the transaction documents and agreements required to implement the Recommendations in this report (August 23, 2013) from the Chief Corporate Officer on behalf of the City, including the execution of any required consents, approvals or permissions.

5.         City Council authorize the City Solicitor to complete the transaction provided for in this report (August 23, 2013) from the Chief Corporate Officer on behalf of the City, including making payment of any necessary expenses, amending the closing and other dates to such earlier or later date(s), and amending or waiving the terms and conditions, as she may from time to time consider reasonable.

6.         City Council authorize and direct the appropriate City officials to introduce in Council any Bills necessary to give effect to the foregoing.

The Government Management Committee recommends that:

1.         City Council adopt the recommendations contained in Confidential Attachment 1 to the report (August 27, 2013) from the Treasurer and the City Solicitor.

2.         City Council direct that Confidential Attachment 1 to the report (August 27, 2013) from the Treasurer and the City Solicitor, including all Appendices, remain confidential as it contains advice that is subject to solicitor-client privilege and pertains to litigation. City Council authorize the public release of all or a portion of the confidential instructions once adopted by City Council at the discretion of the City Solicitor.

The Coyote Response Strategy aims to reduce negative interactions between humans, their pets and property, and coyotes.

Coyotes have adapted well to life in the city.  Although coyotes have posed little threat to humans, encounters have sometimes led to property damage and confrontations with pets. One main reason for these conflicts is people feeding coyotes, whether deliberately or inadvertently.

Research and experience have demonstrated that the most important actions that cities like Toronto can take to reduce direct public interaction with coyotes are education and the removal of coyote attractants such as food.  Other methods have proven either ineffective or unsafe for urban environments.

Toronto Animal Services' Coyote Response Strategy (the Strategy) is based on these best practices. It involves investigating and determining appropriate responses to coyote issues, including public education, information sharing, and in specific circumstances, removal of the coyote(s).  The report recommends that Council adopt the Strategy as the guiding policy for coyote management in the City of Toronto.

Toronto Animal Services (TAS) will continue building partnerships with community groups and coordinating with emergency responders to strengthen its ability to address issues with coyotes before conflict situations arise.

Legal Services was consulted in the preparation of this report.

The purpose of this report is to seek approval from City Council to accept an in-kind donation and to enter into a construction agreement with The Canadian Society for Yad Vashem to renovate and improve the Holocaust Memorial in Earl Bales Park, in accordance with the terms and conditions described in this report.

The Parks and Environment Committee recommends that:

1.         City Council authorize the General Manager, Parks, Forestry and Recreation to implement a pilot program for hosting commercial/private special events at the ten (10) park locations, including Guild Park and Gardens, listed in Appendix 1 to this report, for the 2014 operating season, and to report back in early 2015 on the success of the pilot program for the 2014 operating season.

2.         City Council approve implementation of the proposed commercial permit fee rates as noted in Appendix 2 to the report (August 30, 2013) from the General Manager, Parks, Forestry and Recreation.

3.         City Council amend Municipal Code, Chapter 441, Fees and Charges to include the new Commercial Permit Fee rates, as appropriate.

4.         City Council limit the number of commercial/private special events to a maximum of six (6) (excluding sampling) per park location per season.

5.         City Council direct the General Manager, Parks, Forestry and Recreation to analyze the revenues generated by the pilot project and report back in early 2015 on ways to reinvest these funds in park maintenance and on the impact of the Reduction in Permit Fees Policy for not for profit and community events held in 2014.

This report responds to six Committee and Council requests following the 2013-2017 Parks Plan's adoption. It contains updates on discussions with CUPE Local 416 around enabling volunteers in parks, updates on bake ovens and fire pits, and various issues regarding solid waste collection in parks. Finally, it recommends a new procedure for responding to pumpkin parade requests.

The purpose of this report is to seek Council approval for revisions to the City's partnership program with Toronto Hydro Electric System Limited (Toronto Hydro), underway since 2010, to install solar photovoltaic (PV) systems on City facilities.  The program is carried out via the provincial Feed-in Tariff (FIT) program, through which the electricity generated by the installations is sold under contract to the Ontario Power Authority (OPA).  The installations will generate revenue for the City throughout the 20 year life of the OPA contract, and will pay back the City's original investment in approximately eight years.  Council has approved $8 Million for the City's portion of the program, of which $3.2 Million has been spent or committed to date.

Recent changes to FIT will improve the likelihood that City projects will receive contracts from the OPA, but will require adjustments to the business arrangement between the City and Toronto Hydro.  Under the current agreement, the City can own a maximum of 49 percent of the new installations. Under the amended agreement, the City will become the majority (51 percent) owner. 

The report also seeks authority to reallocate $4.4 Million from the original program to the new program, and $400,000.00 to finance the installation of six small solar installations on City facilities under the OPA microFIT program.  These installations will take place outside of the Toronto Hydro partnership program, and will be 100 percent owned by the City.  Funding reallocation is required at this time to ensure timelines imposed by the microFIT program are adhered to.

The Parks and Environment Committee acknowledged Friends of High Park Zoo for their outstanding fundraising efforts and commitment to the continuing operation of High Park Zoo.

Friends of High Park Zoo (FHPZ), a non- profit organization, was formed in the spring of 2012 to protest the 2012 city budget decision to revoke funding for the zoo. The group wanted to raise public awareness about the zoo and to raise funds to keep it open. FHPZ entered into an agreement with the Toronto Parks and Trees Foundation to collect monies for the zoo and issue Tax Receipts to donors. A core group of volunteers continue to raise funds through grass roots campaigns at the zoo itself, for example volunteers are at the llama pens in the zoo on weekends and holidays, from March to October, where they receive donations to feed the llamas. To date FHPZ have successfully raised the funds required to keep the zoo operational from July 1st, 2012 to the present day

The Board of Friends of High Park Zoo have put together a comprehensive business plan and have worked on governance for the group. The Board and the volunteers are working together to ensure that there will always a be free community zoo in High Park and they plan to enhance the zoo for the benefit of all visitors by leading activities that engage the community, while promoting awareness and fundraising for the Zoo

The Friends of High Park Zoo embodies the principles set out by the City of Toronto to better our communities through volunteers. I would like to commend the Friends of High Park Zoo for their work in saving the High Park Zoo from closure and recommend that their efforts be recognized by the Parks and Environment Committee.

The Parks and Environment Committee recommends that:

1.         City Council grant authority to the General Manager of the Parks, Forestry and Recreation Division to accept a donation in the amount of $74,500.00 from Scarborough Baseball Association from a grant received from the Toronto Blue Jays, Jays Care Foundation, and to spend the donation for the purpose of refurbishing diamond #2 at Neilson Park in compliance with the Policy on Donations to the City for Community Benefits.

2.         City Council grant authority to the General Manager of Parks, Forestry and Recreation to negotiate and enter into an Agreement with the Jays Care Foundation that defines the terms and conditions of use for the donated funds at Neilson Park, all in a form and content satisfactory to the City Solicitor. 

Authority is being sought to enter into an agreement to accept a $74,500.00 donation from Scarborough Baseball Association from a grant received from the Toronto Blue Jays, Jays Care Foundation towards the refurbishment of baseball diamond number two at Neilson Park in Ward 42.

Scarborough Baseball Association was awarded a grant from the Toronto Blue Jays, Jays Care Foundation after the successful submission of a proposal to the Jays Care Field of Dreams program that was prepared in conjunction with Parks, Forestry and Recreation staff.

The final project cost will not be greater than the actual total of the donations received.  There will be no additional financial impact resulting from the acceptance of this donation. The proposed refurbishment updates an existing baseball diamond in Neilson Park. No additional City resources are required as the estimated annual maintenance cost of the diamond is already included in Parks, Forestry and Recreation's 2013 Operating Base Budget.

The Planning and Growth Management Committee:

1.         Requested the Chief Planner and Executive Director, City Planning, to report to the Planning and Growth Management Committee no later than December 4, 2013 on a process to explore a new "community planning" model designed to enhance the planning process by strengthening relationships with residents.

2.         Requested the Chief Planner and Executive Director, City Planning, to report to the Planning and Growth Management Committee on October 22, 2013 with the current budget and staff allocations for the following initiatives:

a.         "Planning in Public Spaces"

b.         "Feeling Congested"

c.         "Chief Planner's Roundtable"

3.         Requested the Chief Building Official and Executive Director, Toronto Building, to report to the Planning and Growth Management Committee twice annually on the division's ability to meet mandatory service levels.

4.         Requested the Chief Building Official and Executive Director, Toronto Building, as part of the efficiency review identified in the presentation (September 12, 2013) from the Chief Building Official and Executive Director, Toronto Building, to develop new service level standards against which performance can also be measured.

5.         Requested the Chief Building Official and Executive Director, Toronto Building, as part of the report requested in Part 3 above, to identify any desirable increases in staffing levels, which can be accommodated through fee increases.

6.         Requested the Chief Building Official and Executive Director, Toronto  Building, to review and report to the Planning and Growth Management Committee on December 4, 2013 on any other existing "service standards" and how they relate to "customer service level" standards.

The Planning and Growth Management Committee recommends that:

1.         City Council refuse the application to amend Chapter 694 to allow, on the premises municipally known as 486 Evans Avenue, one third party ground sign at a height of 13.72 metres and set back 1.0 metres from the northerly property line, containing two sign faces, each displaying electronic static copy, each 14.63 metres wide by 4.27 metres long, and oriented easterly and westerly along the F.G. Gardiner Expressway.

The Planning and Growth Management Committee recommends that:

The Planning and Growth Management Committee:

1.         directed that the proposed Official Plan Amendment containing Economic Health Policies, and Employment Area designations and mapping appended to the report (August 20, 2013) from the Chief Planner and Executive Director, City Planning, as Attachments 1 be used as the basis for consultation at an open house scheduled for September 19, 2013.

2.         requested the Chief Planner and Executive Director, City Planning, give consideration to the request for a regeneration area permitting a broader range of uses for the area south of St. Clair Avenue West, east of Keele Street, west and north of the rail corridors.

The reconstruction of Bay Street, from Bloor Street West to Davenport Road provides an opportunity to close a gap in the Bikeway Network on Bay Street. The existing bicycle lanes on Bay Street are being extended south from Cumberland Street to a point 30 metres south of Bloor Street West to provide a continuous, connected bikeway on Bay Street.

City Council, at its meeting of February 20 and 21, 2013, adopted as amended the staff report, titled "Road Alteration – Bay Street, Between Davenport Road and Bloor Street West" (TE21.58), authorising the road alterations necessary for the reconstruction of Bay Street, between Bloor Street West and Davenport Road as part of the 2013 Capital Works Program. The purpose of this report is to obtain Council approval to implement bicycle lanes on Bay Street from Cumberland Street to a point 30 metres south of Bloor Street West.

The Public Works and Infrastructure Committee recommends that:

1.         City Council authorize the General Manager of Transportation Services to issue a Notice of Completion for the Terms of Reference for the Allen Road Environmental Assessment, and to submit the Terms of Reference document for the Allen Road Environmental Assessment to the Ministry of the Environment of Ontario for agency and public review and approval in accordance with the requirements of the Environmental Assessment Act of Ontario.

2.         Pending Provincial approval of the Individual EA Terms of Reference, City Council direct the General Manager of Transportation Services to include for consideration in the 2014 Capital Budget for Transportation Services as a new project, $2.5 million in new capital funding in order retain consulting expertise and to initiate in 2014 the Individual Environmental Assessment for Allen Road between Transit Road and Eglinton Avenue West.

3.         City Council authorize and direct the appropriate City officials to take the necessary action to give effect thereto.

City Council, at its meeting of July 5-7, 2010, endorsed the Lawrence-Allen Revitalization Plan (LARP) and, in so doing, directed the General Manager, Transportation Services, to initiate the Allen Road Individual Environmental Assessment (EA) Terms of Reference (ToR).  The purpose of this report is to inform City Council of the EA study progress to date and to receive authorization for the submission of the ToR to the Ontario Minister of Environment for review and approval.

The Draft ToR describes the broad procedures to be followed in carrying out the EA Study, including the study objectives, the types of alternatives to be evaluated, the evaluation process, and the public and agency consultation plan.  Following the receipt of City Council authority, City staff will submit the ToR to the Minister for formal government review, which will include a request for public comments. It is anticipated that the Minister will provide a decision on the ToR in late 2013, allowing the EA Study to commence in early 2014.

The ToR phase of the EA was carried out in full consultation with the community and technical stakeholders, and there is widespread support for the proposed work plan for the future EA for Allen Road.  The EA study will define the long-term future of Allen Road and its surroundings, as future infrastructure investment, development and redevelopment will proceed on the basis of the approved EA plan. In that respect, the EA study is an essential component of urban planning and City building in the study area.

The purpose of this report is to report to City Council on the request for installation of traffic control signals at the intersections of Dufferin Street and Eversfield Road and Dufferin Street and Bloem Avenue. This report is submitted to the Public Works and Infrastructure Committee, as the matter is a shared boundary issue between the North York Community Council and the Etobicoke York Community Council.   

Traffic studies reveal that traffic control signals are not warranted at these locations.

The Public Works and Infrastructure Committee recommends that:

1.         City Council request that Transportation Services and the Toronto Parking Authority create designated on-street motorcycle parking spaces on a pilot basis, and maintain the exemption from the requirement to pay until Pay-by-Plate technology can be deployed.

2.         City Council maintain the existing exemption for motorcycles from the requirement to pay for overnight parking permits in designated on-street permit parking areas.

Letter from Councillor Janet Davis seeking City Council approval to give Transportation Services the authority to undertake a study to determine the feasibility and costs of building a more permanent access to Victoria Park Avenue as part of an existing capital project.

Members of Council have resigned from the Executive Committee and a number of Standing Committees.  This report provides background information and an attached list of Council Members interested in being appointed to the Executive Committee and Standing Committees so that Striking Committee can recommend appointments to City Council.

Councillor Parker submitted a letter advising that he is resigning from the Budget Committee effective September 30, 2013.

The Chair called for nominations.

Councillor David Shiner nominated Councillor John Parker.

The Chair called for further nominations.

There being no further nominations, the Chair closed the nominations.

The vote for the nominee carried and Councillor John Parker was recommended for appointment to the Audit Committee.

The Audit Committee is composed of 6 Members of Council who cannot be Chairs of Standing Committees or Members of the Budget Committee.

Former Councillor Holyday was elected as a Member of the Legislative Assembly in August 2013.  The former Councillor had held an at-large position on the Audit Committee which is now vacant.

Members of Council have been canvassed for their interest in being appointed to the Audit Committee for a term of office until November 30, 2014, and until a successor is appointed.

City Council at its July 16, 17, 18 and 19, 2013 meeting established a new City of Toronto - Toronto School Boards Task Force as an advisory committee reporting to Council through the Executive Committee for the remainder of the 2010-2014 term of Council (EX33.16).

The City of Toronto - Toronto School Boards Task Force is composed of 12 elected representatives from the City and the School Boards, including 6 Members of Council, with each of the four Community Councils represented by at least one Councillor.  City Council appoints the Task Force Chair.  These are new appointments. 

Members of Council have been canvassed for their interest in being appointed to the City of Toronto - Toronto School Boards Task Force for a term of office ending November 30, 2014.

City Council appoints 16 Members of Council to the Canadian National Exhibition Association, Municipal Section, plus the Mayor who is a member by right of office.

The upcoming term of office for the appointments will start on December 1, 2013 and end on November 30, 2014 and until successors are apppointed, as stated in the CNEA Act.

Members of Council have been canvassed for their interest in being appointed to the Canadian National Exhibition Association, Municipal Section.

City Council appoints 5 Members of Council to the Canadian National Exhibition Association, Board of Directors, plus the Mayor who is a member by right of office.

Membership in the CNEA Municipal Section is a requirement to be appointed to the CNEA Board of Directors.

The upcoming term of office for the appointments will start on December 1, 2013 and end on November 30, 2014 and until successors are apppointed, as stated in the CNEA Act.

Members of Council have been canvassed for their interest in being appointed to the Canadian National Exhibition Association, Board of Directors.

The Striking Committee recommends that:

1.         City Council appoint Councillor Janet Davis to the Crescent Town Recreation Club Inc. Board of Directors for a term of office until November 30, 2014 and until a successor is appointed.

The Striking Committee recommends that:

1.         City Council appoint Councillor John Parker to the Design Exchange Board of Directors for a term of office until November 30, 2014 and until a successor is appointed.

The Design Exchange Board of Directors is composed of 20 Directors including 2 Members of Council selected by City Council.

Councillor Berardinetti has submitted a letter (July 26, 2013) advising of her resignation from the Design Exchange Board of Directors.

Members of Council have been canvassed for their interest in being appointed to the Design Exchange Board of Directors for a term of office until November 30, 2014 and until a successor is appointed.

The Chair called for nominations.

Councillor David Shiner nominated Councillor Mike Layton.

The Chair called for further nominations.

There being no further nominations, the Chair closed the nominations.

The vote for the nominee carried and Councillor Mike Layton was recommended for appointment to the Royal Agricultural Winter Fair Board of Governors.

City Council appoints one Member of Council to the Royal Agricultural Winter Fair plus the Mayor who is a member by right-of-office.

Members of Council have been canvassed for their interested in being appointed to the Royal Agricultural Winter Fair Board of Governors for a term starting December 1, 2013 to November 30, 2014 and until a successor is appointed.

The Striking Committee recommends that:

1          City Council appoint Councillor Chin Lee to the Greater Toronto Marketing Alliance Board of Directors for a term of office until November 30, 2014 and until a successor is appointed.

City Council appoints one Member of Council to the Greater Toronto Marketing Alliance Board of Directors.

Members of Council are being canvassed for their interest in serving on the Greater Toronto Marketing Alliance Board of Directors for a term of office until November 30, 2014.  A list of Interested Members will be distributed with the supplementary agenda.

The Striking Committee recommends that:

1.         City Council appoint Councillor Chin Lee to the Toronto Business Development Centre Board of Directors for a term of office until November 30, 2014 and until a successor is appointed.

The Striking Committee recommends that:

1.         City Council appoint Councillor Paula Fletcher to the Toronto Foundation for Student Success for a term of office until November 30, 2014 and until a successor is appointed.

Etobicoke York Community Council recommends that:

1.         City Council amend the former City of Etobicoke Zoning Code for the lands at 1629, 1631 and 1633 The Queensway substantially in accordance with the draft Zoning By-law Amendment attached as Attachment  5 to the report (August 19, 2013) from the Director, Community Planning, Etobicoke York District.

2.         City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Zoning By-law Amendment as may be required.

This application proposes to amend the former City of Etobicoke Zoning Code for 1629, 1631 and 1633 The Queensway to permit the redevelopment of the lands for a four building, 6,500 m2 commercial development which would include retail, restaurant and fitness centre uses. 

The lands are located at the intersection of two major streets and the development proposed is compatible with the range and mix of uses along this section of The Queensway.  The proposed development conforms to the Official Plan and fulfills the objectives for appropriate urban design and built form.  The proposal is in conformity with the Growth Plan for the Greater Golden Horseshoe and is consistent with the Provincial Policy Statement.

This report reviews and recommends approval of the application to amend the Zoning By-law.

Etobicoke York Community Council recommends that:

1.         City Council amend the former City of Etobicoke Zoning Code for the lands at 5500 Dundas Street West substantially in accordance with the draft Zoning By-law Amendment attached as Attachment 5 to the report (August 21, 2013) from the Director, Community Planning, Etobicoke York District.

2.         City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Zoning By-law Amendment as may be required.

3.         Before introducing the necessary Bills to City Council for enactment, City Council require the applicant to enter into a Site Plan Agreement under Section 41(16) of the Planning Act and Section 114 of the City of Toronto Act.

4.         Before introducing the necessary Bills to City Council for enactment, City Council require the applicant to make satisfactory arrangements with the Executive Director, Engineering and Construction Services to ensure the above- and below-grade buildings shall be set back as measured from the revised Dundas Street West and Paulart Drive right-of-way limits.

This application proposes two, 2 storey commercial-retail buildings containing 7,565 m2 of space at 5500 Dundas Street West.  The proposed buildings would front Dundas Street West and have both underground parking and limited surface parking at the rear of the proposed buildings.

The proposal is consistent with the Provincial Policy Statement (PPS) and conforms to the Growth Plan and the policies of the Official Plan, including Site and Area Specific Policy 368 which applies to the lands. 

This report reviews and recommends approval of the application to amend the Zoning By-law.

Etobicoke York Community Council recommends that:

1.         City Council amend the former City of Etobicoke Zoning Code for the lands at 735 and 743 Renforth Drive substantially in accordance with the draft Zoning By-law Amendment attached as Attachment 6 to the report (August 19, 2013) from the Director, Community Planning, Etobicoke York District.

2.         City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Zoning By-law Amendment as may be required.

3.         In accordance with the delegated approval under By-law 229-2000, as amended, City Council be advised that the Chief Planner and Executive Director, City Planning intends to approve the Draft Plan of Subdivision as generally illustrated on Attachment 2 to the report (August 19, 2013) from the Director, Community Planning, Etobicoke York District, subject to:

a.         The conditions as generally listed in Attachment 7 to the report (August 19, 2013) from the Director, Community Planning, Etobicoke York District, which except as otherwise noted must be fulfilled prior to the release of the plan of subdivision for registration; and

b.         Any such revisions to the proposed plan of subdivision or any such additional modified conditions as the Chief Planner and Executive Director, City Planning may deem to be appropriate to address matters arising from the on-going technical review of this development.

4.         Before introducing the necessary Bills to City Council for enactment, City Council require the owner to:

a.         Revise and resubmit, to the satisfaction of the Executive Director, Engineering and Construction Services, a Functional Engineering Report; and

b.         Enter into a financially secured Development Agreement for the construction of any improvements to the municipal infrastructure, should it be determined that upgrades are required to the infrastructure to support this development, according to the Functional Engineering Report accepted by the Executive Director, Engineering and Construction Services.

These applications propose to redevelop the existing commercial plaza at 735 and 743 Renforth Drive for residential uses.  The Zoning By-law Amendment application proposes to amend the former City of Etobicoke Zoning Code to permit the construction of 38 single detached dwellings on a new public road.  The application for a Draft Plan of Subdivision proposes the creation of the 38 residential lots and a 16.5 m public street connecting to Renforth Drive and Wellesworth Drive.

The proposal provides an opportunity to redevelop an underutilized commercial site and integrate it into the surrounding residential neighbourhood.  The proposed built form is compatible with the existing residential built form in the neighbourhood and the proposed public street complements the existing local street network. As such, the development is considered appropriate for the area.

This report reviews and recommends approval of the application to amend the Zoning By-law and advises that the Chief Planner and Executive Director, City Planning may approve the proposed Draft Plan of Subdivision application.

Etobicoke York Community Council recommends that:

1.         City Council approve in principle, the Conditions of Site Plan Approval set out in Attachment 5 to the report (August 21, 2013) from the Director, Community Planning, Etobicoke York District, for a proposed stacked townhouse development containing 240 residential units on a portion of the lands formerly known as 2277-2295 Sheppard Avenue West and 100 Mainshep Road (Blocks 148 and 149 on Plan 66M-2474).

2.         City Council delegate back to the Chief Planner and Executive Director, City Planning, or her designate, the authority to issue final Site Plan Approval.

This application proposes a six block stacked townhouse development containing 240 residential units on a portion of the lands formerly known as 2277-2295 Sheppard Avenue West and 100 Mainshep Road (Blocks 148 and 149 on Plan 66M-2474).

This report reviews and recommends approval in principle of the Site Plan Control

Etobicoke York Community Council recommends that:

1.         City Council approve the zoning instrument for 2522 Keele Street provided the lot area is limited to a maximum of 4497 square metres.

 Etobicoke York Community Council:

1.         Directed that a copy of this Item be provided to the Planning and Growth Management Committee for consideration at its meeting on September 12, 2013, for verification of the possible violation of the City-wide policy of conversion of employment uses to residential uses on the site which would normally deny the applicant access to an appeal to the Ontario Municipal Board.

2.         Directed City Legal staff to forward the Community Council resolutions to the Ontario Municipal Board at least one week prior to the next meeting of City Council, and further inform the Board that the new zoning by-law is under appeal by residents along Keele Street south of Highway 401 who are seeking natural justice.

3.         Requested the Chief Surveyor to verify the geodetic elevation of 171.58 metres above sea level, as set out in the zoning by-law amendment (Attachment 1 to the OMB Decision dated August 27, 2013), prior to the October 8, 2013, meeting of City Council.

Etobicoke York Community Council recommends that:

1.         City Council direct Planning staff to prepare and issue a Request for Proposals (RFP) to select an external consulting team to undertake a comprehensive review of the potential Humbertown Secondary Plan Area.

2.         City Council direct Planning staff, in consultation with the external consulting team, to lead the Secondary Plan review and to establish the respective roles and responsibilities for the Secondary Plan review including the scope of the review, financing, administration, deliverables and timing.