Agenda

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

The Community Partnership and Investment Program Appeals Committee is composed of 3 Members from the Community Development and Recreation Committee, and 3 Members from the Economic Development Committee.

Councillor Ana Bailão was previously appointed to the Community Partnership and Investment Program Appeals Committee as a member from the Community Development and Recreation Committee. As a result of Councillor Bailão's recent resignation from the Community Development and Recreation Committee, Council must appoint a replacement member from the Community Development and Recreation Committee.

Members of Council have been canvassed for their interest in being appointed to the Community Partnership and Investment Program Appeals Committee for a term of office until November 30, 2014.

The Executive Committee recommends that:

1.         City Council request the Government of Ontario to:

a.         discontinue the exemption pertaining to rent increases for rental housing built or occupied after November 1991;

b.         institute an automatic rent freeze in rental buildings for non-compliance with work orders; and

c.         collaborate with the City to set up an automated system for direct access to work orders to eliminate the need for tenants to provide proof of the work orders to the Landlord and Tenant Board.

2.         City Council request the Provincial government to provide the City of Toronto with the powers under the City of Toronto Act to enable the City to undertake new measures to improve the quality of rental housing in Toronto, such as rent freezes, vacancy control or landlord licensing.

The Executive Committee recommends that:

1.         City Council exempt the board members, employees and officers of Casa Loma Corporation and Lakeshore Arena Corporation, when acting in their official capacity, from Municipal Code Chapter 140, Lobbying, by authorizing an amendment to Chapter 140 to add “Casa Loma Corporation” and “Lakeshore Arena Corporation” to the list of exempted municipal level corporations and other bodies in Schedule A, as set out in Appendix 1 to the report (November 18, 2013) from the City Manager.

2.         City Council authorize the following amendments to the list of exempted municipal level corporations and other bodies in Schedule A of Municipal Code Chapter 140, Lobbying, as set out in Appendix 1 to the report (November 18, 2013) from the City Manager, to reflect name changes:

a.         remove “Toronto Economic Development Corporation” and replace it with “Toronto Economic Development Corporation (operating as Toronto Port Lands Company)”;

b.         remove “Toronto Waterfront Revitalization Corporation” and replace it with “Toronto Waterfront Revitalization Corporation (operating as Waterfront Toronto)”; and

c.         remove “Toronto Transit Consulting Ltd.” and replace it with “Toronto Transit Infrastructure Ltd.”.

3.         City Council authorize an amendment to Municipal Code Chapter 140, Lobbying, by removing “Enwave Energy Corporation” from the list of exempted municipal level corporations and other bodies in Schedule A, as set out in Appendix 1 to the report (November 18, 2013) from the City Manager, and request the Lobbyist Registrar to communicate this change and its implications to Enwave Energy Corporation.

4.         City Council authorize and direct the appropriate City Officials to introduce the necessary bills and to take the necessary actions to give effect thereto.

The report responds to City Council's decision to develop an Urban Aboriginal Framework (UAF) for Toronto.  The UAF provides a guiding framework that brings together community aspirations and City responsibilities.  The UAF has been developed in two phases.  The first phase was the Statement of Commitment to the Aboriginal Communities of Toronto which was adopted by City Council in July 2010.  The second phase was an Action Plan to support the fulfilling the Statement of Commitment, which was approved by Council in November 2012.

This report provides the second annual update on the implementation progress of the UAF. This report also responds to the accountability section of the Statement of Commitment which requires annual progress updates to both the Council and Aboriginal Affairs Committee.

Key highlights on the progress made to date include:

-           Education of the Toronto Public Service was a commitment for the City of Toronto and City staff have developed an educational strategy detailed in Appendix 1;

-           The City of Toronto, other funders and the Aboriginal Affairs committee have discussed ways to strengthen the capacity of Aboriginal organizations.  These discussions will continue in 2014 with the intent of developing and piloting specific initiatives to meet the commitment to build capacity with Aboriginal organizations;

-           A corporate-wide inventory of existing programs being delivered to the Aboriginal community was conducted with seven divisions.  The divisions responded that they have specific programs that are delivered to the Aboriginal communities (detailed in Appendix 2).  The purpose of the inventory is to establish a benchmark and to determine where there are gaps in service and an opportunity to develop more complementary services; and

-           An added element to this UAF is the creation of an Aboriginal Employment Strategy as directed by Council at its meeting in June 2013. This Strategy is currently being developed and will be reported to City Council in early 2014.

The purpose of this report is to provide an update to City Council about Toronto's Major Civic Theatres as directed at its meeting of November 27, 28 and 29, 2012. City Council recognized the St. Lawrence Centre for the Arts and the Toronto Centre for the Arts as community cultural assets and directed the Boards of these two theatres to prepare long-term strategic and five-year business plans to enhance their functions. These plans have been completed and approved by their respective boards.

Executive Committee requested the Board of Directors of the Sony Centre for the Performing Arts (operating name for the Hummingbird Centre for the Performing Arts) to develop and submit to the City of Toronto through the City Manager's Office, a long-term strategic plan and a five-year business plan for the Centre to continue as a City-owned theatre, which will substantially reduce or eliminate the City's subsidy.

The Boards of Directors of all three Civic Theatres have agreed to discuss options to advance the missions of each of the three theatres while increasing the effectiveness of their operations. A Theatres Working Group has been established, comprised of the Board Chairs, Vice Chairs and City Councillors on the Boards of the theatres and external cultural sector representatives, with support from senior management of the theatres and City staff from the City Manager’s Office and Economic Development and Culture. The Theatres Working Group, with the General Manager, EDC, will undertake a consultant study of future governance and operating models and make recommendations on an implementation strategy for the three theatres in a report to the Economic Development Committee by the end of the second quarter of 2014.

The Executive Committee recommends that:

1.         City Council authorize the Executive Director, Social Development, Finance and Administration to establish the Specialized Program for Interdivisional Enhanced Responsiveness (SPIDER) on a 'proof of concept' basis.

2.         City Council authorize that the 2014 Operating Budget of Social Development, Finance and Administration be increased by $199,000 gross and zero net to reflect the two new temporary staff positions and the funds be allocated through Interdivisional Recovery (IDR) from the Toronto Employment and Social Services Division.

3.         City Council authorize that the 2014 Operating Budget of Toronto Employment and Social Services be adjusted to include a draw of $199,000 equal to the gross expenditures from the Social Assistance Stabilization Reserve and transfer the funds to Social Development, Finance and Administration through Interdivisional Charges (IDC).

4.         City Council forward a copy of this report to the Board of Health for information.

The Executive Committee recommends that:

1.         City Council dissolve the current Community Partnership and Investment Programs (CPIP) Appeals Committee.

2.         City Council direct the Division Heads responsible for the administration of Community Partnership and Investment Programs (CPIP) programs to establish and administer open, accountable and accessible appeal processes for the 2014 allocations process.

3.         City Council amend the approval authority delegated to Division Heads responsible for the administration of Community Partnership and Investment Programs (CPIP) programs to include approval of recommendations from Appeals Panels.

The Executive Committee recommends that:

1.         City Council direct the Executive Director, Social Development, Finance and Administration to continue to oversee the City's Human Trafficking Working Group and report on the status of the City of Toronto's initiatives to address human trafficking by February 2015.

2.         City Council direct the Executive Director, Municipal Licensing and Standards, in consultation with the Toronto Police Service and other stakeholders, including but not limited to organizations that serve trafficked persons, and other City divisions, as appropriate, to undertake a review of licensing bylaws concerning trades and businesses that are known to be destinations for human trafficking with the objective of establishing measures and policies aimed at addressing the consequences of human trafficking from the perspectives of health and safety, and crime prevention.

3.         City Council direct the Executive Director, Municipal Licensing and Standards, in collaboration with the Toronto Police Service, other orders of government and agencies, as well as other City divisions, as appropriate, to develop and deliver training specific to the needs of Municipal Licensing and Standards front-line and management staff, with the focus on the recognition of indicators of human trafficking; and to establish a protocol concerning a referral of suspected cases of human trafficking to appropriate agencies.

4.         City Council request the Toronto Police Services Board / Chief of Toronto Police Service to consider the following:

a.         to deliver training to an appropriate number of community response officers across all police divisions to recognize the indicators of human trafficking based on the definition under the Canada’s Criminal Code and the City’s definition outlined in this report;

b.         to undertake a policy and procedure review concerning human trafficking investigations to include, all forms of human trafficking crimes; and

c.         to determine the most appropriate tools to develop benchmarks to monitor all forms of human trafficking in Toronto.

5.         City Council direct the Human Trafficking Working Group to work with Human Resources to develop appropriate awareness training for key front line staff on how to recognize indicators of human trafficking.

6.         City Council direct that a copy of this report be forwarded to the School Boards that serve the city of Toronto, the Toronto Public Library Board, Board of Health, Toronto Transit Commission, and Toronto Community Housing Corporation Board with a request that they develop and deliver appropriate training to their front-line staff with the focus on the recognition of indicators of human trafficking, establish a human trafficking protocol when staff is aware of signs of trafficking and the process to refer services to appropriate service providers.

7.         City Council request the Ontario Press Council and the Newspapers Canada to develop anti-human trafficking guidelines/practices related to advertising, particularly in cases where there is a suspicion that the ad may involve exploitation of a minor, and that the Executive Director, Social Development, Finance and Administration, in consultation with Strategic Communications, report back on the progress and response received to this request.

8.         City Council request the Executive Director, Social Development, Finance and Administration, to work with the City's Human Trafficking Working Group and external stakeholders and report back to the Executive Committee regarding the establishment of a hotline and support services for trafficked persons, including the resources required.

9.         City Council request the City Manager, the City Solicitor, and the Deputy City Managers, Clusters A and B, to report back to the Executive Committee on a strategy to more vigorously prosecute charges related to municipal by law infractions by the adult entertainment, body rub, and holistic license classes.

The Executive Committee recommends that:

1.         City Council establish a discretionary reserve fund account called the ‘Scarborough Transit Reserve Fund’ in Schedule 7 of Chapter 227, the purpose of which is to accumulate funds including proceeds from a special levy of property taxes to partially fund a replacement for the current rapid transit line in Scarborough, with criteria as set out in Appendix 1 to the report (November 21, 2013) from the Deputy City Manager and Chief Financial Officer.

2.         City Council establish a discretionary reserve fund account called the ‘Culture Funding Reserve Fund’ in Schedule 7 of Chapter 227, the purpose of which is to use the proceeds of the retroactive payment of the Third Party Sign Tax from 2009 – 2012 to partially mitigate future year tax increases in connection with the arts and culture program with criteria as set out in Appendix 2 to the report (November 21, 2013) from the Deputy City Manager and Chief Financial Officer.

3.         City Council transfer funds in the amount of $16.5 million from the Tax Stabilization Reserve (XQ0703) in Schedule 3 of Chapter 227 to the new Culture Funding Reserve Fund (created by Recommendation 2 above).

4.         City Council establish a discretionary reserve fund account called the ‘Transit Infrastructure Reserve Fund' in Schedule 7 of Chapter 227, the purpose of which will is to offset TTC debt charges in the future with criteria as set out in Appendix 3 to the report (November 21, 2013) from the Deputy City Manager and Chief Financial Officer.

5.         City Council transfer the balance of the funds in the Ontario Bus Replacement Program Reserve Fund (XR3022) in Schedule 15 of Chapter 227 to the new Transit Infrastructure Reserve Fund (created in recommendation 4 above), and that the account be closed and deleted from Chapter 227.

6.         City Council change the name of the Jewish War Memorial Maintenance and Operation Reserve Fund (XR3207) in Schedule 3 of Chapter 227 to the Jewish War and Holocaust Memorial Reserve Fund.

7.         City Council close and delete the following accounts from Chapter 227 because they have or will have zero balances:

8.         City Council authorize the following actions with respect to the closing of the Energy Conservation Reserve Fund (XR1715) in Schedule 7 of Chapter 227:

a.         transfer all but $13.5 million back to the Strategic Infrastructure Reserve Fund (XR1714) in Schedule 7 of the Chapter 227;

b.         credit all loan payments made under the revolving loan program funded by this Reserve Fund to the Strategic Infrastructure Reserve Fund;

c.         when all loans have been repaid, direct the Deputy City Manager and Chief Financial Officer to report further on the interest earnings on the fund and the assignment of  such earnings  to the Emerald Ash Borer Program, if required; and

d.         close the Reserve Fund once all the funds have been expended and delete the Reserve Fund from Chapter 227.

9.         City Council authorize the following actions with respect to the closing of the Green Energy Reserve Fund (XR1716) in Schedule 7 of Chapter 227:

a.         transfer all but $3.1 million back to the Strategic Infrastructure Reserve Fund (XR1714) in Schedule 7 of Chapter 227;

b.         credit all loan payments made under the revolving loan program funded by this Reserve Fund to the Strategic Infrastructure Reserve Fund;

c.         when all loans have been repaid, direct the Deputy City Manager and Chief Financial Officer to report further on the interest earnings on the fund and the assignment of  such earnings  to the Emerald Ash Borer Program, if required; and

d.         close the Reserve Fund once all the funds have been expended and delete the Reserve Fund from Chapter 227.

10.       City Council increase the authorized total transfer to the Environment Protection Reserve Fund (XR1718) in Schedule 7 of Chapter 227 from the Strategic Infrastructure Reserve Fund (XR1714) in Schedule 7 of Chapter 227 from $93.3 million to $149.8 million with Urban Forestry being given access to up to $104.5 million of that funding for forestry purposes ($48 million) and the Emerald Ash Borer program ($56.5 million), the remainder to support other environmental initiatives set out in this report.

11.       City Council transfer funds in the amount of $22,698.26 from the Termite Control Reserve (XQ0302) in Schedule 4 of Chapter 227 to Capital Financing Reserve (XQ XQ0011) in Schedule 1 of Chapter 227, and that Termite Control Reserve be closed and deleted from Chapter 227.

12.       City Council transfer the balance of the funds in the Vehicle Reserve – Revenue Services (XQ1600) in Schedule 1 of Chapter to the Vehicle and Equipment Replacement Reserve – Water/wastewater (XQ1012) in Schedule 2 in Chapter 227, and that the Vehicle Reserve – Revenue Services be closed and deleted from Chapter 227.

13.       City Council authorize the following actions with respect to the closing of the Utility Conservation/ Retrofit Reserve (XQ1711) in Schedule 1of Chapter 227:

a.         amend the funding of  the 2013 Facilities Management and Real Estate Capital Budget project - Building Automation System and Component Renewals (CCA207-26) – by replacing  $91,002 of funding from Capital from Current for reserve funding;

b.         fund this capital account from the Utility Conservation/Retrofit Reserve (XQ1711); and

c.         close the Reserve once all the funds have been expended and delete the Reserve from Chapter 227.

14.       City Council transfer funds in the amount of $1, 288,665.23 from the Enwave District Energy Reserve Fund (XR1059) in Schedule 7of Chapter 227 to the Toronto Water Capital Reserve Fund (XR6003) in Schedule 16 of Chapter 227, and that the Enwave District Energy Reserve Fund be closed and deleted from Chapter 227.

15.       City Council transfer funds in the amount of $99.89 from the Road Enhancement Reserve Fund (XR1401) in Schedule 8 of Chapter 227 to the Road and Sidewalk Repair, Maintenance and Reconstruction Reserve Fund (XR1402) in Schedule 8 of Chapter 227, and that Road Enhancement Reserve Fund be closed and deleted from Chapter 227.

16.       City Council transfer funds in the amount of $10,917.60 from the Parkland Acquisition-New Development (North York) Reserve Fund (XR2042) in Schedule 10 of  Chapter 227 to the Parkland Acquisition - North District Local Development Reserve Fund (XR2207)in Schedule 10 of Chapter 227, and that the Parkland Acquisition- New Development (North York) Reserve Fund be closed and deleted from Chapter 227.

17.       City Council transfer funds in the amount of $499,559.39 from the Infrastructure (Toronto) Reserve Fund (XR3014) in Schedule 15 of Chapter 227 to the Capital Financing Reserve (XQ0011) in Schedule 1 of Chapter 227, and that the Infrastructure (Toronto) Reserve Fund be closed and deleted from Chapter 227.

18.       City Council establish a discretionary reserve fund account called the "Toronto Transit Expansion Reserve Fund" in Schedule 7 of Chapter 227, the purpose of which will be to serve as a funding source to support transit expansion where the Provincial and/or the Federal Governments have committed to matching any City contribution to said Fund.

19.       City Council consider the annual contributions to the "Toronto Transit Expansion Reserve Fund" as part of the 2015 budget.

20.       City Council authorize staff to introduce of any necessary bills in Council.

The Public Works and Infrastructure Committee on October 21, 2013, considered a report (October 4, 2013) from the General Manager, Toronto Water, on “Update on the Water Meter Program”.

The purpose of this report is to advise City Council on the expansion of the Basement Flooding Protection Program city wide, to include new study areas, including the budget impacts and the prioritization methodology for new study areas.  New study areas are recommended for initiation in 2014 and 2015, and for completion in 2016 and 2017.

On the afternoon and evening of July 8, 2013, severe thunderstorms and heavy rains flooded many parts of the City, causing damage to public and private property and infrastructure, stranding thousands of commuters, and leaving tens of thousands of residents and businesses without electricity.  More than 4,700 basement flooding complaints were received during and immediately following the storm.  Many of the impacted properties were located outside of the existing Basement Flooding Protection Program's 34 priority study areas resulting in the need to reconsider how basement flooding risks are assessed and addressed city wide.

The Budget Committee meeting to be held on November 6, 2013 will include consideration of the Toronto Parking Authority's 2014 Recommended Operating Budget; and the 2014 Recommended Capital Budget and 2015 – 2023 Recommended Capital Plan.

The Executive Committee recommends that:

1.         City Council authorize staff  to enter into agreements with pharmacists (persons issued a certificate of accreditation to operate a pharmacy pursuant to the Drug and Pharmacies Regulation Act) selected based on criteria, including but not limited to those factors described in Appendix C to the report (September 12, 2013) from the City Manager, as determined by the Director of Pension, Payroll and Employee Benefits and the Executive Director of Human Resources in consultation with the City Solicitor’s Office for the purpose of implementing a Preferred Provider Network of pharmacists and to negotiate terms and conditions satisfactory to the City, with a focus on reducing the administrative costs associated with dispensing drugs, for implementation in 2014.

2.         City Council direct the Director of Pension, Payroll and Employee Benefits to undertake discussions with the City's benefits carrier, Manulife Financial, to identify and evaluate initiatives to further manage drug costs within the  context of the existing traditional benefit plan and to report back to the Employee and Labour Relations Committee with recommendations in the first half of 2014.

The Executive Committee recommends that:

1.         City Council receive the report (August 27, 2013) from the City Manager and the Executive Director, Human Resources, for information.

The Executive Committee recommends that:

1.         City Council direct the City Manager to change the City of Toronto news release boilerplate to the following:

“Toronto is Canada's largest city, sixth-largest government and home to a diverse population of about 2.8 million people. Toronto is one of the best cities in the world to do business, consistently ranked at or near the top in global competitiveness, innovation, entrepreneurship and quality of life. Toronto is proud to be the Host City of the 2015 Pan American and Parapan American Games, the world's third largest multi-sport Games. For information on non-emergency City services and programs, visit www.toronto.ca, call 311, 24 hours a day, 7 days a week, or follow us on twitter @torontocomms.”

The Board of Health:

1.         Requested the Medical Officer of Health, in consultation with the Director of the Environment and Energy Division, Office of the Chief Corporate Officer, to carry out a climate and health vulnerability assessment for the City of Toronto.

2.         Forwarded the report (October 21, 2013) from the Medical Officer of Health to the Parks and Environment Committee to be considered at the meeting of December 6, 2013 together with the report from the Chief Corporate Officer on adaptation activities and capital plans across the City of Toronto.

3.         Requested that the report (October 21, 2013) from the Medical Officer of Health and its recommendations be forwarded to City Council for consideration at its  December 16 and 17, 2013 meeting.

Over the coming decades, climate change in Toronto is expected to be characterized by more extreme weather events including extreme heat and severe rainstorms. This report provides an overview of potential health impacts identified in the published research including: more illness and death from extreme heat, poor air quality, and vector-borne disease; more injury and illness arising from flooding of homes and businesses; and impacts on mental health. Increases in extreme weather could also have significant impacts on factors that indirectly affect health including food security, social networks, employment status, quality of housing, income and costs of recovery, and access to core services including electricity, transportation, and telecommunications.

Information specific to Toronto about the current burden of illness from climate-related health impacts is varied. No systematic evaluation has been completed to estimate how climate change might alter these risks and their health impact, characterize the numbers and characteristics of vulnerable people and places for the combination of these risks, or consider the resulting demand on public health and health care services.

A comprehensive assessment of Toronto's vulnerability to health and social impacts of climate change is needed to support efficient, effective service delivery and protection of health in a changed climate. With the appropriate information and partnerships in place, TPH will be able to identify opportunities for strengthening the resilience of Toronto's population, especially the most vulnerable groups.

The purpose of this report is to request authority to enter into a single source contract with Priority Dispatch Corporation, who is the current vendor providing Toronto Emergency Medical Services (TEMS) Central Ambulance Communications Centre (CACC) with the Medical Priority Dispatch System, in the total amount of $1,081,595.00 (USD) net of HST, $1,100,631.07 (USD) net of HST recoveries, for a period of 5 years from the effective date of the agreement.

City Council approval is required in accordance with Municipal Code By-law Chapter 195- Purchasing, where the current request has exceeded the Chief Purchasing Official's authority of the cumulative five year commitment limit under Section 1 of the Purchasing By-Law and also exceeds the threshold of $500,000, net of HST allowed under staff authority as per the Toronto Municipal Code By-law, Chapter 71 – Financial Control.

The Community Development and Recreation Committee requested:

1.         the General Manager, Parks, Forestry and Recreation to report to the Budget Committee on the program and budget implications of the implementation of 16 new Centres Where Services Are Free (priority centres), starting in (a) the Spring or (b) the summer 2014 session;

2.         the General Manager, Parks, Forestry and Recreation to report periodically on service and program levels in all Centres Where Services Are Free during the 2014 year;

3.         the General Manager, Parks, Forestry and Recreation  to report to the Budget Committee on the budget and program implications of implementing the "Swim to Survive" program as early as practicable in 2014; and

4.         the General Manager, Parks, Forestry and Recreation to report to the Budget Committee on the possibility of funding the "Swim to Survive" Program through the Pan Am Games legacy Fund.

This report provides an update on provincial Health System Funding Reform (HSFR) related to Long-Term Care Homes and Services (LTCHS) and informs Council about the potential impact of pending funding policy changes currently under review by the Ministry of Health and Long-Term Care (MOHLTC).  It also seeks City Council support in urging the provincial government to provide an adequate level of operating and construction funding and to ensure all funds are distributed equitably across the entire long-term care sector.

Long-Term Care Homes and Services (LTCHS) has developed a capital renewal strategy to address the mandatory redevelopment of five (5) of its long-term care homes.  As directed by City Council on July 16, 2013 in the report "Update and Next Steps of Proposed Redevelopment of Seaton House and Revitalization of George Street", LTCHS is reporting back on how the Shelter, Support and Housing Administration (SSHA) redevelopment of Seaton House and revitalization of George Street can be integrated into LTCHS' overall capital renewal strategy and service plan to more effectively address the needs of an aging vulnerable population in downtown Toronto.

This report seeks authorization for LTCHS to proceed with its capital renewal planning based on the proposed framework, which includes integrating and co-locating services as part of the George Street Revitalization (GSR) Project. The capital renewal strategy has been developed within the context of the City's current long-term care bed inventory.

This report seeks Council approval of the attached 2014-2019 Housing Stability Service Planning Framework. This framework will guide Shelter, Support, and Housing Administration (SSHA) and its partners in the planning, management and delivery of SSHA's full range of housing and homelessness services over the next five years. It is intended to support the transformation of these housing and homelessness services from a loose network of programs primarily focused on the administration of social housing and emergency responses to homelessness into an integrated, client-centered, outcome-focused service system that improves the ability of residents to achieve greater housing stability.

The catalyst for development of this service planning framework was the combination of a tightening funding environment, demand pressures on existing services, and changes to provincial and federal programs and reporting expectations. These included: the introduction by the Province of the Community Homelessness Prevention Initiative (CHPI) in January 2013, which consolidated funding from five homelessness prevention programs into one program with greater flexibility to meet local needs but with less overall funding; and the renewal of the federal Homelessness Partnering Strategy (HPS) that focuses on Housing First approaches. This framework is consistent with Council's ten year plan for affordable housing (Housing Opportunities Toronto) and Toronto Housing Charter, and supports the implementation of CHPI and HPS. 

The preparation of the service planning framework was informed by research, a review of best practices in other jurisdictions as well as extensive community consultation undertaken by SSHA during 2013.  During the summer, SSHA consulted with a range of service providers, service users and other stakeholders using a variety of different methodologies. 

The service planning framework sets out seven strategic directions to guide SSHA over the next five years. It outlines SSHA's current responsibilities and key actions the division will undertake going forward to improve service delivery, increase service access, foster system stewardship, and strengthen partnerships to prevent and reduce homelessness while creating housing opportunities. 

The 519 Church Street Community Centre (The 519), with the support of a major philanthropic donor, is proposing to build the first ever LGBTQ-focused sports and recreation centre in Toronto. This landmark recreation facility will establish an international best practice for LGBTQ engagement in recreation and offer a range of spaces for community activities and athletic programming. The proposed facility will also meet a service requirement for the West Don Lands community. The facility will be developed and governed by The 519 Community Centre, in keeping with their dual mandate of responding to the needs of the local community and communities of common bond. As with other AOCC (Association of Community Centres) facilities, as part of The 519,  this facility will be managed in accordance with the City of Toronto's Relationship Framework for AOCCs.

It is proposed that the centre will be built on the Wheel and Foundry complex site located at Eastern Avenue and St. Lawrence Street, adjacent to Corktown Commons. The site is currently owned by Infrastructure Ontario. The area is under construction as it will host the Athletes Village for the 2015 Pan American / Parapan American Games.

The Economic Development Committee recommends that:

1.         City Council request the General Manager, Economic Development and Culture to convene a Toronto manufacturing business roundtable as generally described in this report, to be held in Q1 2014, focussed on identifying issues and opportunities related to enhancing Toronto’s competitiveness for manufacturers, and report back to Economic Development Committee on this consultation in Q2 2014.

2.         City Council request the General Manager, Economic Development and Culture, as part of ongoing business outreach activity, to proactively identify Toronto manufacturing companies seeking global product mandates, and work with the proponents, other City Divisions and the appropriate agencies, including Invest Toronto and Provincial/Federal orders of government, as required, to help accelerate these investment opportunities.

3.         City Council request the General Manager, Economic Development and Culture to work in partnership with the General Manager, Toronto Employment and Social Services, the Executive Director, Social Development, Finance and Administration, and representatives from manufacturing business, labour and academia to identify Toronto manufacturing sector recruitment, skills and workforce training needs, concentrating on base skills that are transferable, and to identify a range of preliminary opportunities to connect jobseekers, educators, trainers, and employers. 

4.         City Council request the General Manager, Economic Development and Culture to collaborate with Invest Toronto and others to prepare a manufacturing focussed investment opportunity package, profiling Toronto's advantages for manufacturing business and identifying available sites and/or projects in Toronto along with the supporting ecosystem components.

5.         City Council request the General Manager, Economic Development and Culture to report back to Economic Development Committee in Q1 2015 with the next annual report on the state of manufacturing in Toronto, in the form of a 'dashboard' report providing an update on key indicators related to manufacturing activity in Toronto and to report on the impacts of supportive measures taken in 2013 and 2014.

The Economic Development Committee:

a.         Requested the General Manager, Economic Development and Culture to report back to the Economic Development Committee on the state of job creation incubation programs in the City and on how the City can provide or expand the incubation program for newcomers.

As part of its endorsement of the Collaborating for Competitiveness economic growth and job creation strategy, City Council has directed the preparation of an annual report on the state of manufacturing in Toronto to keep a special focus on this high value sector. 

This report highlights key trends in manufacturing in Toronto and in the broader context, speaks to the significance of manufacturing in Toronto’s economic and employment landscape, identifies key issues and challenges, provides an overview of current City initiatives to support manufacturing, and presents potential future directions to enhance support for manufacturing in Toronto.

While manufacturing in Toronto, as elsewhere, has experienced significant decreases both in the number of firms and the number of jobs, reflecting a variety of economic forces, it remains a crucial part of Toronto’s economic landscape.  Manufacturing has not left entirely.  Toronto’s manufacturing firms employ almost 120,000 people representing 9 percent of Toronto’s total employment.  Manufacturing creates quality jobs, has high economic multipliers, and needs to be recognized and supported as a component of a strong and balanced economy with good growth prospects. 

In an increasingly competitive global economy, Toronto manufacturers face challenges and pressures that require them to have a stable yet flexible, cost-competitive and supportive operating environment, so they can survive, innovate and expand.  With focussed and collaborative efforts, Toronto is well positioned to capitalize on its unique advantages and on the strengths of its diverse manufacturing sector, to build on emerging trends, to position the sector for growth and to continue to enhance the health and vitality of this important sector.

The purpose of this report is to provide an update to Council on Phase One of the Making Space for Culture project. The project was undertaken to address one of the key recommendations of the Creative Capital Gains report: "that the City ensure a supply of affordable, sustainable, cultural space."

Twenty of forty-four wards were consulted through public meetings and an online survey. Existing community cultural infrastructure was mapped and verified to provide baseline data to prioritize and guide decision-making around future investment in cultural infrastructure. Phase One of the project was completed in the spring of 2013.

The purpose of this report is to recommend the 2013 Culture Build Investment Program allocations to nine non-city-owned not-for-profit cultural facilities. The total allocation of $200,000.00 for 2013 Culture Build Investment Program was approved by City Council as part of the Economic Development and Culture budget on April 3 and 4, 2013.

The Culture Build Investment Program provides matching funds to assist the City's not-for-profit cultural sector with financing for state of good repair capital projects.  The arts and cultural organizations that are supported through the Culture Build Investment Program provide a wide variety of opportunities for Toronto residents to engage in the arts as participants, volunteers or audience members.  In its first seven years, the Culture Build Investment Program has helped bring 62 cultural facilities closer to a state of good repair.

The recommendations for allocations contained in this report are the result of a Peer Panel review of the applications received at the July 15, 2013 deadline according to established criteria. The administration of the review was carried out in accordance with the City of Toronto Grants Policy as adopted by Council on December 16 and 17, 1998.

Recent feedback from this year's Peer Review Panel suggest the Culture Build's eligibility criteria should be expanded to include a wider range of facilities with a  core cultural mandate,  and  to include funding for feasibility studies for projects that would meet the criteria.

The Economic Development Committee recommends that:

1.         City Council grant authority to the Deputy City Manager Cluster A to enter into a five-year agreement effective January 1, 2014 to December 31, 2018, with the Toronto Arts Council for the administration and distribution of arts and culture funding on behalf of the City of Toronto.

2.         City Council direct that the agreement with the Toronto Arts Council be subject to the satisfaction of the General Manager of Economic Development and Culture, the City Solicitor and the Deputy City Manager and Chief Financial Officer.

3.         City Council direct that the Toronto Arts Council continue to submit its annual funding request through the City's annual operating budget process.

The City entered into a formal agreement with the Toronto Cultural Advisory Corporation operating as the Toronto Arts Council (TAC) in 2002.  The agreement was renewed for another five year term commencing January 1, 2007 and extended twice for one-year terms until December 31, 2013. This report seeks the authority to enter into a new five-year agreement with substantially the same terms and conditions as in previous agreements. A new clause which delineates acknowledgement of the City's funding has been added to the agreement.

The proposed five-year funding agreement, being effective from January 2, 2014 to December 31, 2018, will allow for a continuing and structured link between the City and the Toronto Arts Council.  It will enable planning and service delivery that offers an increased degree of stability, accountability to City Council, and sets out the City's terms and conditions.  Specific requirements and deliverables from the TAC are set out in the formal agreement based on the nature of the arts and cultural services provided to the City, its residents and visitors to Toronto.

The Economic Development Committee recommends that:

1.         City Council approve the Historical Collection Development Policy (Attachment No. 1), the Historical Collection Management Policy (Attachment No. 2), the Living History Collection Policy (Attachment No. 3), the Personal Collections Policy (Attachment No. 4) and the related Definitions (Attachment No. 5) in the report (October 21, 2013) from the General Manager, Economic Development and Culture.

2.         City Council authorize and direct the appropriate City Officials to take the necessary action to give effect to Council's decision.

This report recommends that City Council approve a revised set of policies to be administered by Museum Services relating to the City of Toronto's collections of artifacts, archaeological and natural history specimens and objects used for hands-on educational and programming purposes at City museums.

On November 1, 2012, Mondelēz Canada (Mondelēz) announced that it intended to close its "Lakeshore" bakery, known as the “Mr. Christie’s” site, located at 2150 Lake Shore Boulevard West and 23 Park Lawn Road, in the third quarter of 2013. 

At its meeting of November 27-29, 2012, in considering the employment function and potential of the Mr. Christie’s site, City Council directed City staff to strike a working group with Labour, post-secondary institutions and other stakeholders to explore options on the Mr. Christie's site, to maintain existing employment by possibly hosting educational and/or commercial food incubator programs and possible new food industry tenants for the site, amongst other uses. 

Between June and September 2013, three working group meetings were convened by City staff and co-chaired by the General Manager of Economic Development and Culture and the Chief Planner and Executive Director, City Planning.  Through a consensus-based approach facilitated by City staff, the working group generated a Vision Statement and ten Guiding Principles intended to help inform the redevelopment potential of the site with a focus on employment opportunities and maintaining the lands for employment purposes. This report outlines the results of the working group process and suggested next steps.

The Economic Development Committee recommends that:

1.         City Council authorize the Executive Director, Social Development, Finance and Administration to sign a contract renewal agreement with Service Canada for the Youth Employment Toronto program for up to $445,466.00 in federal subsidy with a $161,110.00 contribution from the City's tax base.

2.         City Council authorize the Executive Director, Social Development, Finance and Administration to sign a contract renewal agreement with Service Canada for the Toronto Youth Job Corp program for up to $2,228,375.00 in federal subsidy with a $219,100.00 contribution from the City's tax base, and $212,580.00 contribution from the Social Assistance Stabilization Reserve Fund (XQ1054).

3.         City Council direct the appropriate City Officials to take the necessary action to give effect thereto.

This report seeks authority to renew the agreement with Service Canada for the City-administered Youth Employment Toronto (YET) program for the 2014 contract year. YET is an on-going program, cost-shared with the federal government.

The report also updates Council on the implications of the Toronto Youth Job Corp (TYJC) program model submitted to Service Canada in the recent federal call for proposals (CFP) process. TYJC provides pre-employment support, structured employment training, employer placement and follow up supports for those youth most distant from the labour market.   Through the federal CFP process, the City has applied to continue to administer TYJC as a cost-shared program between Government of Canada and the City of Toronto for the 2014 contract year. In late October 2013, Service Canada advised that the City of Toronto was selected as the successful proponent for the 2014-2015 Toronto Youth Job Corp contract.

Contract renewals have occurred on an annual basis with the Government of Canada over the 30-year history of both YET and TYJC. The current Service Canada contract for the YET program ends on December 20, 2013, and on January 3, 2014 for TYJC.

The Economic Development Committee recommends that:

1.         City Council approve the amendments to the Municipal Code Chapter 19, Business Improvement Areas in relation to the use of resources during an election, definitions, annual general and general meetings, boards of management, establishing/expanding a BIA, meeting on holidays, annual budget and financial procedures.

2.         City Council direct the City Solicitor to introduce the necessary bill in Council to amend Municipal Code Chapter 19 substantially as set out in with Attachment 1 to this report and subject to any necessary minor substantive or stylistic refinements as may be identified by the General Manager of Economic Development and Culture and the City Solicitor.

The purpose of this report is to inform City Council of the results of the amended polling process for new and expanding Business Improvement Areas (BIAs), as requested by Council in 2011.  In accordance with the direction of City Council, adopted at its meeting on February 20th and 21st, 2013, the report also proposes an amendment to Municipal Code Chapter 19, Business Improvement Areas, respecting the City's policies regarding the use of resources during an election.  Several additional amendments to the Chapter, many technical in nature, are also recommended.

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

Complete budgets and supporting documentation received by October 22, 2013 have been reviewed and are reported here; BIA Operating Budgets received after this date will be brought forward in later reports.  Of the 77 established BIAs, 13 BIA budgets are submitted for approval in this report.

The recommendations in this report reflect 2014 Operating Budgets approved by the respective BIAs’ Boards of Management and have been reviewed by City staff to ensure BIA budgets reflect Council’s approved policies and practices.

The Economic Development Committee recommends that:

1.         City Council approve one addition and one deletion to the Fairbank Village BIA Board of Management as set out in Attachment No. 1 to the report dated October 28, 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, as necessary, 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.

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 one addition and one deletion to the Fairbank Village Business Improvement Area (BIA) Board of Management.

The purpose of this report is to recommend the extension of the Yonge Street Cultural Corridor from Dundas Street north to Davenport Road.

This report is part of finalizing the North Downtown Yonge Planning Framework (NDYPF) and is meant to reinforce an official plan amendment with area specific policies and urban design guidelines as the implementation tools.

Approved by City Council in 2001, the Waterfront Culture and Heritage Infrastructure Plan shows the Yonge Street Cultural Corridor terminating at Dundas Street.  The goal of the Plan was to create a distinctive framework through which to visualize the cultural landscape of Toronto's central waterfront; to connect it to the larger waterfront and integrate it with important cultural and heritage resources in the city core.

Since 2001, a significant amount of cultural infrastructure along Yonge from Dundas Street north to Davenport Road has been established, reinforcing the concept of extending Yonge Street as a cultural corridor.   This portion of Yonge Street north of Dundas Street has undergone multimillion dollars in construction and renovations to cultural facilities with several of the renovations involving adaptive reuse of heritage buildings.

The Economic Development Committee submits the item to City Council without recommendation.

The process of redistributing outstanding property taxes from one parcel of land to many newly created properties following a severance or re-development of land is referred to as “the apportionment of taxes”.

This report deals with 26 tax apportionment applications made by the Treasurer or to the Treasurer by an owner of land pursuant to section 322 of the City of Toronto Act, 2006, for the properties listed in Appendices A and B (attached).  

The legislation requires Council to hold a public meeting at which the applicants and / or property owners may express any concerns.  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.

The purpose of this report is to outline additional incremental financing options to address the forecasted $80 million increase in Union Station capital project costs. To date proposed financing options have included increasing recoverable debt by $60 million based on a revised revenue forecast of commercial rents from the Head Lessee and drawing from the Union Station Reserve (XR2501) for the $20 million balance.  The Union Station reserve fund consists of net rental revenues from operating Union Station that have accumulated over the years, with no tax funding contributions.

Alternative funding options include (1) seeking funding support from Transport Canada and Metrolinx, our funding partners, and (2) accessing funding from the recent development charge allocations for the Union Station location.

The purpose of this report is to request Council authority to enter into a licence renewal and amending agreement for an existing site.

This report seeks Council approval for the City of Toronto to:

(a)        Enter into a new licence agreement with Rogers Communication Inc. ("Rogers") which would replace existing, expired licence agreements with Rogers Wireless (a predecessor corporation to Rogers) for telecommunication equipment on various City properties as listed in Appendix "A".

(b)        Approve the major terms and conditions as set out in Appendix B of new licence agreements with other wireless communications carriers on sites to be authorized in the future.

The purpose of this report is to request authority, under Toronto Municipal Code 195-9B, to enter into a single source agreement with Elections Systems & Software, Inc. (ES&S) for the continued maintenance and support of existing vote counting equipment and associated goods and services for the successful delivery of an election, in the amount of $1,366,000 net of HST and $1,390,041.60 net of HST recoveries, for a period of four years from January 1, 2014 to December 31, 2017.

Although the original agreement with ES&S provided support for a period of 15 years (the expected life cycle of the equipment),  ES&S has agreed to support the City's equipment through to 2018 while the City determines how and when to move forward with the replacement of the voting counting equipment.

A new single source agreement is critical for the delivery of the 2014 election and any subsequent by-elections. Without a new contract the Clerk will be unable to use the equipment or any of the ES&S services for the 2014 election.  

ES&S is the single source provider for the maintenance, materials and services, and software product for the vote counting equipment, and has sole access to the proprietary intellectual property.

The purpose of this report is to provide information on the results of the Request for Proposal (RFP) No. 0613-13-0044 for the renovation, finance and operation of a food and beverage concession within Sherbourne Common Pavilion and to request authority to negotiate and enter into a Licence Agreement with the recommended proponent, Angus Inc. (referred to in this report as "Hero Certified Burgers"), being the sole proponent, for a ten (10) year term commencing January 1, 2014 to December 31, 2023, with the option to extend for an additional five (5) years commencing January 1, 2024 and terminating on December 31, 2028.

The Government Management Committee recommends that:

1.         City Council establish the Toronto French Language Advisory Committee for the balance of the current term of Council and adopt the Terms of Reference attached as Appendix A to the report (November 1, 2013) from the City Manager.

This report recommends the establishment of a Toronto French Language Advisory Committee, and the adoption of its Terms of Reference attached as Appendix A. 

This report requests authority to enter into a new contract with the Large Account Reseller, Compugen Inc., selected by the Province of Ontario's Ministry of Government Services (MGS) which resulted from a competitive process, for the supply of Microsoft Licences under the Microsoft Select Plus Agreement, for various City of Toronto Programs as required until September 30, 2016, under MGS Microsoft Master Business Agreement # U8364444.

A cost-benefit analysis of various Microsoft Licensing options was undertaken in support of the recommended approach.  Leveraging the Provincial MGS agreement provides the City with the best possible pricing for Microsoft Licences.

4.         City Council  request City Divisions, Boards and Agencies, for 2014 and beyond, to fund their respective vehicle replacement reserves that such reserves do not fall into a negative balance and the reserves are adequate to meet future vehicle replacement needs and that this direction be forwarded to the Budget Committee as part of the 2014 Capital Budget process.

This staff report is in response to the Government Management Committee's meeting of September 9, 2013 item # GM24.15 – 2014 Service Level Review – Government Management Committee Programs,  recommendation #3 with respect to divisions that have not been committing sufficient capital reserve contributions for vehicle replacements and the associated replacement/sustainability concerns and increased costs.  Fleet Services in collaboration with Divisions and Financial Planning will develop a strategy to establish minimum reserve balances to be maintained by all City Programs and Agencies.

This staff report responds to the Auditor General's Report titled, 'Reliable Data is Needed for Effective Fleet Management' dated April 18, 2013.  The Auditor General's Report included a requirement for the Director of Fleet Services to report to Government Management Committee by December 31, 2013 on steps that can be implemented to significantly improve the accuracy of vehicle odometer readings including any revisions necessary to odometer reading criteria for identifying unusual meter readings.

Staff investigated several options to improve odometer accuracy over the last six months.  The best option should be cost effective, eliminate manual inputting, build on current information systems and strengthen controls at the fuel pump.  The only option meeting all these criteria was an automated odometer download solution included in the current Fleet Management Information System (FMIS) software.  Subsequently, Fleet initiated an automated odometer download pilot at the city's fuel site located at 1026 Finch Avenue West, in August 2013.  Feedback from the drivers has been positive so far and the odometer data is accurate because it is transmitted in real-time from the vehicle's onboard computer to the FMIS.  If the pilot project is successful, Fleet Services plans to implement the automated odometer download capabilities at seventeen (17) fuel sites.

Further to the Auditor General's recommendations, staff are also reviewing the odometer reading criteria used in the FMIS and will amend and adjust them as necessary.

Included in this staff report are three (3) recommendations to rollout the automated odometer solution to nine (9) fuel sites and 3,500 vehicles and pieces of equipment between 2013 – 2016 at an estimated cost of $1.7 million.

On October 2, 3 and 4, 2012, City Council authorized City Staff to initiate expropriation proceedings, if necessary, to acquire a permanent easement in, over and through a portion of 1170 Sheppard Avenue West for vehicular and pedestrian access to and from an emergency exit building for maintenance purposes.

All necessary steps required under the Expropriations Act have been taken and this report recommends that City Council, as Approving Authority under the Expropriations Act, approve the expropriation of the property requirement identified in Appendix A to this report.

This report seeks authority for a number of real estate transactions and proceedings to facilitate and expedite both the implementation of a Cultural Hub and the locating of access ramps for a pedestrian bridge over the Georgetown South rail corridor/Union-Pearson Air-Rail Link at the John Street location.

505707 Ontario Limited o/a Grenadier Group (the "Grenadier Group") has License Agreements with the City to exclusively operate food and restaurant facilities in High Park and Western Beaches.  The Grenadier Group submitted an unsolicited proposal to the City to extend the Licence Agreements for an additional 15 years, including $4.5 million in additional capital investment to redevelop the Joy Oil Station and undertake capital improvements at the High Park and Western Beaches concession facilities.  The current Licence Agreements expire in May 2016.

City Council directed staff to negotiate with Grenadier Group and carry out an analysis of the Grenadier Group proposal, as well as consider alternative uses for the Joy Oil Station and evaluate other opportunities to maximize the value at each licensed location.

Staff have reviewed the proposal with the assistance of a business consultant and negotiated with the Grenadier Group.   The purpose of this report is to submit the proposed terms and conditions of the Licence Extension with Grenadier Group for High Park and Western Beaches for approval, and evaluate other opportunities to maximize the value at each location.

The Government Management Committee recommends that:

1.         City Council request the Toronto Police Services Board to reconsider the matter relating to Parking Enforcement Grace Periods and provide a 10-minute grace period for pay and display parking prior to issuing a Parking Infraction Notice.

2.         City Council request the Toronto Police Services Board to provide a grace period between 9:00 p.m. of one day to 12:01 p.m. of the next day when parking alternates from one side of the street to the other and when on-street permit parking is in effect.

The purpose of this report is to provide Toronto City Council, via the Government Management Committee, with the Toronto Police Service’s (Service) response to a City Council Motion with respect to parking enforcement grace periods.

The purpose of this report is to correct an inadvertent error in the amendments to the Adult Entertainment Club (“AEC”) article of Toronto Municipal Code, Chapter 545, Licensing that were adopted by City Council on October 30, 2012 and April 3, 2013.

This report recommends reinstating a previously provided exemption for licensees governing the hours of club operation and the consumption of drugs and alcohol by certain AEC employees. The exemption specifically applied to AECs licensed under the Liquor Licence Act.

The Liquor Licence Act governs the hours of sale of alcohol, regulates the consumption of alcohol by patrons and prohibits the presence of illicit drugs in any establishment that holds a liquor licence.

Legal Services was consulted in the preparation of this report.

The Toronto Board of Health on November 4, 2013, considered a report (October 21, 2013) from the Medical Officer on Exploring Health and Social Impacts of Climate Change in Toronto

The Parks and Environment Committee forwards the item to City Council without recommendation, as the motion to adopt the item lost.

Seniors on low incomes can sometimes face the financial burden of having to remove trees that pose a danger and/or have fallen on their property due to a variety circumstances outside of their control. The safe removal of these dangerous trees is vital for the public good.   The failure to remove damaged trees can pose a danger to residents and property as well as lead to an increased risk of infestation from invasive species.

It is good public policy that the City of Toronto assists low-income seniors with removing such trees by reducing the financial burden.

After extensive public consultation, this report presents a proposed Official Plan amendment that includes new Official Plan policies, land use designations and mapping pertaining to the City's economic health and employment lands. 

This report to be considered at a Special Public Meeting under Section 26 of the Planning Act contains final recommendations regarding the Official Plan /Municipal Comprehensive Reviews of Toronto's Employment Lands. 

The key elements of the recommended Official Plan amendment is to maintain and grow a strong and diverse economy by:

1.         Stimulating the growth of new office space and maintaining current concentrations of office space near rapid transit;

2.         Preserving the majority of the City's Employment Areas for business and economic activities; and

3.         Accommodating the growth of the retail and institutional sectors to serve the needs of a growing population.

The analysis of the housing capacity has concluded that the City is on track to meet the Growth Plan forecasts for population, and that the City has more than sufficient housing capacity to accommodate the forecasted growth to 2031.

Lands within Employment Areas may be converted and designated for non-employment uses only during a Municipal Comprehensive Review.  The City has received approximately 125 requests/applications to convert lands designated as Employment Areas for non-employment uses.  The final recommendations on conversion requests/applications received prior to May 31, 2013 forms part of this report and are appended as Attachment 2.  One-third of the sites subject to conversion requests/applications are proposed to permit non-employment uses.  These sites comprise only 15 per cent of the total land area subject to conversion requests/applications.  

Approval of the recommendations in this report would preserve 97 per cent of Toronto's Employment Areas for current and future business and economic activities to grow and provide jobs within the City.