Agenda

• O Canada
• Moment of Silence

• Declarations of Interest under the Municipal Conflict of Interest Act

This report summarizes the results of the public consultations on implementing a Local Appeal Body (LAB) for the City of Toronto to hear appeals of minor variance and consent applications.  The report also provides principles, informed by the consultation, to guide LAB implementation in the event Council decides to implement a LAB.

This report presents a proposed amendment to Development Charge By-law No. 1347-2013 for consideration at a statutory public meeting. The sole purpose of the amendment is to clarify the time at which development charges are calculated, payable and collected in cases where a development is built out in phases.

This technical amendment to the by-law has been developed in consultation with Toronto Building, and is recommended in addition to procedural changes that have been implemented to avoid confusion and potential loss of development charge revenue.

The City Manager gave a presentation to the Executive Committee on December 2013 Ice Storm - City of Toronto's Emergency Response Review.

The President and Chief Executive Officer, Toronto Hydro gave a presentation to the Executive Committee on Ice Storm Independent Panel Review Report Briefing.

The Chair, Independent Review Panel gave a presentation to the Executive Committee on Toronto Hydro Response to December 2013 Ice Storm - Independent Review Panel Report.

The ice storm that occurred in Toronto in late December 2013 caused widespread electricity outages and disrupted the lives of thousands of Torontonians.  Approximately 416,000 Toronto Hydro customers lost power at one point during the ice storm, which affected more than one million City residents.

In January, Toronto Hydro commissioned an Independent Review Panel to look at Toronto Hydro’s performance during the storm and to confirm practices that worked well and identify areas in need of improvement.  The Independent Review Panel worked closely with Davies Consulting on the design and approach of the review and then on the identification of findings and the development of 25 recommendations for consideration by Toronto Hydro Management.  The Independent Review Panel Report, The Response of Toronto Hydro-Electrical System Limited to the December 2013 Ice Storm, was released publically on June 18, 2014.

As requested by Council at its meeting January 10 and 13, 2014, this report transmits the findings of Toronto Hydro’s Independent Panel to Council for information.

The Constance E. Hamilton Award was established in 1979 and is named after the first woman elected in 1920 to municipal council in Toronto.  The award recognizes person(s) who have made a significant contribution to improving the social, economic, cultural and political status of women in Toronto. 

The Selection Committee has reviewed the nominations submitted by the public and selected the following recipients for their contributions toward improving the status of women in Toronto:

Dr. Rosemary Moodie

Dr. Rosemary Moodie exemplifies many extraordinary leadership, mentorship and advocacy qualities on the advancement of women. As president and board chair of the Young Women's Christian Association (YWCA) Toronto chapter for the past three years, Rosemary has expanded the organization's affordable and supportive housing options for young women living with mental health and addiction issues as well as low income single women and those feeling from domestic violence. She has nurtured young women's leadership on the Board of Directors and continues to empower young women by setting an example of a strong, inspiring female visionary. Her other contributions range from the medical community to childhood education both locally and internationally. She has contributed to and continues to be involved with many boards including: Food for the Poor Canada, Project for the Advancement of Childhood Education Canada, Scotiabank Foundation, St Joseph Health Centre Toronto, Goodwill Ontario, and many more. Her work touches the lives of single, low income Aboriginal women in Canada fleeing from violence and extends to children in Jamaica and Haiti who attend schools and programs her contributions have helped create.

Valerie Mah

The first Chinese woman principal in the Toronto Board of Education, Valerie Mah believes no child should go hungry in this city. Throughout her accomplished teaching career worked to establish food programs for kids and supports for moms and families, including establishing an annual Lunar New Year Banquet through TEOF (Toronto Education and Opportunity Fund) and a full-service kitchen in the Bruce School Board at the time, ensuring that all children from this working-class neighbourhood got a snack and a lunch. Also as the principal of Bruce School, she helped lead the school from closure to creating the model for Ontario's full-day kindergarten in partnership with WoodGreen and the Atkinson Foundation. This program gained international recognition for its seamless curriculum, childcare in the school classrooms and ECEs in the kindergarten class. Along with Dr. Joseph Wong, Valerie Mah was one of the founders of the Yee Hong Centre for Geriatric Care to provide high quality and culturally appropriate services for Chinese seniors.

Anne Ford

Anne Rochon Ford has been a quiet, steady and forceful champion in the City of Toronto for women's health both locally and throughout the country. Anne is currently the Executive Director of the Canadian Women's Health Network, but has a long history of advocacy and activism in support of women's health in Toronto. As a founding member of Willow  Breast  Cancer  Support and Resources Services (1994), Women  and Health  Protection (1997), the Toronto Women's Health  Network (1981),  the Ontario  Women's Health  Network  (1997), Anne  has shown  an incredible commitment and vision for inclusive  women's health agenda. Ms. Rochon Ford has edited and authored a number of important publications including The Push to Prescribe: Women and Canadian Drug Policy (2009), and "Access to Midwifery: Reflections on the Ontario Equity Committee Experience" in Reconceiving Midwifery (2004).

Awards Presentation

The Constance E. Hamilton Award will be presented during the City’s Annual Human Rights Awards Ceremony in November when the following awards will also be presented:  Aboriginal Affairs Award, the Access Award on Disability Issues, the Pride Award for Lesbian, Gay, Bisexual, Transgender, Transsexual and Two Spirited Issues and the William P. Hubbard Race Relations Award. 

This report contains recommendations pertaining to the actions necessary to comply with the requirements of the Business Corporations Act (Ontario), R.S.O. 1990, c.B.16 ("OBCA") for holding the Annual General Meeting of the Shareholder of Toronto Hydro Corporation ("THC") including receipt of Toronto Hydro Corporation's audited annual consolidated financial statements for 2013 and appointment of the auditor for Toronto Hydro Corporation for 2014.

This report also recommends for receipt at the Annual General Meeting of the Shareholder of Toronto Hydro Corporation, other reports provided by Toronto Hydro Corporation as required by the Amended and Restated Shareholder Direction Relating to Toronto Hydro Corporation ("Shareholder Direction") which, in addition to the OBCA requirements, include:

-                       Toronto Hydro Corporation's annual report;

-           Toronto Hydro Corporation's fourth quarter report to the Shareholder, internal financial statements and financial statements for its subsidiaries; Toronto Hydro Corporation has advised the City that Attachments 3, 7, 8 and 9 are confidential due to (a) the security of the property of the City, and (b) securities requirements arising from Toronto Hydro Corporation's status as an offering corporation under the OBCA, Toronto Hydro Corporation's status as a reporting issuer under the Securities Act (Ontario), R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102;

-                       Toronto Hydro Corporation 's Annual Information Form which is a public document published annually as required by the Ontario Securities Commission from Toronto Hydro Corporation as a public debt issuer;

-           Toronto Hydro Corporation 's disclosure of executive compensation in two parts, with the part in Attachment 11(b) being confidential as it includes personal information about identifiable individuals; and

-           Toronto Hydro Corporation 's report on environmental performance in relation to City objectives.

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

The purpose of this report is to respond to a direction from Executive Committee that the City Manager, in consultation with Corporate Finance, Shelter, Support and Housing Administration and Toronto Community Housing, report on options to restructure/refinance high-interest City loans to Toronto Community Housing (TCH) in order to unlock funding to address Toronto Community Housing's capital repair backlog.

This report recommends that Toronto Community Housing Corporation be provided with a new 30-year loan that replaces the existing City loans for 55 properties. As shown in Appendix A, these existing loans have an outstanding balance of approximately $19.4 million and maturity dates that range from 2017 to 2031. The existing interest rates on these loans range from 5.5% to 11% and average about 8%.

It is proposed that the City provide the new loan at an interest rate that is equal to the City's current cost of capital for 30-year debentures, which is approximately 4.5%. The new loan would have a total annual repayment amount equal to the total annual repayment amount currently being provided by Toronto Community Housing on the existing loans. As a result of the extended amortization period and the reduced interest rate, the existing annual repayment amounts can now support a new total loan amount of $52.4 million. After repayment of the existing loans, this will allow Toronto Community Housing to apply approximately $33.0 million towards addressing capital needs throughout the entire Toronto Community Housing social housing portfolio.

In order to support Toronto Community Housing's repayment of this expanded loan, Toronto Community Housing Corporation has requested a City commitment to extend the existing mortgage subsidy funding being provided by the City to Toronto Community Housing for 47 of the 55 properties (8 properties do not currently receive mortgage subsidies) so that the current annual subsidy amounts are maintained until the end of the new 30-year mortgage amortization term. The extended mortgage subsidy funding has a total nominal value of $40.1 million and a present value of $16.9 million.

This report provides information on regulation amendments to the provincial Liquor Licence Act to permit the sale and sampling of Vintner’s Quality Alliance (VQA) wines at Ontario farmers’ markets on a two-year pilot program basis.  Under the program, VQA wineries are authorized to sell and serve samples of their product at farmers’ markets across the province, including markets in Toronto. The Alcohol and Gaming Commission of Ontario (AGCO) delivers and regulates the program. Under the regulation, the City of Toronto has the ability to prohibit VQA wine sales at farmers’ market within its boundaries. City Divisions permit or directly organize twenty farmers’ markets in Toronto, and an additional six farmers’ markets are held on property owned by City agencies. Under the new regulations, VQA wines could be available at these farmers’ markets. City staff are closely monitoring the impact of the program on the markets and adjacent neighbourhoods, and will evaluate the program near the completion of the pilot.

The purpose of this report is to propose a strategic review related to the next phase of waterfront revitalization, the outcome of which will be reported to the Executive Committee in the second quarter of 2015.

The need for a strategic review is triggered by the submission of Waterfront Toronto's Strategic Business Plan to the City, efforts to determine a funding scheme for East Bayfront transit and emerging Port Lands Acceleration Initiative work.  The recent provincial and upcoming federal elections also provide a timely opportunity for re-engagement of the government partners and the re-assessment of waterfront priorities.

Since Waterfront Toronto was established in 2003, almost $1.5 billion of government funding has been invested in waterfront revitalization.  City funding to the project and capital budget expenditures, along with Waterfront Toronto land and development revenues, will largely complete the capital projects that are underway through to 2017.  However, waterfront revitalization is at the half way point and progress could stall without the continued participation of the three orders of government. 

While much work has been completed, a number of important city building projects remain as yet unrealized.  These include waterfront transit, notably the extension of transit to East Bayfront and eastern points, as well as flood protection and servicing in the Port Lands. Both of these initiatives are included in the City's recent development charge renewal for partial funding.  In addition, new projects of significance are emerging.  For example, Great Gulf Corporation's proposed employment hub at 21 Don Roadway beside the Don River and discussion of a subway relief line should be considered as the City plans for the next decade of its waterfront delivery.

The proposed strategic review will use the experience of waterfront revitalization since 2000, results of discussions with federal and provincial officials, and consultation with key stakeholders including the public, to formulate a platform for the future.  A set of agreed upon principles, as articulated in this report, will guide the review, the outcome of which will be reported to Council early in its next term.

In July 2013 City Council endorsed an investment of up to $20 million in a 2015 Pan/Parapan American Games Host City Showcase Program (“Showcase Program”) to enhance the experience of the TORONTO 2015 Games for participants and residents, and to advance the City's economic development and tourism, sport development and healthy living, and resident engagement and cultural celebration goals.

Final approval and funding for the Showcase Program– including $2.500 million for a cultural celebration; $2.700 million to support Games related marketing, communication and enhanced visitor services activities; and $13.898 million for 28 innovative projects – was confirmed through Council’s adoption of the 2014 Operating and Capital Budgets.

This report supports and advises on the implementation of certain Showcase Program initiatives by (i) seeking additional funding of $1.000 million for the first phase of the Prince Edward Viaduct Illumination project; (ii) requesting authority to proceed with a 150 day Host City Street Banner campaign; (iii) recommending that the $1.76 million earmarked for the Pan Am Community Projects initiative be divided among three complementary grant streams; (iv) describing features of the Toronto Sports Hall of Honour initiative; and (v) reporting on, respectively, efforts by City officials to secure sponsorships to offset Showcase Program costs and to ensure that Games related cultural activities are equitably distributed across Toronto.

Executive Committee requested, at its February 23, 2014 meeting, that staff consult with the general public and relevant stakeholders regarding the feasibility of renaming Union Station after Sir  John A. Macdonald, one of the "Fathers of Confederation". The purpose of this report is to recommend that Union Station not be renamed in honour of Canada's first Prime Minister for the following reasons:

-           The Station's name and edifice are iconic and both are considered to be core components of the City's history and heritage;

-           The general public and key stakeholders do not support the idea;

-           Changing the name would have substantive operational impacts;

-           Such a renaming would not be in line with the City's Honourific and Street Naming Policy.

In lieu of Union Station, it is recommended that the City mark the bicentennial of our first Prime Minister's birth by formally naming, upon completion of the Union Station revitalization and other considerations, the new plaza being developed at the Station's entrance after Sir John A. Macdonald.

City Planning is scheduling a Final Report for a proposed rezoning at 5 to 25 Wellesley Street West and 14 to 26 Breadalbane Street (one site, referred to in this report as the Wellesley Street site) to the August 12, 2014 meeting of the Toronto and East York Community Council. As part of the development application, the owner has proposed part of the site for parkland to fulfill their parkland dedication requirements. The owner of this site also controls two other sites in the immediate area that have been subject to recent development approvals at 951-971 Bay Street (Bay Street site) and 501-521 Yonge Street (Yonge Street site). The owner is proposing that the parkland dedication requirements for those sites be fulfilled on the Wellesley Street site.

The development application on the Bay Street site is on track to obtain its Superstructure Permit in the next few weeks. As the owner has agreed to construct the above base park improvements at the Wellesley Street site, staff are seeking City Council approval to apply a credit against the Parks and Recreation component of the Development charges to build the above base park improvements and to collect Letters of Credit for the Development Charges and the Parkland Dedication requirement.

The purpose of this report is to seek City Council authority to provide development charge credits to Empire (Beyond the Sea) Ltd. ("Empire") related to their construction of the section of Legion Road adjacent to their site located at 2242 and 2246 Lake Shore Boulevard West.  Empire constructed this section of Legion Road in accordance with the vertical profile reflected in the Legion Road Extension Class EA Environmental Study Report (ESR).  As a result, Empire incurred construction costs that they would not have otherwise been responsible for.   On this basis, City staff have concluded that Empire is eligible for a development charge credit (refund) for a portion of their construction costs for the section of Legion Road abutting their site.

Funds for the credit are available in the City's Development Charge Reserve Fund.

This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2014 taxation year on railway roadways and rights of way and on land used as transmission or distribution corridors owned by power utilities.  The levies total approximately $7.2 million in taxation revenue, of which the municipal share is $6.6 million and the provincial education share is $0.6 million.

This report recommends the adoption of the 2015 interim levy and requests authority to introduce the necessary by-law at the inaugural meeting of Council on December 2 and 3, 2014.  The 2015 interim levy will raise approximately $1.89 billion for City purposes, and will provide for the cash requirements of the City until such time as the 2015 Operating Budget and 2015 final property tax levy are approved by Council.

In recommending approval of its Draft Consolidated Financial Statements for the Year Ended December 31, 2013 to the City's Audit Committee, the Toronto Transit Commission Board of Directors also made recommendations with respect to retaining its 2013 $47.7 million operating surplus.

Preliminary year-end financial statements indicated a 2013 year-end subsidy of $7.3 million. A number of regular year-end accounting adjustments largely based on actuarial estimates were made in finalizing this number, which is now $47.7 million. In 2013 the TTC spent less than what had been estimated in several areas, such as long-term liabilities for workplace safety, insurance benefits, accident claims payouts, retroactive pay, overhead costs to capital projects and administrative fees.

City of Toronto policy requires all surplus to go back to the City which essentially reduces the TTC’s subsidy for that year. This is a City of Toronto policy and applies to all agencies, boards and commissions of the City

The surplus cannot be reallocated to the TTC operating budget for one-time service increases because any service increase would need to be maintained year-over-year.

The purpose of this report is to provide Council with the City of Toronto Capital Variance for the year-ended December 31, 2013, to seek Council’s approval for in-year budget and 2013 carry forward funding adjustments that have no incremental impact on debt.

Capital expenditures for the twelve months ended December 31, 2013 totalled $2.386 billion or 57.9 percent of the 2013 Approved Capital Budget of $4.125 billion (see Table 1).  This spending pattern is consistent with prior years.  As detailed by City Program and Agency in Appendix 1, it is noted that 14 of 33 City Programs and Agencies spent in excess of 60 percent of their respective 2013 Approved Capital Budget.

For the twelve-months period ended December 31, 2013, Tax Supported Programs and Agencies reported capital expenditures of $1.837 billion representing 55.7 percent of their collective 2013 Approved Capital Budget of $3.298 billion; Rate Supported Programs reported capital expenditures of $548.752 million, representing 66.3 percent of their collective 2013 Approved Capital Budget of $827.125 million.

(See Table 1 of the Report dated June 4, 2014 from the Deputy City Manager and Chief Financial Officer)

The rate of spending in 2013  was driven largely by difficulty in finding and securing suitable sites for constructions in accordance with initially planned timeframes; delays in securing funds from cost-sharing partners; longer than planned timelines to obtain necessary approvals or required permits; extensive community consultations; delays in tendering contracts; unanticipated delays in construction start-up; and resources constraints.  Unspent funds for projects that have not been completed have been carried forward to 2014 on an as needed basis, in accordance with the City's Carry Forward Policy. 

In addition, several projects were completed under-budget. Through this report staff recommends closing 67 projects which have came in under budget by $35.354 million.

The Public Works and Infrastructure Committee, at its meeting of June 18, 2014:

1.         Amended Contract 47017290 for Repairs of Water and Sewer Connections, Mains and Appurtenances Toronto East York District, Tender 254-2012, with OJCR Construction Ltd., by an additional amount of $2,500,000.00 net of all taxes ($2,544,000.00 net of HST recoveries) revising the current value from $11,786,948.43 to $14,286,948.43 net of all taxes ($14,538,398.72 net of HST recoveries), subject to City Council approval of Recommendations 1 and 2 from the Executive Committee.

2.         Amended Contract 47017308 for Repairs of Water and Sewer Connections, Mains and Appurtenances Etobicoke York District, Tender 255-2012, with OJCR Construction Ltd., by an additional amount of $2,800,000.00 net of all taxes ($2,849,280.00 net of HST recoveries) revising the current value from $8,696,692.66 to $11,496,692.66 net of all taxes ($11,699,034.45 net of HST recoveries), subject to City Council approval of Recommendations 1 and 2 from the Executive Committee.

3.         Amended Contract 47017297 for Repairs of Water and Sewer Connections, Mains and Appurtenances NorthYork District, Tender 256-2012, with Finch Paving (1993) Ltd., by an additional amount of $900,000.00 net of all taxes ($915,840.00 net of HST recoveries) revising the current value from $7,083,696.28 to $7, 983,696.28 net of all taxes ($8,124,209.34 net of HST recoveries), subject to City Council approval of Recommendations 1 and 2 from the Executive Committee.

4.         Amended Contract 47017307 for Repairs of Water and Sewer Connections, Mains and Appurtenances Scarborough District, Tender 257-2012, with 614128 Ontario Ltd. o/a Trisan Construction, by an additional amount of $700,000.00 net of all taxes ($712,320.00 net of HST recoveries) revising the current value from $5,065,946.02 to $5,765,946.02 net of all taxes ($5,867,426.67 net of HST recoveries), subject to City Council approval of Recommendations 1 and 2 from the Executive Committee.

The purpose of this report is to request the Executive Committee to submit a recommendation to City Council to authorize the City of Toronto to renew the Community Policing Partnership (CPP) Program Agreement between the Province of Ontario, the City of Toronto, and the Toronto Police Services Board for a further two-year period – April 1, 2014 to March 31, 2016.  This Agreement was received on April 30, 2014 and replaces the current agreement, which expired on March 31, 2014.

Under the Community Policing Partnership Program, the Toronto Police Service (Service) receives grant funding of up to $7.53 million annually to cover a portion ($30,000 per officer) of the salaries and benefits of up to 251 officers.  Although the program is on-going, a formal agreement is entered into every two years.  Revenue of $7.53 million is built into the Service budget each year for the Community Policing Partnership grant program.  In order to maximize the amount of funding received under this grant, the Service must maintain its uniform staffing levels at a predetermined benchmark of at least 5,180 officers.  Uniform staffing levels have been maintained above this benchmark every year since the inception of the Community Policing Partnership Program in 1998 and the current approved authorized uniform strength is 5,505. 

In July 2013, City Council established the City of Toronto – Toronto School Boards Task Force as an advisory committee reporting to Council through the Executive Committee. It was

tasked with providing advice to the next term of Council as to the best means to ensure ongoing collaboration between the City and the School Boards.

This report provides a consultation summary from Task Force members and their resulting advice for how the City and the School Boards can best collaborate and the key priorities for

such collaboration. The Task Force proposes that the next Term of Council establish a City-School Boards Advisory Committee. City staff will report at the beginning of the next term of

City Council with recommendations on the establishment of Council advisory bodies and working committees.

The Audit Committee recommends that:

1.         City Council approve the 2013 Consolidated Financial Statements as attached in Appendix A to the report (June 11, 2014) from the Deputy City Manager and Chief Financial Officer and the Treasurer.

The Audit Committee requested that the Speaker of Council be advised of the Committee's request that this Item be time specific at the July 8-9, 2014 City Council meeting in order to allow residents to watch the presentation and debate.

The following City officials made a presentation to the Audit Committee on the City of Toronto 2013 Audited Consolidated Financial Statements:

-           Giuliana Carbone, Treasurer

-           Mike St. Amant, Director, Accounting Services, City of Toronto.

Consolidated Financial Statements for the Toronto Transit Commission for the year ended

December 31, 2013.

The Audit Committee recommends that:

1.         City Council receive for information, the report (June 12, 2014) from the Auditor General on the status of the financial audits of the City’s Agencies and Corporations for the year ended December 31, 2013.

The Audit Committee recommends that:

1.         City Council approve the 2013 Trust Fund Statements as attached in Appendix A to the report (June 11, 2014) from the Treasurer.

The Audit Committee recommends that:

1.         City Council approve the 2013 Sinking Funds Statements as attached in Appendix A to the report (June 11, 2014) from the Treasurer.

The Audit Committee recommends that:

1.         City Council receive the 2013 audited financial statements of Community Centres attached as Appendices to the report (June 11, 2014) from the Auditor General.

The purpose of this report is to provide the Audit Committee and City Council with the 2013 audited financial statements of Community Centres.

The 2013 audited financial statements for the ten Community Centres are presented to Audit Committee after approval by their respective Boards of Management.  The external auditors, Welch LLP, advise that they have provided their comments on internal controls to each organization by way of a report to the Board.  Welch LLP's reports are appended to this report.

The financial statements for the Ralph Thornton Community Centre and Scadding Court Community Centre were not available at the time of preparation of this report but are expected to be available for the next meeting of the Audit Committee.

The Audit Committee recommends that:

1.         City Council approve the 2013 audited financial statements and management letters of the forty-two (42) Business Improvement Areas attached as Appendices A to AQ of the report (June 11, 2014) from the Treasurer and the Director, Business Growth Services, Economic Development and Culture.

The purpose of this report is to present the 2013 audited financial statements and management letters for forty-two (42) Business Improvement Areas (BIAs) to Audit Committee and City Council for its approval.

The Audit Committee recommends that:

1.         City Council receive the report (June 11, 2014) from the Auditor General for information.

2.         City Council authorize the public release of the recommendations and management comments contained in Confidential Attachment 1 to the report (June 11, 2014) from the Auditor General at the discretion of the City Solicitor, in consultation with the City Manager.

The Audit Committee recommends that:

1.         City Council receive the report (June 11, 2014) from the City Auditor for information.

The Audit Committee recommends that:

1.         City Council request the Executive Director, Human Resources Division to regularly track non-union employee separation costs.

2.         City Council request the City Manager, in consultation with the Executive Director, Human Resources Division and the City Solicitor, to report annually, to the Employee and Labour Relations Committee on cumulative non-union employee separation costs.  The information reported should include a sufficient level of detail and analyses that allows adequate oversight of separation costs, while ensuring that personal information is protected.

3.         City Council request the City Manager, in consultation with the Executive Director, Human Resources Division, to review the current process for approving separation costs in order to ensure that the authorization levels are appropriate in the circumstances.  In particular, the process should require the City Manager to approve non-union terminations involving exceptional separation arrangements as well as terminations that would give rise to a conflict of interest risk.

4.         City Council request the City Manager to ensure that all separation costs, including any exceptions, are documented and approved in accordance with the required approvals set out in the Separation Program.

5.         City Council request the City Manager, in consultation with the Executive Director, Human Resources Division and the City Solicitor, to consider developing and implementing proactive measures to identify terminated employees who have found employment elsewhere to ensure the comparable employment provisions are being followed.  Steps to be considered should include but not be limited to:

            a.         periodically mail out notices to employees who receive a separation payment, inquiring as to their employment status;

            b.         periodically perform search of publicly available information on the internet; and 

            c.         recover overpayments where appropriate.

6.         City Council request the City Manager, in consultation with the Executive Director, Human Resources Division and the City Solicitor, to conduct a formal review of the City’s Separation Program on a periodic basis, to ensure that the program remains fair and consistent with the practices of other municipalities and organizations, employment legislation and common law practices.  All revisions should be reflected in the Separation Program and Strategies manual accordingly.

7.         City Council request the City Manager to work with both Human Resources and Division Heads to ensure that annual performance evaluations clearly reflect employees performance.  Documentation be retained for all employees particularly those employees who do not meet expectations.

8.         City Council request the City Manager, in consultation with the Executive Director, Human Resources Division and the Director, Accounting Services, to develop and implement a communication protocol to ensure that separation costs are properly accounted for in the financial statements.

The Audit Committee recommends that:

1.         City Council request the Chief Information Officer to develop a process for reviewing contract compliance during the time the contract is awarded as well as during the contract period.

2.         City Council request the General Manager, Transportation Services to review existing payment processes for traffic light circuits and evaluate the need to obtain a formal contract for traffic light circuits to include payment requirements, terms, conditions and service levels.

3.         City Council request the City Manager to direct divisions to implement a process for ongoing review and monitoring of telecommunication costs including costs incurred by management employees responsible for approving billing invoices.
Costs incurred as a result of personal use should be reimbursed to the City.

4.         City Council request the City Manager to direct divisions to review controls over access and use of group wireless devices.  The inventory of group wireless devices should be reviewed and those not required should be cancelled.

5.         City Council request the City Manager in consultation with the Chief Information Officer consider placing limitations and restrictions on long distance calls outside North America.  In particular, long distance calling capability should be disabled on group devices.

6.         City Council request the Chief Information Officer to implement a process for timely reporting of telecommunication expenses and related details to divisions.  Wireless service providers should be directed to provide additional billing details to assist in divisional review and analysis of voice and data use charges. 

7.         City Council request the City Manager to direct divisions to ensure wireless device users purchase appropriate wireless voice and data travel packages before travelling outside Canada. 

8.         City Council request the City Manager to direct divisional management to ensure users understand wireless service plan usage limits.  Appropriate changes to plans should be requested on a timely basis to avoid unnecessary costs.

9.         City Council request the Chief Information Officer to review options for conference calling and evaluate whether cost savings could be achieved. 

10.       City Council request the Deputy City Manager and Chief Financial Officer to develop a process to periodically reconcile invoices paid from SAP with the invoices approved in the NetPlus telecommunication system.

11.       City Council request the Deputy City Manager and Chief Financial Officer to review the existing process of manually updating invoice payment information from SAP to the NetPlus telecommunication system and evaluate whether the process can be automated.

12.       City Council request the Chief Information Officer to implement a process ensuring vendor invoices agree with amounts provided in vendor contracts before payments are approved.

13.       City Council request the Chief Information Officer to perform a detailed review of 2013 and any prior period invoices for telecommunication service providers.  Respective wireless vendors should be contacted regarding refund of any overpayments identified. 

14.       City Council request the Chief Information Officer to implement measures to ensure extra work order invoices are validated with price quotes where appropriate and accompanied by work completion reports before payment. 

15.       City Council request the City Manager to direct divisions to review their respective inventory of telecommunication devices to ensure that it reflects the current status of such devices.  Inventories should be adjusted where appropriate and reviews should be performed on a periodic basis. 

16.       City Council request the City Manager to develop exception reporting criteria to assist in evaluating unnecessary telecommunication costs.  Criteria identified should include devices and services with no activity, suspended phones beyond a specified period and phones no longer in use.  Devices and services no longer required should be cancelled. 

17.       City Council request the Chief Information Officer to develop a process requiring formal written documentation for granting access to the NetPlus telecommunication system.  Periodic review of NetPlus system user access should be conducted to ensure continued access aligns with job duties.

18.       City Council request the Chief Executive Officers of City Agencies and Corporations review the issues and recommendations included in this report and consider the relevance to their respective organizations.  Particular emphasis should be placed on evaluating the cost benefit of converting landlines to Voice Over Internet Protocol (VOIP). 

19.       City Council adopt the confidential recommendations in the Confidential Attachment.

20.       City Council not authorize the public release of the information contained in the  Confidential Attachment as it relates to litigation or potential litigation that affects the City or its agencies and corporations.

The Audit Committee recommends that:

1.         City Council request the City Manager to review the costs and benefits of the standard use of a two-year warranty period in construction contracts.

2.         City Council request the City Manager to standardize procedures for warranty administration.  Policies and procedures should hold construction contract project managers responsible for tracking and monitoring construction performance bonds, warranty periods, inspections and defects requiring repair.

3.         City Council request the City Manager to develop warranty documentation standards and reports to improve information tracking and communication between staff.

4.         City Council request the City Manager to review technology currently available to improve warranty administration and communication Citywide.

The Audit Committee recommends that:

1.         City Council request the Executive Director, Human Resources Division to report annually to the Employee and Labour Relations Committee on employee absenteeism including statistics, performance measures and trend analyses.

2.         City Council request the Executive Director, Human Resources Division to look for opportunities to benchmark the City's employee absenteeism results with other municipalities or organizations.

3.         City Council request the Executive Director, Human Resources Division in consultation with the Director, Pension, Payroll and Employee Benefits to consider enhancing the employee absenteeism performance measures currently in place.

The Board of Health, should City Council approve the transfer of responsibility for co-ordinating Toronto's cold weather alert and response program from Shelter, Support and Housing Administration to the Medical Officer of Health in time for the 2014-2015 cold weather season:

1.         Requested the Medical Officer of Health to assume responsibility for calling Extreme Cold Weather Alerts as of the 2014-2015 cold weather season when Environment Canada forecasts a temperature of -15 °C or colder, taking into account wind chill and other weather conditions.

2.         Requested the Medical Officer of Health to update the weather criteria for calling Extreme Cold Weather Alerts as appropriate based on current scientific evidence.

3.         Requested that the Medical Officer of Health to develop a comprehensive Cold Weather Plan in collaboration with the General Manager of Shelter, Support and Housing Administration and other City officials as appropriate to reduce health risks for City of Toronto populations.

6.         Forwarded the report (June 10, 2014) from the Medical Officer of Health and the General Manager, Shelter, Support and Housing Administration to Public Health Ontario, Environment Canada, Health Canada, the Director of the Environment and Energy Division, and Social Planning Toronto.

This report reviews the temperature thresholds for issuing an Extreme Cold Weather Alert and whether any changes to the protocol are required. It also reports the findings of program reviews of the Metro Hall Warming Centre pilot project and the Out of the Cold program, and updates City Council on previous Council direction to open all 172 flex beds to relieve occupancy pressure in the shelter system.

In cold weather, hypothermia, frostbite, and trenchfoot can arise relatively quickly among homeless populations as a result of direct exposure to cold, with severe consequences including death. Emerging research now shows that cold weather also likely increases overall deaths and hospitalizations in Toronto, mainly due to cardiovascular and respiratory causes. Those most at risk among the general population are the elderly and people with pre-existing health concerns.

To protect homeless populations, Shelter Support and Housing Administration (SSHA) co-ordinates a suite of winter services including respite services such as drop-in centres that provide temporary escape from the cold, outreach services to connect with individuals on the street and check on their condition, and additional shelter beds. Currently, SSHA calls Extreme Cold Weather Alerts when the temperature reaches -15 °C or colder, or when other extreme winter weather conditions or circumstances warrant it, such as a severe snow storm. During an Alert, SSHA scales up street outreach, transit token availability and shelter access.

A new Cold Weather Plan co-ordinated by Toronto Public Health (rather than SSHA), with the Medical Officer of Health responsible for calling Extreme Cold Weather Alerts, will enable the full range of health impacts known to be associated with cold weather to be addressed and offers an ideal opportunity to review and update the criteria for calling Alerts. This transition aligns with practise across much of Ontario, is consistent with the City's approach to calling heat alerts, and provides an opportunity to engage City and community partners in a co-ordinated approach to cold weather messaging and response. As part of this plan, SSHA will maintain a leadership role in providing services to homeless populations.

The Metro Hall Warming Centre pilot and the Out of the Cold program are low barrier/low threshold programs that serve people living in precarious housing and a segment of homeless people at risk of exposure to extreme cold weather including those who do not regularly access other homeless support programs or services.  These programs provide a valuable service and should be continued.

The activated flex beds removed flexibility from the shelter system to respond to sudden demand surges and compromised Shelter, Support and Housing Administration's ability to respond to such surges in a timely fashion.  Flex beds should be returned to their original purpose, as soon as permanent shelter beds can be introduced to the system.

The Community Development and Recreation Committee recommends that:

1.         City Council delegate authority to the Executive Director, Social Development, Finance and Administration to allocate the Council approved $300,000 in Community Funding for 2014 to support the four neighbourhoods that are transitioning from the Neighbourhood Improvement Area portfolio. 

2.         City Council approve one-time funding in the amount of $45,000 to support the stabilization of the Rexdale Community Hub in partnership with the Rexdale Community Health Centre as described in the body of this report.

3.         City Council delegate authority to the Executive Director, Social Development, Finance and Administration to re-allocate 2014 Community Service Partnerships funds that are not used during the funding year by organizations to other Community Service Partnerships organizations.

On April 1, 2014, City Council adopted the report, Toronto Strong Neighbourhood Strategy (TSNS) 2020 – Recommended Neighbourhood Improvement Areas. TSNS 2020 will work to advance equitable economic, social, health, environmental and participation outcomes in all neighbourhoods across Toronto, with a focus on 31 Neighbourhood Improvement Areas.  By partnering with residents, businesses and agencies, TSNS 2020 will strengthen neighbourhood wellbeing and deliver local impact for citywide change.

Council directed the Executive Director, Social Development, Finance and Administration Division to report back before the close of Council 2014 on the implementation process. 

This report:

-           Provides an update on Emerging Neighbourhoods Strategy and requests delegated authority to Executive Director, Social Development, Finance and Administration Division to allocate transition funding in the emerging neighbourhoods in 2014;

-           Recommends one-time funding through the Community Services Partnership (CSP) Program to support the stabilization of the Rexdale Community Hub in partnership with the Rexdale Community Health Centre; and

-           Provides an update on the TSNS 2020 Partnership Opportunities Legacy (POL) Funding for 2015.

The Community Development and Recreation Committee recommends that:

1.         City Council receive this report for information.

This report reviews the temperature thresholds for issuing an Extreme Cold Weather Alert and whether any changes to the protocol are required. It also reports the findings of program reviews of the Metro Hall Warming Centre pilot project and the Out of the Cold program, and updates City Council on previous Council direction to open all 172 flex beds to relieve occupancy pressure in the shelter system.

In cold weather, hypothermia, frostbite, and trenchfoot can arise relatively quickly among homeless populations as a result of direct exposure to cold, with severe consequences including death. Emerging research now shows that cold weather also likely increases overall deaths and hospitalizations in Toronto, mainly due to cardiovascular and respiratory causes. Those most at risk among the general population are the elderly and people with pre-existing health concerns.

To protect homeless populations, Shelter Support and Housing Administration (SSHA) co-ordinates a suite of winter services including respite services such as drop-in centres that provide temporary escape from the cold, outreach services to connect with individuals on the street and check on their condition, and additional shelter beds. Currently, SSHA calls Extreme Cold Weather Alerts when the temperature reaches -15 °C or colder, or when other extreme winter weather conditions or circumstances warrant it, such as a severe snow storm. During an Alert, SSHA scales up street outreach, transit token availability and shelter access.

A new Cold Weather Plan co-ordinated by Toronto Public Health (rather than SSHA), with the Medical Officer of Health responsible for calling Extreme Cold Weather Alerts, will enable the full range of health impacts known to be associated with cold weather to be addressed and offers an ideal opportunity to review and update the criteria for calling Alerts. This transition aligns with practise across much of Ontario, is consistent with the City's approach to calling heat alerts, and provides an opportunity to engage City and community partners in a co-ordinated approach to cold weather messaging and response. As part of this plan, SSHA will maintain a leadership role in providing services to homeless populations.

The Metro Hall Warming Centre pilot and the Out of the Cold program are low barrier/low threshold programs that serve people living in precarious housing and a segment of homeless people at risk of exposure to extreme cold weather including those who do not regularly access other homeless support programs or services.  These programs provide a valuable service and should be continued.

The activated flex beds removed flexibility from the shelter system to respond to sudden demand surges and compromised Shelter, Support and Housing Administration's ability to respond to such surges in a timely fashion.  Flex beds should be returned to their original purpose, as soon as permanent shelter beds can be introduced to the system.

This report provides an update on the work of City staff and community stakeholders to develop options to support LGBTQ2S (Lesbian, Gay, Bisexual, Trans, Queer/Questioning, and Two-spirited) youth experiencing homelessness in Toronto. The report also contains recommendations on the future direction of this work.

Feedback received to date from stakeholders supports the need to create a standalone emergency shelter or transitional housing for LGBTQ2S youth.  In addition, ongoing work is needed to make the current emergency shelter system for both youth and adults more accessible and safe for LGBTQ2S communities.

Staff will continue to gather information and research on best practices in other jurisdictions with the aim of developing a service model which will meet the needs of LGBTQ2S homeless youth in Toronto.  Concurrently, staff will incorporate best practices into the development of new emergency shelter standards to be implemented in 2015.

Improving access and equity for specific client groups, including LGBTQ2S communities, is a strategic direction in the 2014-2019 Housing Stability Service Planning Framework adopted by City Council in 2014.

This report seeks authority to enter into or extend existing funding agreements with community agencies that help people to find and keep housing and increase housing stability.

All of the allocations for which authority is sought in this report are from the City's provincially funded Community Homelessness Prevention Initiative (CHPI) allocation.

This report makes recommendations for $160,416 gross and $0 net of the 2014, $7,531,903 gross and $0 net of the 2015 and $3,617,219 gross and $0 net of the 2016 CHPI funding.  In total for the 2014, 2015, and 2016, budgets, allocation of$11,309,538 gross and $0 net in CHPI funds, is recommended. 

Funding for the 2014 allocation is available from the 2014 Approved Operating Budget for Shelter, Support and Housing Administration (SSHA).  Recommendations for funding in 2015 and 2016 are subject to the availability of CHPI funding in 2015 and 2016 Operating Budgets for Shelter, Support and Housing Administration.

The Community Development and Recreation Committee recommends that:

1.         City Council authorize the General Manager, Shelter, Support and Housing Administration to implement a choice based system for the selection of households for vacant rent-geared-to-income (RGI) units, such that the highest priority household will be selected for a vacant RGI unit from among the applicant households that express interest within a specified time period, after information about the vacant RGI unit has been made available to all eligible households;

2.         City Council authorize the General Manager, Shelter, Support and Housing Administration to revise Local Occupancy Standards for rent-geared-to-income (RGI) assistance as described in Appendix A of the report (June 11, 2014) from the General Manager, Shelter, Support and Housing Administration;

3.         City Council authorize the General Manager, Shelter, Support and Housing Administration to revise the social housing provider mandate policy as described in the attached Appendix B of the report (June 11, 2014) from the General Manager, Shelter, Support and Housing Administration;

4.         City Council authorize the Deputy City Manager, Cluster A to take steps to integrate the administration of access to rent-geared-to-income (RGI) housing with administration of other housing benefits and supports, and other income-tested human services by:

a.         developing an integrated service delivery model for intake and eligibility determination for RGI assistance, housing allowances  and other housing and related City-administered human services;

b.         transforming the centralized waiting list system into a multi-service housing registry as a component of the integrated human services delivery model;

c.         working with Toronto Community Housing to develop a transition plan for the integrated service delivery model that acknowledges and protects the interests of Toronto Community Housing staff, service partners, applicants and residents; and

5.         City Council request the Province to replace the Special Priority Housing Category with long-term funding for a specialized program to provide rent supplements and appropriate supports that better meet the housing needs of victims of domestic abuse.

The Community Development and Recreation Committee recommends that:

1.         City Council approve the permanent relocation of Cornerstone Place Shelter at 616 Vaughan Road, subject to:

a.         Cornerstone Place providing a business case that demonstrates the viability of the shelter's operations at the new location, to the satisfaction of the General Manager, Shelter, Support and Housing Administration; and

b.         a community meeting being conducted in accordance with the requirement of the Municipal Shelter By-law 138-2003.

Cornerstone Place is a 50-bed men's purchase of service shelter located at 833 St. Clair Avenue West in Ward 21. The property has been sold to a developer and the shelter must vacate the facility in the very near future. The developer is working closely with Cornerstone, Shelter, Support and Housing Administration (SSHA), and the local ward councillor to support the residents staying at the current site for as long as possible. A proposed new location has been identified at 616 Vaughan Road, in Ward 15, which requires Council approval in order to proceed.

If Council approves the new location for the shelter, SSHA will work in cooperation with the local ward councillor to conduct a community meeting for area residents to discuss the planned shelter location.

In order to ensure service continuity for the men at Cornerstone, Cornerstone Baptist Tabernacle has offered the use of space at 21 Blackthorn Avenue in Ward 17 as a temporary, emergency shelter site until the location at 616 Vaughan Road is ready for occupancy. SSHA staff support this interim solution. If this temporary site cannot be utilized, the residents of Cornerstone would be absorbed into the available beds within the rest of the men's shelter system and the staff at Cornerstone would likely have to be laid off until the new location is ready for occupancy.

The Economic Development Committee recommends that:

1.         City Council direct the General Manager of Toronto Employment and Social Services to provide an update on newcomer employment initiatives as part of the Workforce Development Strategy progress report, scheduled to be provided to the Economic Development Committee in April 2015.

Toronto is one of the most multicultural urban areas in the world, with residents coming from 188 countries and speaking over 140 different languages. Over half of Toronto's residents are born outside Canada, making it an extremely diverse city. The successful settlement and integration of newcomers depends on a range of socio-economic factors. This report addresses one of these factors – supporting people to find jobs and integrate into the labour market – and outlines current approaches and programs the City is undertaking to support newcomers in Toronto's job market.

This report identifies areas where the City supports newcomers in the labour force, through partnerships with both governmental and community organizations, outlines three strategic frameworks that guide the City's work with newcomers and provides an overview of dominant issues facing newcomers in Toronto.

The Economic Development Committee recommends that:

1.         City Council approve entering into a loan agreement with Durham Cathedral to bring its copies of the Magna Carta and the Forest Charter to Toronto to be exhibited at Fort York National Historic Site in fall 2015.

2.         City Council delegate signing authority to the General Manager of Economic Development and Culture for all matters relating to this loan.

3.         City Council approve Economic Development and Culture staff undertaking initial planning work in 2014 for the Magna Carta exhibition.

4.         City Council direct the General Manager of Economic Development and Culture to include a funding strategy for the 2015 components of the Magna Carta exhibition, with a net zero impact on the tax base, as part of the 2015 operating budget submission for the Economic Development and Culture Division.

The Economic Development Committee recommends that:

1.         City Council direct the General Manager of Economic Development and Culture to continue to work in partnership with industry, other City divisions and other levels of government to support the growth of the urban wood sector in Toronto.

2.         City Council direct the General Manager of Economic Development and Culture to continue to work with private and public sector stakeholders to maximize the economic benefits of utilizing local salvaged wood from privately owned trees in Toronto.

Toronto and region has a wood-using industry which employs an estimated 25,000 people.  Toronto is also one of Canada's design centers for both furniture and interior design.  Canada is the world's 4th largest exporter of furniture behind Italy, China and Germany.  Yet the wood that is used in Toronto by Toronto's wood industry comes, for the most part, from far afield.

Toronto has a small but vibrant cluster of companies which process Toronto trees on private property into products that are in high demand from local homeowners and commercial operations.  These firms and products are garnering world-wide attention.  There are over 200 firms employing about 1,000 workers in this cluster and they face a number of barriers – one of the most significant being the lack of awareness of their products and services.

Economic Development and Culture (EDC) staff efforts to strengthen the Toronto urban wood industry are focused on developing market awareness, creating networks and supply chains to connect established firms to new markets and to provide assistance in growing these companies.

Using local wood for economic opportunities, just as producing green energy locally and growing food locally, will keep dollars in the local economy and create new job opportunities in Toronto.  

This report briefly describes EDC's efforts to strengthen Toronto's urban wood industry.

The Economic Development Committee recommends that:

1.         City Council authorize the General Manager of Economic Development and Culture to continue to work with private and public sector partners to maximize the retention of the heritage and cultural value of the Maple Leaf Forever tree through appropriate uses of its wood.

2.         City Council direct the General Manager of Economic Development and Culture to report back with a final list of all projects which utilized the wood from the Maple Leaf Forever Tree and to provide the amount of funds raised to support urban forestry initiatives in Toronto.

The silver maple tree at 62 Laing Street, believed to be the inspiration for Alexander Muir's Maple Leaf Forever song written in 1867, was felled by a storm on July 19, 2013.

At the October 8, 2013 meeting of City Council, Economic Development and Culture (EDC) was directed to proceed with the utilization plans approved by Council and to report back on the allocation and use of the salvaged wood from this tree.

This report outlines the plans for the utilization of the wood from the Maple Leaf Forever (MLF) tree including plans for the exhibition and display of the products produced.

This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to designate the area along Dufferin Street, between Wingold Avenue on the south and Lawrence Avenue on the north, as the Dufferin-Wingold Business Improvement Area (BIA).

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

This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to designate the area along Yonge Street, between the Beltline Trail on the south and Soudan/Berwick Avenues on the north, as the Midtown Yonge Business Improvement Area (BIA).

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

The purpose of this report is to recommend that the name of the Dupont Strip Business Improvement Area be changed to the Dupont by the Castle Business Improvement Area.

A summary of the April 11, 2014 Small Business Roundtable Report with recommendations.

The Government Management Committee recommends that:

1.         City Council approve the apportionment of property taxes in the amounts identified in Appendix A to the report (May 22, 2014) from the Treasurer, under the columns entitled "Apportioned Tax" and "Apportioned Phase In/Capping".

The Government Management Committee recommends that:

1.         City Council request the Chief Planner and Executive Director, City Planning, to provide the Revenue Services Division with a copy of the Notice of Approval of a Plan of Condominium and a Plan of Subdivision, to allow the Revenue Services Division to ascertain, prior to registration of the Condominium or Plan of Subdivision, whether there are arrears of property taxes or pending assessment or property tax appeals associated with the development, and to take any actions deemed appropriate.

As requested by Government Management Committee, this report reviews the current processes that are in place to ensure that outstanding property taxes on new condominium developments are paid before the condominium units are occupied or conveyed. This is to ensure that new unit owners do not assume property tax liabilities that are the responsibility of the developer. The report also reviews if any additional processes or options are available to the City to better ensure that developers pay the property taxes associated with new condominium developments prior to occupancy.

This report is intended to address the request of Government Management Committee, at its meeting held on April 7, 2014, for a report on various matters related to the progress that Build Toronto has achieved.

The Government Management Committee recommends that:

1.         City Council direct the Director of Fleet Services to install additional labeling with divisional names on required City Fleet vehicles at an estimated $165,000 in additional costs, as outlined in Option 2b in the report (June 2, 2014) from the Director, Fleet Services.

This report responds to City Council's direction (April 1-3, 2014), that the City Manager report on the feasibility of adding either permanent or temporary labeling on Fleet vehicles to indicate the division they represent.

The fundamental principle and objective of this report's recommendation is to maintain a recognizable and unified corporate identity for the City of Toronto vehicles in accordance with the City of Toronto Identity Policy and the City's Corporate Identity Program.

The research and analysis conducted by Fleet Services indicates that adding either permanent or temporary division designation labeling for Fleet vehicles would result in additional costs. It also indicates that this would add complexity to vehicle reassignments or sharing between divisions, reducing overall vehicle utilization and efficiency. 

The Government Management Committee recommends that:

1.         City Council authorize the Treasurer to proceed with the assessment appeals identified in Appendix A to the report (May 29, 2014) from the Treasurer.

2.         City Council authorize the Treasurer to participate in the assessment appeals initiated by property owners, as identified in Appendix B to the report (May 29, 2014) from the Treasurer, and any other appeals that may be subsequently identified by the Treasurer as warranting the City's active participation, including any motion, appeal of a decision or other adjudicative process that arises out of property and assessment matters, and approve the actions taken to date by Revenue Services and Legal Services staff in respect to these appeals.

3.         City Council authorize the Director of Revenue Services and/or his designate, in consultation with the City Solicitor, be granted standing authority to take all appropriate measures to deal with each of the appeals referred to in the report (May 29, 2014) from the Treasurer, including authority to discontinue or settle such appeals where it is concluded that it is reasonable to do so, to execute minutes of settlement or any other settlement agreement, to appeal any decision where warranted, to commence and pursue any warranted and related adjudicative proceeding such as a request for reconsideration, an application for Judicial Review, the stating of a case or any other proceeding like those referred to.

This report identifies those properties where, as a result of staff review and analysis, the Director of Revenue Services has initiated assessment appeals at the Assessment Review Board (ARB) and is now seeking authorization to proceed with those appeals. The appeals are intended to correct assessments that have been incorrectly classified, under-valued, or wrongly returned on the supplementary/omitted assessment rolls provided to the City in 2013, or on the assessment roll for the 2014 taxation year. In addition, staff are requesting authorization to actively participate in various owner-initiated appeals in order to protect the City’s interests.

If the recommendations put forward in this report are adopted, Revenue Services and the City Solicitor's office will proceed to prepare the City's position on a case-by-case basis.

This report seeks Council’s authority for the adoption of necessary by-laws to designate as a municipal capital facility the premises occupied by the Maryvale Branch Library located at 85 Ellesmere Road within the Parkway Mall, and to provide a property tax exemption for municipal and education purposes.  The municipal capital facility agreement will provide for a continued exemption for the space currently occupied by the library of approximately 4,421 square feet, and a new exemption for an additional 577 square feet of new space that is being leased by the library starting May 1, 2014.

The purpose of this report is to provide an update and information regarding the status of this matter, which first came before the Government Management Committee on February 24, 2014, and was considered by City Council on April 1, 2014.

On February 7 and 8, 2011, by its adoption of Item CC3.4, City Council authorized the expropriation of portions of 3926-3932 Keele Street and 44-46 Romfield Drive as identified in Appendix "A" (the "Property") for the purposes of four year temporary construction easements to facilitate the Toronto-York Spadina Subway Extension (the "Project").

The TTC has now identified the need to extend the easements for up to an addition two year term.  To ensure construction scheduling and timelines for completion of the Project, this report seeks authority to negotiate to acquire temporary easements over the Property for up to an additional two year period and to initiate expropriation proceedings where necessary.

The purpose of this report is to obtain authority to amend an existing Below-Market Rent ("BMR") lease with the tenant, For Youth Initiative, to include approximately 246 square feet of additional space within the building located at 1652 Keele Street.

This report submits the Actuarial Valuation as at December 31, 2013 for the Toronto Metropolitan Toronto Pension Plan (the Plan) and recommends a total cost-of-living increase of 1.94% to pensioners effective January 1, 2014.  The 2013 Valuation sets forth the financial position of the Plan for the year ended December 31, 2013 on both a going-concern and a solvency basis, and confirms that the Plan does not require any special payments by the City of Toronto.

The Government Management Committee recommends that:

1.         City Council grant authority to initiate the expropriation process for the taking of the properties know as 49 Sheppard Avenue East, 4, 6, 8, 12, 14, 16, 18, 20, 22 and 24 Bonnington Place in the event that an offer to sell ( agreement) cannot be reached.

2.         City Council grant authority to serve and publish Notices of Application for Approval to Expropriate the properties known as 49 Sheppard Avenue East, 4, 6, 8 12, 14, 16, 18, 20, 22 and 24 Bonnington Place and to forward to the Chief Inquiry Officer any requests for hearing that are received, to attend the hearing to present the City's position and to report the Inquiry Officer's recommendations to City Council for its consideration.

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

The Parks and Environment Committee recommends that:

1.         City Council restrict the hosting of motorboat-towed competitions and events within the West Channel to a combined total maximum of 10 days per calendar year, including all days which interrupt public use, so as to ensure access to and quiet enjoyment of the surrounding parkland by residents.

This report outlines concrete ways of ensuing legacy use of the most recent 2015 Pan and Parapan American Games (“2015 Games”) capital project approved by Council.

In May 2013, the City received an official request from the Toronto Organizing Committee for the 2015 Pan and Parapan American Games (“TO2015”) to use the waterways between Ontario Place and Marilyn Bell Park (the “West Channel”) to host Wakeboard and Water Ski, Open Water Swimming and the swim segment of the Triathlon during the 2015 Games.  Certain capital works must be completed to the waterways to meet international competition standards (the “West Channel Project”).

In July 2013, Council granted authority to the General Manager of Parks, Forestry and Recreation to create a new capital project called West Channel and to direct $2.42 million of the Toronto Pan Am Sport Centre (“TPASC”) budget savings to fund the new West Channel Project.  In that same meeting, Council directed the General Manager of Parks, Forestry and Recreation to report back on the increased activity and programming that can be accommodated as a result of the planned improvements to the West Channel.

Although there are a number of factors limiting motorsport training and competition in the West Channel, the improvements to the Channel will allow the sports of Water Ski and Wakeboard (“WSW”) to host approximately two elite level boat-towed competitions per year, including regional, national and adaptive amateur events, totaling a maximum of 10 days.  This increased use would begin in the 2016 season.

This report provides an update on the City's progress towards meeting the greenhouse gas and air quality pollutants reduction targets adopted by City Council in the 2007 report entitled, Climate Change, Clean Air and Sustainable Energy Action Plan: Moving from Framework to Action (the "Climate Change Action Plan") by reporting on estimated levels of emissions for 2012. 

The information presented in this report is based on electricity and natural gas consumption, as well as, solid waste production in 2012, but there is no new data since 2008 respecting community transportation available for analysis.  In addition, this report updates the previous report regarding emission levels in 2011 based on more recent information from Environment Canada.

Results show that greenhouse gas emissions in 2012 compared to 1990 levels were 49 percent lower for the City Government and 25 percent lower for the City Community. These results show that Toronto has exceeded its 2012 target of a 6 percent reduction from 1990 greenhouse gas levels.  Air quality pollutant emissions, however, in 2012 were only 2.8 percent lower than the 2004 benchmark set by City Council in 2007, which is below the target of a 20 percent reduction in locally generated air pollutants by 2012. The majority of the locally generated air pollutant emissions (80.5 percent) in Toronto are from road vehicles: 35.5 percent are from cars and light trucks, 7 percent are from heavy gasoline trucks and 38 percent are from heavy diesel trucks.

The Government of Ontario enacted the Green Energy Act Regulation 397/11 on January 1, 2012. This legislation requires the City of Toronto to develop and publish a five-year Energy Conservation and Demand Management (ECDM) plan by July 1, 2014. The regulation requires senior management approval of the plan prior to publication. For the past year, the Energy and Waste Management Office within the Environment and Energy Division has been leading efforts to complete this plan and report.

The City of Toronto has a large quantity of facilities under its internal portfolio of buildings and operations. Accordingly, a benchmarking approach to classify opportunities and prioritize future projects was adopted for the development of the ECDM plan. The report is comprised of various building types related to individual divisions. Where sensible, facilities with similar operations under multiple divisions were grouped. Comparison of energy consumption enabled this analysis to estimate energy savings based on potential operational improvements and equipment retrofits to achieve top quartile performance in each building type category. The analysis projects opportunities to cut facility energy consumption by approximately 30 per cent resulting in annual cost savings of over $17 Million with an average payback period of less than 8 years.

The Planning and Growth Management Committee:

1.         Directed the Chief Planner and Executive Director, City Planning, to report back to the August 7, 2014, meeting of Planning and Growth Management Committee with the Phase 1 Zoning By-law Amendments and any further Official Plan Amendments.

Over the last two years, the Eglinton Connects Planning Study examined the future land uses, built form, public realm and road layout on Eglinton Avenue, in anticipation of the opening of the Eglinton Crosstown LRT in 2020.  Together with various stakeholders and the community, a vision for the intensification of Eglinton Avenue was developed.  The study resulted in a Plan with 21 recommendations, which were adopted by City Council in May 2014, along with direction to consult further on initial implementation measures.

The purpose of this report is to recommend the adoption of some initial implementation measures for the 21 study recommendations endorsed by Council, and to report back on the results of three community meetings held in May 2014.  This report proposes that the Phase 1 implementation measures would be adopted in two parts: Part 1 includes Official Plan Amendments (OPAs) and two Council Resolutions, while Part 2 will include amendments to the Zoning By-law and other implementation measures.

This report recommends implementation of OPAs to facilitate the intensification of the corridor in accordance with the Plan.  Changes to land use designations are recommended in certain areas to encourage lot consolidation and redevelopment or to recognize existing uses.  A pilot project to demonstrate the implementation of a Neighbourhood Transition Area is proposed on one block.  In Leaside, an OPA to permit townhouses on one block is proposed.  Site and Area Specific Policies are proposed to secure the dedication of rear laneways as new development occurs.  Site and Area Specific Policies are also proposed to guide the development of the Bayview, Dufferin and West Side Mall Focus Areas with respect to building massing, transportation connections, open space, and community facilities.  Finally, two Resolutions are recommended to implement the Streetscape Plan and to adopt a Special Study Areas designation in part of the Mount Dennis area.