Agenda

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

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

Notice to People Writing to Council: The City of Toronto Act, 2006 and the City of Toronto Municipal Code authorize the City of Toronto to collect any personal information in your communication or presentation to City Council or its committees.

The City collects this information to enable it to make informed decisions on the relevant issue(s). If you are submitting letters, faxes, e-mails, presentations or other communications to the City, you should be aware that your name and the fact that you communicated with the City will become part of the public record and will appear on the City’s website. The City will also make your communication and any personal information in it – such as your postal address, telephone number or e-mail address – available to the public, unless you expressly request the City to remove it.

The City video records Council, committee and community council meetings. If you make a presentation to a committee or community council, the City will be video recording you and City staff may make the video recordings available to the public. If you want to learn more about why and how the City collects your information, write to the City Clerk's Office, City Hall, 100 Queen Street West, Toronto ON M5H 2N2 or call 416-392-7032.

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

July 2, 2015

toronto.ca/council

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

Report of the Executive Committee from Meeting 7 on June 30, 2015

Submitted by Mayor John Tory, Chair

Report of the Audit Committee from Meeting 3 on June 26, 2015

Submitted by Councillor Chin Lee, Chair

Report of the Board of Health from Meeting 4 on June 1, 2015

Submitted by Councillor Joe Mihevc, Chair

Report of the Civic Appointments Committee from Meeting 9 on June 23, 2015

Submitted by Deputy Mayor Denzil Minnan-Wong, Chair

Report of the Community Development and Recreation Committee from Meeting 5 on June 24, 2015

Submitted by Councillor James Pasternak, Chair

Report of the Economic Development Committee from Meeting 5 on June 23, 2015

Submitted by Councillor Michael Thompson, Chair

Report of the Government Management Committee from Meeting 5 on June 15, 2015

Submitted by Councillor Paul Ainslie, Chair

Report of the Licensing and Standards Committee from Meeting 5 on June 25, 2015

Submitted by Councillor Cesar Palacio, Chair

Report of the Parks and Environment Committee from Meeting 4 on June 22, 2015

Submitted by Councillor Michelle Berardinetti, Chair

Report of the Planning and Growth Management Committee from Meeting 5 on June 18, 2015

Submitted by Councillor David Shiner, Chair

Report of the Public Works and Infrastructure Committee from Meeting 6 on June 17, 2015

Submitted by Councillor Jaye Robinson, Chair

Report of the Etobicoke York Community Council from Meeting 7 on June 16, 2015

Submitted by Councillor Mark Grimes, Chair

Report of the North York Community Council from Meeting 7 on June 16, 2015

Submitted by Councillor Maria Augimeri, Chair

Report of the Scarborough Community Council from Meeting 7 on June 16, 2015

Submitted by Councillor Chin Lee, Chair

Report of the Toronto and East York Community Council from Meeting 7 on June 16, 2015

Submitted by Councillor Mike Layton, Chair

New Business submitted by City Officials 

The Board of Health on June 1, 2015, considered a report (May 15, 2015) from the Medical Officer of Health on Health Impacts of Expanded Gambling at Woodbine Racetrack.

The Board of Health also recommended that:

1.  City Council maintain its resolution of May 21, 2013 opposing expanded gambling in Toronto; and

2.  If City Council consents to expansion of gambling at the Woodbine Racetrack, that approval be conditional on implementation of the following mitigation measures to be met by Ontario Lottery and Gaming Corporation and any future private operators: 

a.  Require the facility to maintain all existing and planned Responsible Gambling measures; and

 

b.  That hours of operation be limited to no more than 18 hours a day.

City Council has considered four separate staff reports on the emergency response to the Ice Storm that occurred on the evening of December 21, 2013 through December 22, 2013.  The most recent report entitled Review of the City of Toronto's Emergency Response to the December 2013 Ice Storm (EX43.3), along with Toronto Hydro's Independent Review Panel Report entitled, The Response of Toronto Hydro-Electrical System Limited to the December 2013 Ice Storm (EX43.3a), were considered by Council at its meeting on July 8, 9, 10 and 11, 2014.   The reports provided the outcomes of the post-emergency reviews conducted by both the City and Toronto Hydro and included recommendations to improve the City’s ability to mitigate, prepare for, respond to and recover from emergencies.

This report responds to Council's directions from the July 2014 Council meeting in five broad categories: Emergency Preparedness and Response; Supports for Vulnerable Populations; Emergency Communications, 311 Toronto and Toronto Hydro Contact Centre Coordination and Improving the Resiliency of Toronto Hydro Distributions Lines.  It is recommended that future updates on the implementation of Council directions be provided through the Executive and Parks and Environment Committees as appropriate.

While Toronto Hydro collaborated with City staff and contributed to this report, a Toronto Hydro companion report entitled, Status of Recommendations from December 2013 Ice Storm Report as of May 31, 2015, is also on this agenda.  The report has been transmitted by the Acting City Manager and responds to Council's specific request for Toronto Hydro to report to Council in the second quarter of 2015 on the implementation plans for the Independent Review Panel recommendations.

The Toronto Hydro report details the efforts made to address the recommendations received and the multi-phased approach being utilized to fully address opportunities for improvement.  The report provides specifics on the progress to date including actions to address the following:

-        - Expanded use of Incident Command System (ICS), including use of emergency response roles;

-         -  Customer call management;

-         -   Development of more timely estimated time of restorations (ETRs);

-         -   Resource acquisition;

-         -   Restoration efficiency;

-          -  Stakeholder communications; and

-          -  System resiliency (including strategic undergrounding).

This report recommends that Council request Toronto Hydro to enhance the resiliency of the electrical supply in Toronto through measures such as storm hardening, targeted conversion of overhead lines to underground, and conducting a Climate Change Adaptation Study .  In order for Council to be kept informed on progress made, this report also recommends that Council direct Toronto Hydro to report to Council annually as part of the Annual General Meeting with an update on the allocation and related impact of funds used on measures to improve resiliency and reduce power disruptions in Toronto.

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 2014, 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 City Manager transmitted the Independent Review Panel's Report to the July 2014 City Council meeting.

In its consideration of the report, City Council requested Toronto Hydro to report to Council in the second quarter of 2015 on the implementation plans for the Independent Review Panel recommendations.

As a companion report to the City staff report entitled Further Update on the Implementation of December 2013 Ice Storm Recommendations, this report transmits to Council the requested response from Toronto Hydro on the recommendations from the Independent Review Panel final report.

The Executive Committee recommends that:

1. City Council request the Intergovernmental Steering Committee to direct the Board of Waterfront Toronto to:

a. develop a transition plan to find efficiencies and manage the period between now and the time of Waterfront 2.0 funding decisions;

b. implement a corporate-wide performance measurement system that is "SMART" (specific, measurable, attainable, relevant and time-bound);

c. implement a common approach to project data management to promote project-based (as opposed to work package-based) reporting that is consistent, efficient and enterprise-wide;

d. strengthen its Freedom of Information policies and oversight to more closely reflect those of Municipal Freedom of Information and Protection of Privacy Act (MFIPPA); and

e. adopt wrongdoing policies that more closely reflect those contained in the Toronto Public Service By-law.

 
2. City Council provide the required consent to borrow money and mortgage or otherwise encumber assets pursuant to Subsections 4(5) and 4(6) of the Toronto Waterfront Revitalization Act substantially on the terms and conditions contained in the draft Consent (attached as Appendix A) to the report (June 19, 2015) from the Acting City Manager and authorize the Deputy City Manager responsible for the Waterfront Initiative to execute such Consent with such modifications as he shall deem necessary or desirable and in a form approved by the City Solicitor, and to deliver such Consent to Waterfront Toronto subject to such conditions regarding reporting and oversight as he shall deem necessary and desirable.

3. City Council request the Auditor General to undertake a value for money audit of Waterfront Toronto at the conclusion of the agency's 2015-2016 fiscal year, with funds allocated from the 2016 Waterfront Revitalization Initiative capital budget.

4. City Council direct the City Manager to review the real estate development responsibilities of Waterfront Toronto in parallel with the City-wide Real Estate Review, to ensure that Waterfront Toronto's real estate development work is aligned with that of City agencies, corporations and divisions.

5. City Council support, in principle, the undertaking of a second phase of waterfront revitalization supported by tri-government funding and governance.

6. City Council affirm flood protection, waterfront transit, land servicing, and public realm enhancements as priorities for capital projects to be delivered in the second phase of waterfront revitalization, with individual projects to be confirmed as funding commitments are secured and subject to approval through the annual budget process.

7. City Council:

a. request the Mayor to contact his Provincial and Federal counterparts to initiate a "Call to Action" negotiation process regarding funding for Waterfront 2.0 projects, to conclude as soon as possible in 2016; and

b. direct the Deputy City Manager responsible for the Waterfront Initiative to report back on the outcomes of the "Call to Action" process for Council's consideration and response.

8. Assuming a scenario of tri-government funding and governance to support a second phase of waterfront revitalization, City Council affirm Waterfront Toronto as the preferred delivery entity.

This report summarizes the outcomes of the Waterfront Strategic Review, including a performance assessment of Waterfront Toronto (WT) conducted by Ernst and Young LLP (EY). A key proposal is that the City lead a "Call to Action" with the Provincial and Federal governments to advance ongoing funding discussions regarding a second phase of waterfront revitalization.

The City, Provincial and Federal governments have provided funding and land contributions to support the Toronto Waterfront Revitalization Initiative (TWRI) that was launched in October 2000. Waterfront Toronto has been the primary delivery entity through which a range of revitalization projects have been successfully implemented. These projects have included land servicing, soil remediation, flood protection, habitat restoration and enhanced public spaces, which, in turn, have encouraged and accelerated private sector redevelopment. The tri-government partnership has initiated a process of growth and change that is transforming the face of Toronto's waterfront.

Ninety percent of government funding has been invested to date in the first phase of revitalization, known as Waterfront 1.0. The last of Waterfront 1.0 projects will be fully completed by 2024, using the remaining government funding and proceeds from land sales, leases and other revenues. A second phase of delivery, called Waterfront 2.0, is proposed. Over the past year, intergovernmental funding negotiations at the senior staff level regarding tri-government support for the Waterfront 2.0 concept have been positive but inconclusive.

With the task of revitalizing the City's waterfront far from complete, there is a danger of losing the positive momentum that has been created. The Waterfront Strategic Review has been undertaken to facilitate the completion of Waterfront 1.0 projects and to inform the City on how to proceed with a second phase of revitalization.

The Strategic Review has engaged  the other two orders of government, including senior staff representatives that comprise the waterfront Intergovernmental Steering Committee (IGSC), and has drawn from the input of stakeholders and other waterfront agencies, along with the findings of the Ernst and Young LLP study. The outcome is a set of findings and recommendations that apply to Waterfront 1.0 and, separately, a set of recommendations aimed at moving forward, in a timely and constructive manner, with a second phase of waterfront revitalization.

The Ernst and Young LLP study concludes that Waterfront Toronto has generally delivered revitalization projects effectively, with due regard for economy and efficiency, and consistent with international best practice. Waterfront Toronto has created a pool of knowledge, expertise and processes that has given it credibility in delivering waterfront renewal. In addition, Waterfront Toronto's precinct plans and public spaces have been internationally recognized for urban design, landscape architecture and planning excellence. Waterfront Toronto is also recognized as a leader in public consultation.

However, areas for improvement are identified. In particular, an appropriate balance between Waterfront Toronto staffing levels and the level of project spending should be maintained with due consideration to the duration of down cycles. Waterfront Toronto should also be requested to implement a corporate-wide performance measurement system and refine its data management approach to support project-based reporting. Furthermore, Waterfront Toronto 's Freedom of Information and wrongdoing policies require strengthening to more closely align with those of the City.

Based on the findings of the Ernst and Young LLP study, City staff have identified the need for Waterfront Toronto to develop a transition plan to manage the period between now and the time of Waterfront 2.0 funding decisions. The transition plan should identify the core strengths of the organization, a staff retention strategy and a balancing of staff resources with anticipated project delivery. Opportunities to realize efficiencies should be maximized.

Some City-led processes affecting Waterfront 1.0 delivery should be refined. For example, the City should lead future government-led audits on behalf of the three partners, since Federal and Provincial funding for Waterfront 1.0 has been almost fully invested. Also, the City has multiple entities engaged in real estate development and staff are reviewing the approach to real estate development. In parallel to this real estate review, staff should consider the real estate development responsibilities of Waterfront Toronto.

To ensure that Waterfront Toronto can complete its delivery of Waterfront 1.0 projects, it is recommended that Council provide authority to Waterfront Toronto to borrow up to $40 million for a five-year period without financial recourse to the City. The borrowing authority, which is needed to bridge Waterfront Toronto between land sales revenue payments and its expenses, requires tri-governmental approval. Approval by the Province has been provided, and Federal approval is imminent. The government partners have jointly developed an appropriate governance model, supporting oversight and monitoring of Waterfront Toronto's borrowing.

The tri-government model has enabled intergovernmental collaboration, remained non-partisan, and reflected a shared set of goals for waterfront revitalization. Benchmarked against achievements prior to 2000, and what the City could have reasonably achieved alone, the tri-government model combined with Waterfront Toronto as the primary delivery entity, has delivered substantial benefits to the City.

Consequently, the Strategic Review recommends that Council affirm its strong interest in continuing the tri-government waterfront revitalization partnership, and that the City take a leadership role by proposing a Call to Action. The Call to Action is proposed as a time-limited, formal and structured intergovernmental negotiation process to confirm Waterfront 2.0 funding commitments and the scope of project delivery. Led by elected officials and supported by the IGSC, the proposed Call to Action is intended to be completed as early as possible in 2016.

To frame the City’s negotiating approach, positions related to key project areas have been developed based on Strategic Review findings and are provided in this report. Stakeholder consultation indicated strong support for four priority Waterfront 2.0 areas: flood protection, waterfront transit, land servicing and public realm. These priority areas are consistent with Waterfront Toronto’s 2013 Strategic Business Plan: 2014:2023, the Central Waterfront Secondary Plan and the Official Plan. These should be affirmed by Council at this time as Waterfront 2.0 priorities, with individual projects to be confirmed as funding commitments are secured.

Deliberations by the governments through the proposed Call to Action will largely determine the role of Waterfront Toronto in the delivery of a second phase of waterfront revitalization. Ernst and Young LLP recommends that Waterfront Toronto conduct a full efficiency review following the government partner decisions. Assuming a tri-government funding commitment, a renewal of the tri-government partnership and broad agreement on priority project areas, staff recommend that Council affirm Waterfront Toronto as the preferred delivery entity. As indicated in the Ernst and Young LLP study, Waterfront Toronto has delivered value for money to the City, is aligned with international best practice, and has achieved recognition for public outreach and design excellence.

The Executive Committee recommends that:

1.  City Council extend congratulations to the following who have been selected by a community panel as recipients of the 2015 City of Toronto Access, Equity and Human Rights Awards:    

             Aboriginal Affairs Award:  Joanne Dallaire

             Access Award:  Farah N. Mawani

             Pride Award:  Mark Smith

             William P. Hubbard Award:  Kamala-Jean Gopie

2.  City Council confirm the selection made by the Constance E. Hamilton Award Selection Committee comprised of the Women Members of Council that Andrea Sesum is the recipient of the 2015 Constance E. Hamilton Award.

The Executive Committee recommends that:

1.  City Council treat that portion of the Council meeting at which this Report is considered as the Annual General Meeting of the Shareholder for Build Toronto by:

a.  appointing Pricewaterhouse Coopers LLP, Chartered Accountants, as the Auditor of Build Toronto for fiscal year 2015, and authorizing the Board of Directors of Build Toronto to fix the Auditor’s remuneration;

 

b.  receiving the Build Toronto 2014 Annual Review, forming Attachment 1 to the report (June 15, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

 

c.  receiving the Build Toronto Financial Report to the Shareholder, forming Attachment 2 to the report (June 15, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

 

d.  receiving the Build Toronto Inc. 2014 Compensation Disclosure and Analysis, forming Attachment 3a and Confidential Attachment 3b to the report (June 15, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

 

e.  receiving Build Toronto's 2014 Value Add Report to Shareholder, forming Attachment 4 to the report (June 15, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

 

f.  receiving the Build Toronto Strategic Direction 2015-2019, forming Attachment 5 to the report (June 15, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer. 

2.  City Council direct the City Clerk to forward the Build Toronto Financial Report to the Shareholder, forming Attachment 2 to the report (June 15, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer, to the Audit Committee for information.

3.  City Council direct that Confidential Attachment 3b to the report (June 15, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer remain confidential in its entirety as it deals with personal information about an identifiable individual.

This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act (Ontario) for holding the Annual General Meeting of the Shareholder of Build Toronto Inc. (Build Toronto), including receipt of its Annual Report for 2014 and audited Consolidated Financial Statements December 31, 2014, and appointment of the Auditor for 2015.

This report also contains recommendations for receipt at the Annual General Meeting of the Shareholder of information disclosing the individual compensation of executive officers employed by Build Toronto in 2014, Build Toronto actions to add value to transferred properties to date, and Build Toronto's 5-year business plan.

The Executive Committee recommends that:

1.   City Council, in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc., and for the purposes of satisfying the legislative requirement to conduct the Annual General Meeting of the Shareholders of Toronto Pan Am Sports Centre Inc.:

a.  receive the "Communication from the Chair, Board of Directors, Toronto Pan Am Sports Centre Inc. (June 11, 2015), on the 2014 Annual Report and Audited Financial Statements", forming Attachment 1 to the report (June 11, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

b.  receive the "Toronto Pan Am Sports Centre Inc. 2014 Annual Report", forming Attachment 2 to the report (June 11, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

c.  receive the "Financial Statements for Toronto Pan Am Sports Centre Inc. for year ended December 31, 2014", forming Attachment 3 to the report (June 11, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

d.  approve the "Toronto Pan Am Sports Centre Summary of Expenditures by Activity For the year 2015", forming Attachment 4 to the report (June 11, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer;

e.  approve the re-appointment of Welch LLP, Chartered Accountants, as the external auditor of Toronto Pan Am Sports Centre Inc. for 2015, and authorize the Board of Directors of Toronto Pan Am Sports Centre Inc. to set the external auditor's remuneration.

2.   City Council approve and ratify the Resolutions of the Shareholder, and authorize the City Manager to execute the Resolutions of the Shareholder, effective as of June 30, 2015 and substantially in the form of Attachment 5 to the report (June 11, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer, in order to give effect to:

a.   receiving the financial statements for 2014;

b.  confirming the election or appointment of directors for the ensuing year;

c.  approving the re-appointment of the auditor for 2015;

d.  confirming proceedings since the last annual meeting or in this first instance since incorporation; and

e.  approving the operating and capital budget of Toronto Pan Am Sports Centre Inc. for 2015.

3.  City Council direct the City Clerk to forward a copy of the "Financial Statements for Toronto Pan Am Sports Centre Inc. for year ended December 31, 2014", forming Attachment 1 to the report (June 11, 2015) from the Acting City Manager and the Deputy City Manager and Chief Financial Officer, to the Audit Committee for information.

The Executive Committee recommends that:

Operating Model

1.  City Council approve a new operating model that consolidates the operation of the City's three current civic theatres into a single organization with a mandate to provide quality performance and event facilities and to promote its contribution to the artistic, cultural and social vitality of Toronto and its communities.

2.  Effective July 9, 2015, City Council establish Civic Theatres Toronto as a new City board whose Board of Directors is to assume responsibility for overseeing the business and operational affairs of Civic Theatres Toronto, and initially to adopt an implementation strategy and oversee the transition process for consolidating the current civic theatre operations into a single organization under the new City Board.

‎Board Governance Structure and Appointments to Boards

3.  Effective July 9, 2015, City Council rescind the appointments of all members of the Boards of Directors of the Hummingbird (Sony) Centre for the Performing Arts, the St. Lawrence Centre for the Performing Arts and the Toronto Centre for the Arts.

4.  Effective July 9, 2015, City Council establish a Board of Directors for Civic Theatres Toronto, and amend the size and composition of the Board of Directors of the St. Lawrence Centre for the Arts, the Hummingbird (Sony) Centre for the Performing Arts, and the Toronto Centre for the Arts, to each consist of 5 members composed of:

-    the Mayor or a Council Member appointed by the Mayor as the Mayor's designate;

-    the Council Member for Ward 23;

-    the Council Member for Ward 28; and

-    2 Council Members;

with at least one of the Council Members appointed also being a member of the Economic Development Committee.

5.  Effective November 6, 2015, City Council amend the size and composition of the Board of Directors of Civic Theatres Toronto, the St. Lawrence Centre for the Arts, the Hummingbird (Sony) Centre for the Performing Arts and the Toronto Centre for the Arts, by adding 8 citizen members so that each board will consist of 13 members composed of:

-    the Mayor or a Council Member appointed by the Mayor as Mayor's designate;

-    the Council Member for Ward 23;

-    the Council Member for Ward 28;

-    2 Council Members; and

-    8 citizen members;

with at least one of the Council Members appointed also being a member of the Economic Development Committee.

6.  To ensure that the new Civic Theatres Toronto Board and the amended Theatre Boards are operational as soon as possible, City Council waive the requirement of Chapter 27, Council Procedures to canvass Members for their interest in appointment to these boards and make direct appointments, as set out in Recommendation 4 above, at its July 7 and 8, 2015 meeting.

7.  To provide stability and ensure consistent decision making by the four Theatre Boards during the transition period, City Council appoint the same 5 Council Members including a Council Member as Chair for the initial period, and the same 8 citizen members including a citizen member as Chair to replace the Council Member Chair after the initial period, to all four Theatre Boards for a term of office ending November 30, 2018 and until successors are appointed, on the understanding that should the current civic theatre boards be dissolved before the end of the appointment term, such appointments will be rescinded at that time.

8.  City Council waive the two-term limit provision of the Public Appointments Policy for the initial recruitment of members to be cross-appointed to the City's four theatre boards.

9.  City Council approve the board governance structure matters pertaining to the Board of Directors of Civic Theatres Toronto, the St. Lawrence Centre for the Arts, the Hummingbird (Sony) Centre for the Performing Arts and the Toronto Centre for the Arts, as set out in Attachment 1 to the report (June 16, 2015) from the Acting City Manager and the General Manager, Economic Development and Culture with respect to: the appointment of the Chair and Vice-Chair; the eligibility requirements, qualifications and appointments process for citizen members; Board meetings; and Board member remuneration, as amended by Recommendation 8 above.

Hummingbird Performing Arts Centre Corporation

10.  City Council request the Province of Ontario to repeal the Hummingbird Performing Arts Centre Corporation Act, 1998, as the Corporation has never been operationalized and is no longer required.

11.  Until the Corporation as per Recommendation 10 above is dissolved, and for the purpose of meeting legislative requirements including holding of annual general meetings, effective July 9, 2015, City Council rescind the appointment of all members of the Board of Directors of the Hummingbird Performing Arts Centre Corporation and appoint the following members so that the Board will be composed of:

-  the 5 Council Members who are appointed to the Board of Directors of Civic Theatres Toronto;

-  the City Manager or designate;

-  the Deputy City Manager and Chief Financial Officer or designate;

-  the Deputy City Manager Cluster A or designate; and

-  the General Manager, Economic Development and Culture;

for a term of office ending November 30, 2018 and until successors are appointed, on the understanding that should the current civic theatre boards be dissolved before the end of the appointment term, such appointments will be rescinded at that time.

Cultural Programming Trust

12.  City Council endorse additional research, in consultation with the Board of Civic Theatres Toronto, into the concept of an independent charitable Cultural Programming Trust to enhance programming opportunities and programming excellence, and to facilitate partnerships, sponsorships and donations in support of Civic Theatres Toronto and the performing arts sector in the Toronto region; and request the General Manager, Economic Development and Culture to conduct further research and consultation and report back on the concept to City Council through the Economic Development Committee by the third quarter of 2016.

Financial Plans and Budgets

13.  City Council give consideration as part of the 2016 Budget Process to combining the Capital Budget and Plan for the Sony Centre with the Economic Development and Culture Capital Budget and Plan to bring capital budgets and plans for all civic theatres under a single responsibility centre.

14.  City Council request that the Civic Theatres Toronto Board work with City staff to update the services and activities which comprise the program map and establish service standards and service levels for the Civic Theatres in time for the 2017 budget process.

15.  City Council approve an in-year adjustment to the Council approved 2015 Operating Budget to transfer $0.160 million from unspent funds in the Non-Program budget to Theatres to provide the Civic Theatres Toronto Board with one-time funding to facilitate initial operational requirements in 2015 as set out in Confidential Attachment 2 to the report (June 16, 2015) from the Acting City Manager and the General Manager, Economic Development and Culture.

16.  City Council direct that Confidential Attachment 2 to the report (June 16, 2015) from the Acting City Manager and the General Manager, Economic Development and Culture remain confidential in its entirety as it deals with information that involves the security of property belonging to the City and its agencies, and information about labour relations or employee negotiations.

Implementation Matters

17.  City Council request the City Clerk to communicate to the citizen members of the current civic theatre boards advising them of Council's decisions regarding the future of the theatres and expressing Council's appreciation for the valuable service and commitment that they have generously provided to the respective theatre boards.

18.  City Council appoint the City Clerk as the Secretary to the Board of Directors of all four Theatre Boards.

19.  City Council request the Board of Directors of Civic Theatres Toronto to develop a procedures by-law to be reported by the Board to City Council for approval through the Executive Committee in 2016 and, until such time, require the Board to follow the procedures in Municipal Code Chapter 27, Council Procedures, as it applies to committees of Council.

20.  City Council request the Board of Directors of Civic Theatres Toronto to implement a process to recruit a chief executive officer, including consideration of an acting or interim chief executive officer and engagement of an independent search consultant, as the Board considers appropriate.

21.  City Council approve the participation of Civic Theatres Toronto in the OMERS pension plan.

22.  City Council request the Board of Directors of Civic Theatres Toronto to develop a new strategic plan and 5-year business plan to be reported by the Board to City Council through the Executive Committee by the Spring of 2016 to inform the budget submission for the 2017 operating budget.

23.  City Council request the City Manager to develop a Relationship Framework for Civic Theatres Toronto and report to City Council through the Executive Committee on the proposed Relationship Framework as soon as practical.

24.  City Council request the City Manager to report to City Council through the Executive Committee as soon as practical on the dissolution of the current City boards for the three civic theatres.

25.  City Council authorize the City Solicitor to introduce the necessary bills to give effect to the changes in governance structure approved by City Council, including repeal/amendment of Toronto Municipal Code Chapter 9, Arts Centres, amendment of former Toronto Municipal Code Chapter 11, Arts Centres, repeal of Metropolitan Toronto By-law No. 133-96, and enactment of a new Toronto Municipal Code Chapter for Civic Theatres.

In December 2013, City Council was advised of initiatives to establish a Theatres Working Group and engage a consultant to examine options for operating and governance models for the City's three civic theatres – the St. Lawrence Centre for the Arts (St.LCA), the Sony Centre for the Performing Arts (Sony Centre), and the Toronto Centre for the Arts (TCA). The Theatres Working Group and the consultant reinforced the fact that the civic theatres have value as foundational public assets that create the conditions for a vital and vibrant performing arts sector in Toronto.

Following extensive work done by external consultants, and taking into consideration advice from the Theatres Working Group, City staff propose a new direction for the future of the City's civic theatres. Changes are proposed both to the operating model and the governance structure with the objective of enhancing the relevance of theatres to the communities they serve, increasing theatre usage and improving the financial viability of the theatres. All three theatres are underutilized and the cost per seat of operating the combined seven stages within them continues to rise with few prospects for reversing the trend under a status quo scenario.

Increasing utilization of the theatres is the most effective way to create more efficient operations and support the overall mandates of each theatre. Sharing resources amongst the civic theatres has the best chance of increasing utilization and improving their performance. It will allow the consolidation of some functions such as IT, accounting and payroll, while increasing capacity for other functions such as programming, marketing, and event bookings   across all theatres. To accomplish that operationally, it is necessary to consolidate at the governance level.

This report recommends consolidating the operations of the St. Lawrence Centre for the Arts, Sony Centre, and Toronto Centre for the Arts into one new organization under the direction of a single City board, and to commence the governance and operational transition process. Immediate governance steps include establishing a new board and determining the executive leadership to champion the change process. A new City board, Civic Theatres Toronto, would oversee the business affairs of the management and operation of the civic theatres, and initially also oversee the process of integrating operations. As a necessary element of transition, each of the three theatres' boards would continue in the short term with board membership recommended to be identical on all four boards. The individual theatre boards would be dissolved as soon as practical based on progress with the operational transition.

Operational transition involves complexities associated with integration of functions, harmonization of policies and the transfer of employees, and can be time-consuming. The integration of operations will be phased-in, following an implementation strategy developed under the direction of the new Board of Directors of Civic Theatres Toronto, with advice from management at the civic theatres as well as the City.

Key changes and implementation measures being proposed include:

-   a mandate for Civic Theatres Toronto to provide quality performance and event facilities and to promote the contribution of Civic Theatres Toronto to the artistic, cultural and social vitality of Toronto and its communities;

-   establishing a 13-member Board of Directors for Civic Theatres Toronto to initially consist of 5 Council Members, with 8 citizen members to be added after a recruitment process;

-   amending the Board of Directors for each of the three current civic theatres to mirror the size and composition of the new Board of Directors for Civic Theatres Toronto until consolidation is completed;

-   appointing the same 5 Council Members and 8 citizen members to all four theatre Boards;

-   adopting new board governance structure requirements for all four theatre Boards including such matters as the appointment of the Chair and Vice-Chair, and the eligibility requirements, qualifications and appointments process for citizen members;

-   expediting a search process by the Board of Directors of Civic Theatres Toronto for a chief executive officer, including consideration of an acting or interim chief executive officer;

-   development by the Board of Directors of Civic Theatres Toronto of an implementation strategy to guide the operational transition process;

-   development of a procedures by-law, a strategic plan, 5-year business plan and a Relationship Framework for Civic Theatres Toronto;

-   endorsement of the concept of an independent charitable Cultural Programming Trust to enhance programming opportunities and programming excellence in the performing arts sector as a broader initiative, which will require further research and consultation; and

-   a future report from the City Manager on dissolving the three current civic theatre boards.

The Executive Committee recommends that:

1.  City Council approve the amendments to the Business Improvement Area Capital Cost-Sharing Program Guidelines described and set out in Attachment 1 of the  report (June 15, 2015) from the Deputy City Manager and Chief Financial Officer and the General Manager, Economic Development and Culture.

The Executive Committee recommends that: 

1. City Council amend the 2015-2024 Parks, Forestry and Recreation Capital Budget and Plan to add a grant of $0.555 million from Trans Canada Trail Ontario (TCTO) to the council-approved capital project known as the "Pan Am Path", increasing the project cost from $1.200 million to $1.755 million; and the 2015 cash flow from $0.869 million to $1.424 million.

The purpose of this report is to amend the Council-approved Parks, Forestry and Recreation (PFR) 2015-2024 Capital Budget and Plan to add a grant of $0.555 million from Trans Canada Trail Ontario (TCTO) to the Parks, Forestry and Recreation Pan Am Path capital project. 

By adding the funds to the 2015 budget, the Pan Am Path components will be far more interactive for the public this year during the Pan American / Parapan American Games, including signage, art installations and art activations. Additionally, significant improvements of Pottery Road Bridge and Belleville Underpass to the legacy Pan Am Path can be constructed later this year. The additional Trans Canada Trail Ontario funding will increase public awareness, access, and enjoyment of the Lower Don Trail and Toronto's section of the Trans Canada Trail.

The Executive Committee recommends that: 

1. City Council affirm that the Board of the Toronto Community Housing Corporation will submit a Business Plan, required under its Shareholder Direction (section 10.1), to the Shareholder annually commencing in 2016 at a date specified by the City Manager and aligned with the City's budget review process to permit due consideration and inclusion in the City's financial planning process. 

2. Beginning with the 2016 City Budget process, City Council request the Toronto Community Housing Corporation to provide a presentation for information purposes to City Council's Budget Committee on each aspect of its Board approved Business Plan, including operating budget and outlooks, 10-year Capital plan requirements, financial and service targets and performance measures. 

3. City Council direct the Clerk to provide a copy of this report to the Mayor's Task Force on Toronto Community Housing Corporation for its information.

The Executive Committee recommends that:

 
1.  City Council amend Section C.2. of the Terms of Reference of the City-School Boards Advisory Committee by adding "with the necessary modifications as they apply to the Committee" so that Section C.2. now reads:

 
"2.  The Committee will operate in accordance with the Toronto Municipal Code Chapter 27, Council Procedures, with the necessary modifications as they apply to the Committee."

This report recommends that City Council authorize the Board of Governors of Exhibition Place ("The Board") to enter an agreement with ShowTech Power and Lighting ("ShowTech") for a five (5) year term commencing September 15, 2015 with the option to extend for an additional two (2) year period, for the exclusive provision of temporary electrical and mechanical show services to events and exhibitions at Exhibition Place excluding the Allstream Centre and all existing or future tenanted properties. Notwithstanding the exclusion of Allstream Centre, the Board reserves the right to require, at its sole discretion, ShowTech to deliver electrical and mechanical services in Allstream in accordance with the negotiated terms and conditions of any agreement.

A Request for Proposal (RFP) was issued on February 11, 2015 through the City of Toronto, Purchasing and Materials Management Division (PMMD) for the exclusive provision of temporary electrical and mechanical services to events and exhibitions at Exhibition Place.

The Audit Committee recommends that:

1.  City Council approve the 2014 Consolidated Financial Statements as attached in Appendix A to the report (June 11, 2015) from the Deputy City Manager and Chief Financial Officer and the Acting Treasurer.

The Audit Committee recommends that:

1.  City Council receive for information, the 2014 Financial Statements and related documents for the following agencies and corporations:

-  Exhibition Place

-  The Hummingbird Centre for the Performing Arts

-  The North York Performing Arts Centre Corporation

-  St. Lawrence Centre for the Arts

-  Toronto Atmospheric Fund

-  Toronto Parking Authority

-  Toronto Public Library

-  Toronto Transit Commission

-  Yonge-Dundas Square

-  Toronto Zoo

-  Heritage Toronto.

The following agencies and corporations have submitted 2014 Financial Statements and related documents to the Audit Committee for consideration:

-  Exhibition Place

-  The Hummingbird Centre for the Performing Arts 

-  The North York Performing Arts Centre Corporation

-  St. Lawrence Centre for the Arts

-  Toronto Atmospheric Fund

-  Toronto Parking Authority

-  Toronto Public Library

-  Toronto Transit Commission

-  Yonge-Dundas Square

-  Toronto Zoo

-  Heritage Toronto.

In addition, City Council on June 10, 11 and 12, 2015, received and forwarded the 2014 Financial Statements of the following corporations to the Audit Committee for information:

-  Casa Loma Corporation

-  Lakeshore Arena Corporation

-  Invest Toronto

-  Toronto Hydro Corporation

-  Toronto Port Lands Company.

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

December 31, 2014.

The Audit Committee recommends that:

1.  City Council receive the 2014 audited financial statements of Arenas attached as Appendices to the report (June 10, 2015) from the Auditor General.

The purpose of this report is to provide the Audit Committee and City Council with the 2014 audited financial statements of Arenas.

The 2014 audited financial statements for the eight City Arenas are presented to the Audit Committee after approval by their respective Boards or Committees 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 external auditors issued a qualified opinion on the financial statements of the North Toronto Memorial Arena.  The qualified opinion was on the basis that the Arena has not recognized the payroll and other accrued liabilities as at December 31, 2014, which constitutes a departure from Canadian public sector accounting standards.

The financial statements for the Leaside Memorial Community Gardens Arena, McCormick Playground Arena, and Moss Park Arena 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 2014 audited financial statements and management letters of the forty-two (42) Business Improvement Areas attached as Appendices A to AQ to the report (June 11, 2015) from the Acting Treasurer and the Director of Business Growth Services, Economic Development and Culture.

The purpose of this report is to present the 2014 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 2014 audited financial statements of Community Centres attached as Appendices to the report (June 10, 2015) from the Auditor General.

The purpose of this report is to provide the Audit Committee and City Council with the 2014 audited financial statements of Community Centres.

The 2014 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 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 2014 Sinking Funds Statements as attached in Appendix A to the report (June 11, 2015) from the Acting Treasurer.

The Audit Committee recommends that:

1.  City Council approve the 2014 Trust Fund Statements as attached in Appendix A to the report (June 11, 2015) from the Acting Treasurer.

The Audit Committee recommends that:

1.  City Council receive the report (June 11, 2015) from the Auditor General on the status of the financial audits of the City’s Agencies and Corporations for the year ended December 31, 2014.

The Audit Committee recommends that:

1.  City Council request the City Manager to review options for managing risks on an integrated basis across the City and report back to Council on a work plan and timeline for implementation.  The review to consider:

a.  An appropriate corporate Enterprise-wide Risk Management (ERM) policy and/or enterprise-wide framework for an integrated approach to managing risk across the City.

b.  The appropriate resources, tools, and job aids to be made available to divisions, agencies, and corporations, to support a common and consistent understanding of risk management processes and practices.

c.  The appropriate mechanisms for tracking and monitoring risks and to report on significant risks to City Council and/or appropriate committee of Council.

The Audit Committee recommends that:

1.  City Council receive the report (May 29, 2015) from the Auditor General for information.

Continuous Controls Monitoring Program

Since 2011 the Auditor General’s Work Plan has included a project in relation to continuous controls monitoring of selected City expenses. The objective of the Continuous Controls Monitoring Program is to provide periodic reports to management which assist in proactively monitoring financial transactions, detecting unusual expenses and identifying areas where internal controls could be strengthened.

The Continuous Controls Monitoring Program involves the ongoing and regular identification of transactions exceeding predetermined criteria.  The objective is to provide periodic reports to management to assist in proactively monitoring financial transactions, detecting unusual expenses and identifying areas where internal controls could be strengthened.

Program evolution

- 2011 - initiated continuous monitoring of employee overtime and mileage reimbursements

- 2012 - program expanded to include standby pay

- 2013 - initiated review of staff absenteeism for selected ill, ill dependent leave and bereavement leave

- 2014 - initiated review of telecommunication expenses

Telecommunication expenses are included in the Auditor General's Continuous Controls Monitoring Program as significant funds are involved and a number of issues were identified during our 2014 audit of telecommunication expenses.  Our 2014 audit report on telecommunication expenses is available at:

http://www.toronto.ca/legdocs/mmis/2014/au/bgrd/backgroundfile-70658.pdf

This current report provides the results of our review of City telecommunication costs incurred from January 1, 2014 to December 31, 2014. 

The City maintains approximately 15,000 wireless phones and devices and over 24,000 landlines or voice-over-internet phones (VOIP).

Our continuous controls monitoring criteria was based on the following criteria:

-  Data usage charges exceeding $750 per year

-  Roaming charges over $500 per year

-  Annual texting and airtime charges in excess of $100 each

-  International and Directory Assistance calls over $50 during the year

-  Active phones with no call activity during the year

-  Users with multiple active telecommunication devices

-  Costs incurred on inactive phones

The exception criteria are reviewed on an ongoing basis and revised based on improvements in controls and the number of exceptions noted in each monitoring cycle.

Our analysis identified over 1,000 phones meeting one or more of the criteria noted above.  The exceptions were provided to management for review and comment.  Management responses and actions are provided in Table 1 below.

As a result of management actions, savings of $320,000 have been identified. These savings include $290,000 in annually recurring savings which will result in recurring savings of approximately $1.5 million over a 5-year period.

The Audit Committee recommends that:

1.  City Council receive the report (June 5, 2015) from the Auditor General for information.

2.  City Council authorize the public release of the recommendation contained in Confidential Attachment 1 to the report (June 5, 2015) 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 5, 2015) from the Auditor General for information.

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

Since July 1, 2009 the Auditor General has issued various reports to City Agencies and Corporations containing a total of 174 recommendations.  Since that time seven of these recommendations have been identified by the Auditor General as no longer relevant.  These recommendations are no longer relevant as reorganizations and changes in business practices and service levels have rendered them no longer applicable.  Consequently, 167 of the recommendations continue to have relevance.

The results of our review indicate that on a combined basis, City Agencies and Corporations have implemented 73 per cent or 122 of the applicable recommendations made by the Auditor General from July 1, 2009 to June 30, 2014.

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

This update on the status of outstanding recommendations includes the following City Agencies and Corporations:

1.  Toronto Police Services

2.  Toronto Community Housing Corporation

3.  Toronto Transit Commission

4.  Sony Centre for the Performing Arts

5.  Toronto Parking Authority

The Audit Committee recommends that:

1.  City Council receive the report (June 3, 2015) from the Auditor General for information.

The Audit Committee recommends that:

1.  City Council receive the report (May 5, 21015) from the Auditor General for information.

Continuous Controls Monitoring Program

Since 2011 the Auditor General’s Work Plan has included a project in relation to continuous controls monitoring of selected City expenses. The objective of the Continuous Controls Monitoring Program is to provide periodic reports to management which assist in proactively monitoring financial transactions, detecting unusual expenses and identifying areas where internal controls could be strengthened.

The Continuous Controls Monitoring Program involves the ongoing and regular identification of transactions exceeding predetermined criteria.  The objective is to provide periodic reports to management to assist in proactively monitoring financial transactions, detecting unusual expenses and identifying areas where internal controls could be strengthened.

Program Evolution

-  2011 - initiated continuous monitoring of employee overtime and mileage reimbursements

-  2012 - program expanded to include standby pay

-  2013 - initiated review of staff absenteeism for selected ill, ill dependent leave and bereavement leave

-  2014 - initiated review of telecommunication expenses

Staff Absenteeism

In May 2013 the Auditor General issued the initial report on staff absenteeism.  This report can be accessed using the link below.

http://www.toronto.ca/legdocs/mmis/2013/au/bgrd/backgroundfile-59791.pdf

The Auditor General’s second report on staff absenteeism was issued in May 2014.  This report provided a breakdown of several categories of absenteeism.  The report can be accessed using the link below.

http://www.toronto.ca/legdocs/mmis/2014/au/bgrd/backgroundfile-69293.pdf

This current report includes our summary of 2014 staff absenteeism due to illness, ill dependent leave and bereavement leave for over 35,000 City employees.  The purpose of the review is to highlight absenteeism trends, related costs and provide management with exceptions warranting further review.

The report results indicate staff absences increased by over 7 per cent compared to 2013.  However, compared to 2012 absenteeism has decreased by two per cent.  From a financial perspective, when staff salaries are applied to days absent, the cost of these absences amounted to just under $105 million in 2014.

Appendix 1 of this report provides a summary of staff absences by City division.

At its meeting on May 27, 2015, the Toronto Transit Commission Board considered a report (March 27, 2015) from the Auditor General, entitled "Continuous Controls Monitoring Program – Toronto Transit Commission, 12-Month Review of Employees Overtime and Related Expenses, 2014”.

The TTC Board directed that the Auditor General's report be forwarded to the next Audit Committee meeting of the City of Toronto.

In addition, the TTC Board adopted the following:

-           That staff be requested to report back in a stand-alone report in the first quarter of 2016 on overtime results in 2015.

-           That TTC staff be requested to report in the next 12 months on:

            a.  The benefits in workforce flexibility of having part-time workers.

            b.  The possibility of a CBA change whereby prequalification for overtime is tied to an acceptable attendance record.

            c.  How the CBA can be revised to incorporate the methods used in the Employment Standards Act to calculate total allowable overtime.

At its meeting of March 31 to April 2, 2015, City Council authorized the City Manager to conduct a public consultation and prepare a report for the June 30, 2015 meeting of Executive Committee on the merits and potential risks of expanded gambling at Woodbine Racetrack (Woodbine). Council also requested the Medical Officer of Health (MOH) to report to the Board of Health (BOH) on any public health impacts of expanding gambling at Woodbine.

In 2013, Council considered a report from the City Manager on the financial, economic development, social and planning implications of a new gambling site in downtown Toronto or from expanded gambling at Woodbine. Toronto Public Health (TPH) prepared a number of reports to the BOH in advance of Council's deliberation on the matter that explored the issue from a public health perspective. These reports concluded that the most important public health impact of gambling expansion is its association with increases in problem gambling and related negative impacts on individuals, families and communities. The BOH recommended to Council that based on health evidence, gambling should not be expanded in the City of Toronto. The BOH also endorsed the TPH Position Statement on Gambling and Health, which outlined ten measures to mitigate harm should gambling expansion be approved. In May 2013, City Council opposed both the creation of a new downtown casino and expanded gambling at Woodbine.

In 2013, the Ontario Lottery & Gaming Corporation (OLG) indicated that, while changes to some mitigation approaches to gaming operation in Ontario were planned or underway, many of the recommended measures were not feasible or consistent with existing practices. In 2015, TPH reviewed the Responsible Gambling (RG) practices currently in place at the Woodbine slots facility. OLG has implemented some promising RG practices and plans to evaluate their impact.

Evidence from the gambling research indicates that the best approach to preventing problem gambling in Toronto is to prevent expansion of gambling access.  However, should gambling expansion be approved, TPH has recommended that requiring any future private operator at Woodbine to maintain existing RG measures and reducing hours of operation should be implemented as a condition of City Council’s approval.

The Civic Appointments Committee recommends that:

1. City Council appoint the following candidates to the Heritage Toronto Board of Directors, at pleasure of Council, for a term of office ending on December 31, 2016, and until successors are appointed:

- Lisa Brown

- Kadi Kaljuste

- Louis Kan

- Sean Kheraj

- Richard Moorehouse

- Jennifer Roy

- Ellen Scheinberg

- Karen Whaley

- Peter Berton (Etobicoke York Community Council Representative)

- Abena Buahene (Toronto and East York Community Council Representative)

- Linda Strachan (North York Community Council Representative)

2. City Council appoint the following candidates to the Heritage Toronto Board of Directors, at pleasure of Council, for a term of office ending on November 30, 2018, and until successors are appointed:

- Jeffrey Clayman

- Tyler Greenleaf

- Andrew Himel

- Donald Loucks

- Catherine Marshall

- Brent Pearlman

- Allan Penning

- John Belyea (North York Community Council Representative)

- Ross Fair (Toronto and East York Community Council Representative)

- Kevin Plummer (Etobicoke York Community Council Representative)

3. City Council appoint Paul Litt as the Toronto Historical Association representative to the Heritage Toronto Board of Directors, at pleasure of Council, for a term of office ending on November 30, 2018, and until a successor is appointed.

4. City Council direct that the confidential information in Confidential Attachment 2 remain confidential in its entirely as it relates to personal information about identifiable individuals being considered for appointment to the Heritage Toronto Board of Directors.

John Belyea (North York Community Council Representative)

John Belyea has a BA and MBA, and is currently the Chief Operating Officer of Moore-McLean, a Toronto-based insurance brokerage that provides advice-based solutions to individuals and businesses across Ontario. He has more than 25 years of experience in the insurance industry as a management consultant and operations specialist, and also helped build and sell two businesses. John has been an active volunteer who has served on the boards of TVOntario, the Toronto Grace Hospital, and Heritage Toronto.

Peter Berton (Etobicoke York Community Council Representative)

Peter Berton is a Partner at the Ventin Group Architects in Toronto. He graduated in 1979 from Carleton University in Ottawa, and after graduation, worked with Ron Thom, a renowned Canadian architect. Since joining the Ventin Group in 1993, Peter has built a solid reputation for the design of all types of heritage and restoration buildings as well as a wide range of institutional, commercial, and residential projects.

Lisa Brown

Lisa Brown is a Toronto-based small business owner of The Brown Group. The Brown Group has spent the past 15+ years growing non-profit revenue and corporate businesses through partnership arrangements. Previously, Lisa worked for the Toronto Region Board of Trade, where she led a team that produced over 100 programs and events per year and created the Board's Sponsorship Program. She has considerable expertise in establishing partnerships, marketing, and events programming.

Abena Buahene (Toronto and East York Community Council Representative)

Abena Buahene has a keen interest in heritage preservation, governance, relationship building, program planning, and adult education expertise. She has worked for a broad spectrum of regulatory, not-for-profit, and private sector organizations, and volunteered in different roles, including serving as a Governor on the Board for Centennial College. Abena has degrees in English and political science, and an LL.B.

Jeffrey Clayman

Born in Montréal, Jeffrey Clayman has lived in Toronto for over 10 years. Along with a deep appreciation for architecture and history, he has previous board experience and practical business knowledge. Jeffrey currently works at RBC supporting business units to achieve their strategic objectives. He holds an Honours BA from the Richard Ivey School of Business, an LL.B. from Western University, an MBA from the University of Toronto, and is a member of the Law Society of Upper Canada.

Ross Fair (Toronto and East York Community Council Representative)

Dr. Ross Fair is an Adjunct Professor in Ryerson University's Department of History, where he serves as Academic Coordinator, Continuing Education. His academic interests focus on Upper Canada and early Toronto, and his work has appeared in the Canadian Historical Review, the Journal of the Canadian Historical Association, Ontario History, and elsewhere. Ross has been a research consultant to several heritage organizations and is a member of the Ontario Historical Society's Board of Directors.

Tyler Greenleaf

Tyler Greenleaf is an arts management professional who works in development at the Faculty of Music at the University of Toronto. He previously worked in development for Soulpepper Theatre in Toronto, in marketing at the Ferst Center for the Arts at Georgia Tech in Atlanta, Georgia, and as a musician, band manager, and concert promoter in Minneapolis, Minnesota. Tyler graduated from the University of Minnesota with a BA in history, and has also written about heritage issues for urbantoronto.ca.

Andrew Himel

Andrew Himel is a Managing Partner of Kilmer Brownfield Equity Fund focusing on the redevelopment of contaminated brownfield properties. He spent years in Hamburg and Berlin, Germany working in real estate and finance, and visiting heritage sites in Europe. Following reunification in Berlin, Andrew worked for Sony on the landmark redevelopment of the historic Potsdamer Platz. He has a B.Sc. from the University of Toronto and an MBA from Harvard University. Andrew has been a Heritage Toronto Board member since October 2011.

Kadi Kaljuste

Kadi Kaljuste has more than 30 years of experience in all facets of communications, ranging from communications strategy development, communications planning, integrated marketing communications, media relations, digital and social media, issues and crisis management, internal communications, and media training. She has volunteered her skills to many charitable organizations over the years, and has served on Heritage Toronto's Marketing Committee for two years.

Louis Kan

Louis Kan is a Chartered Accountant and Certified Fraud Examiner who moved to Toronto from Hong Kong with his family in 1974. His professional experiences include the Chartered Professional Accountants of Ontario, the Legislative Assembly of Ontario, Elections Ontario, and the Office of the Auditor General of Ontario. Louis has served on various community boards, including St. John Ambulance – Toronto Chapter, and is the recipient of the 2015 Government of Canada Don Valley West Volunteer Award.

Sean Kheraj

Sean Kheraj is an Assistant Professor of Canadian and environmental history in the Department of History at York University in Toronto. He is also a co-editor of niche-canada.org where he hosts and produces Nature’s Past: Canadian Environmental History podcast. Sean is the author of the award-winning book, Inventing Stanley Park: An Environmental History, and has also published work on the history of Toronto.

Paul Litt (Toronto Historical Association Representative)

Paul Litt is a graduate of the University of Toronto, Victoria College, and has worked for Sun Life Financial for more than twenty-five years. He has been actively involved on the boards of several historical societies and associations, including the York Pioneer and Historical Society where he served as President in the mid-1990s. Paul has published several articles in The York Pioneer in the last several years, and has served on the Heritage Toronto Board since October 2011.

Donald Loucks

Don Loucks is an Architect, Urban Designer, and Heritage Planner with over 30 years of consulting experience. He is a graduate of the University of Toronto and the University of British Columbia, and has lectured on heritage and environmental issues at the University of Toronto and Ryerson University. Don successfully combined sustainability and heritage through various projects, including the rehabilitation and restoration of Toronto’s Union Station Train Shed. He is currently taking graduate courses in heritage conservation planning from the University of Victoria.

Catherine (Kate) Marshall

Catherine (Kate) Marshall has spent her professional career in a variety of advertising and marketing roles at diverse organizations. She has worked at different advertising agencies around the world, a Canadian bank, an international non-profit housing organization, and, since 2013, at Ryerson University’s Ted Rogers School of Management. Her passion and enthusiasm for Toronto’s history led Kate to join Heritage Toronto as a Walk Assistant in 2006, and the Heritage Toronto Board in 2011.

Richard Moorhouse

Richard Moorhouse has more than 35 years of experience in the heritage conservation sector in Ontario. He is the former Executive Director of the Ontario Heritage Trust, and a retired member of the Ontario Association of Architects. Currently, Richard is a member of the Board of Directors at the Willowbank School of Restoration Arts, a Vice-Chair of the National Trust for Canada, and the Past President of the Arts and Letters Club of Toronto. He was awarded the Queen’s Diamond Jubilee Medal for his years of service and significant contributions to the conservation of Ontario’s heritage.

Brent Pearlman

Brent Pearlman has been actively engaged as a community volunteer since 1979 and is currently part of the Management Team of the historic Kiever Synagogue in Kensington Market. Through his commercial real estate brokerage work with MSP Realty Corp., he has been revitalized Toronto’s heritage real estate. Working with the creative and non-profit sectors, Brent strives to bring new life to heritage buildings. He has been involved in many diverse projects, including the Hilroy buildings on Caledonia Road, where Brent found a home for a baking college in a mid-20th century industrial building.

Allan Penning

Allan Penning is a professional fundraiser who has worked in the non-profit sector for 20 years. He studied architectural history and history and has a passion for the stories of the past, and how they impact our present lives and future in this rapidly growing City.

Kevin Plummer (Etobicoke York Community Council Representative)

Kevin Plummer is the co-author of the National Magazine award-winning Historicist, a weekly column published on torontoist.com that explores all aspects of Toronto's local history. Professionally, he is currently a public servant with the federal government.

Jennifer Roy

Jennifer Roy is currently employed as Counsel at the Department of Justice Canada in the Aboriginal Law Division. She has been a member of the public service for over 15 years. Jennifer has lived in the Queen West area of Toronto for over eight years, and proudly sends her children to the local school. She has a long standing interest in, and appreciation of, the cultural history of the City of Toronto.

Ellen Scheinberg

Dr. Ellen Scheinberg is the President of Heritage Professionals, a company that delivers archival, museum, and information management services. She has a Ph.D. in history from the University of Ottawa. For the past 25 years, Ellen has been employed as an Archivist and Manager within the heritage field, and served on a number of different committees and boards. She has published articles in the areas of archives and history, and is currently working on two book projects.

Linda Strachan (North York Community Council Representative)

Linda Strachan brings expertise in marketing, brand management, and consumer research, and work experiences in senior marketing positions in advertising agency and client-side roles. Most recently, she was a Director at the NPD Group, where she provided marketing research and strategic counsel to manufacturers and operators in the food service industry. Linda has volunteered as a Girl Guide leader, a board member for Youth Challenge International, and a Walk Assistant for Heritage Toronto.

Karen Whaley

Karen Whaley is the Marketing Manager at Artscape, where she helped launch two new cultural hubs, Daniels Spectrum and Artscape Youngplace. She worked as a writer and Arts and Culture Editor at Torontoist from 2006-08. Karen has an Honours BA in Art History from the University of Toronto, and has completed the majority of an MA in Art History from York University. She has lived in Cabbagetown for nearly a decade and previously volunteered with the Cabbagetown Regent Park Community Museum.

Candidate's Biography:

Andrew Pringle

Andrew Pringle is a long-time Toronto resident who worked in the investment business at RBC Capital Markets from 1972 to 2002, where he retired as Managing Director, Head of Global Fixed Income and a member of the firm's Executive Committee.  He is currently chair of the fixed income investment management company, RP Investment Advisory.  Andrew is the Chair of the Shaw Festival and also of the Canadian Foundation for AIDS Research (CANFAR) having previously served as CANFAR's president.

The Civic Appointments Committee recommends that:

1. City Council appoint the following candidates to the Toronto Zoo Board, at pleasure of Council, for a term of office ending on December 31, 2016 and until successors are appointed:

- Vanessa Choy

- Matthew Cole

- Tisha Tan

- Benjamin Wulffhart 

2. City Council appoint the following candidates to the Toronto Zoo Board, at pleasure of Council, for a term of office ending on November 30, 2018 and until successors are appointed:

- Cal Bricker

- Ming-Tat Cheung

- Paul Doyle

- Joshua Vinegar

3.  City Council appoint Councillor Raymond Cho as Chair of the Toronto Zoo Board of Management, for a term of office ending on December 31, 2016, and until a successor is appointed.

4. City Council direct that the confidential information contained in Confidential Attachments 1, 2 and 3 remain confidential in their entirety as they relate to personal matters about identifiable individuals being considered for appointment to the Toronto Zoo Board.

Candidates' Biographies:

Cal Bricker

Cal Bricker is Vice President for Quantum Murray LLP, an environmental services company.  Cal holds a PhD in Political Science from the University of Alberta. Cal is currently a board member of the Ontario Waste Management Association, where he is the Immediate Past Chair, the Canadian Journalism Foundation, The Toronto Zoo, and the Great Lakes International Air Show. He was a recipient of the Queen’s Diamond Jubilee Medal, the Canadian Forces Decoration and two commendations for exemplary service.

Ming-Tat Cheung

Ming-Tat Cheung has worked as a clinical cardiologist for over 30 years, including time as a council member of the Ontario Medical Association and chair of department of Medicine at Humber River Regional Hospital.  Ming-Tat was instrumental in building the largest Chinese Cultural Centre in North America, is an inductee into the Scarborough Walk of Fame, received the Queen and Diamond Jubilee Awards, and is a recipient of the Order of Ontario. 

Vanessa Choy

Vanessa Choy has a diverse education background with experiences ranging from veterinary medicine to engineering.  Vanessa currently works as a shelter veterinarian at the Toronto Humane Society, having previously worked at the Toronto and Bronx Zoos.  Vanessa has participated in wildlife conservation programs including Envirovet and the Morris Animal Foundation Veterinary Student Scholar program. 

Matthew Cole

Matthew Cole is currently a Manager with MNP’s Taxation Services Group.  He holds a degree in Bachelor of Management and Organizational Studies from the University of Western Ontario and is a Designated Chartered Professional Accountant. Matthew is also the volunteer treasurer for the Yonge-Lawrence Village BIA and his favorite animal is the polar bear.

Paul Doyle

Paul Doyle has been a member of the Atlantic Packaging Products Ltd. management team for over 21 years and currently serves as the CFO.  Paul's education background includes a BA from Western, a MBA from the Schulich School of Business, and CFA, CPA, and CMA designations.  Paul has served one previous term on the Toronto Zoo Board.

Tisha Tan

Tisha Tan is a graduate student at the University of Toronto Scarborough and is working towards a Master's Degree in Environmental Science, specializing in conservation and biodiversity. Through Tisha's university career she developed a broad understanding of the role that zoos play in the conservation of endangered species. Tisha hopes to contribute this knowledge and her enthusiasm to the Zoo Board.

Joshua Vinegar

Joshua Vinegar has been a board member of The Toronto Zoo since September 2011. He's currently employed as a Marketing Manager for CAPREIT one of Canada's top 50 Employers, also Canada's largest apartment landlord. Josh's interests are in customer service, market research, revenue management, and marketing analysis. Outside of his daily career Josh is involved with several boards and associations.

Benjamin Wulffhart

Benjamin Wulffhart is an optometrist by profession and has extensive experience in the medical technology field.  Having retired in 2010, Benjamin served on the Toronto Public Library Board from September 2011 to February 2015.  As the preservation and well-being of animals is close to his heart, Benjamin hopes to put his prior experiences and knowledge to good use on the Zoo Board.

The Civic Appointments Committee recommends that: 

1.  City Council appoint the following representatives of Aboriginal agencies as members of the Aboriginal Affairs Advisory Committee of Toronto, for a term of office ending on November 30, 2018:

-           Executive Director, or designate, Native Canadian Centre of Toronto

-           Executive Director, or designate, Miziwe Biik, Aboriginal Employment and Training

-           Executive Director, or designate, Native Child and Family Services of Toronto

-           Co-ordinating Principle, or designate, Aboriginal Education Centre, Toronto District School Board

-           Director, or designate, First Nations House, University of Toronto

-           President, or designate, Toronto and York Region Métis Council

-           Executive Director, or designate, Nishnawbe Homes Inc.

-           Executive Director, or designate, Native Men's Residence

-           President, or designate, Metis Nation of Ontario

-           Director, or designate, Aboriginal Initiatives, Ryerson University

-           Counsellor, or designate, George Brown College

-           Executive Director, or designate, Native Women's Resource Centre

-           Executive Director, or designate, Toronto Council Fire

-           Executive Director, or designate, Anduhyuan

The purpose of this report is to have the Civic Appointments Committee recommend to Council the appointment of representatives from Aboriginal agencies to the Aboriginal Affairs Advisory Committee of Toronto.

The Community Development and Recreation Committee recommends that:

1.  City Council authorize the Chief and General Manager, Toronto Paramedic Services to negotiate and enter into a contract with AVTEC Inc. for the provision of proprietary equipment, parts, repairs, support and upgrades for the DSPatchNET, in the total amount of $500,000.00 USD net of HST ($508,800.00 USD net of HST Recoveries) or $613,350.00 CAD net of HST ($624,144.96 CAD net of HST Recoveries) for a five year period effective August 1, 2015 to July 31, 2020, on terms and conditions satisfactory to the Chief and General Manager, Toronto Paramedic Services and in a form satisfactory to the City Solicitor.

The report requests City Council authorize the Chief and General Manager, Toronto Paramedic Services to negotiate and enter into a contract with AVTEC Inc. (AVTEC) for the continued supply of proprietary equipment, parts, support and upgrades for DSPatchNET radio /telephone dispatch system (the DSPatchNET) for a five year period from effective August 1, 2015 to July 31, 2020 in the amount of $500,000.00 USD net of HST ($508,800.00 USD net of HST Recoveries) or $613,350.00 CAD net of HST ($624,144.96 CAD net of HST Recoveries).

The DSPatchNET is an essential component of the Toronto Paramedic Services (TPS) communication system that is proprietary to AVTEC. A new contract for these products and services is vitally important for the continued support and maintenance. All expenditures relating to this contract is 100 percent funded by the Ministry of Health and Long Term Care (MOHLTC) and will be fully recovered by Toronto Paramedic Services.

The Community Development and Recreation Committee recommends that:

1.  City Council approve the name "William Thornton" for the new fireboat.

In November 2014, Toronto Fire Services (TFS) acquired a decommissioned vessel from the Canadian Coast Guard, which will act as a backup vessel to the current fireboat "William Lyon Mackenzie". This report recommends that the name "William Thornton" be approved to identify the newly acquired TFS fireboat.

The proposed name, "William Thornton" has historical significance to Toronto Fire Services and the City of Toronto as the death of William Thornton in 1848 was recorded as the first fallen firefighter in Toronto and also the first in Ontario.

Community Councils have delegated authority to decide naming matters which comply with the City of Toronto Honourific and Street Naming Policy. Given that the fireboat services the city's entire shoreline, this matter is being reported to the Community Development and Recreation Committee for referral to City Council.

Although the City of Toronto Honourific and Street Naming Policy requires that informed written consent of the named party or the named party's representative be obtained prior to City Council approval, it is not feasible to do so in this case as William Thornton died over 130 years ago.

The Community Development and Recreation Committee recommends that:

The report requests City Council approval for Toronto Fire Services ("TFS") to negotiate and enter into a one year agreement to extend the existing TFS and Centennial College of Applied Arts and Technology ("Centennial College") program ("TFS/Centennial Program") respecting Centennial College's Pre-Service Firefighter Education and Training Curriculum for 2015-2016 program year.  Under the TFS/Centennial Program, TFS provides training services and resources for the practical components of Centennial College's Pre-Service Firefighter Education and Training curriculum on a cost recovery basis.  The TFS/Centennial Program requires Centennial College to operate a financial bursary program to reduce the cost of the Centennial College curriculum for students belonging to ethnic or gender backgrounds which are under-represented in TFS in relation to the social demographic diversity of the City of Toronto ("Under-represented Populations").

Centennial College is an established leader in obtaining students from Under-represented Populations. The TFS/Centennial Program is intended to lead to a higher percentage of individuals belonging to Under-represented Populations to receiving college instruction in the Pre-Service Firefighter Education and Training curriculum.

TFS is currently engaging with Centennial College and the Toronto Employment and Social Services division ("TESS") to create new initiatives designed to further increase the number individuals from Under-represented Populations who receive Pre-Service Firefighter Education and Training.  TFS intends to report on the development of these further initiatives in 2016. The proposed agreement to extend the existing TFS/Centennial program will be for a one-year term and is in line with the City's Strategic Actions, as well as the goals and objectives set out in the TFS Master Fire Plan and Path to Diversity reports.

The Community Development and Recreation Committee recommends that:

1.  City Council authorize the General Manager of Parks, Forestry and Recreation to provide $0.024 million in permit credits at the Etobicoke Olympium as follows:

a.  Mavericks Water Polo Club - $20,600

b.  Olympium Rhythmic Gymnastics Club - $2,500

c.  Etobicoke Gymnastics Club - $900.

This report responds to requests from three additional Etobicoke Olympium (EO) anchor sport clubs for relief related to financial hardship incurred as a result of the 16-month closure of the Etobicoke Olympium for Toronto 2015 Pan Am/Parapan Am Games facility upgrades. To prepare for the use of the Etobicoke Olympium as a practice facility for the 2015 Pan Am/Parapan Am Games, numerous renovations and upgrades were undertaken. The Etobicoke Olympium closed in July 2013 and re-opened in fall 2014. The loss of the Etobicoke Olympium as a training facility had a financial operating impact on the EO anchor clubs leading into an important training season for the 2015 Pan Am/Para Pan Am Games themselves.

An initial report responding to requests from the Etobicoke Swim Club, the Etobicoke Diving Club and the Olympium Synchronized Swimming Club was adopted by City Council in May 2014. Anchor clubs are development clubs that have some exclusive use of the space, may have leased space (office/storage) and who host a range of programming and competitions. Permit holders are considered individuals or groups that access space through an allocation and/or itinerant schedule.

The Mavericks Water Polo Club (the Mavericks), the Olympium Rhythmic Gymnastics Club (ORGC), and the Etobicoke Gymnastics Club (EGC) have come forward making a request for similar consideration as has been extended to the other anchor clubs at the EO. Each has had membership attrition, limited fundraising opportunities, and incurred additional expenses related to training and events as a result of the closure. Financial statements from the clubs confirm that each experienced an operating deficit in the fiscal year related to the closure.

This report was informed by consultations with representatives from each of the anchor clubs, as well as a review of financial and membership data submitted by each organization.

This report presents the June 2015 edition of the Toronto Social Development Dashboard (SDD). The Dashboard provides a graphical summary of the most relevant and recent socio-economic indicators available to help inform Community Development and Recreation Committee's decision-making on a range of social development issues.

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

The Community Development and Recreation Committee recommends that:

1.  City Council request the General Manager of Shelter, Support and Housing Administration to thank the boards and volunteers of the more than 240 non-profit and co-operative housing providers for their commitment to affordable housing and their contributions to housing stability for City residents.

2.  City Council request the General Manager, Shelter, Support and Housing Administration (SSHA), to report to Council in the third quarter of 2016 on the proposed quality standards and performance measures for social housing, including Board development and Board accountability, developed in consultation with stakeholders.

3.  City Council request the General Manager, Shelter, Support and Housing Administration (SSHA), to report to Council in the first quarter of 2016 on a new partnership framework for housing providers whose operating agreements are expiring, including incentives for them to continue and expand their role in providing affordable housing, such report to include consideration of how to ensure that all providers have sustainable governance structures.

4.  City Council request the General Manager, Shelter, Support and Housing Administration (SSHA), to report to Council in the first quarter of 2016 on the final recommendations for the capital repair financing strategy to support capital renewal of non-profit and co-op housing in Toronto.

5.  City Council request the Province to support the long-term sustainability of social housing by:

a.  reassuming funding responsibilities for social housing and developing new financing vehicles for capital repairs and renewal;

b.  modernizing affordability assistance by eliminating Service Level Standards based on rent-geared-to-income (RGI), simplifying RGI rules and providing greater flexibility to use a range of affordability options to meet local needs;

c.  giving Service Managers more flexibility to re-purpose social housing assets to respond to evolving housing needs and sustain social housing over the long term; and

d.  taking steps to protect public investment in social housing through a new regulatory framework to enable and encourage housing providers to continue as affordable housing after operating agreements expire and to prevent sale of assets to for-profit enterprises.

6.  City Council request the federal government to continue funding social housing at existing levels to preserve affordability for non-profit and federal co-operative housing providers with expiring operating agreements, and provide new, long-term funding for social housing capital repairs.

For many decades social housing in Toronto has provided affordable housing to hundreds of thousands of families, couples and single people and contributed to creating vibrant mixed income neighbourhoods. In the absence of this legacy our city would not be what it is today. This report outlines the need for all governments to work together to maintain this legacy and recommends measures to transform the social housing system well into the future.

The social housing system is currently at risk due to a range of pressures that have intensified over the past decade. The challenges facing the social housing system include the declining federal and provincial funding and transfer of funding responsibility to the City of Toronto; increasing demand and complexity of client need; aging buildings with large capital repair backlogs; potential loss of public investment and stock through expiry of operating agreements; and challenges to providers’ capacity to deliver quality housing and services. In addition, the current provincial regulatory framework hinders innovation and limits the City’s ability to address poor performance or reward excellence.

Many of these challenges to the ongoing sustainability and quality of social housing were identified in a 2007 report to City Council, entitled "Tied in Knots: Unlocking the Potential of Social Housing Communities in Toronto". The report's recommendations included a three-part strategy of requests to the federal and provincial governments to address these capacity, funding and regulatory issues. Since then, the Province has made some regulatory changes to provide more flexibility in some aspects of social housing administration, but the majority of these issues have not been addressed, and the situation has worsened.

The system is now at a pivotal moment. Unless these pressures are finally addressed, the City will see the erosion of its social housing system, limiting the City's ability to meet the needs of low income households or to ensure quality housing and services even as the municipal funding share increases.

To maintain social housing in Toronto the City requires the federal and provincial governments to meet their funding and regulatory responsibilities. In this regard the federal government must re-invest the savings from the expiry of operating agreements back into social housing, while the provincial government must look to re-assume responsibility for a share of the cost of social housing.

At the same time the city is looking to move forward in an effort to maintain and transform elements of the City's social housing system. The overall goal of this effort is to ensure that social housing continues to be well-governed, well-managed and sustainable, with the capacity to meet residents' housing stability needs and to preserve, improve and, where possible, create affordable housing options.

This report sets out directions which will transform the City's social housing system to ensure that it is sustainable over the long term and that it better contributes to the City's housing stability and affordability goals, outlined in the Housing Opportunities Toronto Affordable Housing Action Plan 2010-2020 and the 2014-2019 Housing Stability Service Planning Framework. These directions include initiatives to develop quality standards and performance measures for housing providers; new partnerships with providers whose operating agreements are expiring; and a capital repair financing strategy for non-profit and co-operative housing providers.

The report also provides Council with an overview of the legislative and other changes required from the Province to support system transformation.

The initiatives in this report complement and build upon efforts that are already under way to address the capital needs of the Toronto Community Housing Corporation (TCHC) and to set a new direction for the TCHC as the City's largest social housing provider. They are also consistent with and support the City's current "Close the Housing Gap" public education campaign.

The Community Development and Recreation Committee recommends that:

1.  City Council approve the recommended bed capacities and maximum operating contract values as set out in Appendix A to the report (June 10, 2015) from the General Manager, Shelter, Support and Housing Administration, which are in accordance with the service levels included in the 2015 Approved Operating Budget for Shelter, Support and Housing Administration.

2.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to:

a.  enter into purchase of service agreements with community agencies for the provision of shelter services up to the maximum operating contract values as outlined in Appendix A to the report (June 10, 2015) from the General Manager, Shelter, Support and Housing Administration;

b.  enter into a purchase of service agreement with the YMCA of Greater Toronto Area for the establishment of a new permanent 25 bed transitional housing program for LGBTQ2S youth in Ward 20 up to a maximum annualized contract value of $0.545 million, as identified and included in Appendix A;

c.  enter into a purchase of service agreement with Egale Youth Housing Inc. for the establishment of a new permanent 30 bed transitional and emergency housing program for LGBTQ2S youth in Ward 27 up to a maximum annualized contract value of $0.655 million, as identified and included in Appendix A;

d.  issue payments of up to $0.845 million gross and $0 net to motel operators as required for temporary emergency accommodation for families, couples and individuals as outlined in Appendix B to the report (June 10, 2015) from the General Manager, Shelter, Support and Housing Administration;

e.  enter into agreements with the Ministry of Health and Long-Term Care and Mental Health Program Services of Metropolitan Toronto (Habitat Services) to issue payments up to $10.073 million gross and $1.885 million net for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses as outlined in Appendix B;

f.  enter into an agreement with, and issue payments to the Toronto Hostels Training Centre for the administration and provision of training for shelter, drop-in and other agency staff up to a maximum amount of $0.218 million gross and $0.109 million net as outlined in Appendix B; and

g.  purchase up to $0.060 million gross and net in training for staff of the directly operated shelters from the Toronto Hostels Training Centre, as outlined in Appendix B, in order to meet the training requirements laid out in the Council-approved Toronto Shelter Standards.

The City of Toronto's Shelter, Support and Housing Administration (SSHA) Division provides funding to 49 shelter sites operated by 32 community not-for-profit agencies through purchase of service contracts. In addition, the City has the ability expand the shelter system and provide temporary emergency accommodation to families, couples and individuals through the use of motel beds. The largest community not-for-profit providers of shelter services are the Salvation Army, Homes First Society and Fred Victor Centre.  All programs, regardless of size, must meet the operating requirements set out in both the Toronto Shelter Standards and the purchase of service contracts.  All programs are also evaluated using a Quality Assurance review process. 

There are no financial impacts associated with this report beyond those included in the 2015 Approved Operating Budget for SSHA.

The Community Development and Recreation Committee recommends that:

1.  City Council approve a child care funding strategy that incrementally eliminates reliance on reserve funds to maintain service levels by replacing the reserve funding with funding from property tax over an eight year implementation period commencing in 2016.

2. City Council support the transition of specified child care costs to the taxbase as outlined in the report (June 10, 2015) from the General Manager, Children's Services, and the long-term maintenance of the Child Care Expansion Reserve Fund account to ensure that urgent capital and operating requirements can be met.

 3.  City Council refer the Child Care Funding Strategy to Budget Committee in consultation with the Deputy City Manager and Chief Financial Officer for consideration along with other City priorities as part of the 2016 Operating Budget process.

This report updates the Toronto Economic Dashboard. It provides a summary of the most recent data available at the time this report was prepared for key economic indicators benchmarking the city's economic performance.

On May 27, 2015 the Film, Television and Commercial Production Industry Committee considered Item FB1.1 on the Terms of Reference and Rules of Procedures for the Film Board and sends its recommendation, on its name change, to the Economic Development Committee for approval.

The Economic Development Committee recommends that:

1.  In accordance with the City's Public Appointments Policy, City Council remove the following appointees from the Fairbank Village Business Improvement Area:

Frank Salmini

Fatih Tasci

2.  City Council direct that Schedule A of the Municipal Code Chapter 19, Business Improvement Areas, be amended to reflect the number of members of the Fairbank Village BIA Board of Management as ten (10) and the number required for a meeting quorum as three (3).

The purpose of this report is to recommend that City Council approve the removal of two appointees from the Fairbank Village Business Improvement Area (BIA) and to amend the number of members required for quorum.

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

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

The Government Management Committee recommends that:

1.  City Council request the Chief Corporate Officer to:

a.  Incorporate a community consultation process on developing the "Channel and Counter Service Strategy".

b.  Include the Canadian Union of Public Employees, Local 79 on The Customer Service Improvement Team.

c.  Prepare a summary of the services that are being considered for inclusion on the "Channel and Counter Strategy" and consult with Councillors in the development of this strategy.

The Chief Corporate Officer gave a presentation to the Government Management Committee on Customer Service Centre of Excellence.

The Committee will hear a presentation from staff in the Chief Corporate Office that overviews the wide-ranging customer service work being done, including an overview of key initiatives, the customer service governance mode and key highlights of the channel/counter strategy.

This report provides a progress update regarding the actions taken by the Toronto Transit Commission (TTC) with respect to Council’s request that the TTC and the Board of Directors for the TTC Pension Fund Society work cooperatively with the Ontario Municipal Employees’ Retirement System (OMERS) to reassess the benefits of a possible merger of the Pension Fund Society Plan into the OMERS plan.

The Government Management Committee recommends that:

1.  City Council adopt the recommendations contained in Confidential Attachment 1 to the report (May 29, 2015) from the City Solicitor and the Treasurer.

2.  City Council direct that Confidential Attachment 1 to the report (May 29, 2015) from the City Solicitor and the Treasurer, including all Appendices, remain confidential as it contains advice and information that is subject to solicitor-client privilege and pertains to litigation or potential litigation. City Council authorize the public release of all or a portion of the confidential instructions once adopted by City Council at the discretion of the City Solicitor.

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

This report updates City Council on the advice provided by the federal Dispute Advisory Panel in January 2014 respecting two properties owned by PortsToronto (formerly named the Toronto Port Authority). This report also recommends approval of a proposed comprehensive agreement resolving the City of Toronto's dispute with PortsToronto over Payments in Lieu of Taxes (PILTs) for the two properties considered by the Panel as well as other properties owned by PortsToronto.

The Government Management Committee recommends that:

1.  City Council direct that the confidential information in Attachment 1 to the report (May 27, 2015) from the Chief Information Officer and the City Solicitor remain confidential as it relates to the receiving of advice that is subject to solicitor-client privilege, and litigation or potential litigation.

2.  City Council grant authority to increase contract number 47015457 for the Integrated Telecommunications Infrastructure (ITI) and related Services with Bell Canada by $5.131 million net of HST recoveries ($5.042 million excluding taxes) from $54.204 million net of HST recoveries ($53.266 million excluding taxes), so that the new financial authority during this period will be an upset amount of $59.335 million net of HST recoveries ($58.308 million excluding taxes).

3.  City Council grant authority for the Chief Information Officer to extend the current ITI contract and increase the contract value with Bell Canada for one (1) year commencing October 1, 2015 ending September 30, 2016, for an additional estimated amount of $9.043 million net of HST recoveries ($8.887 million excluding taxes) based on the same pricing, terms and conditions.

The purpose of this report is to provide Government Management Committee with supplementary confidential information related to GM2.6 staff report, which was deferred at the February 17, 2015 Committee meeting, and GM3.15 staff report, which was referred to report back at the August 31, 2015 Government Management Committee meeting.

Based on the information contained within the confidential attachment, staff recommend that the 2010-2015 contract authority amount be increased by $5.131 million, net of GST and that an interim single year extension to the Bell Integrated Telecommunications Infrastructure (ITI) contract be authorized in the amount of $9.043 million net of GST.

The Government Management Committee recommends that:

1.  City Council authorize the Chief Information Officer to enter into an Agreement with the Minister of Government Services to utilize the Master Software Agreement #MGS-IBM-VLA 001.

2.  City Council grant authority to amend the existing non-competitive bridging Blanket Contract (47018744), issued to KTL Group Inc. for the supply and delivery of maintenance and support for various IBM Licensed Programs and any additional IBM licenses from $500,000 net of GST by an additional $250,000 net of HST to a revised total value of $750,000 net of HST ($763,200 net of HST recoveries) and also extend the expiry date from June 30, 2015 to October 31, 2015.

The purpose of this report is to seek authority   to enter into an Agreement with the Minister of Government Services (MGS), to utilize their Master Volume License Software Agreement (Agreement # MGS-IBM-VLA 001) with IBM Canada Limited (IBM), and to facilitate the procurement of IBM Commercial-off-the-Shelf (COTS) software and related support services. These IBM suite of software are used to support City's network infrastructure, web development and the City of Toronto's external web presence.

The benefits of utilizing the Volume License Agreement (VLA) include access to the same software licence and related terms and conditions that are more favourable than IBM's standard software licence agreements, and in addition, which provide greater discounts on IBM list prices from various authorized resellers.

This report also seeks City Council authority to extend the expiry date from June 30, 2015 to October 31, 2015 and to increase the value of the existing non-competitive bridging Blanket Contract (47018744) issued to KTL Group Inc. by $250,000 net of HST ($254,400 net of HST recoveries), for the supply and delivery of maintenance and support for various IBM Licensed Programs and any additional IBM licenses.

The Government Management Committee recommends that:

1.  City Council authorize a new Below-Market Rent lease agreement with Urban Cats Relief Inc. for a five (5) year term, substantially on the terms and conditions set out in Appendix "A" attached to the report ( June 1, 2015) from the Chief Corporate Officer and the Executive Director, Social Development, Finance and Administration, with such other terms and conditions acceptable to the Chief Corporate Officer, or her designate, and in a form acceptable to the City Solicitor.

2.  City Council grant an exemption to the Below-Market Rent Policy and provide its consent and authority to allow Urban Cats Relief Inc. to lease Unit 15, 705 Progress Avenue, as a Below Market Rent tenant without the need to solicit a Request for Proposals, as required by the Below Market Rent Policy.

3.  City Council grant an exemption from the Return on Investment (ROI) requirement as the tool is under development with Social Development, Finance and Administration Division.

4.  City Council authorize the Chief Corporate Officer or her designate to administer and manage the lease agreement identified in Recommendation 1, including the provision of any consents, approvals, notices and notices of termination provided that the Chief Corporate Officer may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

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

The purpose of this report is to obtain City Council authority to enter into a Below Market Rent (BMR) lease agreement with Urban Cats Relief Inc. ("UCR") for Unit 15 comprising approximately 2,030 square feet of space located at 705 Progress Avenue.

The Government Management Committee recommends that:

1.  City Council amend the 2015 Approved Capital Budget for Facilities Management and Real Estate (FM&RE) by adding a new capital project "Office Modernization Program" (OMP) with a cash flow funding of $3.12 million in 2015, to be funded from the Capital Financing Reserve (XQ0011) for implementing two of the three recommended pilot projects as part of the OMP.

2.  City Council request the Chief Corporate Officer to provide an update on the pilot project activities after completing the detailed design and costing to finalize the pilot project cost and identify future year funding sources to be considered as part of the 2016 Budget process.

The purpose of this report is to seek approval for funding to undertake three pilot projects as part of the Office Modernization Program (“OMP”). The Office Modernization Program is a key initiative for optimizing the City of Toronto’s real estate portfolio, with the aim to achieve 10-15% cost savings. When all three recommended pilot projects are completed, annual savings of $1.08 million per year are expected. City Council recently directed the City Manager to undertake a City-Wide Real Estate Review to maximize the value of City assets and find efficiencies in operations. The OMP advances a number real estate goals identified in the real estate review, as well as broader strategic actions for the City, including:

-      Strategic Actions #23-26 - Fiscal Sustainability: Reduce long-term real estate and overhead costs

-      Strategic Action #6 - Environmental Sustainability: Reduce energy consumption and improve environmental health

-      Strategic Action #21 - Organizational Excellence: Improve communication, collaboration and innovation; leverage technology to improve productivity 

-      Talent Blueprint Focus Areas #1 & #3 - Employee Engagement & Workforce Capacity: Meet changing needs of the workforce, improve employee engagement and the City's recruitment appeal

The OMP will update the City's current office standards, last established in 1999, to create modern and collaborative office environments that meet current needs of employees and City Divisions. The timing for the pilots is connected to opportunities to collapse leases expiring in 2016. The Chief Corporate Officer will report to City Council in Q3 2016 with the results of the pilots, including cost savings from implementation, employee feedback, and overall business impacts. The report back will also recommend new office space standards and a rationalization plan to reduce office leases, which currently cost the City over $6 million annually. Overall, it is expected that the OMP will lead to greater efficiencies and cost savings for the City of Toronto in 2016 and beyond.

The purpose of the report is to advise on the status of the City of Toronto's Union Station Revitalization Project, recommend a revision to the capital budget and funding necessary to complete the renovation / restoration, and to recommend the award of Tender 75-2015 to Bondfield Construction Company Limited.

When the project was approved the initial budget of $640.2 million was based on an overall design completion of 20-30%. The current budget of $796.4 million includes updated cost estimates and scope changes realized since the initial budget was approved.  The results of tendering Stage 2 and 3 of the Union Station project, combined with the latest estimates to complete Stage 1 require additional net funding of $20 to $23 million ($59 million gross, excluding the potential cost of claims) to complete the Union Station Revitalization Project, after the recommended deferral of phase 2 of the NW PATH extension.  The revised project cost is now $800.7 million, net of proposed offsets.

With respect to budget and financing, the Federal Government has stated that it will not provide additional grant funding and discussions with Metrolinx and the Province are continuing.  However, the Province has not committed additional funding for increases identified for the NW PATH or general construction of the Revitalization project.

The City has not accepted legal responsibility for certain construction claims filed by the contractor and its subcontractors. Claims in a project of this size require careful legal and technical analysis to protect the City's interests.  The cost of claims are not known at this time and are therefore not included in this report.

The Union Station Revitalization Project is now scheduled for substantial completion in 2017.  Union Station is by far the largest and busiest transportation hub in the country handling 65 million passengers per year which is expected to grow to 130 million passengers per year by 2031. There are a number of projects in and surrounding the Station, including UP Express Terminal and GO Transit train shed, with re-investment and re-vitalization by all levels of government and organizations estimated at over $1.5 billion. These transit projects are an investment in the City's infrastructure that will promote transit oriented growth in the long term.

As the project has progressed, it is becoming evident that the Station will also act as a commercial retail hub and a destination for culture, entertainment and dining experiences, and will connect the community to the south currently under significant development.

The Government Management Committee recommends that:

1.  City Council authorize the Director, Fleet Services, in consultation with the Director, Purchasing and Materials Management, to issue a Request for Proposal (RFP) for a city-wide car share program for City of Toronto Divisions and Agencies, including potential use of car share technology in managing City owned vehicles.

This report responds to City Council's direction (July 6-8, 2010), that the Director, Fleet Services implement a pilot project with respect to the use of car share vehicles and report back to Government Management Committee after a one year period.

In February 2014, Fleet Services established a one-year car sharing pilot with AutoShare. The objective of this pilot was to explore whether car sharing is a feasible option to reduce the City's transportation related costs. Results of this pilot indicate the potential long term benefit of implementing a car share program for City of Toronto Divisions and Agencies, including the use of car share technology in managing existing City Fleet vehicles, through improved utilization.

The Government Management Committee recommends that:

1.  City Council, as a result of MTM Landscape Contractors Inc. having been found to be in non-compliance with the provisions of the Fair Wage Policy in two separate instances over a period of three years inclusive, direct that MTM Landscape Contractors Inc. be disqualified from conducting business on City projects for a period of two years inclusive.

2.  City Council declare that any legal entity that is related to or has the same operating mind as MTM Landscape Contractors Inc. (including successors or assigns) be ineligible to bid on or be awarded City of Toronto construction tender calls as a General Contractor or Sub-contractor, for the two year disqualification period, from the date of the decision of Council.

3.  City Council direct that once the disqualification period is over, MTM Landscape Contractors Inc. be placed on probation for the next contract year.

4.  City Council direct that MTM Landscape Contractors Inc. status as a disqualified firm be published on the City's Web Site.

As directed by Council, Toronto Municipal Code, Chapter 67, instructs the Manager, Fair Wage Office to take disqualification action when a contractor or any sub-contractor is found to be in non-compliance with the provisions of the Fair Wage Policy in two separate instances over a period of three years.

This report recommends disqualification of MTM Landscape Contractors Inc. or related entities from conducting business with the City for a period to two years for failure to pay its workers unpaid wages and underreporting workers hours on several City contracts.

The Government Management Committee recommends that:

1.  City Council, as a result of Serve Construction Limited having been found to be in non-compliance with the provisions of the Fair Wage Policy in two separate instances over a period of three years inclusive, direct that Serve Construction Limited be disqualified from conducting business on City projects for a period of two years inclusive.

2.  City Council declare that any legal entity that is related to or has the same operating mind as Serve Construction Limited (including successors or assigns) be ineligible to bid on or be awarded City of Toronto construction tender calls as a General Contractor or Sub-contractor, for the two year disqualification period, from the date of the decision of Council.

3.  City Council direct that once the disqualification period is over, Serve Construction Limited be placed on probation for the next contract year.

4.  City Council direct that Serve Construction Limited status as a disqualified firm be published on the City's Web Site.

As directed by Council, Toronto Municipal Code, Chapter 67, instructs the Manager, Fair Wage Office to take disqualification action when a contractor or any sub-contractor is found to be in non-compliance with the provisions of the Fair Wage Policy in two separate instances over a period of three years.

This report recommends disqualification of Serve Construction Limited or related entities, from conducting business with the City for a period to two years for failure to pay its workers unpaid wages and underreporting workers hours on several City contracts over the past three years.

The Government Management Committee recommends that:

1.  City Council authorize the acquisition by the City of the property known municipally as 601 Caledonia Road (the "Property") from Thai Van Nguyen and Thi Thuy Lan Le (the "Vendor") for the purchase price of $600,000 and substantially on the terms and conditions contained in Appendix A attached to the report (May 29, 2015) from the President, Toronto Parking Authority, plus the additional expenditure of approximately $360,000 for construction and associated costs such as land transfer tax, appraisal fees, survey, environmental studies, legal and brokerage fees for a total acquisition cost estimate of $960,000.

2.  City Council, upon acquisition, designate the Property for municipal parking purposes, to be managed by the Toronto Parking Authority (the "TPA").

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

The purpose of this report is to obtain Council's authorization to purchase the property municipally known as 601 Caledonia Road from the owner, Thai Van Nguyen and Thi Thuy Lan Le.  The lands associated with this property will be combined with lands which the TPA acquired in 2014 at 2204 / 2212 Eglinton Avenue West in order to construct and operate a surface parking facility having 25 spaces in order to service the short term parking needs of the surrounding York-Eglinton BIA neighbourhood.

The Government Management Committee recommends that:

1.  City Council authorize the acquisition by the City of the property known municipally as 1220 and 1222 Wilson Avenue (the "Property") from Old Orchard Properties (1222 Wilson Ave.) Inc. (the "Vendor") for the purchase price of $2,750,000 and substantially on the terms and conditions contained in Appendix A to the report (May 29, 2015) from the President, Toronto Parking Authority, plus the additional expenditure of approximately $1,100,000 for construction and associated costs such as land transfer tax, appraisal fees, environmental studies, legal fees for a total acquisition cost estimate of $3,850,000.

2.  City Council, upon acquisition, designate the Property for municipal parking purposes, to be managed by the Toronto Parking Authority (the "TPA").

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

The purpose of this report is to obtain Council's authorization to purchase the property municipally known as 1220 and 1222 Wilson Avenue from the owner, Old Orchard Properties (1222 Wilson Ave.) Inc. in order to construct and operate a surface parking facility having approximately 66 spaces in order to service the short term parking needs of the surrounding Wilson-Keele BIA neighbourhood.

The Government Management Committee recommends that:

1.  City Council authorize the acquisition by the City of the property known municipally as 242 Danforth Avenue (the "Property") from 242 Danforth Developments Inc. (the "Vendor") for the purchase price of $2,600,000 and substantially on the terms and conditions contained in Appendix A attached to the report (May 29, 2015) from the President, Toronto Parking Authority, plus the additional expenditure of approximately $655,000 for construction and associated costs such as land transfer tax, appraisal fees, environmental studies, legal and brokerage fees for a total acquisition cost estimate of $3,255,000, conditional on:

a. all entry and exit access to the parking area being located off Danforth Avenue;
b. greenspace being included on the west side of the lot;
c. an appropriate visual barrier being erected on the north side of the property;
d. permeable pavers being installed on the property;
e. the establishment of a Working Group composed of representation from the local BIA, the local Residents Association, the Toronto Parking Authority, appropriate City staff and the Ward Councillor to resolve outstanding issues regarding the site, including the treatment of the east and south sides of the property.

2.  City Council direct that, pending approval of Recommendation 1, funding of $2.800 million for Project No. 429 (Captor Number TPA907960) be advanced from the year 2021 to 2015 and that funding of $0.455 million from Captor Number TPA907959 be re-allocated to Project No. 429 (Captor Number TPA907960) in 2015.

3.  City Council authorize that the acquisition of the Property without the assignment of the sign lease as described in Appendix A to the report (May 29, 2015) from the President, Toronto Parking Authority, in the event that the Toronto Parking Authority (the 'TPA') and the Vendor agree that the lease will not be assigned as part of the transaction.

4.  City Council, upon acquisition, designate the Property for municipal parking purposes, to be managed by the Toronto Parking Authority.

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

The purpose of this report is to obtain Council's authorization to purchase the property municipally known as 242 Danforth Avenue from the owner, 242 Danforth Developments Inc. in order to construct and operate a surface parking facility having 20 spaces in order to service the short term parking needs of the surrounding Danforth BIA neighbourhood.

The Government Management Committee recommends that:

1.  City Council authorize the amendment of a portion of the Original Authority by rescinding those previously-approved Sublease terms and conditions listed in Schedule A, Section I, and by authorizing those additional Sublease terms and conditions listed in Schedule A, Section II, attached to the report (June 12, 2015) from the Chief Corporate Officer, the General Manager, Economic Development and Culture and the General Manager, Parks, Forestry and Recreation.

2.  City Council authorize the City to enter into an amending agreement (the "Amending Agreement") to reflect the changes set out in Schedule A of the report (June 12, 2015) from the Chief Corporate Officer, the General Manager, Economic Development and Culture and the General Manager, Parks, Forestry and Recreation and on such further or amended terms and conditions as deemed appropriate by the Chief Corporate Officer, the General Manager, Economic Development and Culture, and the General Manager, Parks, Forestry and Recreation, and in a form acceptable to the City Solicitor.

3.  City Council authorize, in addition to the City's regular signing officers, the Chief Corporate Officer and Director, Real Estate Services to severally execute the Amending Agreement on behalf of the City.

4.  City Council authorize the Chief Corporate Officer or his/her designate in consultation with the General Manager, Parks Forestry and Recreation or his/her designate, to administer and manage the Amending Agreement including the provision of any consents, approvals, notices and notices of termination provided that the Chief Corporate Officer may, at any time, refer consideration of such matters (including their content) to City Council for its determination and direction.

By adopting (as amended) Report GM28.10 on April 1, 2 and 3, 2014 and Motion MM55.51 on August 25, 2014 (collectively the "Original Authority"), City Council approved the proposed plans and principle terms and conditions of a long-term sublease agreement (the "Sublease") with Guild Inn Estate Inc. ("GIE").  The purpose of this report is to amend some of the terms and provisions in the Sublease.

This report responds to Licensing and Standards Committee's direction that the Executive Director, Municipal Licensing and Standards review the feasibility, merits and experience of other jurisdictions, in licensing landlords.

This report provides only a preliminary overview and draws no conclusions on licensing landlords in the City of Toronto. It summarizes existing licensing regimes in Canada, the United States and the United Kingdom in order to provide clarity on the different ways residential rental properties are being licensed. This report also provides information on alternative approaches akin to licensing.

The request to review the feasibility of licensing landlords came as part of the annual report on the Multi-Residential Apartment Building (MRAB) Audit and Enforcement Program. For this reason, staff also provide information on options for recovering the costs of the MRAB program.

Municipal Licensing and Standards has identified that more work is needed, including issue identification, public and stakeholder consultation and performing cost analyses.

Legal Services was consulted in the preparation of this report.

The Parks and Environment Committee recommends that:

1. City Council include Withrow Rink in the list of rinks for the extended 2015/16 outdoor artificial ice rink season.

2.  City Council authorize Parks, Forestry and Recreation to extend the 2015/16 and subsequent outdoor artificial ice rink seasons for an additional 20 rinks (19 staff recommended plus Withrow Rink for 2015/2016) to 16 weeks, inclusive of March Break, for a total of 37 extended rinks, contingent on weather conditions.

3.  City Council direct the General Manager, Parks, Forestry and Recreation to announce and operationalize the new service standard in 2015 and include an additional $0.278 million to support this increased service level (two weeks) in its 2016 Operating Budget submission for consideration by City Council.

4.  City Council direct the General Manager, Parks, Forestry and Recreation to include an additional $0.278 million request in the program’s 2016 Operating Budget submission to be used to establish an Outdoor Ice Contingency Reserve Fund for the purpose of supporting an additional two week extension of the outdoor artificial ice rink season, contingent on weather conditions.

This report responds to City Council's direction that the General Manager of Parks, Forestry and Recreation (PFR) report to the Parks and Environment Committee on the viability of extending the 2015-2016 outdoor artificial ice rink season; participation statistics for the current 2014-2015 outdoor artificial ice rink season; and all viable options and associated costs related to extending the 2015-2016 outdoor artificial ice rink season.

This report also responds the Parks and Environment Committee's direction that PFR include cold weather contingency funds in its 2016 operating budget to extend the outdoor artificial ice rink season, when weather permits, and to evaluate the feasibility of sustainable, multi-year opportunities for sponsorship of the outdoor artificial ice skating season.

The recommendations contained herein include: the addition of 19 rinks for an extended 16 week season, weather permitting; announce and operationalize the new service standard in 2015; the inclusion of a request for an additional $0.278 million as part of the 2016 Operating Budget submission; as well as a request for the establishment of a PFR Outdoor Ice Contingency Reserve Fund with an additional $0.278 million contribution.  The report further details the five criteria used for selecting the most optimal rink locations.

The Parks and Environment Committee recommends that:

1. City Council approve the process for the development of a Master Plan for Taylor Massey Creek, as described in the report (June 2, 2015) from the General Manager, Parks, Forestry and Recreation, including:

a.  completion in 2015 of a Status Report on existing facilities, past and current plans, and gap analysis for parks within the area of Taylor Massey Creek;

b.  development of a Master Plan at Taylor Massey Creek sub-watershed scale to identify and evaluate uses, and coordinate future work by various Divisions and Agencies, to be initiated in 2015 and completed in 2016; and

c.  development of the Taylor Creek Park Management Plan to identify and study issues and concerns, assess opportunities and constraints, and identify relationships and responsibilities including a proposal for ongoing public consultation in relation to park management activities, to be initiated in 2015 and completed in 2016.

2.  City Council authorize the General Manager, Parks Forestry and Recreation to develop the proposed plans, in consultation with Toronto Water, Engineering and Construction Services, Transportation Services, Solid Waste Management, Economic Development and Culture; and Toronto and Region Conservation Authority.

Taylor Creek Park is an important regional park with a complex group of stakeholder interests.  This report describes the recommended process to consult stakeholders, review past studies and plans, and to identify and evaluate appropriate use through development of a Master Plan for Taylor Massey Creek. The Master Plan will guide further stakeholder consultation and study if required to formulate recommendations for improved management, ongoing public consultation and future capital investment in Taylor Creek Park.

The Parks and Environment Committee recommends that:

1.  City Council express its support for the Toronto and Region Conservation Authority Urban Recreational Fisheries Strategy and ongoing works to improve public access to Toronto’s waterways.

Toronto has been shaped by the water that surrounds it. Lake Ontario, our rivers, the ice and snow, have all played a role in shaping our city. Toronto's cultural roots were forged by the Ojibway, Mohawk, and Wendat people who lived, fished, traded, and travelled the shores of Lake Ontario. Later, predominantly European settlers further capitalized on the natural water features of our landscape by facilitating the growth of industry and use of the water as a transportation system, all the time enjoying the recreational uses that the water provided us.

Today, we have made great strides in cleaning our once polluted waterways through strategic investments in our infrastructure and regulations that protect water. We have restored shorelines, we have cleaned storm water, and we have built public spaces where people can enjoy our waterfront.

Now it is time to celebrate and enjoy them. That means swimming, fishing, and paddling in Toronto’s waterways. We have eight designated Blue Flag Beaches. 

Despite improvements, access to the water’s edge is still inhibited by shorelines that restrict access. While beaches allow access for swimming, only a handful of locations can be accessed by anglers and boaters. It can be difficult to find a place on Toronto’s waterfront where you can put a canoe into the water or cast your fishing line.

The Toronto and Region Conservation Authority (TRCA) along with the City of Toronto Parks, Forestry, and Recreation, have been working to design landscaping features that will improve fish habitat for urban fishing while providing access points for canoe and kayakers to put their boats into the water. In May 2015, the TRCA passed the Urban Recreational Fisheries Strategy and in recent years the TRCA has implemented several shoreline habitat restoration projects that provide access for anglers and boaters.

The Planning and Growth Management Committee recommends that:

1.  City Council amend the former City of York Zoning By-law No.1-83, for the lands known municipally as 955, 965, 969, 971 and 975 Weston Road substantially in accordance with the Draft Zoning By-law Amendment attached as Attachment 7 to the report (May 13, 2015) from the Chief Planner and Executive Director, City Planning.

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

3.  If the Ontario Municipal Board schedules a hearing on the appeals as it relates to the application at 955, 965 and 969 Weston Road, the City Solicitor be instructed to oppose the application if OPA 231 has not yet been approved in respect of the lands known municipally as 955, 965, 969, 971 and 975 Weston Road as any approvals for the subject lands should be considered in the context of the block and in a comprehensive manner. 

4.  Before introducing the necessary Bills to City Council for enactment, require the owner to provide an undertaking to the satisfaction of the City Solicitor that the owner will submit a letter to the Ontario Municipal Board requesting the OMB to bring the Toronto Official Plan as amended into force as it relates to 955, 965 and 969 Weston Road.

5.  Before introducing the necessary Bills to City Council for enactment, Official Plan Amendment No. 231 to the Official Plan of the City of Toronto with respect to the Economic Health Policies and the Policies, Designations and Mapping for Employment Areas (By-law No. 1714-2013) shall be in effect as it relates to the land use designation for the properties known municipally as 955, 965, 969, 971 and 975 Weston Road.

This report reviews and makes recommendations on both the Planning Study for the Weston Road and Black Creek Drive Area and the site specific Official Plan and Zoning By-law Amendment application for 955, 965 and 969 Weston Road.

This report does not bring forward an amendment to the Official Plan for these lands as Official Plan Amendment No. 231 (OPA 231), an amendment to the Official Plan of the City of Toronto with respect to the Economic Health Policies and the Policies, Designations and Mapping for Employment Areas, adopted by City Council in December 2013 addressed the required Official Plan amendments. OPA 231 redesignated the northern portion of the study area (955, 965, 969, 971 and 975 Weston Road) to Neighbourhoods and the southern area (915-935 Weston Road) to General Employment. 

The Planning Study reviewed the land use policies for the lands on the east side of Weston Road between Black Creek Dive and Lambton Avenue and recommends amending the former City of York Zoning By-law No. 1-83 for the northern portion of the study area from Commercial Employment (CE) to R3(H2) Residential Zone and Section 16(446) and to R3(H1) Residential Zone and Section 16(453) while maintaining the Commercial Employment (CE) zoning for the southern portion in keeping with the recent Official Plan amendment (OPA 231).

The site specific application for the properties known municipally as 955, 965 and 969 Weston Road seeks permission to build a 3 storey (plus basement) stacked townhouse development containing 71 units. The proposed development on these properties would have a floor area of approximately 7,000 m2, representing a density of 0.9 times the area of the lot. Parking would be provided in a below grade garage with access from a new public road. This report reviews and recommends approval of the application to amend the Zoning By-law.

The Planning and Growth Management Committee recommends that:

1.  City Council request City Planning staff to modify the draft Site and Area Specific Policies attached to the March 25, 2015 report from the Chief Planner and Executive Planner, City Planning to:

a.  incorporate density across all properties within the proposed Mixed Use Areas, south of Wilson Avenue as discussed in this report;

b.  modify built form and public realm policies to reflect discussions with landowners; and

c. refine the language on affordable rental and ownership housing to set targets for the study area that would include the following:

i. The provision of affordable housing units will be required in all new development throughout the Tippett Road Area, with particular emphasis on lands under the ownership or authority of Build Toronto at the time of the adoption of this Site and Area Specific Policy.

ii. In the area south of Wilson Avenue, a minimum of 250 affordable housing units will be required and distributed throughout all the development sites.

d. allow for a broad range of retail and commercial uses within the proposed Mixed Use Area "A", north of Wilson Avenue.

2.  City Council direct City Planning staff to work towards a settlement of the appeals pertaining to 9 Tippett Road with Malibu Investments, the applicants of 9 Tippett Road, which includes:

a.  a mixed use building with a total maximum gross floor area of 36,232 m2 resulting in a maximum floor space index of 3.93 times the lot area;

b.  a maximum of 500 residential dwelling units;

c.  a minimum of 1,068.38 m2 of non-residential gross floor area;

d.  a minimum of 700 m2 of privately-owned publically-accessible (POPS) space;

e.  building heights as generally set out in Attachment 9;

f.  the dedication of a unencumbered strip of land a minimum of 9.25 metres wide along the south property boundary for a future east/west road including a turning bulb;

g.  a north-south 3 metre wide easement along the east property line for a pedestrian walkway to contribute to the Mud Creek Pathway;

h.  the provision of an east-west pedestrian connection along the north property line to connect Tippett Road with the above-noted north-south connection;

i.  a commitment to provide 25 on-site affordable ownership housing units;

j.  a commitment to provide Section 37 benefits including community space for seniors, possible cash contributions for public art and other local benefits; and

k.  cash-in-lieu of parkland.

3.  City Council direct City Planning staff to continue discussions with Shiplake Developments respecting their property at 30 Tippett Road north as part of their Zoning By-law Amendment application including the following matters;

a.  the dedication and construction of a unencumbered strip of land a minimum of 14.5 metres wide along the south property boundary for a future east/west street terminating at the west end in a cul-de-sac;

b.  connection to the Wilson Subway Station entrance from the west end of the new public street through a privately-owned publically-accessible space (POPS);

c.  a mixed use development with a site layout and building heights generally as shown on Attachment 8 and a proposed maximum density of approximately 2.45 times the lot area;

d.  appropriate setbacks along the west side of the development to provide for the W. R. Allen Road Walkway connecting Wilson Avenue with the lands to the south of the site;

e.  the provision of a new central public park block to be located south of the new east-west road, augmented by additional on-site privately-owned publically-accessible space (POPS);

f.  the submission of an application for a plan of subdivision to enable the creation of a public street and park block;

g.  an estimated total number of dwelling units of 431;

h.  provision of affordable rental and ownership housing units in the range of a total of 100 units, the final number to be determined through further discussion; and

i.  the provision of a 464.5 m2 daycare and/or multi-use space in the base of the building nearest to the Wilson Subway Station entrance as a Section 37 benefit.

4.  City Council direct City Planning staff to continue discussions with Build Toronto for their parcel of land at 30 Tippett Road south including the following matters:

a.  connection to the Wilson Subway Station entrance from the west end of the new public street through a privately-owned publically-accessible space (POPS);

b.  a mixed use development with a site layout and heights generally as shown on Attachment 8 and a proposed maximum density of approximately 3.45 times the lot area;

c.  appropriate setbacks along the west side of the development to provide for the W. R. Allen Road Walkway connecting Wilson Avenue with the lands to the south of the site;

d.  the provision of a new central public park block augmented by other privately-owned publically-accessible space (POPS);

e.  the submission of an application for a plan of subdivision to enable the creation of a public street and park block;

f.  a private street, designed and functioning like a public street, extending south along the east side of the development parcel providing access to the buildings further south;

g.  an estimated total number of dwelling units of 529; and

h.  approximately 100 affordable housing units, both rental and ownership.

5.  City Council direct City Planning staff to continue discussions with the Malibu Investments who have an interest in 4 and 6 Tippett Road, including such matters as:

a.  the dedication of a unencumbered strip of land a minimum of 4.0 metres wide along the north property boundary for a future east/west street;

b.  the provision of a private driveway extending west from Tippett Road to connect with the private street proposed on the Build Toronto site to the west;

c.  the provision of a park block to be incorporated with the park block contributed by Shiplake Developments and Build Toronto augmented by other privately-owned publically-accessible space (POPS);

d.  a refined building design, located and massed, which minimizes shadows on the proposed public park block and other privately-owned publically-accessible space (POPS);

e.  a maximum floor space index reduced from the current proposal of 4.1 FSI to be more consistent with other sites in the study area;

f.  a requirement that development which includes residential units also increase the non-residential gross floor area to the extent possible in keeping with SASP 387; and

g.  a commitment to provide 25 affordable ownership housing units.

6.  City Council direct City Planning staff to continue discussions with Build Toronto for their lands at 50 Wilson Heights Boulevard, including such matters as:

a.  a new public street network through the site that aligns with Goodwill Avenue and Ansford Avenue, east of Wilson Heights Boulevard;

b.  a centrally located public park block located east of the new public street with additional contiguous privately-owned publically-accessible space (POPS) proposed adjacent to the west of the new public street;

c.  a proposed mixed use development of 1,100 dwelling units with a layout and building heights generally in keeping with Attachment 7;

d.  buildings set back from W. R. Allen Road to create a setback zone that will be a privately-owned publically-accessible space (POPS);

e.  the provision of The Allen Road Pathway in the lands abutting the W. R. Allen Road right-of-way which would connect the north end of the site with Wilson Avenue;

f.  the provision for north-south connections through the site for pedestrians and cyclists between Wilson Avenue and the proposed new street;

g.  the provision of non-residential gross floor area; and

h.  a minimum number of affordable housing units, the number to be determined through further discussion.

7.  City Council direct staff to initiate discussions with other landowners, including the Toronto District School Board (3 Tippett Road) within the Tippett Road Area Regeneration Study;

8.  City Council direct staff to initiate discussions with Build Toronto and the owners of 2 Tippett Road respecting the expansion of the non-residential development at 2 Tippett Road;

9.  City Council direct staff to continue conversations with the applicants regarding the provision and appropriate approach for implementation of/securing affordable housing within the study area; and

10.  City Planning continue discussions with all landowners on issues of infrastructure, the required improvements, cost-sharing and when infrastructure is needed.

11.  City Council request the Director of the Affordable Housing Office to work with Build Toronto, City Planning, Corporate Finance and the residential developers and landowners within the Tippet Road Regeneration Area to develop the affordable housing program and financial incentives necessary to achieve the 250 affordable rental and ownership homes outlined in this report and report back to the Planning and Growth Management meeting on November 16, 2015.

12. City Council direct the Chief Planner and Executive Director to report back to Planning and Growth Management Committee with a final version of the Site and Area Specify Policy and any other implementing documents for consideration at a statutory public meeting under the Planning Act on November 16, 2015.

13.  City Council direct City Planning staff to continue discussions with Artscape on a possible live/work facility within the Study Area.

At its May 5, 2015 meeting, City Council had before it the Tippett Road Area Regeneration Study and directed City Planning staff to undertake discussions with the major landowners within the Tippet Road Study Area on a number of specific topics and report back on the results to the June 18, 2015 meeting of the Planning and Growth Management Committee.

This report provides an update on the status of the Tippet Road Area Regeneration Study and summarizes the results of the continuing discussions with the major landowners for the lands located near the intersection of Tippett Road and Wilson Avenue in close proximity to the Wilson Subway Station (See Attachment 1).  The report also sets outs a number of modifications to be made to the draft Site and Area Specific Policy for the Tippett Road Area Regeneration Area contained in the March 25, 2015 report.  These modifications address refinements that have occurred with respect to the active development applications within the Study Area as a result of the discussions with the major landowners.  The intent of the modifications is to strengthen the policies with respect to new development within the Study Area as well as to add clarity to individual policies.

The modified Site and Area Specific Policy will be further refined based upon continued discussions with the landowners as well as internal consultations with City Divisions.  The revised version of the Site and Area Specific Policy will be circulated to appropriate City divisions and agencies.  It is anticipated a report will be prepared for the fourth quarter of 2015 with a final version of the Site and Area Specific Policy and any other implementing documents for consideration at a statutory public hearing under the Planning Act.

This report also provides direction respecting the appeal of an Official Plan Amendment and Zoning By-law Amendment application for 9 Tippett Road which will be before the Ontario Municipal Board in October 2015.  The appellants have withdrawn the Settlement Offer dated April 8, 2015.

This report recommends that City Council approve the recommended grant awards totalling $281,230 for the 2015 Toronto Heritage Grant Program as set out in this report. 

The Toronto Heritage Grant Program provides matching grant funds for eligible heritage conservation work to owners of residential properties or tax exempt properties in the City of Toronto designated under Part IV or V of the Ontario Heritage Act.  Property owners may receive a grant once every five years for up to 50 percent of the cost of eligible conservation work.  Owners of house form buildings may receive up to $10,000.  There is no cap for owners of non-house form buildings.

The Toronto Heritage Grant Program is administered by Heritage Preservation Services, City Planning Division.  An independent Grant Selection Committee consisting of volunteer heritage professionals evaluates applications and recommends grant awards.

The Planning and Growth Management Committee recommends that:

1.  City Council request the Director, Urban Design, City Planning in consultation with Transportation Services, Parks, Forestry and Recreation and Economic Development and Culture, to develop an implementation plan for streetscape and other public space improvements identified through the O'Connor Drive Avenue Study and contained in the O'Connor Drive Avenue Study Urban Design Guidelines adopted by Council on November 27, 28 and 29, 2012, for consideration in the 2016- 20 capital plan.

At its meeting on November 8, 2012, the Planning and Growth Management Committee submitted recommendations to City Council regarding the O'Connor Drive Avenue Study (Item PG19.2).  The recommendations included amendments regarding the Official Plan, the O'Connor Drive Avenue Study Urban Design Guidelines, street parking, sanitary sewer flow and storm-water runoff impacts, and the possibility of establishing a Business Improvement Area.

City Council made further amendments and adopted the Item, as amended, at its meeting on November 27, 28 and 29, 2012.  

It has recently come to my attention that the City Clerk, in transmitting the Planning and Growth Management Committee recommendations to City Council, omitted the following recommendation relating to an Implementation Plan for streetscape and other public space improvements for inclusion in the City's future capital plans:

"City Council request that the Director, Urban Design, City Planning,  in consultation with Transportation Services, Parks, Forestry and Recreation and Economic Development and Culture, develop an implementation plan for streetscape and other public space improvements identified through the Avenue study and contained in the Urban Design Guidelines for consideration in future capital plans."

The City Clerk has confirmed that the recommendation, although adopted by Committee for submission to Council, was omitted in error and, as a result, was not before City Council when it considered the item.

In order to correct the error expeditiously and to ensure the inclusion of the Implementation Plan in the City's future capital plans as soon as possible, I am asking Planning and Growth Management Committee to adopt the following:

"That City Council request the Director, Urban Design, in consultation with Transportation Services, Parks, Forestry and Recreation and Economic Development and Culture, to develop an implementation plan for streetscape and other public space improvements identified through the O'Connor Drive Avenue Study and contained in the O'Connor Drive Avenue Study Urban Design Guidelines adopted by Council on November 27, 28 and 29, 2012, for consideration in the 2016- 20 capital plan."

This report proposes amendments to Chapter 694, Signs, General, of the City of Toronto Municipal Code ("Sign By-law") to improve how signs are regulated.  As a result of experience in applying the Sign By-law, this report proposes a simplified approval process for signs that do not require permits, provided that they meet the standards set out in the Sign By-law. 

Signs which do not require a permit include topiary signs, window signs, hospital fundraising signs and signs used by Business Improvement Areas to promote local events. Where these signs do not meet the prescribed standards, it is proposed to allow the application to proceed by way of variance as opposed to the current requirement to obtain a by-law amendment through City Council.  

This report introduces requirements for Topiary Signs, including provisions to permit Topiary Signs on buildings that form part of living or green walls ("Green Walls") and to permit Topiary Sign Copy to be incorporated into First and Third Party signs. 

Also proposed are amendments to introduce a short title for the Sign By-law; to re-designate several properties in keeping with the current zoning designation; and, to correct typographical errors for some sign permit fees included in Chapter 441, Fees and Charges ("Chapter 441").

Please accept this request for the Planning and Growth Management Committee to add this item to the meeting agenda of June 18th, 2015.

A motion adopted by Council on May 5, 6 and 7, 2015, established a Storm Water Management working group to review processes, regulations and by-laws governing modifications and/or maintenance of private property as it relates to changes to grade, drainage, increased non-permeable surfaces, storm water management infrastructure and contributory impacts. Council requested that the Executive Director, Municipal Licensing and Standards and the General Manager, Toronto Water report to the November 12, 2015 Public Works and Infrastructure Committee on the results of the Storm Water Management Working Group.

New commercial, industrial, institutional and mid-high rise residential development Is required to meet green infrastructure performance measures such as storm water management and tree planting in the Toronto Green Standard. New residential units of less than 5 units are exempt. There has been renewed interest in encouraging better storm water management on residential properties with recent extreme weather events.

The Public Works and Infrastructure Committee recommends that:

1.   City Council authorize the Executive Director, Engineering and Construction Services and the Director, Purchasing and Materials Management Division to pilot the application of acceleration and delay costs in construction contracts for work within the municipal right-of-way, where the traffic disruption is expected to be significant.

2.   City Council authorize the Executive Director, Engineering and Construction Services and the Director of Purchasing and Material Management Division to pilot the application of a cost plus time tender process, for construction projects within the municipal right of way, where traffic disruption is expected to be significant.

3.   City Council authorize the Executive Director, Engineering and Construction Services and the Director of Purchasing and Material Management Division to report back to Public Works and Infrastructure Committee in 2017 on the outcomes of Recommendation No. 1 and No. 2 including:

a.  capital cost impact;

b.  reduction in duration of construction schedule;

c.  operational issues which may have arisen;

d.  competitiveness of the bidding process;

e.  response from the construction industry; and

f.  recommendations for changes, if any, to the City's construction contract procurement process.

The construction of sewers, watermains and roads is disruptive to traffic operations because it typically occupies road lanes. When this work is undertaken on major roads with high volumes of vehicular traffic, the disruption can be quite significant.

This report proposes to pilot, in 2015 and 2016, the potential benefits of (1) the application of acceleration and delay costs in construction contracts; and (2) a cost plus time tendering approach. Based on experience in other jurisdictions, these contracting methods may help expedite the completion of construction projects within the City's rights-of-way, and thereby reduce traffic impacts.

The Public Works and Infrastructure Committee recommends that:

1.   City Council authorize the General Manager, Transportation Services to undertake the expansion of the traffic monitoring camera program, including as required for the purposes of implementing the City’s Congestion Management Plan and monitoring of work zones, at such locations determined by the General Manager, subject to budget approval as required.

The purpose of this report is to provide a status update for projects being undertaken as part of the Congestion Management Plan (the 'CMP') and grant authority for the General Manager, Transportation Services to expand the existing camera monitoring program as required in order to deliver the CMP.

The CMP was adopted by City Council at its meeting of December 16-18, 2013, to better manage traffic congestion on Toronto's streets and expressways without major infrastructure expansion or introducing additional physical capacity.

The CMP focuses on eight key strategies for tackling traffic, including the use of intelligent transportation systems (ITS), undertaking congestion and engineering studies, providing enhanced incident and event response, improving construction coordination, implementing better curb side management, supporting all modes of transportation, making available increased and real-time traveller information, and updating the City's Transportation Operations Centre.

The first and second quarters of 2015 saw an upswing in contract awards and contract development activity for the planning, design and deployment of a variety of CMP projects, as described herein.

The Public Works and Infrastructure Committee recommends that:

1.   City Council authorize the General Managers of Toronto Water and Transportation Services to take such actions as they deem appropriate to enroll the City as a member of the Locate Alliance Consortium (“LAC”) and that the respective General Managers or their designate(s) represent the City for such purposes at any meetings of LAC.

2.   City Council authorize and direct the General Managers of Toronto Water and Transportation Services to negotiate with and, where such negotiations are successful, enter into and execute a locate service provider agreement with the current LAC preferred locate services proponent  for Toronto, presently identified as QX locates, as the common locate service provider for these divisions for a period until January 31, 2018 and with a total contract value of $6,838,000 net of HST ($6,958,348.80 net of HST Recoveries), on such terms and conditions as the respective General Managers consider appropriate, including any renewal or extension thereof, and in a form acceptable to the City Solicitor.

The purpose of this report is to request authorization for the City to enroll as a member of the Locate Alliance Consortium (LAC) and for the General Managers of Toronto Water and Transportation Services to negotiate and, where such negotiations are successful, enter into an agreement, in a form satisfactory to the City Solicitor, for a common locate service provider through the LAC’s Request for Proposals process.

Other major utilities operating in the Greater Toronto Area have realized significant efficiencies and timeliness improvements by taking a consortium approach to selecting a common  service provider for all their locate needs.  By utilizing a common locate provider model Toronto Water and Transportation Services will be contributing to minimizing traffic incursions on major roads to locate and identify underground utilities prior to construction and achieve significant cost savings.

The Public Works and Infrastructure Committee recommends that: 

1.   City Council approve the implementation of a westbound cycle track on the north side of Richmond Street West, from Parliament Street to York Street, as a pilot project until the completion of the Municipal Class Environmental Assessment Study with associated parking, standing, stopping regulations, as described in Appendices 3 and 7 to the report (May 29, 2015) from the General Manager, Transportation Services.

2.   City Council approve the implementation of a eastbound cycle track south side of Adelaide Street West, from Simcoe Street to Parliament Street, as a pilot project until the completion of the Municipal Class Environmental Assessment Study with associated parking, standing, stopping regulations, as described in Appendices 4 and 7 in this report.

3.   City Council approve the implementation of a "Designated On-street Loading Zone for Permit Holders" regulation on the east side of Simcoe Street, between a point 60 metres north of Wellington Street and a point 20 metres further north, as described in Appendices 5 and 7 in this report.

4.   City Council approve the implementation of a "Passenger Loading Zone" regulation on the west side of Simcoe Street, between a point 31 metres north of Wellington Street West and a point 40.5 metres further north, as described in Appendices 5 and 7 in this report.

5.   City Council approve the implementation of a "Commercial Loading Zone" regulation on the west side of Simcoe Street, between a point 71.5 metres north of Wellington Street West and a point 33 metres further north, as described in Appendices 5 and 7 in this report.

6.   City Council approve the implementation of a "Bus Loading Zone" on the east side of York Street, from a point 18 metres north of Richmond Street to a point 30.5 metres south of Queen Street, as described in Appendices 6 and 7 in this report.

7.   City Council approve the implementation of a "No Standing Anytime" regulation on east side of Morrison Street, from Adelaide Street West and a point 15 metres further south, as described in Appendix 7 in this report.

8.   City Council grant authority to the General Manager, Transportation Services to modify the pilot project installations as appropriate during the pilot project to address safety and operational issues that may arise.

9.   City Council request that the General Manager, Transportation Services report back to the Public Works and Infrastructure Committee in the third quarter of 2016 on the findings of the Richmond – Adelaide Cycle Track pilot project evaluation.

Transportation Services is undertaking the Richmond-Adelaide Bikeway Municipal Class Environmental Assessment (EA) Study to evaluate the feasibility of implementing separated bicycle lanes in the Richmond Street - Adelaide Street corridor, between Bathurst Street and Sherbourne Street. The study is also evaluating the feasibility of bikeways on Wellington Street, Peter Street and Simcoe Street.

In 2014, Transportation Services installed portions of the preliminarily preferred alignments as part of the EA Study, in the form of a pilot project as approved by Council at its meeting of June 10, 11, 12 and 13, 2014. The pilot project installations are being evaluated and a summary of the preliminary evaluations are presented in this report. As demonstrated in the technical evaluation and public consultation that has been undertaken, the pilot project has been largely successful to date. This report recommends continued operation of the existing pilot project as well as a number of minor adjustments to the existing cycle tracks to address operational improvements for safety, accessibility and loading. 

As a continuation of the pilot project and EA Study, Transportation Services is proposing to extend the bikeway facilities eastward on Richmond Street and Adelaide Street, from their current easterly termini, to Parliament Street. Subject to Council approval, Transportation Services proposes to install the extension of the pilot project in summer 2015, following the Pan Am and Parapan Am Games. 

The proposed extension and continued observation of the pilot project would provide an opportunity to evaluate and adjust, if necessary, the preliminary alignments as a continuous network of cycling facilities. The results of the pilot project will inform the final recommendations of the Municipal Class EA Study. Transportation Services proposes to maintain the operation of the pilot project until a City Council decision is made on the recommendations of the EA which will be submitted to Council in the third quarter of 2016.