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.

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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.

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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).

September 25, 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.

Deferred Committee Item:

Licensing and Standards Committee Item LS3.5

Report of the Executive Committee from Meeting 8 on September 21, 2015

Submitted by Mayor John Tory, Chair

Report of the Board of Health from Meeting 6 on September 22, 2015

Submitted by Councillor Joe Mihevc, Chair

Report of the Community Development and Recreation Committee from Meeting 6 on September 17, 2015

Submitted by Councillor James Pasternak, Chair

Report of the Economic Development Committee from Meeting 6 on September 18, 2015

Submitted by Councillor Michael Thompson, Chair

Report of the Government Management Committee from Meeting 6 on September 17, 2015

Submitted by Councillor Paul Ainslie, Chair

Report of the Licensing and Standards Committee from Meeting 6 on September 16, 2015

Submitted by Councillor Cesar Palacio, Chair

Report of the Parks and Environment Committee from Meeting 5 on September 18, 2015

Submitted by Councillor Michelle Berardinetti, Chair

Report of the Planning and Growth Management Committee from Meeting 6 on September 16, 2015

Submitted by Councillor David Shiner, Chair

Report of the Public Works and Infrastructure Committee from Meeting 6 on June 17, 2015 - Item PW6.9

Submitted by Councillor Jaye Robinson, Chair

Report of the Public Works and Infrastructure Committee from Meeting 7 on September 22, 2015

Submitted by Councillor Jaye Robinson, Chair

Report of the Striking Committee from Meeting 6 on September 17, 2015

Submitted by Deputy Mayor Denzil Minnan-Wong, Chair

Report of the Etobicoke York Community Council from Meeting 8 on September 8, 2015

Submitted by Councillor Mark Grimes, Chair

Report of the North York Community Council from Meeting 8 on September 8, 2015

Submitted by Councillor Maria Augimeri, Chair

Report of the Scarborough Community Council from Meeting 8 on September 8, 2015

Submitted by Councillor Chin Lee, Chair

Report of the Toronto and East York Community Council from Meeting 10 on September 8, 2015

Submitted by Councillor Mike Layton, Chair

New Business submitted by City Officials 

At its meeting of March 24, 2015, the Licensing and Standards Committee directed the Executive Director, Municipal Licensing and Standards to submit to Licensing and Standards Committee at its meeting on April 21, 2015, the necessary by-law amendments to reinstate the Standard taxicab regulations in force prior to July 1, 2014.

To reinstate the former Standard taxicab regulations, amendments would be required to the provisions of Chapter 545, Licensing, Article VIII, Owners and Drivers of Taxicabs, related to Standard taxicab sales, the transition of Standard taxicabs into Toronto Taxicab Licences, the definition of a "Standard Taxicab", and related provisions, as well as Chapter 441, Fees and Charges, to reinstate certain licensing fees related to Standard taxicabs.

Reinstating the pre-July 1, 2014 regulations governing Standard Taxicabs would be directly contrary to City Council's adoption of owner-operator principles in the 1998 and 2014 Reviews. It would perpetuate a multi-tier licensing system, the adverse consequences of which were one of the key considerations underlying the amendments adopted by City Council in 2014. It would additionally render City Council's goal of achieving 100 percent wheelchair accessibility unattainable.

The Executive Committee recommends that:

1.  City Council authorize the General Manager, Shelter, Support and Housing Administration to transfer up to $0.6 million from Shelter, Support and Housing Administration's 2015 Approved Operating Budget to Toronto Community Housing Corporation to use as start-up costs to temporarily relocate the Red Door Family Shelter to 389 Church Street.

2.  City Council direct the General Manager, Shelter, Support and Housing Administration to report through the 2016 budget process on the City's portion of the capital investments required for the project.

The Executive Committee recommends that:

1.  City Council approve the incorporation of the future outcome of the Gardiner East Environmental Assessment into the scope of work for the overall rehabilitation of the F.G. Gardiner Expressway as documented in the previously approved Strategic Plan for the Rehabilitation of the F.G. Gardiner Expressway, and now referred to as the Revised Strategic Plan.

2.  City Council authorize the Deputy City Manager, Cluster B, and the Deputy City Manager and Chief Financial Officer to proceed with an Alternative Financing and Procurement approach for the implementation of the Revised Strategic Plan, including issuance of the RFP, using a Design-Build-Finance-Operate-Maintain approach, as described herein, subject to the approval of Government of Canada funding of one-third of capital construction costs eligible for funding under the P3 Canada and Infrastructure Canada Programs.

3. City Council direct the City Manager to:

a.  submit business cases and such other material as may be required by P3 Canada and Infrastructure Canada to formally request Government of Canada funding for the Revised Strategic Plan; and

b.  enter into the necessary contribution agreements.

4.  City Council reiterate the City's request to the Province of Ontario to provide matching one-third funding of the capital cost of the Revised Strategic Plan, in recognition of the vital importance of the F.G. Gardiner Expressway to the economy of Ontario as outlined in the executive summary report from HDR Consulting in Attachment 1 to the report (September 4, 2015) from the Deputy City Manager, Cluster B, and the Deputy City Manager and Chief Financial Officer.

5.  City Council authorize the Deputy City Manager, Cluster B, and the Deputy City Manager and Chief Financial Officer, in consultation with the City Solicitor, to negotiate and enter into an agreement with Ontario Infrastructure and Lands Corporation (IO), under which IO would:

a.  act as commercial procurement lead for the Alternative Financing and Procurement (AFP) approach, through to execution of project agreements and financial close, at an estimated cost of $12 million; and

b.  retain the necessary professional services required to support the AFP procurement at an estimated cost of $40 million, based on the scope of services terms outlined in Attachment 3 to the report (September 4, 2015) from the Deputy City Manager, Cluster B, and the Deputy City Manager and Chief Financial Officer.

6.  City Council direct the Deputy City Manager, Cluster B, and the Deputy City Manager and Chief Financial Officer to report back, in 2017, to Executive Committee and Council on the results of the procurement process identified in Recommendation 2 above to seek authority to award the contract to the preferred proponent.

7.  City Council direct that the Revised Strategic Plan cash flows, and proposed sources of funding be submitted for Council's consideration as part of the 2016 Budget Process, in accordance with the recommended procurement strategy as described herein.

The Executive Committee recommends that:

1.  City Council receive the report (September 4, 2015) from the Deputy City Manager, Cluster B for information.

This report responds to a request from City Council for an analysis of the feasibility of tunnelling the F.G. Gardiner Expressway. Council made the request during consideration of "Gardiner Expressway and Lake Shore Boulevard East Reconfiguration Environmental Assessment (EA) and Integrated Urban Design Study – Updated Evaluation of Alternatives" (Gardiner East EA) on June 10-12, 2015. See PW4.1 at: http://app.toronto.ca/tmmis/viewPublishedReport.dofunction=getCouncilMinutes

Report&meetingId=9692

This report does not recommend further analysis of the option of tunnelling the Gardiner – either for the eastern deck or the full elevated expressway. The Gardiner East Environmental Assessment should be completed, with Council's approval of a preferred alternative design in early 2016, so that the preferred alternative design can be implemented immediately following Provincial approval of the Environmental Assessment.

Any delay in implementing the Gardiner East Environmental Assessment for the purpose of pursuing a Gardiner tunnel option would have serious implications, including delay in the implementation of the F.G. Gardiner Expressway Strategic Rehabilitation Plan and risks to the safety of users of the expressway's deteriorating elevated decks (considered to be unserviceable beyond 2020). Pursuing a tunnel option while also rehabilitating the elevated structure would result in considerable throwaway costs: up to $230 million for the Gardiner East; and up to $2.6 billion for the full Strategic Rehabilitation Plan study area. Further, adjacent neighbourhoods and planned developments, including those in the East Bayfront, Port Lands and South of Eastern precincts, would be subject to ongoing uncertainty and paralysis from continued indecision about the Gardiner.

The idea of tunnelling the Gardiner Expressway is a persistent one. Constructed in sections between 1955 and 1966, the elevated Gardiner has been perceived as a fundamental barrier to the city’s waterfront. Retention of the Gardiner has been seen as contrary to revitalization of the waterfront and adjacent precincts. Boston, Seattle and other cities have pursued expressway tunnelling, despite the considerable cost and construction impact.

Proposals to tunnel all or portions of the Gardiner have been around for more than 60 years. In the 1950s, plans for tunnelling the Gardiner in the vicinity of Parkdale and Exhibition Place were examined. The idea re-emerged in the late 1980s, with enough public interest to inspire serious tunnelling proposals in 1987, 1991, 1999 and 2000. These proposals are described in detail in this report.

While the idea of tunnelling the entire length of the Gardiner (as opposed to the Gardiner East) is attractive it is also impractical. It would take between 10 and 15 years to gain the necessary City and Provincial permits and approvals that would be required to start construction. Federal involvement would generate additional permits and approvals. Construction would require up to 10 years.

Any proposal to tunnel the entire length of the Gardiner would be a different problem or undertaking from that described in the current Gardiner East Environmental Assessment. A new Individual Environmental Assessment process would have to be started. A new Terms of Reference would have to be developed for approval by City Council and the Ontario Minister of Environment and Climate Change (MOECC). Based on past experience, such an Environmental Assessment would require close to 10 years to initiate and complete. Provincial Environmental Assessment approvals would follow, as would detailed design and procurement; combined, these steps would require two to four years.

Given the scale and complexity of any undertaking to tunnel the Gardiner, City Council approvals at both ends of the pre-construction phase of the project would take a number of years, especially if reports are deferred or referred back to staff for further analysis. If the project were to be funded from tolling revenues, and/or if it were to involve the use of P3/AFP procurement, City Council approvals would take even longer.

Tunnelling between Jarvis Street and the Don River was considered as a "Replace" option early in the Gardiner East Environmental Assessment study process, during the development of alternative solutions. However, tunnelling was abandoned as a feasible option due to cost, risk and a number of technical issues. Specifically the tunnel Replace option would have involved:

-           Capital costs of up to $2.5 billion ($2013) plus lifecycle costs.

-           Lengthy transition areas with steep grades that would occupy more than half of the available 2.3-kilometre study area and act as an additional barrier to the waterfront.

-           No connectivity for tunnel traffic to the area's north-south streets.

The opportunity to pursue tunnelling as a feasible option for the Gardiner has been passed over on numerous occasions since the 1950s, including in the 1990s when Metro Council twice chose to retain and ameliorate the existing expressway rather than tunnel. Considerable time and energy have been spent evaluating the many proposals over the years in attempts to see if a tunnelling option could work. Despite the many inspired proposals from many sources – Four Guys off the Wall, the Royal Commission on the Future of the Toronto Waterfront, Canadian Highways International Corporation and Waterfront Toronto – cost, risk, construction impact and the challenge of connecting east-west traffic to north-south streets have kept the tunnelling concept from emerging as a viable solution for the Gardiner Expressway. The lack of vacant land/property for implementation, a result of intensification, has recently emerged as a further constraint. For example, it would be very difficult to find the room for temporary detour routes that would be necessary during the construction of a tunnel. In addition, less than one-quarter of the traffic on the Gardiner uses it as a through-route; from commercial to recreational and business commuters, the majority of Gardiner travel demand is generated within and to destinations in the downtown core.

The City must get on with rehabilitating the Gardiner, inclusive of developing and implementing the recommended "Hybrid" design for the Gardiner East Environmental Assessment. Notwithstanding the allure of Gardiner tunnelling proposals over the years, this report concludes that the opportunity to undertake a tunnel for all or portions of the Gardiner Expressway has passed. Regardless of cost constraints, which could be in excess of $10 billion for a corridor-wide tunnel, the condition of the eastern deck demands immediate and measured action through completion of the Gardiner East Environmental Assessment.

The Executive Committee recommends that:

1.  City Council direct the City's Storm Water Management Steering Committee, as part of its long term work plan, to develop a strategy to aid in reducing flooding risks related to private storm drainage systems on existing private property and new developments.

2.  In developing the strategy in Recommendation 1 above, the City's Storm Water Management Steering Committee consider:

a.  the issues that impact surface drainage on private property, including:

i.  new developments - site plan reviews and revisions, and the adequacy of private catch basins, catch basin design standards, storm system drainage design standards;

ii.  individual site modifications (Building) - the impact of cumulative individual builds, permitting process review and inspection, grading certificates, etc.;

iii.  individual site modifications - changes to landscaping and grading on individual properties; and

iv.  maintenance of private storm drainage systems - adequacy of the Property Standards bylaw, private catch basin location data collection, including education and outreach for private property owners.

b.  current land development and storm water servicing processes and procedures and whether any revisions to these processes and procedures may be appropriate, e.g. development application reviews, approvals and inspections;

c.  applicable provincial legislation;

d.  City bylaws governing storm water management and infrastructure on private property and whether any revisions to these by-law may be appropriate;

e.  opportunities for improvement in the short, mid, and long-term; and

f.  any impacts that may arise in respect to any proposed revisions to City processes, procedures and/or bylaws, or other proposed improvements.

3.  City Council request the City's Storm Water Management Steering Committee report to Council upon completion of the strategy noted in Recommendation 1 above.

4.  City Council direct that the confidential information in Attachment 2 to the report (September 4, 2015) from the General Manager, Toronto Water, the Chief Planner and Executive Director, City Planning and the City Solicitor, remain confidential as it is pertains to solicitor-client privilege and potential litigation which affects the City.

The Executive Committee recommends that:

1.  City Council authorize the Deputy City Manager and Chief Financial Officer to implement shared services items related to the following functions where shown to add value:

a.  Common Learning – move to a consolidated model where the small Agencies use the City's common learning and training, as outlined in Appendix 1 to the report (September 3, 2015) from the Deputy City Manager and Chief Financial Officer;

b.  Insurance – move of the City's vehicle insurance from an external provider to the Toronto Transit Commission Insurance Company, if approved by the Government of Ontario, as outlined in Appendix 1 to the report (September 3, 2015) from the Deputy City Manager and Chief Financial Officer;

c.  Procurement – evaluate and report back on a strategic sourcing model, as outlined in Appendix 1 to the report (September 3, 2015) from the Deputy City Manager and Chief Financial Officer; and

d.  Information and Technology – move to an Enterprise Partnership model for infrastructure services, subject to approval of final business case, as outlined in Appendix 1 to the report (September 3, 2015) from the Deputy City Manager and Chief Financial Officer.

2.  City Council direct the Deputy City Manager and Chief Financial Officer to report annually to City Council on the status of the Shared Services Project and benefits achieved.

3.  City Council forward this report to the Agency and Corporation Boards listed below for their consideration:

-  Exhibition Place Board of Governors.

-  Toronto Board of Health.

-  Toronto Community Housing Corporation Board of Directors.

-  Toronto Parking Authority Board of Directors.

-  Toronto Police Services Board.

-  Toronto Public Library Board (considered on September 21, 2015).

-  Toronto Transit Commission Board (considered on September 28, 2015).

-  Toronto Zoo Board of Management (considered on September 10, 2015).

This report provides an update on the Shared Services Project, including a multi-year implementation plan and a summary of benefits achieved.  The Shared Services Project aims to reduce duplication between the City and the Agencies and Corporations.

The Shared Services Project was started in 2014 based on direction from City Council to implement the shared services recommendations from the KPMG Shared Service Study, which were broken down into recommendations that were to be implemented in the short-term and recommendations that were to be implemented in the long-term after further due diligence and analysis.

In 2014, an Executive Steering Committee and 15 working groups were formed – each working group was given responsibility for a specific functional area (for example, learning, health and safety, procurement, information technology.)  The working groups responsible for functional areas where KPMG made a recommendation to implement in the short-term were tasked with validating the KPMG recommendation and implementing the recommendation where shown to add value.  The working groups responsible for the longer-term opportunities were tasked with performing a detailed analysis of the area, determining where shared services implementations would add value, creating a business case and implementation plan, and implementing a shared services model after seeking approval from Council and the affected Agency Boards.

Although KPMG estimated potential benefits of between $58.8 and $65.3 million, virtually all the benefits were estimated to be realized once the long-term opportunities were implemented – KPMG did not estimate any significant savings in the short-term.

The Shared Service Project is progressing well.  The Executive Steering Committee has taken an approach that is consistent with the approach recommended by KPMG, but goes farther and deeper than KPMG's recommendations for the majority of areas.  In addition, the Executive Steering Committee has expanded the scope of the project to include five additional recommendations, two additional functions (facilities management and fleet services) and two additional organizations (Toronto Community Housing and Toronto Zoo.)

To ensure success for a project of this size and scope, it is important to take an iterative approach to implementation.  For this reason, the Executive Steering Committee has decided to focus on information technology, procurement, real estate, learning, and insurance shared services assessments in 2015.  All other areas are focussed on increasing collaboration in 2015 and examining shared services implementations in the future.

Some shared services implementations may involve complex labour relations issues.  If these issues do arise, they may vary between organizations and will require careful investigation and due diligence as options are examined.  All implementations will comply with collective agreement obligations.

Although the project is still in early stages, there have been some major benefits achieved related to fleet services, procurement, information technology, labour relations, learning and health and safety, and city stores.  In addition, the City and the Agencies have matured through their increased collaboration.

The Executive Steering Committee expects to have 89 percent (8 of 9) of the short-term recommendations implemented by mid-2016. The remaining short-term opportunity relates to the automation of City Stores purchase to pay processes, which are being considered in the City's Supply Chain Management project.  The recommendations listed below will be complete by mid-2016, pending final review and approval from the Shared Services Executive Steering Committee.

1.  Share generic training and learning functions

2.  Coordinate and standardize common Health and Safety functions 

3.  Enhance the use of the City's Internal Audit Division by Agencies

4.  Establish a Quality Assurance Centre of Excellence

5.  Provide the City's online submission application for Freedom of Information (FOI) requests Agencies

6.  Expand the City's provision of lessor services to Toronto Transit Commission and Toronto Parking Authority (incorporated into the City-wide Real Estate Review)

7.  Insure the City's vehicles under the Toronto Transit Commission Insurance Company Limited

8.  Insure the Toronto Parking Authority under the City's insurance

In addition, the Executive Steering Committee expects to have 38 percent (3 of 8) of the long-term recommendations implemented by mid-2016.  The other five long-term opportunities will require detailed analyses and implementations plans to be approved by the Shared Services Executive Steering Committee before a firm completion date can be determined.  The recommendations listed below will be complete by mid-2016 and the remaining recommendations are expected to be complete by 2020.

1.  Develop a high-level labour relations and collective bargaining strategy that is aligned across organizations.

2.  Establish a change management centre of excellence.

3.  Include the Agencies in a plan to transition to managing digital records.

The City is at the forefront of public sector shared services implementations – other governments of the City's size that have undertaken shared services have not included Agencies due to the complications of implementing a transformational initiative across governance structures.  For this reason, the Executive Steering Committee has been clear that any recommended implementations must respect each Board's governance and authority and make business sense for each affected Board.

Prior to the Shared Services Project, the City was already using a shared services model to deliver services to its divisions and was already extensively collaborating with the Agencies as outlined in the table below and in Appendix 3.  For this reason, expected benefits may not be as significant as other jurisdictions that have undertaken shared services.

Although there are many challenges related to implementing a shared services model across the City and the Agencies and Corporations, the Executive Steering Committee feels the potential benefits outweigh the potential risks if implemented properly. For this reason, the Shared Services Executive Steering Committee is relying on thorough analysis and solid business cases to move forward with any recommended implementations.

This report seeks Council approval to provide affordable rental and ownership housing in Alexandra Park for up to seven lower to moderate-income Toronto Community Housing and Atkinson Housing Co-operative households, by entering into agreements of purchase and sale for the purchase of two condominium units to be used as affordable rental housing and by providing down-payment assistance for up to five affordable home purchasers.

The revitalization of Alexandra Park and the Atkinson Housing Co-operative Inc. ("Atkinson Co-op") will be accomplished through the replacement and refurbishment of 806 Toronto Community Housing ("TCH") affordable rental townhouses and apartments and the creation of 1,540 new market residential units.

In approving the re-zoning of Alexandra Park, Council required Toronto Community Housing, as secured by a Section 37 Agreement, to contribute a minimum of $2,000,000 in the form of units to be conveyed to the City, or other City-approved agency or by a cash contribution to create new affordable rental and/or ownership housing. A minimum value of $552,400 is to be provided in Phase One.

This report recommends using a Section 37 contribution from Toronto Community Housing to purchase two one-bedroom apartments in Block 4 at below market cost on behalf of the Atkinson Co-op to be rented at or below 80 percent average market rent.

It also recommends providing down-payment assistance of $450,000 from the federal/provincial Investment in Affordable Housing (Extension) program and the City's Development Charges Reserve Fund for Subsidized Housing to provide five loans to eligible Toronto Community Housing and Atkinson Co-op households to purchase homes in Block 4.

The Executive Committee recommends that:

1.  City Council approve Madison View Homes Inc. as the successful proponent for the development of new affordable rental housing at 200 Madison Avenue.

2.  City Council authorize the City to accept the Offer to Purchase from Madison View Homes Inc. for the property municipally known as 200 Madison Avenue and shown as Part 1 on Sketch No. PS-2015 in Appendix B to the report (August 19, 2015) from the Director, Affordable Housing Office (the "Property"), substantially on the terms and conditions outlined in Appendix A to the report (August 19, 2015) from the Director, Affordable Housing Office.

3.  City Council authorize each of the Chief Corporate Officer and the Director, Real Estate Services severally to accept the Offer to Purchase on behalf of the City.

4.  City Council authorize the City Solicitor to complete the transaction on behalf of the City, including paying any necessary expenses, amending the closing, due diligence and other dates, and amending and waiving terms and conditions, on such terms as she considers reasonable.

5.  City Council authorize the City to make or provide its consent as owner, to any regulatory applications by Madison View Homes Inc. and to grant a licence or licences to Madison View Homes Inc. for a term of up to forty-two (42) months from the date of the City's acceptance of the Offer, for the purposes of entering onto the Property to carry out environmental testing and monitoring and other pre-development activities and that the Director, Real Estate Services, or his designate, be authorized to execute the applications, consents and licences.

6.  City Council grant authority to provide a licence or licences, at no cost, to Madison View Homes Inc. over City property at 255 Spadina Road (City Archives), for the time required, to provide access for the construction of a retaining wall to contain environmental contamination on the Property.

7.  City Council authorize the Director, Affordable Housing Office to submit a request to the Ministry of Municipal Affairs and Housing for funding through the federal/ provincial Investment in Affordable Housing for Ontario Program (Extension 2014-2020) – Rental Component, in the amount of $11,890,000 to be used by Madison View Homes Inc. for the development of the affordable housing units on the Property.

8.  City Council authorize the Director, Affordable Housing Office to negotiate and enter into a municipal housing facility agreement with Madison View Homes Inc. on terms and conditions satisfactory to the Director, Affordable Housing Office, and in a form approved by the City Solicitor.

9.  City Council authorize the Director, Affordable Housing Office to execute, on behalf of the City, the municipal housing facility agreement, any security or financing documents or any other documents required to facilitate the funding process, including any documents required by Madison View Homes Inc. to complete construction and conventional financing, where required.

10.  City Council authorize the Director, Revenue Services to recommend an exemption from taxation for municipal and school purposes to the Municipal Property Assessment Corporation for the term of the municipal housing facility agreement.

11.  City Council authorize that the development on the Property be exempt from the payment of development charges under existing Council policy.

12.  City Council authorize the Director, Affordable Housing Office to provide capital funding in an amount not to exceed $250,000 secured through a Section 45 Agreement from the developer of 7 Austin Terrace and deposited in the Capital Revolving Reserve Fund for Affordable Housing (XR1058) to be used by Madison View Homes Inc. toward environmental clean-up should the cost of environmental remediation be demonstrated to exceed the budgeted estimate of $1,500,000 million.

13.  City Council authorize the Director, Affordable Housing Office to provide capital funding in an amount not to exceed $500,000 from the Development Charges Reserve Fund for Subsided Housing (XR2116), to be used by Madison View Homes Inc. should the cost of environmental remediation be demonstrated to exceed the budgeted estimate of $1,500,000, and should the additional funding for clean-up identified in Recommendation 12 be insufficient.

14.  City Council authorize the Director, Affordable Housing Office to execute and serve on behalf of the City a Re-conveyance Notice, in accordance with the terms of the agreement of purchase and sale if the need for such notice should arise.

15.  City Council authorize the Director, Affordable Housing Office to designate the affordable housing project to be developed on the Property as social housing for the purpose of allowing all or part of the project relief from normal parking standards.

Creating affordable housing opportunities for Toronto residents contributes to economic prosperity, job creation and meeting the City's equity objectives. Providing access to safe, secure, affordable housing in all parts of Toronto is a fundamental goal of the City's 10-year Housing Opportunities Action Plan 2010-2020.

Following the announcement of the 'Open Door' initiative on April 24, 2015 by the Mayor and the City's Housing Advocate, the City's Affordable Housing Office issued a Request for Proposals (RFP) for the City's surplus site at 200 Madison on May 29, 2015. The objective was to select the best possible proponent to build and operate high-quality, purpose-built affordable rental housing, while offering the best value for money.

This report outlines the Request for Proposals results and recommends Council approval of Madison View Homes Inc. as the successful proponent. The report also recommends that authority be granted to City staff to enter into the necessary agreements to fund and secure the construction and operation of the affordable rental housing at 200 Madison Avenue.

The Executive Committee recommends that:

1.  City Council approve the budget adjustments detailed in Appendix F to the report (August 14, 2015) from the Deputy City Manager and Chief Financial Officer to amend the 2015 Approved Operating Budget between Programs that have no impact to the 2015 Approved Net Operating Budget.

The purpose of this report is to provide Council with the City of Toronto Operating Variance for the six-month period ended June 30, 2015 as well as year-end projections.  This report also requests Council's approval for amendments to the 2015 Approved Operating Budget between Programs that have no net impact to the 2015 Approved Net Operating Budget to ensure accurate reporting and financial accountability.

For the six-month period ended June 30, 2015, Tax Supported Operations reported a favourable net variance of $97.291 million or 5.0 percent, as noted in Table 1 below:

Table 1

Tax Supported Variance Summary ($ Millions)

Under-spending was driven by salary and benefit under-expenditures and lower average monthly caseload for Toronto Employment and Social Services ($6.063 million), Capital and Corporate Financing ($38.911 million) combined with lower social housing subsidies for Shelter, Support and Housing Administration ($2.378 million).  Higher than budgeted revenue from Parking Tag Enforcement ($5.451 million), the Municipal Land Transfer Tax ($45.970 million) and Interest and Investment Income ($15.608 million) also contributed to the favourable net variance for the six month period.

The under-spending was partially offset by over-expenditures for Transportation Services, Economic Development and Culture, Toronto Police Service and Solid Waste Management Rebates combined with under-achieved revenue for Court Services, Facilities, Real Estate, Environment and Energy and the Toronto Transit Commission (Conventional Service).

Forecasts indicate that the year-end position will result in a net favourable variance of $64.890 million or 1.7 percent, reflecting a trending downwards of the projected surplus for the six month results.

The year-end projection is primarily due to a continuation of higher than budgeted net revenue from the Municipal Land Transfer Tax ($55.0 million) in addition to lower than budgeted caseload for Toronto Employment and Social Services.

The favourable variance noted above will be partially off-set by projected under-achieved net revenue for Court Services due to a lower volume of traffic tickets issued by the Toronto Police Service compared to prior years, over-expenditures for the Toronto Police Service as a result of lower than budgeted separations and Transportation Services largely from higher contract renewal costs and increased salt usage in the winter maintenance program and contract costs for implementation of new traffic signalling technology and traffic signal maintenance.

Table 2 below summarizes the six month and year-end projected results for Rate Supported Programs.

Table 2

Rate Supported Variance Summary ($ Millions)

The year-to-date unfavourable net variance of $29.604 million was driven by the following:

- Under-achieved revenues of $13.363 million from delayed residential billing, delayed receipt of stewardship funding, lower tonnes of Green Lane waste, disposal fees from processor residual waste and sale of recyclable materials for Solid Waste Management Services.

Over-achieved revenues of $1.303 million from garages in the downtown area and under-spending in salaries and benefits due to temporary vacancies for the Toronto Parking Authority.

- Under-achieved revenues from water sales of $17.544 million for Toronto Water.

- Rate Supported Programs collectively project year-end net over-spending of $13.128 million, primarily from Toronto Water due to the continuation of forecasted lower volume of water sales.

Table 3 below summarizes the vacancy rate for the six months ended June 30, 2015 and projections to year-end.

Table 3

Summary of Approved Complement

(Includes Capital and Operating Positions)

        Note – Vacancy % minus Budgeted Gapping % or 0% whichever is higher.

As of June 30, 2015, the City recorded a vacancy rate of 2.4 percent after gapping for an approved complement of 53,929.7 positions.

The forecasted year-end vacancy rate after gapping is projected to be 0.3 percent for an approved complement of 53,838.7 positions.

A more detailed analysis is provided in the Approved Complement Section of this report.

The Executive Committee recommends that:

1.  City Council receive for information Appendix 2 to the report (August 14, 2015) from the Deputy City Manager and Chief Financial Officer, which lists 202 completed capital projects/sub-projects to be closed resulting in  a total combined project budget savings of $3.628 million.

2.  City Council approve in-year budget adjustments to the 2015-2024 Approved Capital Budget and Plan detailed in Appendix 3 to the report (August 14, 2015) from the Deputy City Manager and Chief Financial Officer, with no incremental impact on debt funding.

The purpose of this report is to provide Council with the City of Toronto Capital Variance for the six months period ended June 30, 2015, as well as projected actual expenditures to December 31, 2015. Furthermore, this report seeks Council's approval for 2015 in-year budget funding adjustments to 2015 Approved Capital Budget.

The report also identifies 202 completed capital projects to be closed including the total number and value of projects' under expenditures. The projects that have a combined budget of $63.827 million are ready to be closed and have been completed under budget, resulting in savings of $3.628 million that will be returned to their original funding sources, including a savings of $2.951 million in debt funding and $0.093 million in capital from current funding and $0.584 million in reserve/reserve funds funding.

Table 1

Six Months and Year End Projected Spending Rate

The spending pattern for the first 6 months of 2015 is consistent with prior years as capital activity in the first half of the year is typically more preparatory. This year, given the late Capital Budget approval date of March 11, 2015 due to the municipal election, spending rates are somewhat lower. As detailed by City Program and Agency in Appendix 1, actual expenditures to year-end are expected to reach $3.444 billion or 81.1percent of the total 2015 Approved Capital Budget. Eighteen of 31 City Programs and Agencies are projecting spending in excess of 70 percent by year-end: Tax Supported Programs project a spending rate of 81.9 percent to year-end; while Rate Supported Programs project year-end spending rate of 78.3 percent.

(See Chart 1 - 2010-2015 Capital Budget Spend Rate in the report (August 14, 2015) from the Deputy City Manager and Chief Financial Officer.)

Over the past 4 years both the approved capital budget (including carryforward funding) and the actual spending have been trending at relatively steady rate, resulting in an average spending rate of 62 percent as outlined in Chart 1 above.

The Executive Committee recommends that:

1.  City Council approve an increase of $9,275,640 gross and $0 net to the 2015 Approved Operating Budget for Shelter, Support and Housing Administration to reflect the additional provincial funding received under the Canada-Ontario Investment in Affordable Housing Extension (2014-2020) program for the Medallion Corporation 3415 Weston Road - CASA at Emery Village project (Phase Four).

The Executive Committee recommends that:

1.  City Council authorize the reallocation of funds in Solid Waste Management Services' approved 2015 Capital Budget and 2016-2024 Capital Plan in the amount of $35.251 million from projects that have been completed or delayed to those requiring additional funding in the same amount as presented in Schedule A (Part A) to the report (August 12, 2015) from the General Manager, Solid Waste Management Services.

2.  City Council authorize the reduction of funds in Solid Waste Management Services' approved 2015 Capital Budget and 2016-2024 Capital Plan in the amount of $2.047 million from projects that have an in-year change in scope or have been cancelled as presented in Schedule A (Part B) to the report (August 12, 2015) from the General Manager, Solid Waste Management Services.

This report requests City Council’s authority to amend Solid Waste Management Services' approved 2015 Capital Budget by adjusting cash flows contained within the Budget and Plan. Project cash flow reallocations and reductions are requested to allow Solid Waste Management Services to continue to deliver projects within its forecasted capital plan and will align the 2015 and 2016-2025 Capital Budget to reflect Solid Waste Management Services capital project delivery schedule and program requirements. The adjustments will reduce the 2015 Capital budget by $37.298 million to $56.055 million from $93.353 million and increase the 2016-2025 Capital Budget by $35.251 million.

The Executive Committee recommends that:

1.  City Council authorize the reallocation of funds within Toronto Water's approved 2015 Capital Budget in the amount of $27.362 million, for acceleration and deferral of projects, as presented in Schedule A (Part A and B) to the report (August 14, 2015) from the General Manager, Toronto Water, with a zero Budget impact.

2.  City Council authorize the reallocation of funds in Toronto Water's approved 2015 Capital Budget and 2016 - 2024 Capital Plan in the amount of $21.612 million from projects that are delayed to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (August 14, 2015) from the General Manager, Toronto Water, with a zero Budget impact.

This report requests City Council's authority to amend Toronto Water's Approved 2015 Capital Budget and 2016-2024 Capital Plan by adjusting project costs and cash flows contained within the Budget and Plan, respectively, to align forecasted project accelerations and deferrals.  Additional reallocations to project cashflows and project costs are requested where recent bid prices have exceeded the current approved cashflow.  These reallocations will allow Toronto Water to continue to deliver projects within its capital plan.  The adjustments will have a zero dollar impact on the 2015 Capital Budget and will align the 2015 Capital Budget to Toronto Water's capital project delivery schedule and program requirements.

The Executive Committee recommends that:

1.  City Council approve a $147,480 gross ($0 debt) increase to the 2015 project cost and cash flow for the Multi-Branch State of Good Repair project (CLB184), fully funded by a $51,480 one-time Landlord Contribution and a $96,000 draw from the Library's Development Charge Reserve Fund (XR2115), for the renovation associated with an additional 858 square feet of leased space at the Northern Elms Branch.

The Board of Health recommends that:

1.  City Council dedicate sufficient resources to meet the strategic goal of increasing canopy cover in Toronto to 40 percent as set out by the 2013 Strategic Forest Management Plan.

2.  City Council prioritize green space investment in the 31 Neighborhood Improvement Areas.

Abundant, diverse and well maintained green spaces are important features of a healthy city. Two recent systematic reviews, Green City: Why Nature Matters to Health and The Impact of Green Space on Heat and Air Pollution in Urban Communities, detail the health benefits of green space. These reviews fill a gap in the understanding of the relationship between green space and human health and highlight the importance of continued investments in Toronto’s natural heritage.

Green space is a term that refers to a wide variety of natural and landscaped areas both publicly and privately owned. It includes parks, ravines, school yards, private yards, street trees, landscaped open spaces along streets and around buildings, cemeteries and green roofs. Having access to and using green spaces promotes physical activity and improves health and wellbeing. The presence of green space is associated with reduced mortality, obesity, depression, anxiety, cardiovascular disease and small for gestational age births. It also provides places for stress reduction, mental restoration and social interactions.

Green spaces have a number of environmental health benefits. They are associated with improved air quality, provide relief from extreme heat and lessen the urban heat island effect, which reduce the negative health impacts associated with a warmer climate. Green spaces also have important ecological functions, such as reducing the negative impacts of heavy rainfall events, which are expected to increase with climate change.

An increase in pollen allergies and risk of vector-borne diseases are potential negative health impacts related to exposure to green space. Public education, careful selection of species planted and adoption of protective measures can reduce these risks.

The available evidence shows that both small and large green spaces contribute to better health. There is also evidence that vulnerable groups, such as people with low income and children, gain the most benefit from increased access to green spaces. Implementing the City’s Official Plan, Parks Plan 2013-2017 and Strategic Forest Management Plan (2012-2022), including improving access to green space for vulnerable groups, will help make Toronto a healthy city for all.

On June 10, 2015, City Council adopted with amendments, the City of Toronto Auditor General's (AG) Report, Amendments to the 2015 Audit Work Plan.  In this report, two specific decisions of City Council relate to the Board of Health (BOH) and the AG's jurisdiction. Specifically, Council:

-  Requested the City Manager to seek amendments to the City of Toronto Act (COTA), which is currently under review, to allow the AG jurisdiction to audit local boards, including the BOH; and grant the AG power to review any audits that were previously conducted by their Audit departments, and

-  Requested those agencies, local boards and corporations currently outside the AG's jurisdiction, including the BOH to allow the AG to undertake any audits deemed necessary until such time as COTA is amended.

This report provides an overview of the AG's current jurisdiction over the BOH under the COTA, as well as current AG powers under the Municipal Code (Municipal Code 3-15 A and B).  It also provides a summary of the existing provincial statutes and policies that hold 36 boards of health in Ontario accountable through financial, operational and performance compliance requirements, audits and assessments.  These include:

1.  the Ministry of Health and Long-Term Care's (MOHLTC) power to audit boards of health from financial, operational, value-for-money (VFM) and compliance aspects; and

2.  the Auditor Statutes Law Amendment Act (ASLAA), which gives the Office of the Auditor General of Ontario (OAGO) jurisdiction to undertake VFM audits of local boards of health.

The Community Development and Recreation Committee recommends that:

1.  City Council authorize the General Manager, Long-Term Care Homes and Services to negotiate annual rate increases in 2016, 2017, 2018, 2019 and 2020 for the Homemakers and Nurses Services program, that do not exceed the rate of inflation and/or any increase prescribed and funded under provincial policy, and that are within the program's Council approved base program budget.

2.  City Council authorize the General Manager, Long-Term Care Homes and Services to negotiate annual rate increases in 2016, 2017, 2018, 2019, and 2020 for the Supportive Housing (SH) program, that do not exceed the rate of inflation and/or any increase prescribed and funded under provincial policy, and that are within the program's Council approved base program budget.

This report seeks authority to maintain the established strategic and enabling partnerships Long-Term Care Homes and Services (LTCHS) has with its contracted community-based homemaking and supportive housing service provider agencies, and to implement rate increases that are within the Council approved program budget.

The Homemakers and Nurses Services (HMNS) program provides homemaking, such as light housekeeping, laundry, light meal preparation and incidental grocery shopping for vulnerable residents of the City of Toronto. The HMNS program is a cost shared program (80:20) between the Ministry of Health and Long-Term Care (MOHLTC) and the City of Toronto. The hourly rate paid to the contracted service provider agencies is set out in the annual service agreement between the contracted service provider agency and LTCHS.

The Supportive Housing (SH) program provides assisted living services such as personal care, homemaking, light meal preparation, medication reminders, and security checks, to clients who live in designated buildings 24 hours per day 7 days per week. The SH Program is 100 percent funded by the MOHLTC. The hourly rate paid to the contracted service provider agencies is set out in the annual service agreement between the contracted service provider agency and LTCHS.

The Community Development and Recreation Committee recommends that:

1.  City Council approve allocations for the following Investment Funding programs, as recommended in Appendices A and B, from the 2015 Approved Operating Budget for Social Development, Finance and Administration:

a.  $814,000 to 21 organizations for the 2015 Access, Equity and Human Rights (AEHR) Investment Program;

b.  $718,000 to 18 organizations for the 2015 Community Safety Investment (CSI) Program;

c.  $80,000.00 be held for appeals for Access, Equity and Human Rights and Community Safety Investment Programs; and

d.  Reallocation of $27,000 in unused funds from the previously allocated funding to Pan Am Festivals and Events to one organization for the 2015 Pan Am/Parapan Am Games Festivals and Events - Local Animation Through Collaboration.

2.  City Council direct Social Development, Finance and Administration staff to review the five Community Investment Funding programs and report on the results of the review prior to the 2017 funding cycle.

3.  City Council approve delegated authority to enable the Executive Director, Social Development, Finance and Administration to reallocate unused Access, Equity and Human Rights (AEHR) and Community Safety Investment (CSI) funds during the funding period to partner organizations that can implement the approved project, or to reallocate to applicants that were rated as high priority but not funded due to budget constraints.

4.  City Council request the Executive Director, Social Development, Finance and Administration to report on any re-allocation of 2015 Access, Equity and Human Rights (AEHR) and Community Safety Investment (CSI) funds as part of the 2016 grants allocation recommendations report.

This report recommends funding for the following two Community Investment Funding programs: Access, Equity and Human Rights (AEHR), and Community Safety Investment (CSI). This report also recommends the reallocation of $27,000 in unused funds to one organization for the 2015 Pan Am/Parapan Am Games Festivals and Events - Local Animation Through Collaboration.

Of the 189 applications received for these two programs, 39 are recommended for funding of $1,532,000 with an additional $80,000 held for appeals.

Grants help the City of Toronto achieve its social, economic and cultural goals for its residents. The City's goals are better achieved by supporting the work of organizations that are closer to the communities they serve. Community Investment Funding programs provide time-limited funding to established or emerging not-for-profit groups in the City of Toronto to test new ideas or enhance existing models that lead to meaningful change in organizations and communities.

The Community Development and Recreation Committee recommends that:

1.  City Council receive the report (September 2, 2015) from the Executive Director, Social Development, Finance and Administration for information.

This report presents the September 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 and Council's decision-making on a range of social development issues. This version of the dashboard provides updated quarterly data for the second quarter (the months of April, May and June) of 2015.

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 adopt the updated version of the Toronto Shelter Standards, as set out in Attachment 1 to the report (September 2, 2015) from the General Manager, Shelter, Support and Housing Administration, for implementation throughout the shelter system.

The Economic Development Committee recommends that:

1.  City Council endorse, in principle the establishment of a new regional foreign direct investment attraction agency which would include functions currently carried out by Invest Toronto, subject to a further report to Council on the specifics of the proposed organization, including its governance, funding formula and core operating elements such as strategy and positioning and subject to the City’s financial contribution being approved in the 2016 budget process.

2.  City Council direct the Deputy City Manager and Chief Financial Officer to work with the General Manager, Economic Development and Culture, to review funding options for the City's contribution to a new regional agency and recommend to Council how best to realign funding support for the impacted economic development functions.

3.  City Council direct the City Manager in consultation with the General Manager for Economic Development and Culture, to report to Executive Committee and City Council on the implementation impacts for Invest Toronto and recommendations on how best to transition to a new regional agency.

The Economic Development Committee recommends that:

1.  City Council approve the terms of reference for a Photo Laureate as described in Appendix A to the report (September 1, 2015) from the General Manager, Economic Development and Culture; and

2.  City Council request the appointment of the City of Toronto's first Photo Laureate in 2016 pending its consideration of support for the honorarium as part of the Economic Development and Culture 2016 Operating Budget.

The purpose of this report is to outline the terms of reference for the honorary position of City of Toronto Photo Laureate established by City Council in May 2014.

The position of the City of Toronto Photo Laureate will honour a photographer who is recognized for artistic excellence and who has made a major contribution to photography through their work. Toronto’s Photo Laureate will be an advocate for visual culture, art photography, photojournalism, and use his/her unique perspective to create a dialogue on contemporary issues.

The Economic Development Committee recommends that:

1. City Council receive the report (September 1, 2015) from the General Manager, Economic Development and Culture for information.

Cultural grants have been disbursed by the municipal order of government in Toronto since 1957. In 2014, the total amount of funding disbursed through cultural grants was $27,819,150. This report reviews the investments made, the challenges and long-term goals in measuring impact and outcomes; and the importance of continued data collection and analysis to ensure strong, evidence-based policy for the City's cultural funding programs. All City cultural grant programs comply with the City of Toronto Community Grants Policy ensuring that funded organizations are Toronto-based, consistent with City goals, comply with the City's commitment to Equity, Diversity, and Human Rights, and meet program standards and performance measures. Results of all funding decisions are transparent and available to the public online.

The objectives of these investments are to increase access and participation, to support the development of new artists and arts forms, to promote the visibility of culture to the community and private sector supporters, and to help build culture into the fabric of everyday life in Toronto.  The priorities of the new funding to cultural grant programs were to fund arts activity outside the downtown core, increase opportunities for young and emerging artists, develop partnerships to increase the impact of the funding, increase opportunities for youth and community arts activities, increase the capacity for small and medium-sized professional arts organizations, improve cultural facilities, and foster greater collaboration between the cultural sector and other organizations with social and economic development mandates.

A review of funding decisions and resulting activities indicate that the new grant funding has had direct impact on the ability of Toronto's cultural sector to pursue the objectives above. While it is too early to report on long-term outcomes, program outputs indicate greater attendance and participation has been achieved, more cultural activity is being funded outside the downtown core, new and emerging artists have been funded in greater numbers than before, small and medium sized organizations have increased their fundraising capacity, and new collaborations have been supported with the new funding.

The Economic Development Committee recommends that:

1.  City Council remove the following appointees from the Business Improvement Area Boards of Management:

Eglinton Way BIA:

Dimitrijevic, Dragan

Fairbank Village:

Makris, Manolis

Uptown Yonge:

Hughes, Scott

 2.  City Council, in accordance with the City’s Public Appointments Policy, appoint the following nominee to the Business Improvement Area Board of Management at the pleasure of Council, and for a term expiring at the end of the term of Council or as soon thereafter as successors are appointed.

Eglinton Way:

Jacki Allen

 3.  City Council direct that Schedule A of the Municipal Code Chapter 19, Business Improvement Areas, be amended to reflect the number of Board members for the Fairbank Village BIA as nine (9) and for the Uptown Yonge BIA as nineteen (19).

The purpose of this report is to recommend that City Council appoint members to the Eglinton Way Business Improvement Area (BIA) and remove members from the Fairbank Village, Eglinton Way and Uptown Yonge BIAs.

The Economic Development Committee recommends that:

1.  City Council designate the area described by Attachment 1 to the report (July 16, 2015) from the General Manager, Economic Development and Culture as the expanded Fairbank Village Business Improvement Area under Chapter 19 of the Toronto Municipal Code;

2.  City Council direct the City solicitor to submit a by-law to designate the area described in Attachment 1 to the report (July 16, 2015) from the General Manager, Economic Development and Culture as the expanded Fairbank Village Business Improvement Area; and

3.  City Council grant the City Solicitor authority to amend Municipal Code Chapter 19, Business Improvement Areas, as necessary to reflect the expanded boundaries of Fairbank Village Business Improvement Area.

The purpose of this report is to recommend a minor expansion of the Fairbank Village Business Improvement Area (BIA) boundary located at 2460 Dufferin Street on the west side of Dufferin Street just north of Schell Avenue.

The Economic Development Committee recommends that:

1.  City Council approve the renaming of Wilson-Keele and Dufferin-Finch Business Improvement Areas, as defined by the boundaries described in Attachments 1 and 2 to the report (July 13, 2015) from the General Manager, Economic Development and Culture, to the Wilson Village and Duke Heights Business Improvement Areas respectively; and

2.  City Council amend The Toronto Municipal Code Chapter 19, Business Improvement Areas, as required to reflect the name changes.

The purpose of this report is to recommend that the names of Wilson-Keele and Dufferin-Finch Business Improvement Areas be changed to the Wilson Village and Duke Heights Business Improvement Areas respectively.

The Economic Development Committee recommends that:

1.  City Council direct the General Manager, Economic Development and Culture to submit to the Toronto Archives complete documentation, including digital photographs, of all the Maple Leaf Forever Tree projects.

2.  City Council publicly expresses its appreciation for the effort made by the project developers and the artisans, wood-workers and other makers across Canada who contributed to the preservation of this important part of Canadian history and culture.

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

Economic Development and Culture (EDC) was the lead City division in the distribution of wood from the Maple Leaf Forever tree and to facilitate various projects across Canada related to this wood. 

This report follows up on the direction by City Council at the October 8, 2013 meeting to report back to City Council on the final allocation and uses of the salvaged wood from this tree.

The Economic Development Committee recommends that:

1. City Council authorize the General Manager, Economic Development and Culture (EDC) and the Director, Toronto Office of Partnerships (TOP), in consultation with the Director, Purchasing and Materials Management to launch the Green Market Acceleration Program (GMAP) for a period of two years as described in the report (August 20, 2015) from the General Manager, Economic Devlopment and Culture and the Director, Toronto Office of Partnerships with the implementation requirements as set out in the Protocol for the GMAP (attached to the report as Appendix A).

2.  City Council authorize the heads of applicable City divisions to execute agreements on behalf of the City providing for the implementation of applied research partnerships, proof of concept projects and technology demonstrations using City assets or infrastructure under the GMAP in a form satisfactory to the City Solicitor.

3.  City Council direct all City divisions to work with local businesses, through the GMAP, to assist with their applied research, proof of concept projects and technology demonstrations, supporting the development of "made in Toronto" market-based innovative solutions to real world issues and growing Toronto's economy.

4.  City Council direct the General Manager, Economic Development and Culture, and the Director, Toronto Office of Partnerships, to report back on the outcomes of the GMAP pilot program after two years and, if warranted, provide recommendations on the establishment of a permanent program.

5.  City Council direct the General Manager, Economic Development and Culture, in consultation with the Director of the Toronto Office of Partnerships and working in partnership with other City divisions, to report back in early 2016 on a proposed innovation procurement policy that would enable the City to be a first-purchaser of innovative products, services and technologies from Toronto's businesses.

Companies in Toronto's green economy are rapidly growing, generating jobs and creating solutions to urban and environmental challenges.  To further support economic growth by our local innovators, Toronto companies are in need of sites for testing, proving concepts and demonstrating their new technologies.

This report seeks Council approval of the Green Market Acceleration Program (GMAP) to run in a two-year pilot phase to allow local businesses in the green economy to apply to the City to use City infrastructure and assets for certain applied research, proof of concept and demonstration pilots.  This will accelerate the development of innovative green products for introduction into the market and improve the global competiveness of Toronto businesses.

As part of the GMAP, this report seeks standing authority from Council for division heads to enter into non-procurement agreements with local businesses as currently no such authority exists.

Providing controlled access to municipally owned infrastructure and assets will assist local businesses as a stepping stone to the commercialization of new products and technologies.  It is anticipated that this will lead to increasing the number of green jobs in Toronto while streamlining the request process for non-commercial partnerships that support the development of innovative green technologies or solutions for local businesses resulting in more timely responses to such requests.  In addition the GMAP will reduce the workload of divisional staff that currently deal with these types of requests on an ad-hoc basis and will ensure that procurement policies are adhered to.

The Economic Development Committee recommends that:

1.  City Council request the General Manager of  Economic Development and Culture to work with the existing Information and Technology Advisory Panel to evaluate the value, and/or need for the establishment of a Connectivity Advisory Group (CAG), and report back on  the role and expectations of such a group if it is required.

This report provides information on the concept, process and potential next steps related to the establishment of a Connectivity Advisory Group (CAG).

The concept of a CAG was referenced at the May 20th meeting in a presentation by Mark Kleinman.   According to Mr. Kleinman, the Mayor of London has established a Connectivity Advisory Group (CAG) to "take practical steps to ensure everyone in London has access to affordable high speed connectivity."

The Government Management Committee recommends that:

1.  City Council receive the report (August 26, 2015) from the City Solicitor for information.

2.  City Council direct that the information in Confidential Attachment 1 to the report (August 26, 2015) from the City Solicitor remain confidential as it relates to litigation or potential litigation affecting the City or one of its agencies, boards or commissions.

This report has been prepared as requested by the Government Management Committee at its meeting of April 8, 2015, to review the outstanding issues respecting the City's current contract with Cogeco Data Services Inc. and report to the Government Management Committee on August 31, 2015 (subsequently rescheduled to September 17, 2015).

The Committee also requested that representatives of Toronto Hydro attend the meeting of Committee.  That request has been forwarded by the Clerk to Toronto Hydro.

The Government Management Committee recommends that:

1.  City Council adopt the recommendations contained within Confidential Attachment 1 to the report (September 1, 2015) from the Chief Information Officer, Information and Technology, the City Solicitor and the Director, Purchasing and Materials Management.

2.  City Council authorize the public release of all or a portion of the confidential recommendations in Confidential Attachment 1 to the report (September 1, 2015) from the Chief Information Officer, Information and Technology, the City Solicitor and the Director, Purchasing and Materials Management once adopted by City Council at the discretion of the City Solicitor, and City Council direct that the balance of Confidential Attachment 1 remain confidential as it contains advice that is subject to solicitor-client privilege, and pertains to litigation or potential litigation.

3.  City Council grant authority for the Chief Information Officer to extend the current Integrated Telecommunications Infrastructure (ITI) and related services contract and increase the contract value with Bell Canada for a five (5) year term commencing October 1, 2015 ending no later than September 30, 2020, for an additional estimated amount of $49.841 million net of HST recoveries ($48.979 million excluding taxes) based on the same pricing, terms and conditions.

This report requests authority to extend Contract number 47015457 for a period of five (5) years from October 1, 2015 to September 30, 2020 in the total estimated amount of $49.841 million net of HST recoveries ($48.979 million excluding taxes). The Integrated Telecommunications Infrastructure (ITI) RFP and contract included provision for this term of extension at the same pricing, terms and conditions.

The Confidential Attachment provides information related to the contract dispute between the City and Bell Canada. The recommendation to extend the contract is based on staff reaching a tentative settlement of the contract dispute.

The Government Management Committee recommends that:

1. City Council direct the Chief Corporate Officer not to proceed with the tenant selection process at this time for the Nathan Phillips Square restaurant development opportunity.

2. City Council direct the Chief Corporate Officer to proceed with the tenant selection process, including consideration of social enterprise, for the food service opportunity at Toronto City Hall.

3. City Council direct the Chief Corporate Officer to undertake the tenant selection process as outlined in Appendix 1 of the report (February 9, 2015) from the Chief Corporate Officer [Item GM1.4a], as adopted by City Council at its meeting held on February 10 and 11, 2015, and including consideration of social enterprise, to find a commercial food service operator and to report back to City Council, through the Government Management Committee, on the recommended tenant(s) and lease terms, if any.

4. City Council authorize the extension of the lease between the City and 1158093 Ontario Limited o/a Café on the Square ("Café on the Square") beyond the current expiry date of December 31, 2015 until the City has entered into a new agreement for the provision of food services in Toronto City Hall, with such extension to be on the same terms as the existing lease and in a form satisfactory to the City Solicitor.

5. City Council direct staff to consider all food service operations in a wholistic manner, to ensure well-coordinated food service operations at City Hall.

The purpose of this report is to advise City Council about the results of staff's consultations with various training and social enterprise organizations regarding the feasibility of and interest in establishing a social enterprise food service operation in Toronto City Hall, 100 Queen Street West and/or in developing a new restaurant in Nathan Phillips Square and to seek further direction from City Council.

The Government Management Committee recommends that:

1.  City Council grant authority to amend and increase the value of Rochon Genova LLP Purchase Order No. 6034414 for an additional $138,000 net of HST ($140,428 net of HST recoveries). This amount will increase the current contract value from $1,409,238, net of HST ($1,434,041 net of HST recoveries) to $1,547,238 net of HST ($1,574,470 net of HST recoveries).

2.  City Council direct that Confidential Attachment 1 to the report (September 1, 2015) from the Chief Corporate Officer, the Director, Purchasing and Materials Management and the City Solicitor remain confidential as it is the subject of litigation or potential litigation, including matters before administrative tribunals, affecting the City or a local board.

The purpose of this report is to request authority to amend Purchase Order No. 6034414, issued to Rochon Genova LLP in the amount of $138,000 net of HST ($140,428 net of HST recoveries). The total revised value of the Purchase Order will be $1,547,238 net of HST ($1,574,470 net of HST recoveries). The additional funds are required for the continuing retention of legal services with regards to a rent renewal arbitration for a long term ground lease on the City's property located at 2 Bloor Street East.

This Purchase Order was originally issued at $459,238, net of HST ($467,7321 net of HST recoveries) and subsequently increased under GM32.33 by $750,000, net of HST ($763,200 net of HST recoveries).  It was further amended under GM3.25, by an increase in the amount of $200,000, net of HST ($203,520 net of HST recoveries).  As such, the value of the current Purchase Order No. 6034414 is $1,409,238, net of HST ($1,434,041 net of HST recoveries).

The hearing of the arbitration was completed in July 2015.  We await the decision.  The reason for the increase is that unexpected additional hearing days were required to complete the hearing.  This resulted in increased preparation time as well.    The most recent account for legal services exceeds the amount remaining in the budget.  It is possible that the arbitration panel may have questions during their deliberations which could result in further legal expense, although it is anticipated any such expenses would be minimal.

To finalize this matter, additional funds in the sum of approximately $138,000 net of HST are required.

City Council approval is required in accordance with Chapter 71-11.1 (C) – Financial Control By-Law.

The Government Management Committee recommends that:

1.  City Council authorize the Director, Real Estate Services to continue negotiation to acquire, and if unsuccessful, to initiate the expropriation process for the easement interest at 36 Westmount Park Road depicted on the sketch in Appendix A (the "Lands") and shown on the map attached as Appendix B to the report (August 27, 2015) from the Chief Corporate Officer.

2.  City Council authorize the Director, Real Estate Services to serve and publish Notices of Application for Approval to Expropriate the permanent easement in the Lands, to forward to the Chief Inquiry Officer any requests for hearing that are received, to attend the hearing to present the City's position and to report the Inquiry Officer's recommendations to City Council for its consideration.

The purpose of this report is to seek authorization from City Council to commence proceedings for the expropriation of a permanent easement for sanitary sewer and erosion control purposes on the property municipally known as 36 Westmount Park Place ("the Property").

While the City does have existing permanent easement rights over a portion of the Property related to the sanitary sewer, further rights are required in order to permit and maintain erosion control works to protect the infrastructure.

In addition, easement rights are required over additional adjacent portions of the Property in order to permit the aforementioned creek and ravine erosion control measures as well as for ongoing maintenance, access, and construction requirements related to the infrastructure itself, part of the Chapman Sanitary Trunk Sewer.

While negotiations with the Property owner continue, staff has come to the conclusion that is unlikely that satisfactory easement terms can be achieved and acquisition of these rights by expropriation is likely necessary.

The Government Management Committee recommends that:

1.  City Council authorize the Director, Real Estate Services to negotiate to acquire a two year temporary easement over 50 Romfield Drive (the Property) and, if necessary, initiate expropriation proceedings to facilitate the construction of the Toronto-York Spadina Subway Extension Project (the Project).

2.  City Council authorize the Director, Real Estate Services to serve and publish Notices of Application for Approval to Expropriate the Property, to forward to the Chief Inquiry Officer any requests for hearings that are received, to attend any hearings in order to present the City’s position and to report the Inquiry Officer’s recommendations back to City Council for its consideration.

This report seeks authority to negotiate to acquire a two year temporary easement and, if necessary, initiate expropriation proceedings for a portion of the property municipally known as 50 Romfield Drive (the "Property") as shown on Appendix B to facilitate the construction of the Toronto-York Spadina Subway Extension Project (the "Project").

The Government Management Committee recommends that:

1.  City Council authorize a lease extension agreement for 6,000 square feet of land located south of Nashdene Road and east of East Highland Creek with CP Rail for a five (5) year term commencing May 1, 2013 and expiring April 30, 2018, substantially on the terms and conditions set out in Appendix A to the report (August 27, 2015) from the Chief Corporate Officer, and on such other terms and conditions as may be deemed appropriate by the Chief Corporate Officer ("CCO"), or his or her designate, and in a form acceptable to the City Solicitor.

2.  City Council authorize the City Solicitor to complete the lease extension agreement, 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 the City Solicitor may, from time to time determine.

3.  City Council authorize the Chief Corporate Officer to administer and manage the lease extension agreement, including the provision of any consent, 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.

4. City Council authorize the Chief Corporate Officer and the Director, Real Estate Services to severally execute the lease extension agreement on behalf of the City.

The purpose of this report is to obtain Council's authority to enter into a lease extension agreement with Canadian Pacific Railway Company ("CP Rail") for approximately 6,000 square feet of land located immediately west of 125 Nashdene Road and abutting East Highland Creek.

The Government Management Committee recommends that:

1.  City Council authorize the execution of existing leases as set out in Appendix A to the report (August 27, 2015) from the Chief Corporate Officer, and future leases for additional sites as required, with the Toronto District School Board for the purpose of providing City directly operated child care programs, based on the terms and conditions deemed appropriate by the Chief Corporate Officer in consultation with the General Manager of Children's Services, in a form acceptable to the City Solicitor.

The purpose of this report is to obtain authority to execute leases with the Toronto District School Board as landlord, for the purpose of providing early learning and child care services at various locations that are directly operated by the City of Toronto.

The Government Management Committee recommends that:

1.  City Council authorize entering into a lease renewal agreement for a Below Market Rent (BMR) lease (Renewal Agreement) with SPRINT at 140 Merton Street for a three (3) year term, substantially based on the terms set out in Appendix A to the report (August 27, 2015) from the Chief Corporate Officer and the Executive Director, Social Development, Finance and Administration, and on such other or amended terms and conditions acceptable to the Chief Corporate Officer (CCO), or her designate, and in a form acceptable to the City Solicitor.

2.  City Council grant an exemption from the Return on Investment requirement under the Below Market Rent Policy as the tool is under development by Social Development, Finance and Administration.

3.  City Council authorize the City Solicitor to complete the Renewal Agreement, 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.

4.  City Council authorize the Chief Corporate Officer, or her designate, to administer and manage the Renewal 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.

The purpose of this report is to obtain City Council authority to renew a Below Market Rent lease agreement with Senior Peoples' Resources in North Toronto Incorporated (SPRINT) for a further period of three (3) years for approximately 8,060 square feet of space located on the second floor of the City-owned building at 140 Merton Street in Ward 22 - St. Paul's with a possibility of increasing the rented space by 3,838 (Added Space) to 11,898 square feet subject to SPRINT's ability to pay the operating costs for the Added Space.

The Government Management Committee recommends that:

1.  City Council authorize the renewal of the Sublease with Malvern Family Resource Centre ("MFRC") for a five (5) year term substantially based on the terms and conditions set out in Appendix A to the report (August 27, 2015) from the Chief Corporate Officer and the Executive Director, Social Development, Finance and Administration, and on 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 authorize the Chief Corporate Officer to administer and manage the Sublease 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.

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.

The purpose of this report is to obtain City Council authority to renew the Below-Market Rent (BMR) Sublease agreement (the "Sublease") with Malvern Family Resource Centre for approximately 4,291 square feet of space located at 1321 Neilson Road in Ward 42 - Scarborough-Rouge River for a further 5 year period.

The Government Management Committee recommends that:

1.   City Council approve proposed amendments to Toronto Municipal Code, c.219-5, Article II (Appendix 1), to include electronic and digital records as official TTC records formats and to permit electronic and digital records to be original records for the purpose of the by-law.

2.  City Council approve the updated TTC Records Retention Schedule in a form consistent with that set out in the PricewaterhouseCoopers LLP report, attached as Appendix 2 to the report (June 29, 2015) from the Chief Financial and Administration Officer, Toronto Transit Commission.

At its meeting on Monday, June 22, 2015 the TTC Board considered the attached report entitled "Proposed Amendments to Municipal Code Chapter 219 – Toronto Transit Commission (TTC) Records Retention".

The Board approved the recommendation in the staff report, as follows:

It is recommended that the Board approve:

1. proposed amendments to Municipal Code, c.219-5, Article II (Appendix 1), to include electronic and digital records as official TTC records formats and to permit electronic and digital records to be original records for the purpose of the by-law.

2.  the updated TTC Records Retention Schedule in a form consistent with that set out in the PricewaterhouseCoopers LLP report (Appendix 2).

3.  forwarding this item to the City Clerk for Council approval and enactment of the foregoing legislative amendments.

The foregoing is submitted for the approval of City Council.

The Government Management Committee recommends that:

1.  City Council authorize the acquisition by the City of the property known municipally as 437 Rogers Road (the "Property") from The Batoni Group Ltd. (the "Vendor") for the purchase price of $650,000 and substantially on the terms and conditions contained in Appendix A to the report (September 1, 2015) from the President, Toronto Parking Authority, plus the additional expenditure of approximately $45,000 for associated costs such as land transfer tax, appraisal fees, a survey, environmental studies, and legal fees for a total estimated acquisition cost of $695,000.

2.  City Council amend the 2015 Capital Budget and 2016-2024 Capital Plan for Toronto Parking Authority by adding the capital project 437 Rogers Road Carpark Development to be funded by reallocation of capital funds from the Redevelopment of Carpark 411 project already included in the 2015 Approved Capital Budget and 2016-2024 Capital Plan in the amount of $700,000 in order to facilitate the purchase of the Property.

3.  City Council authorize the assumption of the commercial and the residential leases as described in Appendix A to the report (September 1, 2015) from the President, Toronto Parking Authority, in the event that the Toronto Parking Authority (the "TPA") and the Vendor agree that the leases will be assigned as part of the transaction.

4.  City Council direct that subsequent to acquisition, following the future termination of all leases, the Property be designated for municipal parking purposes to be managed by the Toronto Parking Authority (the "TPA").

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 437 Rogers Road from The Batoni Group Ltd.  The intention is to maintain the existing semi-detached commercial building on a leased basis until such time as it is determined that the site is ready to be redeveloped.  When redeveloped as a surface parking facility, 437 Rogers Road will be combined with the existing adjacent 24-space municipal parking facility located at 433 Rogers Road (Carpark 661) to provide a new surface carpark in order to service the short term parking needs of the surrounding neighbourhood.

The Government Management Committee recommends that:

1.  City Council approve the changes to the hourly rates and hours of operation, as described in Appendices 1 and 2 to the report (September 2, 2015) from the President, Toronto Parking Authority.

2.  City Council amend Schedule I to City of Toronto Municipal Code Chapter 910, Parking Machines to incorporate the changes set out in Recommendation 1.

3.  City Council authorize the appropriate City officials to undertake the actions necessary to implement Recommendations 1 and 2, including any amendments that may be required to by-laws, and the City of Toronto Municipal Code.

The purpose of this report is to obtain City Council authority to make targeted adjustments to the hourly rate and hours of operation to a number of on-street parking spaces operated by way of pay-and-display parking machines in the City of Toronto. The Toronto Parking Authority comprehensively reviewed the on-street parking program, specifically parking utilization, existing hourly parking rates, and the hours of operation for paid parking at all locations in the City of Toronto. It is the third comprehensive on-street rate review undertaken since amalgamation. Based on the changes made in the last rate review in 2012 and the performance of the on-street parking program since these changes went into effect, this review specifically focuses on the geographical boundaries of the hourly rates and the hours of operation in which parking is charged. These changes are based on parking usage and area changes experienced in the on-street parking program between 2012 and 2014. It should be noted that the on-street parking program has been experiencing significant revenue pressures since the 2012 changes were implemented. These pressures and potential mitigation strategies are being reported out through the 2016 Budget process.

The Licensing and Standards Committee recommends that:

1.  City Council amend Toronto Municipal Code, Chapter 545, Licensing to:

a. update the definitions of Taxicab Broker and Limousine Service Company to explicitly provide that technology-based brokerages, including Uber, are within the existing regulatory regime;

b. amend the definition of Taxicab to clarify the distinction between taxicabs and limousines; and

c. explicitly state that a Taxicab Broker and Limousine Service Company may only contract and/or connect passengers with municipally-licensed taxicabs and limousines, respectively.

2. City Council amend the Toronto Municipal Code, Chapter 545, Appendix C, "Tariff A", to reduce the initial cost, referred to as 'the drop fee', from $4.25 to $3.25 plus a reduction to the remaining overall rate by 10% effective November 1, 2015.

3. City Council direct the Executive Director, Municipal Licensing and Standards to review provisions of the Municipal Code related to taxicabs and report back to Licensing and Standards Committee by January 2016 with recommendations to lessen regulatory burden and enhance competitiveness in the municipally-licensed taxicab industry, as outlined in Attachment 1, including reviewing:

a. current fare structure;

b. vehicle requirements;

c. vehicle inspections; and

d. taxicab training.

4. City Council direct the Executive Director, Municipal Licensing and Standards to review the limousine industry and report back to Licensing and Standards Committee by January 2016 with recommendations to update and modernize the municipally-licensed limousine service, as outlined in Attachment 1, including reviewing:

a. required 20-minute pre-booked time;

b. minimum fare of $70/hour for the first two hours; and

c. ratio requirements for stretch limousines.

5. City Council direct the Executive Director, Municipal Licensing and Standards to undertake a  review of the current state of accessible ground transportation options for the public, and provide recommendations to enhance the service, including responding to outstanding directives, identifying possible funding sources to mitigate the costs of providing the service, and examining the need for incremental taxicab licence issuance.

6. City Council authorize the issuance of 100 new Toronto Taxicab Licences (TTLs) to drivers on the waiting list, in order to advance the availability of metered on-demand wheelchair accessible taxicab service, commencing November 1, 2015.

7. City Council direct the Executive Director Municipal Licensing and Standards to immediately implement and enforce the adopted recommendations, including if necessary, asking Council through the City's Budget Process, for additional dedicated by-law officers to ensure adherence to this by-law.

8. City Council request the Toronto Police Services Board to report, through the Licensing and Standards Committee, with an update on the action taken with respect to City Council's previous request regarding enforcement of unlicensed taxicabs.

The Park and Environment Committee recommends that:

This report responds to a request made by the Parks and Environment Committee at its meeting on June 22, 2015 for staff to report with business cases for proposed service standard changes by Parks, Forestry and Recreation. This report provides information on Recommendations 1, 2 and 4, which are listed below.

http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2015.PE4.6

1.  The Deputy City Manager, Cluster A, to report to the September, 2015 Parks and Environment Committee meeting with business cases for meeting the following service standards in 2016:

a.  Daily Grooming of all swimming beaches;

b.  Horticultural bed rejuvenation being conducted on a five year cycle;

c.  Implementation of the Parks Service Plan;

d.  The protection of Environmentally Sensitive Areas and parks from invasive species;

e.  A 10 year capital plan which would provide for parks sufficiency in all wards;

f.  Park path clearing in the winter;

g.  Establishment of five new community gardens per year;

h.  Twice-yearly inspections and debris removal from ravines and watercourses; and

i.  Parks, Forestry and Recreation staff review of all development applications that require tree removal or injury prior to those applications being considered by Committee of Adjustment.

2.  The Deputy City Manager, Cluster A, to report to the September, 2015 Parks and Environment Committee meeting with a business case setting out the changes necessary to the service standard (including planting and maintenance) which would return the City to its original tree canopy goal established by City Council in 2008, and the necessary funding to achieve this goal.

4.  The General Manager, Parks, Forestry and Recreation, given the impact on the City's service levels, to report to the September, 2015 Parks and Environment Committee meeting on any agreements or maintenance issues, and a summary of the length and current uses of Hydro 1 corridors in City parks and ravines.

The purpose of this report is to respond to the Planning and Growth Management Committee's request that the Chief Building Official and the Fire Chief and General Manager, Toronto Fire Services report on the development of an approach to address fire safety during the construction of mid-rise wood buildings.  The Ontario Building Code defines mid-rise buildings as buildings not more than six storeys in building height. 

In early-2015, the Province of Ontario amended the Ontario Building Code to expand the use of wood construction to buildings up to six storeys from four storeys.  Ontario followed other jurisdictions, such as British Columbia, where mid-rise wood buildings have been permitted since 2009. These changes identified the need for an approach to regulate fire safety while buildings are under construction.  

British Columbia has legislative framework in place to regulate fire safety during construction through their Provincial Fire Code, which typically assigns this responsibility to municipal fire services.  The City of Vancouver has further requirements that require larger construction sites to have Construction Safety Officers on site who are responsible for construction site safety.  The Ontario Building and Fire Codes currently do not address construction site safety.  While the Occupational Health and Safety Act regulations indirectly address some of the issues, there are no specific regulatory requirements specific to this issue in the Province.  

This report provides an overview of Toronto Building's recent activities to address this regulatory gap and reduce the risk of fires at mid-rise wood construction sites in the City of Toronto. The Division was actively involved in provincial consultations for the development of provincial guidelines for fire safety at construction sites.  Due to staff concerns about the implementation of these draft guidelines, Toronto Building and Toronto Fire Services collaborated with BILD, the Ontario Home Builders Association and the Canadian Wood Council to discuss possible approaches for fire safety at construction sites through a joint industry-City of Toronto forum. 

At this time, it does not appear that the Province of Ontario is committed to filling the regulatory gap for fire safety during construction, though they may in the future. Therefore, this report recommends that the Chief Building Official and Fire Chief jointly request that the Province of Ontario amend the Ontario Fire Code to provide regulatory clarity by adopting requirements similar to that of the National Fire Code of Canada to address fire safety during the construction of mid-rise wood buildings.    

This report has been prepared in consultation with the City Solicitor.

The Planning and Growth Management Committee recommends that:

1.  City Council direct that the proposed Official Plan amendment containing the draft proposed Greenbelt Plan Conformity amendments appended to the report (August 18, 2015) from the Chief Planner and Executive Director, City Planning, as Attachments 1 and 2 be endorsed as the basis for consultation.

2.  City Council direct the Chief Planner and Executive Director, City Planning to conduct a Statutory Open House in the Scarborough Community Council district in the fall of 2015 and continue to meet with stakeholders to obtain comments and feedback regarding the draft Official Plan amendments in Attachments 1 and 2 to the report (August 18, 2015) from the Chief Planner and Executive Director, City Planning.

3.  City Council direct that City Planning staff report back on the results of the public consultations and with a proposed Official Plan Amendment which will be considered at a statutory public meeting of Planning and Growth Management Committee in the first quarter of 2016.

The Greenbelt Act, 2005 requires municipalities to amend their Official Plans to conform with the Greenbelt Plan.  The City is undertaking its Greenbelt Plan conformity as part of the Five Year Review of the Official Plan.  This report proposes draft amendments to Chapter 2 of the Official Plan and Site and Area Specific Policy (SASP) 141 to incorporate and implement the requirements of the 2005 Greenbelt Plan. These proposed draft amendments are recommended for public consultation.

The proposed draft amendments to Chapter 2 of the Official Plan were originally included in the August 2014 report on the draft environmental policies as part of the Five Year Review of the Official Plan and were subject to public consultation in the fall of 2014.  For the purposes of completeness in reporting on the Greenbelt Plan conformity, this report consolidates all proposed amendments pertaining to the Greenbelt Plan.  Amendments are proposed to Chapter 2 that include policies that recognize the important ecological and hydrological function of river valleys that run through Toronto and connect the Greenbelt to Lake Ontario.  Map 2 is proposed to be amended to show the boundaries of the Greenbelt Protected Countryside and to identify the Don and Humber Rivers and Etobicoke Creek as river valleys that connect the Greenbelt to Lake Ontario.   

Existing SASP 141 applies to lands in the Rouge Valley from Steeles Avenue East to Twyn Rivers Drive.  The proposed amendments to SASP 141 include extending the boundaries of SASP 141 to include all of the Greenbelt Protected Countryside in the Rouge Valley from Steeles Avenue East south to Lake Ontario, and policy amendments to incorporate and implement the requirements of the Greenbelt Plan and recognize the Rouge National Urban Park.  

Attachments 1a and 1b to this report contain the proposed draft policies, text and mapping amendments proposed to be incorporated into Chapter 2 and SASP 141 of the Official Plan.  Attachments 2a and 2b show the proposed draft policies, text and mapping amendments on their own. 

This report recommends that, following public consultation on the draft policies, staff report back to the Planning and Growth Management Committee in the first quarter of 2016 on the results of the consultation and with recommended Official Plan amendments for Committee and Council's consideration.

The Planning and Growth Management Committee recommends that:

1.  City Council request the Chief Planner and Executive Director, City Planning to report annually on the Section 37 and 45 benefits secured in the preceding year.

This report provides Council with the first annual report summarizing yearly contributions secured from the application of Sections 37 and 45 of the Planning Act with respect to community benefits/capital facilities.

The City Planning staff analysis has identified that in the calendar years of 2013 and 2014 the City “secured” $112,327,762 in future cash contributions, for approximately 204 community benefits/capital facilities, through 98 site-specific zoning by-laws approved by Council or the Ontario Municipal Board (OMB) containing Section 37 provisions, and 29 Committee of Adjustment or OMB approvals of minor variances with Section 45(9) community benefit conditions attached.  In addition, the City secured 181 in-kind community benefits/capital facilities that the owner/developer had agreed to construct/provide.  These in-kind or non-monetary obligations are generally secured through a letter of credit and are contractually enforceable per the provisions of a site-specific zoning by-law and either Sections 37 or 45 agreements registered on title.  The value of the in-kind contributions, where a letter of credit has been required, is estimated at $51,928,000.

"Secured" does not mean that the money has been received by the City, but rather that there is an agreement that the applicant will provide the funds at a future date, generally at the time of application for a building permit.  Further, it should be noted that while the City may have secured a benefit, there are occasions where a project does not proceed and the community benefit may never materialize.

The Public Works and Infrastructure Committee recommends that:

1.  City Council authorize the General Manager, Solid Waste Management Services, to execute an Agreement with the Region of Peel for the transfer of Region of Peel non-hazardous municipal waste through the Disco Transfer Station on terms and conditions substantially as set out in the draft agreement in Attachment 1, including authority to amend as necessary, and otherwise on terms and conditions satisfactory to the General Manager, Solid Waste Management Services, and in a form satisfactory to the City Solicitor for a term from January 1, 2016 to December 31, 2020, with optional extensions for up to five one year periods.

The current contract between the Region of Peel (Peel) and the City of Toronto to transfer Peel non-hazardous municipal waste through the City of Toronto’s Disco Transfer Station will expire on December 31, 2015.  Peel has requested that the current arrangement be renewed for an additional five years with the option to extend the arrangement for up to five additional one year periods.

The purpose of this report is to obtain City Council approval to enter into a contract with Peel for the transfer of Peel non-hazardous municipal waste through the City of Toronto’s Disco Transfer Station for a term of five years ending on December 31, 2020, with the option to extend the agreement on the same terms and conditions for up to five additional one year periods provided that both parties agree in writing to each such extension period.  A copy of the draft agreement is included as Attachment 1.

The Public Works and Infrastructure Committee recommends that:

1. City Council approve the Vision Statement as set out in the report (September 8, 2015) from the General Manager, Solid Waste Management Services as follows:

"Waste Strategy Vision Statement:

Together we will reduce the amount of waste we generate, reuse what we can, and recycle and recover the remaining resources to reinvest back into the economy.  We will embrace a waste management system that is user-friendly, with programs and facilities that balance the needs of the community and the environment with long term financial sustainability.  Together, we will ensure a safe, clean, beautiful and healthy City for the future."

2. City Council approve the Guiding Principles as set out in the report (September 8, 2015) from the General Manager, Solid Waste Management Services as follows:

"Waste Strategy Guiding Principles:

1. Work to Mitigate Climate Change Impacts - To reduce our impact on climate change we will find solutions that reduce greenhouse gas emissions associated with our waste management system.

2. Treat Waste as a Resource- Waste is an asset that needs to be conserved. We should make best use of our waste by recovering materials and energy remaining after reducing, reusing, and recycling.

3. Prioritize our Community’s Health and Environment- The health of our residents and the environment is a priority in decision making to minimize negative impacts and to maximize the benefits.

4. Embrace Social Equity- Create an easy-to-use system that all residents and the community can understand and participate in.

5. Lead the Change- Strong leadership is taking ownership, leading by action and being responsible for the waste we produce.

6. Ensure Financial Sustainability- Financially sustainable solutions that are easy and affordable to maintain by future generations and also help to stimulate economic growth within our community.

7. Make the Future System Transparent- Future decisions on the implementation of the Strategy will be open, accessible and based on best practices and facts to find solutions that benefit all.

8. Support Development of Community Partnerships- Working together with local community groups and organizations will help us reach our goals and reduce waste more effectively and efficiently."

3. City Council approve the evaluation criteria in the following Table 3: Recommended Final Evaluation Criteria, as set out in the report (September 8, 2015) from the General Manager, Solid Waste Management Services, to be used to evaluate the options (Appendix 1) in order to begin development of a draft Long Term Waste Management Strategy, subject to the addition of the following evaluation criteria:

Under the Social Impact/Benefit Category, the criteria of Behaviour Change with the Indicator – Potential to influence or encourage behaviour resulting in sustainable waste reduction choices (e.g. buying behaviour, consistent and dedicated participation in diversion programs, etc.).

4. City Council authorize the General Manager of Solid Waste Management Services to amend the Long Term Waste Management Strategy Consultant Agreement between the City of Toronto and HDR Corporation (RFP 9119-13-3146) to extend the term of the agreement until December 31, 2016.

5. City Council request the General Manager, Solid Waste Management Services to include the following in Appendix 1 – Final List of Options in the report (September 8, 2015) from the General Manager, Solid Waste Management Services:

Under Overall System Consideration, enhanced by-law enforcement strategies and a review of best practices in order to improve waste diversion requirements in existing residential and commercial buildings. This option would also consider the additional promotion and education strategy that would be required in order to effectively implement any new and enhanced bylaws.

The Public Works and Infrastructure Committee recommends that:

1.  City Council authorize the General Manager, Transportation Services to negotiate and enter into an agreement with Traffipax LLC, being the highest overall scoring proponent meeting the requirements of RFP No. 9148-15-5000, for the supply, installation, operation, maintenance and future removal of red light camera systems for the period of five (5) years (January 1, 2017 to December 31, 2021), in the amount of $10,553,538.30 net of all taxes and charges with an option to renew, on the sole discretion of the General Manager, Transportation Services, and subject to budget approval, for an additional five (5) years (January 1, 2022 to December 31, 2026) in the amount of $7,451,781.77 net of all taxes and charges totalling $18,005,320.07 net of all taxes and charges, for a total potential cost of $18,322,213.70 net of HST Recoveries, in accordance with terms and conditions as set out in the RFP and any other terms and conditions satisfactory to the General Manager, Transportation Services, and in a form satisfactory to the City Solicitor.

The purpose of this report is to provide an update on the safety effectiveness and financial results from the current (Phase 2) red light camera operations and request authorization to award the Phase 3 contract.

The red light camera program in the City of Toronto started in 2000 with the objective to increase intersection safety for all road users by reducing the frequency of red light running. The first phase comprised of ten red light cameras. The second and current phase of 77 red light cameras started in 2007 and will be operational through 2016.  Since 2007, angle-type collisions resulting in fatality, injury and property-damage have decreased between 19 percent and 40 percent. Net revenues generated through the program are approximately $11,500,000 and associated societal cost savings have been estimated at over $58 million.

In February 2014, City Council approved issuing a Request for Proposal (RFP) to continue red light camera operations beyond 2016 under Phase 3. Accordingly, RFP No. 9148-15-5000 was issued in April 2015.  This report advises on the results of the RFP and requests authority to enter into an agreement with the recommended proponent. 

This report also provides information on the red light camera site selection process and cost estimate of the red light camera system for the period of 2017 to 2021 and for an optional five (5) year period from 2022 to 2026.

The Public Works and Infrastructure Committee recommends that:

1.  City Council authorize and direct the General Manager of Solid Waste Management Services to negotiate and enter into agreements with W.S. Nicholls Construction Inc., being the highest overall scoring proponent that met the requirements of Request for Proposal No. 9117-14-3049, to:

           a.  design, build and commission the expanded Dufferin Organics Processing Facility to process a minimum 55,000 tonnes per year of the City’s Source Separated Organic material at the Dufferin Waste Management Facility, at an estimated total amount of $81,978,300 including HST and all applicable charges, or $73,824,000 net of HST recoveries; and  b.  operate and maintain the expanded Dufferin Organics Processing Facility over a term of three (3) years from commissioning with an option to renew for up to an additional two (2) one (1) year extensions, at the sole discretion of the General Manager of Solid Waste Management Services, at an estimated total amount of $42,431,164 including HST and all applicable charges, or $38,210,577, net of HST recoveries.

2.  City Council, with the adoption of Recommendation No. 1, authorize and direct the General Manager of Solid Waste Management Services to increase the Capital Plan for the Dufferin Organics Processing Facility (CSW009) for the years 2015 through 2019 by $20,670,695, from $53,153,305 to $73,824,000 (net of HST recoveries), with annual cash flows as indicated in Table 2 of the Financial Impact section of this report with the increase funded through the Waste Management Reserve Fund.

The purpose of this report is to advise of the results of the Request for Proposals No. 9117-14-3049 to engage a Contractor to design and build an expansion of the Dufferin Organics Processing Facility (DOPF), and subsequently to operate and maintain the expanded facility.  The report further requests authority to enter into an agreement with the recommended proponent and to increase the capital budget for this project.

The Request for Proposal (RFP) yielded a fair and competitive procurement process consisting of two (2) proposals. The recommendation of award is to W.S. Nicholls Construction Inc. (W.S. Nicholls) which had the highest overall scoring proposal, (both highest scoring technical proposal and lowest cost proposal).  The highest overall scoring proposal exceeds the previously approved capital budget, therefore a request for authority to increase the capital budget is included in this report.

The expanded DOPF, once completed will provide an additional 55,000 tonnes per year of capacity to process source separated organic (SSO) materials from the City's Green Bin Program.  The combined processing capacity of the Disco Road and expanded DOPF is needed to process a significant portion of the SSO Green Bin material collected by the City of Toronto.  Subject to Council approval, construction of the expanded DOPF is expected to commence in early 2016 with commissioning and commencement of processing operations scheduled for early 2019.

The Public Works and Infrastructure Committee recommends that:

1.  City Council authorize that Fixed Fines for the "No Parking" Offences (Codes 5, 14, 16, 17, 18, 77) be increased from $40.00 to $50.00.

2.  City Council authorize that Fixed Fines for offences related to Fail to Park/Stop Parallel to Curb (Codes 11, 48, 49, 50, 51, 52, 54, 55 and 56) be increased from $15.00 to $30.00.

3.  City Council authorize that the Fixed Fine for “Stop on/over Sidewalk/Footpath” (Code 30) be increased from $60.00 to $150.00.

4.  City Council authorize that the Fixed Fines for Bus and Transit Parking related offences (Codes 320, 192) be increased from $40.00/$60.00 to $150.00.

5.  City Council authorize that the Fixed Fine for Stop Roadside-(Stopped/Parked) Vehicle (Code 31) which deals with the double parking offence when a live lane of traffic is obstructed be increased from $60.00 to $150.00.

6.  City Council authorize that the Fixed Fine for “Stop vehicle-reserved designated lane" (Code 423) be increased from $60.00 to $150.00.

7.  City Council authorize the City Solicitor to amend the appropriate by-laws to revise the fixed fine amounts in accordance with Recommendations 1 to 6, inclusive, of the report dated September 14, 2015 of the General Manager, Transportation Services Division and Treasurer.

8.  City Council authorize the City Solicitor to make the necessary application to the Regional Senior Justice of the Ontario Court of Justice to establish new/revised set fine amounts equal to the fixed fine amounts, respectively, identified in and in accordance with Recommendations 1 to 6, inclusive, of the report dated September 14, 2015, of the General Manager, Transportation Services Division and Treasurer.

This report:

a.  provides an overview of the existing Set Fine structure and makes recommendations to increase certain set fine amounts;

b.  recommends that application be made to the Regional Senior Justice in order to increase certain Parking Ticket Set Fines; and

c.  recommends that all applicable by-laws be amended in order to give effect thereto.

Municipalities across Ontario maintain a Parking Ticket Set Fine/Fixed Fines system in accordance with the Provincial Offences Act.  These Set Fines/Fixed Fines are the fines payable when offenders park illegally and receive parking tickets.  The City of Toronto reviews its Parking Ticket Set Fines/Fixed Fines annually with a view to determining the appropriateness of its fine amounts with respect to the seriousness of the offence and to compare with fine levels in other municipalities.  More recently, and with traffic congestion a priority of the City, certain parking fines which impact traffic and/or affect life-safety were reviewed to determine the appropriateness of the existing fine amounts.  Legal Services Division was consulted in the preparation of this report.

The Public Works and Infrastructure Committee forwards the item to City Council without recommendation as all motions lost on a tie vote.

The Striking Committee recommends that:

1.  City Council appoint the following Members to the Canadian National Exhibition Association, Municipal Section, for a term of office starting December 1, 2015 and ending on November 30, 2016 and until successors are appointed:

Councillor Paul Anslie

Councillor Maria Augimeri

Councillor Vincent Crisanti

Councillor Paula Fletcher

Councillor Stephen Holyday

Councillor Jim Karygiannis

Councillor Norman Kelly

Councillor Mike Layton

plus Mayor John Tory who is a member by right of office.

2.  City Council appoint the following Members to the Canadian National Exhibition Association, Board of Directors, for a term of office starting December 1, 2015 and ending on November 30, 2016 and until successors are appointed:

Councillor Paul Ainslie

Councillor Maria Augimeri

Councillor Paula Fletcher

Councillor Norman Kelly

Councillor Mike Layton

plus Mayor John Tory who is a member by right of office.

The purpose of this report is to recommend the appointment of Members of Council to the Canadian National Exhibition Association (CNEA) Municipal Section and Board of Directors.

This purpose of this report is to establish the 2016 meeting schedule for Council and its Committees.

Etobicoke York Community Council recommends that:

1.  City Council amend former City of York Zoning By-law No. 1-83, for the lands at 11 Avon Avenue substantially in accordance with the Draft Zoning By-law Amendment attached as Attachment 6 to the report (April 22, 2015) from the Director, Community Planning, Etobicoke York District.

2.  City Council amend City of Toronto Zoning By-law No. 569-2013 for the lands at 11 Avon Avenue substantially in accordance with the Draft Zoning By-law Amendment attached as Attachment 7 to the report (April 22, 2015) from the Director, Community Planning, Etobicoke York District.

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

4.  Prior to introducing the necessary Bills to City Council for enactment, require the owner to receive provisional consent approval to sever the property as per the Draft R-Plan, attached as Attachment 2 to the report (April 22, 2015) from the Director, Community Planning, Etobicoke York District, along with requisite easements and/or right-of-ways, to the satisfaction of the City Solicitor, Director of Engineering and Construction Services, and the Director, Community Planning, Etobicoke York District.

Etobicoke York Community Council recommends that:

1.  City Council amend former City of Toronto Zoning By-law No. 438-86, for the lands at 108 Vine Avenue (western portion) and 162 Vine Avenue substantially in accordance with the draft Zoning By-law Amendment attached as Attachment No. 6 to the report (August 18, 2015) from the Director of Community Planning, Etobicoke York District.

2.  City Council amend City of Toronto Zoning By-law 569-2013 for the lands at 108 Vine Avenue (western portion) and 162 Vine Avenue substantially in accordance with the draft Zoning By-law Amendment attached as Attachment No. 5 to the report (August 18, 2015) from the Director of Community Planning, Etobicoke York District.

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

4.  Before introducing the necessary Bills to City Council for enactment, require the applicant to enter into a Site Plan Agreement under Section 41(16) of the Planning Act and Section 114 of the City of Toronto Act for the proposed parking lot at 162 Vine Avenue and the grocery store at 108 Vine Avenue.

5.  Before introducing the necessary Bills to City Council for enactment, require the applicant to submit a Stormwater Management Report for the property at 162 Vine Avenue to the satisfaction of the Director, Engineering and Construction Services.

Etobicoke York Community Council recommends that:

1.  City Council amend former City of Toronto Zoning By-law No. 438-86, for the lands at 2978-2982 Dundas Street West and 406-408 Pacific Avenue substantially in accordance with the draft Zoning By-law Amendment attached as Attachment No. 6 to the report (August 18, 2015) from the Director of Community Planning, Etobicoke York District.

2.  City Council amend City of Toronto Zoning By-law 569-2013 for the lands at 2978-2982 Dundas Street West and 406-408 Pacific Avenue substantially in accordance with the draft Zoning By-law Amendment attached as Attachment No. 7 to the report (August 18, 2015) from the Director of Community Planning, Etobicoke York District.

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

The City Planning Division recommends that:

1.  City Council amend former City of North York Zoning By-law No. 7625, for the lands formerly known as 2277 Sheppard Avenue West, 100 Mainshep Road and 3035 Weston Road substantially in accordance with the draft Zoning By-law Amendment attached as Attachment 3 to the report (August 17, 2015) from the Director, Community Planning, Etobicoke York District.

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

Etobicoke York Community Council recommends that:

1.  City Council deny the request for a permit to remove one (1) privately owned tree located at 3 Dumbarton Road.

This report requests that City Council deny the request for a permit to remove one (1) privately owned tree located at 3 Dumbarton Road.  The application indicates the reason for removal is to address concerns that the tree is poorly located and has outgrown its environment.

The subject tree is a Colorado spruce (Picea pungens) measuring 45 cm in diameter.  Urban Forestry does not support removal of this tree as it is healthy, maintainable and growing in an appropriate location.

Etobicoke York Community Council recommends that:

1.  City Council deny the request for a permit to remove the two (2) private trees located at the rear of 24 Monkton Avenue.

This report requests that City Council deny the request for a permit to remove two (2) privately owned trees located in the rear yard of 24 Monkton Avenue.  The owner is requesting tree removal to address concerns that the trees have outgrown their current environment and have the potential to fail and cause damage to people and property.

The subject trees are two (2) white spruce (Picea glauca) trees measuring 36 cm and 41 cm in diameter.  The trees are healthy and in good condition both structurally and botanically. Urban Forestry does not support removal of these trees.

Etobicoke York Community Council recommends that:

1.  City Council amend City of Toronto Municipal Code Chapter 918, Parking on Residential Front Yards and Boulevards, to provide that, despite any other provisions in Code Chapter 918:

a.  Subsections 918-8 C(2) and 918-8 C(3) shall not apply to a front yard parking application for front yard parking and/or to an application for a licence to park on any portion of a boulevard where the application is for a residential property located within the area of the former City of Toronto in Ward 17 where:

 

i. (a)  the application is for a front yard parking pad adjacent to an existing mutual driveway which has a width of less than 2.2 metres measured at the narrowest point; or

 

(b)  additional ramping is not required or, if any ramping or additional ramping is required, there is no loss of an on-street permit parking space; and

 

ii.  the property meets all other requirements of Chapter 918.

 

b.  Subsections 918-9D and 918-9E shall not apply to a front yard parking pad in the area of the former City of Toronto in Ward 17 where any ramping or additional ramping is not required.

 

2.  City Council authorize and direct the appropriate staff to take the necessary steps to give effect thereto, including the introduction in Council of any bills that may be necessary to give effect to Council's decision.

Etobicoke York Community Council recommends that:

1.  City Council approve the alterations and modifications to install centre median islands on The Queensway east of Dorchester Avenue, and on The Queensway west of Parker Avenue, as indicated in Appendix “A” and generally shown on Attachment 1 and 2 to the report (July 31, 2015) from the Director, Transportation Service, Etobicoke York District.

The purpose of this report is to obtain authorization for a roadway alteration related to the installation of traffic islands, with planters (2), on The Queensway to the east and to the west of Islington Avenue. These islands will be installed as part of the 2015 resurfacing of The Queensway between a point 120 metres west of Kipling Avenue and Lady Bank Drive.

Since the Toronto Transit Commission (TTC) operates a transit service on The Queensway, City Council approval of this report is required. TTC staff has been consulted on the matter and has not objected to the proposal.

Etobicoke York Community Council recommends that:

1.  City Council, permanently close the portion of public highway, designated as Part 17 on Plan 66R-24300 (the "Highway"), attached to the report (August 19, 2015) from the Director, Transportation Services, Etobicoke-York District.

2.  City Council enact a by-law substantially in the form of the draft by-law attached as Appendix "A" to the report (August 19, 2015) from the Director, Transportation Services, Etobicoke-York District.

Etobicoke York Community Council recommends that:

1.  City Council approve rescinding the all movements permitted designation for the westerly southbound lane on Park Lawn Road, between Lake Shore Boulevard West and a point 30.5 metres north.

2.  City Council approve rescinding the left-turn only designation for the easterly southbound lane on Park Lawn Road, between Lake Shore Boulevard West and a point 30.5 metres north.

3.  City Council approve designating right-turn only, buses exempted, for the westerly southbound lane on Park Lawn Road, between Lake Shore Boulevard West and a point 30.5 metres north.

4.  City Council approve designating left-turn only for the two easterly southbound lanes on Park Lawn Road, between Lake Shore Boulevard West and point 30.5 metres north.

The purpose of this report is to obtain approval to amend the existing by-lawed lane designations for southbound traffic on Park Lawn Road, north of Lake Shore Boulevard West, to reflect current conditions changed by the recent road reconstruction.

As per the reconstruction of Park Lawn Road, between Lake Shore Boulevard West and a point just south of the Canadian National Railway (CNR) bridge, the road was widened and the lane configuration was changed from two to four southbound lanes at the intersection of Lake Shore Boulevard West and Park Lawn Road/Marine Parade Drive. The new lane configuration includes exclusive right-turn and dual left-turn lanes.

Since the Toronto Transit Commission (TTC) operates transit service on Park Lawn Road, City Council approval of this report is required. The TTC has been advised of this report.

Etobicoke York Community Council recommends that:

1.  City Council approve the amendments to parking regulations on Milvan Drive and Millwick Drive, as outlined in Appendix “A” and Appendix “B” attached to the report (July 20, 2015) from the Director, Transportation Services - Etobicoke York District.

The purpose of this report is to obtain approval to introduce “No Standing Anytime” regulations on both sides of Milvan Drive, between Toryork Drive and Millwick Drive (northwest intersection) and also on both sides of Millwick Drive, east of Milvan Drive (northwest intersection). In addition, extend the "No Parking Anytime" regulation on the north side of Millwick Drive, between a point of 162 metres southeast of Milvan Drive (northwest intersection) and Milvan Drive (southeast intersection). This will require the removal of the "No Parking Anytime" regulation on both sides of Milvan Drive, between Toryork Drive and Millwick Drive and the removal of the one hour maximum parking on the south side of Millwick Drive, between a point 30 metres southeast of Milvan Drive (northwest intersection) and a point 91 metres southeast of Milvan Drive (northwest intersection). The proposed amendments to the "No Standing Anytime" and "No Parking Anytime" prohibitions will address the concerns of the business owners about parked vehicles on Milvan Drive and Millwick Drive, and improve traffic operations on these sections of the roads.

Since the Toronto Transit Commission (TTC) operates a transit service on Milvan Drive, City Council approval of this report is required.

Etobicoke York Community Council recommends that:

1.  City Council approve the amendments to parking regulations on Toryork Drive, between Weston Road and Milvan Drive, as outlined in Appendix “A” and Appendix “B” attached to the report (July 20, 2015) from the Director, Transportation Services - Etobicoke York District.

Etobicoke York Community Council recommends that:

1.  City Council approve the removal of the on-street accessible parking space at the location identified in Appendix A attached to the report (August 10, 2015) from the Director, Transportation Services, Etobicoke York District.

Etobicoke York Community Council recommends that:

1.  City Council formally assume the services and road, known as Westowanis Drive, within the Registered Plan of Subdivision 66M-2490.

2.  City Council authorize the Director, Engineering Review to release the performance guarantee held with respect to the municipal services in accordance with the Subdivision Agreement.

3.  City Council direct that an assumption By-law be prepared to assume the public highways and municipal services within the Registered Subdivision Plan 66M-2490.

4.  City Council authorize and direct the City Solicitor to register the assumption By-law in the Land Registry Office, at the expense of the Owner.

5.  City Council authorize and direct the appropriate City officials to transfer ownership of the street lighting system constructed within the Plan of Subdivision 66M-2490 to Toronto Hydro.

6.  City Council authorize the appropriate City officials to take necessary action to give effect thereto.

This report requests Council authority for the City to assume the municipal roads and services installed in accordance with the terms of the Subdivision Agreement for Plan 66M-2490, dated October 6, 2011, between 720 Humberwood Boulevard G.P. Inc. and the City of Toronto.

Etobicoke York Community Council recommends that:

1.  City Council direct the City Solicitor to withdraw the City's appeal of the Committee of Adjustment decision for application # A228/15EYK, approving private school, day nursery and associated outdoor play area uses at 170 and 194 Evans Avenue.

On June 4, 2015, the Etobicoke York Panel of the Committee of Adjustment (the "Committee") approved application number A228/15EYK, an application for minor variances to permit a proposed private school, day nursery and associated outdoor play area at 170 and 194 Evans Avenue. The subject property is located in an Employment Zone and the proposed uses are not permitted under the Zoning By-law and do not conform with the Employment Area policies in the Official Plan. The Committee attached a condition to the decision that the approval would expire in 20 years.

On June 12, 2015, the City Solicitor appealed the decision of the Committee on behalf of the City under the direction of City Council Item ED33.9, headed "Deputy Mayor's Manufacturing Roundtable Summary Report" adopted by City Council at its meeting on August 25, 26, 27 and 28, 2014.  Recommendation 2 of ED33.9 provides the City Solicitor and appropriate City Staff with standing direction to appeal any Committee of Adjustment decision that does not conform with the Official Plan's Employment Area policies. A hearing date has not been set at the Ontario Municipal Board.

Etobicoke York Community Council recommends that:

1.  City Council authorize the City Solicitor to appear at the Ontario Municipal Board hearing in the matter of 84 Portage Avenue and oppose the appeal of the decision dated July 16, 2015 of the Committee of Adjustment- Etobicoke York Panel.

2.  City Council authorize the City Solicitor to take all necessary action to give effect to this decision.

By decision dated July 16, 2015 the Committee of Adjustment- Etobicoke York Panel ("COA") refused the severances and minor variances for the property at 84 Portage Avenue (“Subject Property”). The owner of the Subject Property has appealed the refusals to the Ontario Municipal Board (“OMB”).

The applicant is seeking to sever the property into two residential lots, and construct two new detached dwellings, one with an attached garage and the second using the existing detached garage.

In addition to the objection to the proposal voiced by area residents at the COA, Community Planning – Etobicoke York District, recommended that the application be refused. The Applicant's proposal is not in keeping with the physical character of the area, where the lots have frontages of at least 15.24 metres and lot areas of at least 580 square metres.

Authorization is being requested to oppose the appeal at the OMB and to defend the decision of the COA.

Etobicoke York Community Council recommends that:

1.  City Council re-confirm its decision of July 19, 2013, to refer the planning matter to Etobicoke York Community Council and not approve a site specific Official Plan Amendment because Council did not have all necessary material before it to make an equitable decision.

2.  City Council not approve a site specific Official Plan Amendment that would permit a development that would be more intrusive and inconsistent with the development approved by the Ontario Municipal Board on August 27, 2013.

3.  City Council not approve an Official Plan Amendment that would allow the City to enter into a conditional permit agreement or permit the issuance of a conditional building permit in violation of the Council policy of necessary compliance with Sec. 8 (3)(a) of the Building Code Act under which Council has passed the applicable zoning by-law. 

On October 17, 2013, Etobicoke York Community Council adopted a motion regarding the importance of conformity with an Official Plan when Council passes zoning by-laws. Accordingly, on July 19th, 2013, City Council elected to adhere to the Official Plan and referred the planning matter at 2522-2542 Keele St to Community Council for further deliberation and a statutory public meeting.

The protection of the public interest relies on due process and transparency that ensures public engagement, proper notification of proposed projects and procedural fairness. An absolute vital component of protecting the public interest is the requirement that Council have all necessary material, information and modified amendments before it in order to make a well informed decision that promotes reasonable outcomes and natural justice.

North York Community Council recommends that:

1.  City Council approve the request for a permit to remove one (1) privately owned tree located at 76 Kimbark Boulevard, conditional upon the property owner providing five (5) replacement trees, which can be achieved in a combination of planting on site and cash-in-lieu of planting.

This report requests that City Council deny the request for a permit to remove one (1) privately owned tree located at 76 Kimbark Boulevard.  The owner is requesting removal of this tree to facilitate the construction of a proposed in-ground swimming pool.

The subject tree is a honey locust (Gleditsia triacanthos) measuring 33.5 cm in diameter. Urban Forestry does not support removal of this tree as it is healthy, maintainable and growing in an appropriate location.

North York Community Council recommends that: