Agenda

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

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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).

October 29, 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 Items:

Executive Committee Item EX8.29

Executive Committee Item EX8.30

Economic Development Committee Item ED6.14

Public Works and Infrastructure Committee Item PW7.20

Report of the Executive Committee from Meeting 9 on October 20, 2015

Submitted by Mayor John Tory, Chair

Report of the Audit Committee from Meeting 4 on October 23, 2015

Submitted by Councillor Chin Lee, Chair

Report of the Board of Health from Meeting 4 on June 1, 2015 - Item HL4.1

Submitted by Councillor Joe Mihevc, Chair

Report of the Board of Health from Meeting 7 on October 26, 2015

Submitted by Councillor Joe Mihevc, Chair

Report of the Civic Appointments Committee from Meeting 10 on October 13, 2015

Submitted by Deputy Mayor Denzil Minnan-Wong, Chair

Report of the Community Development and Recreation Committee from Meeting 7 on October 15, 2015

Submitted by Councillor James Pasternak, Chair

Report of the Economic Development Committee from Meeting 7 on October 14, 2015

Submitted by Councillor Michael Thompson, Chair

Report of the Government Management Committee from Meeting 7 on October 5, 2015

Submitted by Councillor Paul Ainslie, Chair

Report of the Licensing and Standards Committee from Meeting 7 on October 22, 2015

Submitted by Councillor Cesar Palacio, Chair

Report of the Parks and Environment Committee from Meeting 7 on October 16, 2015

Submitted by Councillor Michelle Berardinetti, Chair

Report of the Planning and Growth Management Committee from Meeting 7 on October 8, 2015

Submitted by Councillor David Shiner, Chair

Report of the Public Works and Infrastructure Committee from Meeting 8 on October 7, 2015

Submitted by Councillor Jaye Robinson, Chair

Report of the Etobicoke York Community Council from Meeting 9 on October 6, 2015

Submitted by Councillor Mark Grimes, Chair

Report of the North York Community Council from Meeting 9 on October 6, 2015

Submitted by Councillor Maria Augimeri, Chair

Report of the Scarborough Community Council from Meeting 9 on October 6, 2015

Submitted by Councillor Chin Lee, Chair

Report of the Toronto and East York Community Council from Meeting 11 on October 6, 2015

Submitted by Councillor Mike Layton, Chair

New Business submitted by City Officials 

Councillor Janet Davis has submitted the following Administrative Inquiry:

"I am submitting this Administrative Inquiry under Municipal Code S27-61, to obtain information regarding the enforcement and prosecution of bylaw infractions related to the continued operation of Uber and UberX.

On October 2, 2015, City Council approved amendments to Chapter 545, Article VIII, of the Municipal Code to ensure that Uber, and other similar companies, are covered by the bylaw and considered taxi-brokers. These provisions require taxi-brokers to use licensed taxis only.

The City issued a notice to Uber informing the company that it must submit an application and become a licensed taxi-broker in order to bring their operations into compliance with the by-law. To date, Uber has not secured a taxi-broker licence. UberX continues to operate using privately-owned, unlicensed vehicles with inadequate insurance and untrained drivers. Uber and UberX continue to flout the law and operate illegally in the City of Toronto.

I believe that Council must be assured that our by-laws are being upheld, and that active enforcement is underway. I am therefore requesting the following information:

1. When was Uber provided notice to comply with the by-law?

2. What response has the City received from Uber?

3. What enforcement actions are being undertaken?

4. How many charges have been laid against UberX drivers?

5. How many charges have been prosecuted to date? Are we using alternative dispute resolution mechanisms?

6. What has been communicated to the general public and the industry about the by-law and enforcement?

7. What is our legal strategy for addressing continuing non-compliance?

I look forward to receiving this information in the November agenda as soon as possible. Thank you."

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

The Executive Committee recommends that:

1.  City Council adopt the vision, objectives, recommendations, and actions contained in the TO Prosperity: Toronto Poverty Reduction Strategy as outlined in Attachment A to the report (October 9, 2015) from the City Manager, the Deputy City Manager Cluster A, the Deputy City Manager Cluster B, and the Deputy City Manager and Chief Financial Officer, including the 2015 - 2018 Term Action Plan.

2.  City Council request the Deputy City Manager, Cluster A, the Deputy City Manager, Cluster B, and the Deputy City Manager and Chief Financial Officer to develop annual work plans for 2017 and 2018 based on the TO Prosperity 2015 - 2018 Term Action Plan.

3.  City Council adopt the TO Prosperity 2016 Annual Work Plan for implementation as outlined in Appendix C to the report (October 9, 2015) from the City Manager, the Deputy City Manager Cluster A, the Deputy City Manager Cluster B, and the Deputy City Manager and Chief Financial Officer, and forward the recommended initiatives with financial impacts to the City Manager for consideration as part of the 2016 Budget process.

4.  City Council direct the Deputy City Manager and Chief Financial Officer, in consultation with the Executive Director, Social Development, Finance and Administration, to include consideration of the funding needs of TO Prosperity: Toronto Poverty Reduction Strategy in the Long Term Fiscal Plan.

5.  City Council approve the establishment of the TO Prosperity Accountability Table responsible for overseeing effective engagement, implementation, and measurement of the Strategy, with membership drawn from community, residents, business, labour and academia, and key funding institutions, comprised of the following work groups:

a.  Lived Experience Advisory Group comprised of Toronto residents with lived experience of poverty to contribute their expertise to the effective development, measurement and monitoring of poverty reduction initiatives;

b.  Senior Staff Steering Committee on Poverty Reduction, chaired by the Deputy City Manager Cluster A, with membership drawn from City divisions, agencies, boards, and commissions that impact poverty in Toronto;

c.  Private Sector Roundtable comprised of Toronto business leaders to contribute strategic opportunities and investments to advance the economic, employment and development goals of the strategy;

d.  Measurement and Monitoring Working Group comprised of measurement and evaluation experts to develop and execute the strategy's monitoring plan.

6.  City Council request the Executive Director, Social Development, Finance and Administration, in consultation with the General Manager, Toronto Employment and Social Services, the Executive Director, Corporate Finance, and the Executive Director, Financial Planning to develop a cost-benefit analysis and framework for poverty-related spending as part of the TO Prosperity implementation.

7.  City Council direct the Deputy City Manager Cluster A in consultation with the Accountability Table, to monitor the implementation of TO Prosperity and provide annual progress reports to the Executive Committee.

8.  City Council forward TO Prosperity: Toronto Poverty Reduction Strategy as outlined in Attachment A to the report (October 9, 2015) from the City Manager, the Deputy City Manager Cluster A, the Deputy City Manager Cluster B, and the Deputy City Manager and Chief Financial Officer, to the City-School Boards Advisory Committee, and the Board of Health, Toronto Library Board, Toronto Transit Commission Board, Toronto Police Board, and Toronto Community Housing Corporation Board for their consideration.

9.  City Council forward TO Prosperity: Toronto Poverty Reduction Strategy as outlined in Attachment A to the report (October 9, 2015) from the City Manager, the Deputy City Manager Cluster A, the Deputy City Manager Cluster B, and the Deputy City Manager and Chief Financial Officer, to the five Local Health Integration Networks (LHIN) for Toronto and the Strategic Advisory Council of the Toronto Central LHIN for their consideration.

10.  City Council forward TO Prosperity: Toronto Poverty Reduction Strategy to the Premier of Ontario; President of the Treasury Board and Minister Responsible for the Poverty Reduction Strategy; the Minister of Children and Youth Services; the Minister of Community and Social Services; the Minister of Economic Development, Employment and Infrastructure; the Minister of Education; the Minister of Finance; the Minister of Health and Long-Term Care; the Minister of Labour; the Minister of Municipal Affairs and Housing; the Minister of Training, Colleges, and Universities; and the Minister of Transportation for consideration on program and funding alignments. 

11. City Council forward TO Prosperity: Toronto Poverty Reduction Strategy to the Prime Minister of Canada; the Minister of Citizenship and Immigration Canada; the Minister of Employment and Social Development Canada; the Minister of Finance; the Minister of Industry; the Minister of State (Social Development); and the Minister of Health for consideration on program and funding alignments.

Although Toronto is a prosperous and successful city, a growing number of its residents are living in poverty. According to Statistics Canada, close to 1 in 5 adults and more than 1 in 4 children live on an after-tax income below the Low Income Measure. This is considerably higher than the national average. At its meeting on April 1, 2014, City Council requested that the City Manager develop a City of Toronto Poverty Reduction Strategy. After a broad community engagement process, City staff brought an interim strategy to Council on July 7, 2015. City Council approved TO Prosperity: Interim Poverty Reduction Strategy in principle and directed staff to finalize the strategy.

Based on further input from residents, partners, City staff and Councillors, this report presents TO Prosperity: Toronto Poverty Reduction Strategy. Through 17 recommendations and 71 actions, TO Prosperity lays out a 20-year plan to advance equity, opportunity and prosperity for all Toronto residents. Through this strategy, the City of Toronto has the opportunity to be a leader in addressing the issues of poverty, creating meaningful solutions, and driving systemic change.

This report proposes an Implementation and Accountability Structure to oversee and coordinate the strategy's implementation, beginning with the first of five action plans, the TO Prosperity 2015 -2018 Term Action Plan. The report discusses how the Collective Impact model, an evidence-based approach increasingly used to address complex issues, shaped the development of the strategy and implementation plan. Next, it describes the five bodies that will comprise the Implementation and Accountability Structure: a multi-sector Accountability Table, a Lived Experience Advisory Group, a Senior Management Steering Committee, a Private Sector Roundtable, and a Monitoring and Evaluation Working Group. Finally, the report describes a City staff unit that will provide program management of the day-to-day activities related to the planning, implementation, evaluation, and reporting of poverty reduction actions and initiatives. This unit will lead implementation work in three critical areas: Community Engagement, Intergovernmental Partnerships, and Strategic Alignments.

The Executive Committee recommends that:

1.  City Council endorse the project scope for the George Street Revitalization as outlined in Attachment 1 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, and the Seaton House transition plan Option Two as outlined in Attachment 3 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, and forward them to the City Manager for consideration with other City priorities as part of the 2016 budget process.

2.  City Council authorize the Chief Corporate Officer to retain procurement option consultants at an estimated cost of $100,000 (net of all taxes and charges) to conduct an analysis of project procurement and delivery options.

3.  City Council direct the Chief Corporate Officer to report back by June 2016 on the recommended delivery model, the implementation funding needed and the resulting refined capital cost estimates for the George Street Revitalization as outlined in Attachment 1 and the Seaton House transition plan Option Two as outlined in Attachment 3 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer.

4.  City Council authorize the Chief Corporate Officer to enter into an amending agreement with PRISM Partners Incorporated, to extend the term and add additional services for Project Stage One (i.e. due diligence stage) to the current agreement, subject to the following conditions:

a.  that the agreement include an extension term of October 1, 2015 to February 29, 2016;

b.  that those additional services as generally set out in Attachment 2 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, which can be performed within the timeframe indicated in Recommendation 4a above, be added to the current agreement upon such other terms and conditions as satisfactory to the Chief Corporate Officer;

c.  that the total cost of the additional services for October 1, 2015 to February 29, 2016 is $244,444 (net of all taxes and charges), increasing the value of the contract from $618,000 (net of all taxes and charges) to $862,444 (net of all taxes and charges); and

d.  that the agreement be on terms and conditions satisfactory to the Chief Corporate Office and in a form satisfactory to the City Solicitor.

5.  City Council authorize the Chief Corporate Officer to enter into an amending agreement with Montgomery Sisam Architects Inc., to extend the term and add additional services for Project Stage One (i.e. due diligence stage) to the current agreement, subject to the following conditions:

a.  that the agreement include an extension term of October 1, 2015 to February 29, 2016;

b.  that those additional services as generally set out in Attachment 2 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, which can be performed within the timeframe indicated in Recommendation 5a above, be added to the current agreement upon such other terms and conditions as satisfactory to the Chief Corporate Officer;

c.  that the total cost of the additional services for October 1, 2015 to February 29, 2016 is $500,000 (net of all taxes and charges), increasing the total value of the contract from $1,095,650 (net of all taxes and charges) to $1,595,650 (net of all taxes and charges); and

d.  that the agreement be on terms and conditions satisfactory to the Chief Corporate Office and in a form satisfactory to the City Solicitor.

6.  Subject to approval of the project as part of the City's annual budget processes, City Council authorize the General Manager, Long-Term Care Homes and Services to enter into an agreement with the Ministry of Health and Long-Term Care for the development of a long-term care home as part of the George Street Revitalization.

7.  Subject to approval of the project as part of the City's annual budget processes, City Council authorize the General Manager, Long-Term Care Homes and Services to reduce the number of preferred accommodation beds at the George Street Revitalization long-term care home and apply for the provincial basic accommodation premium.

8.  City Council authorize the Chief Corporate Officer to negotiate with the Province of Ontario for the terms of possible rights to acquire the property and buildings at 311 Jarvis Street and 354 George Street ("Family Court Buildings and Detention Centre") for the construction of affordable housing and other uses, to report back on negotiations, and to explore with Infrastructure Ontario a partnership for project management services under an Alternative Financing and Procurement delivery model for those lands.

9.  City Council direct the General Manager, Long-Term Care Homes and Services and the General Manager, Shelter, Support and Housing Administration to continue working with both the Ministry of Municipal Affairs and Housing (MMAH) and the Ministry of Health and Long-Term Care (MOHLTC) to enable the George Street Revitalization model to be implemented and to maximize opportunities for increased funding and coordination of services for vulnerable people with complex health care needs.

In July 2013, City Council approved in principle the revitalization of George Street through the co-location of long-term care, shelter services and a community service hub in a new facility to replace Seaton House. Staff were authorized to undertake the necessary due diligence required to proceed with the recommended option and to report back in 2015 with more detailed design, related costs and financing plans, and a transition plan for Seaton House clients.

This report outlines the due diligence and stakeholder and community engagement that has been completed during the past two years. That work has culminated in the proposed project outlined in this report: development of a 600,000 square foot multi-purpose facility that will provide a continuum of care for vulnerable men and women, with strong links to the local community. The project, which is intended to be a catalyst to the revitalization of George Street and the adjacent Garden District neighbourhood, includes:

- Demolition of the existing Seaton House;

- New construction, integrating the adjacent designated heritage buildings, to accommodate:

  - a 100 bed emergency shelter program;

  - a 378 bed long-term care home program;

  - a 130 bed transitional assisted living program;

  - 21 units of affordable housing with supports; and

  - a community service hub;

- Transition plan for Seaton House residents that includes the acquisition of properties offsite for the temporary accommodation of capacity that will be replaced in the new George Street facility, and permanent replacement of the remaining capacity in new facilities and supportive housing units.

It is recommended that City Council endorse the project and refer it to the 2016 Capital Budget process.  It is further recommended that City Council authorize staff to retain consultants to conduct an analysis of project procurement and delivery options and report back to Council through Executive Committee by June 2016 with a recommended delivery model.  

The recommended project supports several Council priorities and strategic directions including those set out in the Strategic Plan, Housing Opportunities Toronto (HOT) 10 year plan, Toronto Poverty Reduction Strategy, Toronto Seniors Strategy, Housing Stability Service Plan, Downtown East Revitalization Strategy and Toronto Green Standard. It also provides an opportunity to address three concurrent needs:

- Seaton House, with its aging physical plant and an environment that does not meet the needs of vulnerable men experiencing homelessness, is in critical need of redevelopment;

- The City must redevelop designated long-term care homes to ensure compliance with the provincial government's updated mandatory design standards; and

- The combination of abandoned buildings and illicit activities on George Street has resulted in an air of neglect and has raised concerns for community safety.

The Executive Committee recommends that:

1. City Council direct City staff, working with the Toronto Transit Commission and Waterfront Toronto, to undertake a Phase 1 review of waterfront transit initiatives and options, and provide a status update to Executive Committee in the first quarter of 2016.

2.  City Council direct City staff to fund consulting services to assist with Phase 1 of the waterfront transit reset from the amount allocated for East Bayfront Transit in the Waterfront Revitalization Initiative capital project CWR003-10, totaling an amount not to exceed $250,000.

At its June 10-12, 2015 meeting, Toronto City Council considered report PW4.1 entitled "Gardiner Expressway and Lake Shore Boulevard East Reconfiguration Environmental Assessment (EA) and Integrated Urban Design Study – Updated Evaluation of Alternatives."  Council adopted Clause 11 which reads as follows:

"City Council direct the City Manager to report to the October 20, 2015 Executive Committee meeting on acceleration and costing of the East Bayfront LRT and analysis of how its implementation would reduce travel times under the "Hybrid" option."

This report responds to Council's request.  Council's other Gardiner East EA directions are being addressed in a series of other reports.

In considering Council's request, staff have reviewed the broader waterfront transit context and have concluded that there is a clear need for a "reset".  Recent waterfront transit planning has been ad hoc and incremental, with the result that there is no larger comprehensive plan for a transit network that can respond to the rapid transformation that is occurring along the waterfront. 

There has been significant growth in many precincts along the waterfront, including South Etobicoke, Liberty Village, Fort York, King/Spadina, City Place, South Core, and King/Parliament.  Further, significant growth is planned for emerging precincts, including Lower Yonge, East Bayfront, West Don Lands, North Keating, Port Lands and the First Gulf site.  There is currently a latent demand for transit south of Front Street as witnessed by transit loading on the King and Harbourfront streetcar services.  King Street, for example, represents the most southerly continuous east/west transit line and is regularly experiencing near or at-capacity conditions through much of the weekday peak periods.  The extent of latent and anticipated future demand creates an imperative for defining a long-term transit solution as soon as possible. 

Against this backdrop, numerous individual waterfront transit projects that would connect to the existing 509 Harbourfront Light Rail Transit (LRT) exist in different stages of approval: some EAs are in progress (Port Lands, Lower Yonge); some EAs have been approved but not implemented (East Bayfront); and some EAs were started but never completed (Waterfront West).  A map of proposed waterfront transit projects appears in Appendix 2.

As a consequence of not having a comprehensive transit network solution for the waterfront, there has been little progress in securing funding for new transit infrastructure in the area.   Small amounts of committed funding exist in the City's Waterfront Revitalization Initiative capital budget and from Waterfront Toronto's projected land development revenues; however, no single waterfront transit project is close to being funded and implemented. 

Waterfront transit is largely absent from the robust program of transit infrastructure investment currently underway and, to date, it is not under active consideration for any funding that may be available through existing Provincial and Federal government funding programs.  This, in spite of the fact that both the Waterfront West and Waterfront East LRTs are ranked in the top five unfunded rapid transit proposals in the preliminary analysis undertaken by City Planning as part of the five-year review of Official Plan transportation policies (known as "Feeling Congested?"). 

A comprehensive review of waterfront transit projects is needed immediately to articulate the opportunities and options that exist, and to propose an approach to advance waterfront transit.  A preliminary Terms of Reference for this exercise, including a public consultation strategy, has been drafted and attached as Appendix 1.  It is anticipated that the review would extend from the Long Branch GO Station in the west to Woodbine Avenue in the east, and south of the Queensway/Queen Street corridor to Lake Ontario.  The work would lead to a plan for a continuous waterfront transit network with east/west connectivity, as well as strong integrated north/south connections that would link the City to the waterfront.  This network would be further integrated with regional transit network components, including the GO and subway systems, Smart Track and connections to Scarborough.

The proposed review of waterfront transit initiatives and options would be undertaken by a consultant reporting to a team of staff from the City, TTC and Waterfront Toronto.  To ensure expediency and maximum project oversight, it is recommended that the project be managed by an interagency Executive Steering Committee, similar to the Port Lands Acceleration Initiative.  By Quarter 2 of 2016, staff would provide a progress report to Executive Committee on corridor options, preliminary costs, approvals and funding opportunities.  This would be followed by a final report to Executive Committee by the end of Quarter 3 outlining study recommendations and next steps.  The reset would be coordinated with the pending "Feeling Congested?" Official Plan transportation review currently being undertaken by City Planning.  Funds (up to $500,000) are available to conduct the reset in the Waterfront Revitalization Initiative capital budget.

A reset on waterfront transit planning would be a first step towards a transit network that can respond to the rapid transformation that is occurring along Toronto’s waterfront.  It would build on the momentum created by the three orders of government in supporting waterfront revitalization.  Further, it would prioritize projects that could be implemented in a phased manner through "Waterfront 2.0", and funded through development charges and Provincial/Federal funding programs.

The other reporting matter requested by Council in the June 2015 direction and addressed in this staff report concerns the potential of an East Bayfront LRT to reduce travel times under the Gardiner East EA Hybrid option.  The implementation of the East Bayfront LRT, and a number of other transit improvements, were already assumed in the travel time forecasts contained in staff's May 2015 Gardiner East EA report.

The Executive Committee recommends that:

1.  City Council:

     a.  write off the capital loan to the Sony Centre for the Performing Arts, in the amount of $7.002 million; and

     b.  provide funding for this write-off from either increasing debt, or the 2015 operating budget surplus.

2.  City Council:

     a.  write off the capital loan to the Toronto Centre for the Performing Arts in the amount of $10.023 million; and

     b.  provide funding for this write-off from either the Land Acquisition Reserve Fund, or the 2015 operating budget surplus.

3.  City Council request the Deputy City Manager and Chief Financial Officer to report back as part of the final 2015 year end variance report on which source of funds was used, as referred to in Recommendations 1b and 2b above.

4.  City Council:

a.  authorize a reduction in the amount of $8.1 million to the $20.0 million amount owing on a direct City loan made to the Lakeshore Arena Corporation (LAC), and that this $8.1 million reduction be considered as a shareholder capital contribution, subject to:

i.  the LAC obtaining permanent financing for the balance of the loan owing being approximately $11.9 million from a third party lender on such terms as are acceptable to the Deputy City Manager and Chief Financial Officer; and

ii.  City Council authorizing a loan guarantee for such a loan, and that the loan guarantee be deemed to be in the interest of the City;

     b.  amend the Unanimous Shareholder Declaration to require that LAC make an annual contribution to the City equal to 50 percent of net operating income, before amortization and depreciation, and that such contributions be reflected as return of capital contributions, to a limit of $8.1 million; and

c.  amend Schedule 8 of Chapter 227, Reserves and Reserve Funds, of the City of Toronto Municipal Code by establishing a discretionary reserve fund called "Lakeshore Arena Capital Reserve Fund" the purpose of which will be to receive the annual contribution equal to 50 percent of the net operating income, before amortization and depreciation, for the purpose of providing a source of funding for Parks, Forestry and Recreation capital repair projects associated with the Arena, with criteria as set out in Attachment 1 to report (October 5, 2015) from the Deputy City Manager and Chief Financial Officer.

5.  City Council, in accordance with Section 15 of the City Services Corporation Regulation 609/06, authorize City staff as deemed appropriate and as directed by the City Manager, to provide assistance to the Lakeshore Arena Corporation Board and/or subcommittee of the Board.

6.  City Council authorize the appropriate City officials to enter into any documents and agreements necessary to give effect to Recommendations 1 through 4 above, and to take the necessary action to give effect to this Report.

The Executive Committee recommends that:

1.  City Council confirm its support of the Aga Khan Foundation Canada in its efforts to obtain Provincial legislation that would enable Toronto City Council to exempt the Ismaili Centre Toronto, Aga Khan Museum and Aga Khan Park at 49 and 77 Wynford Drive from property taxes.

This report provides information on the feasibility, options, and financial and other implications of providing an exemption from property taxation for the Ismaili Centre Toronto, the Aga Khan Museum and surrounding park located at 49 and 77 Wynford Drive.  This information was requested by the Executive Committee at its meeting of March 25, 2015.

This report also addresses a letter dated September 30, 2015 received from the Aga Khan Foundation Canada requesting the support of Toronto City Council in its efforts to obtain private provincial legislation that would exempt the property from municipal and education taxes.  Additional information concerning the potential assessment and tax classification for this property, and general information on property tax exemptions for charities and similar organizations is provided to provide context for the request received from the Aga Khan Foundation.  It is recommended that the Executive Committee receive this report for information.

The Executive Committee recommends that:

1.  City Council forward the report (September 9, 2015) from the Executive Director, Social Development, Finance and Administration to the four School Boards operating in Toronto, and if approved, to the Government of Ontario.

2.  City Council express its support for the goals and recommendations outlined in Appendix B to the report (September 9, 2015) from the Executive Director, Social Development, Finance and Administration, Community Hubs in Ontario: A Strategic Framework and Action Plan to the Government of Ontario.

3.  City Council encourage the Government of Ontario to implement the recommendations in Community Hubs in Ontario: A Strategic Framework and Action Plan, with particular reference to the Short Term Strategy for School Property, which ensures the consideration of community and provincial interests when sale of public property is contemplated, offers exemptions to the fair market value requirement for the sale of school properties for community use and ensures that school boards are made whole through alternative revenue tools if a property is sold at below fair market value for community use.

4.  City Council request the Government of Ontario to invite the City of Toronto and the Association of Municipalities of Ontario to participate in the upcoming consultations on amendments to Ontario Regulation 444/98 of the Education Act, in light of recommendations set forth in Community Hubs in Ontario: A Strategic Framework and Action Plan.

5.  City Council request the Government of Ontario to invite the City of Toronto and the Toronto school boards to participate in the development of the implementation plan for the recommendations of Community Hubs in Ontario: A Strategic Framework and Action Plan, including the Short Term Strategy for School Property.

On August 10, 2015, the Government of Ontario released a report prepared by Karen Pitre, Special Advisor to the Premier on Community Hubs and Chair of the Community Hubs Framework Advisory Group, entitled, Community Hubs in Ontario: A Strategic Framework and Action Plan (hereafter, "the Report").

A number of recommendations in the Report, if adopted, would enable the City and Toronto school boards to achieve shared and complementary interests in the role of schools in local communities. The recommendations in the Report reflect information and advice submitted by City staff, and are consistent with policy goals expressed by City Council over the past number of years, regarding school lands utilization and disposition.

The Report has received broad support from stakeholders and has been endorsed by the Premier and the Minister of Education.

The main findings and recommendations in the Report are summarized below, along with a discussion of implications for the City and for Toronto school boards. The summary and analysis were prepared cooperatively by staff from City of Toronto and the Toronto-based school boards.

The Executive Committee recommends that:

1.  City Council amend Appendix A, Part 1 to the report (September 9, 2015) from the Executive Director, Social Development, Finance and Administration by adding to Intended Outcomes:

"The Community Asset Utilization Rate (CAUT) and any recommended changes to the Government of Ontario's "School Utilization rate" be submitted to the Province of Ontario."

2.  City Council approve the 2015-2016 Draft Staff Workplan, Attachment A to the report (September 9, 2015) from the Executive Director, Social Development, Finance and Administration, as amended by Recommendation 1 above, for the City-School Boards Advisory Committee.

3.  City Council direct the Executive Director, Social Development Finance and Administration, to work in coordination with the directors of the four Toronto school boards and an Interdivisional City Team, including Parks, Forestry and Recreation, Children's Services and City Planning, and the City Manager, to execute the activities of the Workplan and to report on progress before the end of 2015.

4.  City Council request the Executive Director, Social Development, Finance and Administration, to work in coordination with the Directors of the four Toronto School Boards to review options for a conflict resolution mechanism that would strengthen communication and problem-solving between the City and the School Boards, and report back on options in the first quarter of 2016.

5.  City Council direct the Executive Director, Social Development, Finance and Administration to work in coordination with the directors of the four Toronto school boards and an Interdivisional City team, including Parks, Forestry, and Recreation, Children's Services and City Planning and the City Manager, to report on strategies for strengthening community consultations on the community use of school fields and open space surrounding school buildings, prior to defining school fields or open space as surplus, and to report back to the City-School Boards Advisory Committee as part of the 2015-2016 Staff Workplan.

6. City Council forward this report to the four School Boards operating in Toronto, and if approved, to the Government of Ontario.

This report proposes a 2015-2016 Staff Workplan and Timeline for the City-School Boards Advisory Committee, as requested by the Committee at its inaugural meeting in May 2015. In addition, the report summarizes how the City-School Boards Interagency Staff team prepared the plan. This report and workplan were prepared based on input from City staff and School Boards staff.

The Executive Committee recommends that:

1.  City Council authorize the Board of Governors of Exhibition Place to amend the agreement with Cieslok Media Inc. for the sign located at 2 Strachan, subject to Cieslok obtaining all required permissions, including any amendments to Municipal Code Chapter 694, Signs, as follows:

a.  amend Section 2.0 to replace the general specifications, display areas and height of the sign with the those specifications, display areas and height set out in Option B of Appendix "D" to the report (October 2, 2015) from the Chief Executive Officer, Exhibition Place;

b.  add as a new Schedule "A-1" substantially in accordance with Appendix "D" to the report (October 2, 2015) from the Chief Executive Officer, Exhibition Place to permit the proposed configuration for the Sign shown as Option B in Appendix "D" to the report (October 2, 2015) from the Chief Executive Officer, Exhibition Place;

c.  amend Section 5.0 to require Cieslok provide the Board, without charge, with the use of ten percent of all available hours of operation on all sign faces;

d.  add a new section to the Agreement to provide for in-kind advertising opportunities on an annual basis on Cieslok digital inventory in Toronto as outlined in Confidential Attachment 1 to the report (October 2, 2015) from the Chief Executive Officer, Exhibition Place;

e.  permit Cieslok to make application to the City for the necessary approvals, including, but not limited to, any By-law amendments or permits, including a site-specific amendment to Municipal Code Chapter 694 Signs, General, required to permit the proposed modifications to the sign as more particularly set out in Option B of Appendix "D" to the report (October 2, 2015) from the Chief Executive Officer, Exhibition Place; and

f.  all other terms and conditions remain in full force and effect.

2.  City Council direct that the Confidential Attachment 1 to the report (October 2, 2015) from the Chief Executive Officer, Exhibition Place remain confidential as it pertains to the security of the property belonging to the City or one of its agencies, boards and commissions.

At its meeting on Monday, September 28, 2015 the Toronto Transit Commission Board considered the attached report entitled, "2014 Annual Human Rights Report".

The Toronto Transit Commission Board adopted the recommendations in the staff report, as follows:

1.  Receive this report for information purposes; and 

2.  Authorize forwarding this report to City Council, through the Executive Committee, for information purposes.  

The foregoing is submitted for your further handling.

The Audit Committee recommends that:

1.  City Council request the Director, Pension, Payroll and Employee Benefits Division, in consultation with the Executive Director, Human Resources Division, to review alternate ways of managing the City’s Long-Term Disability benefit program, including a review of how the Toronto Police Service and the Toronto Transit Commission manage their respective Long-Term Disability benefit programs.

2.  City Council request the City Manager to ensure contract documents are finalized by the parties within a reasonable time period after an award of the contract.  Prior to City authorization, staff should ensure the contracts fully reflect the terms and conditions in the bid proposals, in particular the terms relating to bid prices.

3.  City Council request the Director, Pension, Payroll and Employee Benefits Division, to strengthen management controls in the next Long-Term Disability Group Benefits contract.  Steps to be taken should include but not be limited to:

a.  Developing an administrative fee cost structure in the Request for Proposal (RFP) that would not inevitably provide an incentive for the Benefit Carrier to approve more Long-Term Disability claims. 

 

b.  Including appropriate clauses in the RFP to enable the Auditor General to conduct an audit of the Carrier’s claims operation and adhere to relevant privacy and confidentiality legislation.

 

c.  Including a third-party audit clause in the RFP and the audit fee to be payable by the Benefits Carrier.

 

4.  City Council request the Executive Director, Human Resources Division, to develop and track performance indicators for assessing and continuously improving the City’s return to work process for employees in receipt of Long-Term Disability benefits.

5.  City Council request the Director, Pension, Payroll and Employee Benefits Division, in consultation with the City Solicitor and the Executive Director, Human Resources Division, to review the current process to seek consent from Long-Term Disability claimants to facilitate employee return to work process.

6.  City Council request the Executive Director, Human Resources Division, to explore ways to further enhance staff awareness and knowledge of early intervention and accommodation for employees with health issues, including an assessment of alternate training delivery methods.

7.  City Council request the Director, Pension, Payroll and Employee Benefits Division, to review the amount of refund from Manulife in relation to the “Regular Medical Correspondence” charges since 2003 as part of the Long-Term Disability benefit administration agreement to ensure the refund amount is complete and accurate.

8.  City Council request the Director, Pension, Payroll and Employee Benefits Division, to request supporting documents and cost breakdowns from Manulife for all “Other Charges” in the monthly billing statement for Long-Term Disability benefit administration services.  Staff to recover charges paid by the City for which Manulife cannot provide supporting documents or reasonable cost breakdowns.

9.  City Council request the Director, Pension, Payroll and Employee Benefits Division, to incorporate in the next Request for Proposal for Long-Term Disability benefit administration a requirement for the benefit carrier to provide supporting documents and cost breakdowns for all charges.

10.  City Council request the Director, Pension, Payroll and Employee Benefits Division, to take steps to minimize overpayments to employees receiving Long-Term Disability benefits.  Such steps should include but not be limited to: 

a.  Improving management oversight. 

 

b.  Ensuring timely notification of the Benefit Carrier of employee changed status.

 

c.  Ensuring timely contacts with claimants to negotiate a payment plan to recover the overpayments. 

 

11.  City Council request the Director, Pension, Payroll and Employee Benefits Division, to explore ways to encourage better cooperation from Canada Pension Plan and Workplace Safety and Insurance Board in remitting benefit payments to City employees who are also receiving Long-Term Disability benefit payments.

12.  City Council request the Director, Pension, Payroll and Employee Benefits Division, to ensure uncollectable Long-Term Disability overpayments are written off according to City procedures and reported to the appropriate Standing Committee.

13.  City Council adopt the Confidential Recommendations contained in Confidential Attachment 1 to the report (October 6, 2015) from the Auditor General.

14.  City Council authorize the public release of the Confidential Recommendations and information contained in Confidential Attachment 1 to the report (October 6, 2015) from the Auditor General, at the discretion of the City Solicitor in consultation with the City Manager.

Beverly Romeo-Beehler, Auditor General, and Jane Ying, Senior Audit Manager, made a presentation to the Audit Committee on this Item.

The Audit Committee recommends that:

1.  City Council request the Director Revenue Services develop a process and criteria to review and identify significantly under-valued Payment in Lieu of Tax properties and initiate applications for review when warranted.

2.  City Council request the Director Revenue Services develop a process and criteria to identify where Payment in Lieu of Tax amounts paid by the government agencies are significantly less than requested amounts, and take steps to invoke the review process when warranted.

3.  City Council request the Director Revenue Services report annually to Council on Payments in Lieu of Tax amounts which remain unpaid.  Reported information should include agency name, assessment values, number of years outstanding and amounts received, and action taken to address Payment in Lieu of Tax disputes.

4.  City Council request the Director Revenue Services develop a process and criteria to identify where Payment in Lieu of Tax payments may be deemed unreasonably delayed and request supplementary payments where warranted.

5.  City Council request the Director Revenue Services automate the process for identifying, analyzing and managing the assessment review process.  At a minimum, automation should include identification of potential properties for appeal:

a.  Based on Sales and Current Value Assessment comparisons.

 

b.  Low Current Value Assessment compared to previous year.

Consideration should be given to potential benefits of leveraging a case management system such as Integrated Business Management System to track properties under review.

6.  City Council request the Director Revenue Services review all properties identified during the audit for potential appeal.

7.  City Council request the Director Revenue Services to coordinate with Municipal Property Assessment Corporation on the potential for electronically sharing data, including the status of Municipal Property Assessment Corporation inspections and related assessments on closed building permits between the City and Municipal Property Assessment Corporation.

8.  City Council request the Director Revenue Services to evaluate the potential for reviewing similar non-residential properties in close proximity to recently sold properties which have been appealed by the City.

9.  City Council request the Director Revenue Services to develop a process to periodically review tax exempt properties to determine the appropriate tax status of such properties.

10.  City Council request the Director Revenue Services to follow-up with Municipal Property Assessment Corporation on the status of the properties identified during the audit.  Those properties deemed taxable should be corrected and billed accordingly.

11.   City Council request the Director Revenue Services to evaluate the feasibility of reviewing high value under-assessed residential properties and request Municipal Property Assessment Corporation to review and update for the next roll return when appropriate.

12.  City Council request the Director Revenue Services develop additional review criteria and a process to ensure Municipal Property Assessment Corporation provided data is adequately reviewed and validated.  At a minimum, the process should include:

a.  Review of declining assessment values beyond a certain percentage when compared to the previous year.

b.  Developing exception reports to review and reconcile missing roll numbers or roll number changes from one year to the next.

c.  Develop a reporting process with Municipal Property Assessment Corporation where data provided by Municipal Property Assessment Corporation include the rationale for changes to property assessment values and property class.

13.  City Council request the Director Revenue Services to coordinate with Canada Post to evaluate efforts to increase the number of ePost subscribers.  Alternatively, the feasibility of introducing other methods of electronic bill delivery should be evaluated.

14.  City Council request the Director Revenue Services develop and implement a formal access control and review process.  A review of user access should occur periodically and unauthorized users removed from authorized user lists.

15.  City Council request the Director Revenue Services to investigate the feasibility of eliminating the use of generic user ID's and passwords.  Each user should be provided a unique user ID and password.

Alan Ash, Director, Auditor General's Office, made a presentation to the Audit Committee on this Item.

The Audit Committee recommends that:

1.  City Council request the Chief Information Officer and the Executive Director of Human Resources to assign individual responsibility for recording and tracking Enterprise eLearning Initiative project costs and report on annual project costs since 2010 including cumulative project costs.

2.  City Council request the Chief Information Officer and the Executive Director of Human Resources to develop, maintain and report on performance measures to evaluate the efficiency and effectiveness of the Enterprise eLearning Initiative prior to any contract renewal.

3.  City Council request the Chief Information Officer and the Executive Director of Human Resources to ensure actual and estimated project costs related to the development, implementation and sustainment of the Learning Management System are included in updates to the business case.

4.  City Council request the Executive Director, Human Resources and the Chief Information Officer to ensure total project costs reported at the end of the Enterprise eLearning Initiative identify and include all planning costs for the project.

5.  City Council request the Executive Director, Human Resources to develop a methodology and criteria to determine the most cost effective way to acquire more online learning content at a faster pace.

6.  City Council request the Executive Director, Human Resources to complete a Readiness Assessment of City Divisions in order to properly plan for divisional Electronic Learning Initiative implementation.

7.  City Council request the Chief Information Officer and the Executive Director of Human Resources to ensure there is a Corporate plan to address the appropriate number of Electronic Learning Initiative system administrators required at the enterprise and divisional level.

8.  City Council request the City Manager to establish a corporate funding model to implement and sustain the electronic learning management system.

9.  City Council request the Chief Information Officer and the Executive Director of Human Resources to ensure project documentation is recorded and retained in the central project repository.

10.  City Council adopt the Confidential Recommendations contained in Confidential Attachment 1 to the report (October 7, 2015) from the Auditor General.

11.  City Council direct that the information in Confidential Attachment 1 to the report (October 7, 2015) from the Auditor General remain confidential as it relates to the security of the property of the City or one of its agencies and commissions.

The Audit Committee recommends that:

1.  City Council receive the Auditor General’s 2016 Audit Work Plan, for information.

The Audit Committee recommends that:

1.  City Council receive the report (September 30, 2015) from the Auditor General, for information.

The Audit Committee recommends that:

1.  City Council request the City Treasurer to confirm that all City agencies and corporations understand the OMERS rules for determining contributory earnings and to confirm taxable benefits have been correctly included in contributory earnings, where applicable.

2.  City Council authorize the public release of Confidential Attachment 1 to the report (October 7, 2015) from the Auditor General, upon advice of the Auditor General.

The Audit Committee recommends that:

1.  City Council request the City’s Chief Corporate Officer to resolve issues to ensure the Chief Corporate Officer's delegated authority for real estate matters can be used effectively by the Toronto Parking Authority.

This report presents the results of the audit of Toronto Parking Authority's real estate activities.  The objective of the audit was to assess the control framework governing the real estate activities of the Toronto Parking Authority. 

Through its real estate activities, TPA has leveraged its assets to increase the supply of short-stay parking while also providing a financial return to the City.  It is expected that TPA will add 876 new parking spaces and replace 1,141 (net) existing parking spaces through joint venture and property acquisition transactions that have closed within the past 10 years (2006 to 2015).  TPA has realized gains from the joint venture sales of property of $134.7 million, resulting in dividends of $32.3 million to 2014 with a further $41.8 million expected for 2015. 

While it is clear that the City is receiving value, there are three areas that can be strengthened to ensure both TPA and the City as a whole are achieving maximum value. 

1.  Enhance analysis of value creation

2.  Increase transparency and accountability

3.  Improve coordination City-wide

This report contains 13 recommendations along with management's response to each recommendation. 

The Audit Committee recommends that:

1.  City Council receive the 2014 audited financial statements for the Leaside Memorial Community Gardens Arena attached as Appendix 1 to the report (October 5, 2015) from the Auditor General.

The Audit Committee recommends that:

1.  City Council approve the 2014 audited financial statements and management letters of the thirty-one (31) Business Improvement Areas attached as Appendices A to AF to the report (October 1, 2015) from the Treasurer and the Director, Business Growth Services, Economic Development and Culture.

The purpose of this report is to present the 2014 audited financial statements and management letters for thirty-one (31) Business Improvement Areas (BIAs) to Audit Committee and City Council for its approval.

The Board of Health recommends that:

1.  Effective October 1, 2015, City Council prohibit the use of hookah in establishments that are licensed or required to be licensed under Municipal Code Chapter 545, Licensing; and

2.  City Council request the Government of Ontario to enact provincial legislation that will prohibit the use of hookahs/waterpipes in all restaurants, bars, entertainment establishments, and patios, regardless of whether the substance being smoked is tobacco based or non-tobacco based shisha.

This report responds to a Board of Health (BOH) request from March 2014 to consult on measures, including prohibition, to address the health risks of hookah use in Toronto commercial establishments.

Toronto Public Health (TPH) has consulted with businesses that permit hookah use on their premises, patrons of these establishments, neighbouring businesses that do not offer hookah, local Business Improvement Areas, cultural and health organizations, community health centres and universities and colleges. TPH has also reviewed the evidence of health risks from hookah use and second-hand hookah smoke exposure, reviewed actions in other jurisdictions, scanned international legislation regulating hookah use and examined the economic impacts of hookah legislation on businesses.

These activities confirmed the need for regulation of hookah businesses based on significant health concerns associated with using a hookah to smoke any substance. A number of jurisdictions in Canada and internationally have prohibited hookah use to address these concerns. Input from community stakeholders indicated mixed views to prohibition dependant on stakeholder type, with business owners particularly concerned about the economic impact of prohibition. The TPH consultation also revealed low levels of public awareness about the health risks of hookah use.

This report proposes that the BOH request City Council to prohibit hookah (waterpipe) use in establishments licensed by the City of Toronto. Prohibiting the use of hookah in licensed premises was identified as the most health protective option to address risks from hookah use. This report also recommends that TPH conduct a comprehensive public education campaign to accompany the implementation of any regulatory change.

A report by the Executive Director, Municipal Licensing and Standards recommending amendments to Municipal Code Chapter 545, Licensing will be considered by the Licensing and Standards Committee on June 25, 2015.

This report has been prepared in consultation with the City Solicitor and Executive Director of Municipal Licensing and Standards Division.

The Board of Health recommends that:

1. City Council, on an interim basis, authorize the Deputy City Manager and Chief Financial Officer to provide one-time funding from the Emergency Human Service Reserve Fund, in order to implement continuous 24-hour cold weather drop-in services for January and February 2016. 

3.  Requested the Medical Officer of Health to report back to the Board of Health on further research and analysis, conducted in collaboration with Public Health Ontario, on the health impacts of cold weather on Toronto's general population, focusing particularly on vulnerable groups such as the elderly and individuals with pre-existing medical conditions;

4.  Requested the Medical Officer of Health to develop evidence-based messaging to inform Toronto's general population of the health risks associated with cold-weather and the precautionary actions that should be taken during periods of extreme cold to reduce the likelihood of developing cold-related injuries;

5.  Requested the Medical Officer of Health to report to the Board of Health in the early fall of 2016 on the Cold Weather Protocol for 2016-2017, such report to further review global best practices; and

6.  Forwarded the report (October 5, 2015) from the Medical Officer of Health to Shelter, Support and Housing Administration, Municipal Licensing and Standards, Toronto Office of Emergency Management, Toronto Parks Forestry and Recreation, Community Care Access Centres, Public Health Ontario, Environment Canada, Health Canada, the Director of the Environment and Energy Division, Association of Local Public Health Agencies, Canadian Public Health Association, Ontario Public Health Association, Toronto District School Board, Toronto Catholic District School Board, Toronto Police Services, Toronto Paramedic Service, Ontario Medical Association, and Toronto Transit Commission.

Cold weather can have a substantial impact on health and well-being. Exposure to periods of cold weather is of particular concern to certain groups including people with pre-existing illnesses, the elderly, children and homeless populations. People experiencing homelessness are especially vulnerable to the effects of cold due to the extended period of time spent outdoors, especially over the winter when temperatures are regularly below freezing.

To protect the homeless population from the harmful health impacts of cold weather, the City of Toronto has developed a Cold Weather Response Plan. The Plan is maintained and updated by Toronto Public Health (TPH) and provides a framework for implementing and co-ordinating cold weather response activities. These activities include issuing an Extreme Cold Weather Alert, which triggers response activities co-ordinated by Shelter, Support and Housing Administration targeted at people experiencing homelessness.

This report reviews emerging information about the impact of cold weather on health to determine whether any changes to the way Extreme Cold Weather Alerts are issued are warranted. This is based on input from a cold-weather workshop attended by key stakeholders, findings from a collaborative study between St. Michael's Hospital and TPH, and new evidence from the scientific literature. These findings support maintaining the current threshold for issuing an Extreme Cold Weather Alert when Environment Canada forecasts a temperature of -15°C or colder or a wind chill of -20 or colder, taking into consideration other environmental factors which may affect health risk.

Emerging research also supports earlier findings that people experiencing homelessness are at increased risk of cold-related morbidity, particularly from injuries such as frostbite and trench foot. In a Toronto study, the majority of these injuries were found to occur in January and February when temperatures are at their lowest. This finding supports enhanced 24- hour cold weather drop-in services for January and February as proposed by Shelter, Support and Housing Administration (SSHA).

Cold weather can also have a substantial impact on the health and well-being of the general population. People aged 65 or older and individuals with pre-existing cardiovascular illnesses are particularly vulnerable to the impacts of cold-weather. Research from Public Health Ontario (PHO) shows an increase in cardiovascular mortality in Toronto during the winter season. Based on this emerging research, TPH and PHO will conduct collaborative research on the health impacts of cold weather on Toronto's population to better understand the groups at risk. Furthermore, TPH will develop evidence-based messaging to inform the general population of the health-risks associated with cold-weather and precautionary actions that can be taken to reduce the likelihood of developing cold-related injuries.

The Board of Health:

1. Urges City Council to adopt a Living Wage policy.

This report details the results of the annual Nutritious Food Basket (NFB) survey, which tracks the affordability of healthy foods for individuals and families in Toronto. 

In 2015, the estimated weekly cost of the Nutritious Food Basket for a reference family of four in Toronto is $195.65 ($847.16 per month).  This represents an increase of 1.3 percent from 2014. 

Every year, the NFB is used to survey the prices of a prescribed list of 67 foods in grocery stores.  The foods fit with a basic, healthy diet that is consistent with Canada's Food Guide.  The Nutritious Food Basket measures the minimum cost of healthy eating for a household in Toronto and how it changes over time. 

Food prices have increased yearly since 2006, outpacing increases in minimum wage and social assistance rates.  Even households working full-time may find themselves food insecure, with limited or uncertain ability to afford healthy food.  A living wage has been identified as an effective way to reduce poverty.  The living wage is calculated to include adequate, healthy food; and assumes that a household should be food secure.  By adopting a living wage policy at the City of Toronto, those working for the City could afford adequate, healthy food for themselves and their families. 

The Civic Appointments Committee recommends that:

1. City Council appoint Geoffrey Clarkson as Chair of the Pension Committee of the Toronto Civic Employees' Pension and Benefit Fund and as Chair of the Pension Committee of the Toronto Fire Department Superannuation and Benefit Fund, at pleasure of Council, for a term of office ending on November 30, 2018 and until a successor is appointed.

2. City Council direct that the confidential information in Confidential Attachment 1 remain confidential in its entirety as it relates to personal matters about an identifiable individual being considered for appointment to the Pension Committee of the Toronto Civic Employees' Pension and Benefit Fund and the Pension Committee of the Toronto Fire Department Superannuation and Benefit Fund.

Candidate's Biography:

Geoffrey Clarkson

Geoffrey Clarkson graduated from Western University's Richard Ivey School of Business and also completed his Chartered Accountants certificate. He previously worked as a Senior Partner at Ernst & Young and Clarkson Gordon. Geoffrey has extensive board experience, including as a Chair and Trustee of the Hugh MacMillan Rehabilitation Centre (now Holland Bloorview Kids Rehabilitation Hospital). He has served as the Chair of the Toronto Civic Employees' Pension and Benefit Fund and the Toronto Fire Department Superannuation and Benefit Fund since October 2011.

The Civic Appointments Committee recommends that:

1. City Council appoint the following representatives to the French Language Advisory Committee for a term of office ending on November 30, 2018 and until successors are appointed:

- Lise Marie Baudry (Nominee from Centre francophone de Toronto)

- Diane Chaperon-Lor (Nominee from Club canadien de Toronto)

- Isabelle Girard (Nominee from Centres d'Accueil Héritage)

- Gilles Marchildon (Nominee from Association des communautés francophones de l'Ontario à Toronto)

- Guy Mignault (Nominee from Théâtre français de Toronto)

- Léonie Tchatat (Nominee from La Passerelle-Intégraiton et Dévelopment Économique)

2. City Council direct that the confidential information in Confidential Attachment 2 remain confidential in its entirety as it relates to personal matters about identifiable individuals being considered for appointment to the French Language Advisory Committee.

Candidates' Biographies:

Lise Marie Baudry - Nominee from Centre francophone de Toronto

J’habite Toronto depuis 26 ans et je me suis toujours impliquée dans diverses communautés depuis mon arrive, notamment au sein de la communauté francophone, en tant que bénévole, activiste ou employée. Depuis 2008, je dirige le Centre francophone de Toronto, le plus gros organisme communautaire francophone dans la région de  Toronto. Nous venons de déménager dans un nouveau quartier de la ville ce qui nous ouvre la voie à développer de nouveaux partenariats innovateurs qui seront bénéfiques à la communauté francophone dans son ensemble.

A resident of Toronto for 26 years, I am currently the Executive Director of Centre francophone de Toronto, the largest community-based French-language organization in the GTA. For 7 years, I managed the expansion of services to the Francophone community and oversaw a major relocation project which brings us in a neighbourhood with huge potential for innovative partnerships. I volunteered for several organizations, Francophone and others, since deciding to make Toronto my home.

Diane Chaperon-Lor - Nominee from Club canadien de Toronto

Consultante bilingue en communications et relations publiques avec plus de 30 ans d’expérience en radiodiffusion, presse écrite, dans les organismes gouvernementaux et sans buts lucratifs. Spécialisée dans le domaine des arts, de la culture, de l’éducation et de l’environnement.

Importants contacts personnels et professionnels avec les communautés multiculturelles de l’Ontario, et très engagée dans la communauté francophone. Elle détient un baccalauréat spécialisé en sciences politiques de l’Université d’Ottawa.

Bilingual communications, media relations, and media-training consultant with more than 30 years’ experience in broadcast and print media, government, and not-for-profit organizations. A political science graduate of the University of Ottawa, Diane has been a communications manager at Radio-Canada, TVOntario, and Harbourfront Centre; a consultant for The Canada Council for the Arts on the Governor General's Awards in Visual and Media Arts, for Canadian Geographic on the Canadian Environment Awards and The Canadian Atlas Online, and for the Ontario Museum Association; and has served on the boards of directors of several francophone organizations. She specializes in arts and culture, education, and the environment.

Isabelle Girard - Nominee from Centres d'Accueil Héritage

Isabelle Girard travaille depuis 7 ans pour Centres d’Accueil Héritage, un organisme qui offre du logement abordable et des services de soutien communautaires aux ainés francophones; elle en est la directrice générale depuis 2013. Auparavant, elle a occupé des postes en gestion de projet, vente et logistique dans le secteur privé. Isabelle a également siégé au conseil d’administration de Centres d’Accueil Héritage pendant 6 ans, et en a été la présidente de 2004 à 2006.

For the last 7 years, Isabelle Girard has worked for Centres d'Accueil Héritage, an organization providing affordable housing and community support services to Francophone Seniors; she has been the Executive Director since 2013. Previously, she held several positions in the private sector, in project management, sales and logistics. Isabelle was also on CAH's Board of Directors for 6 years, 2 as Chair of the Board.

Gilles Marchildon - Nominee from Association des communautés francophones de l'Ontario à Toronto

Gilles Marchildon est directeur général de Reflet Salvéo, l'entité de planification des services de santé en français pour le Grand Toronto. Avant cela, il fut directeur général d'Action positive VIH/sida, directeur des communications pour le Réseau juridique canadien VIH/sida et aussi pour l'Entraide universitaire mondiale du Canada (WUSC). Gilles préside le conseil d'administration de l'ACFO-Toronto depuis 3 ans et fut co-président du comité français de la Ville de Toronto en 2014.

Gilles Marchildon is Executive Director of Reflet Salvéo, the French-language health services planning entity for the GTA. Prior to that, he served as Executive Director at Action positive VIH/sida, as well as Director of Communications for the Canadien HIV/AIDS Legal Network and for World University Service of Canada (WUSC). Gilles has been President of the board of directors of ACFO-Toronto for over 3 years and in 2014, sat on the Francophone Advisory Committee of Toronto which he co-chaired.

Guy Mignault - Nominee from Théâtre français de Toronto

Figure populaire incontournable de la culture franco-ontarienne, grâce à ses rôles dans les téléromans Francoeur et Météo +, il œuvre avec passion à la construction de l’avenir du théâtre francophone de demain en Ontario. Guy est gouverneur de l’ÉNT depuis 2003. Comédien et metteur en scène, dont la chaleur humaine lui donne le talent de rassembleur. Depuis 1997 Guy a compris le public très diversifié de Toronto. Il a reçu les insignes de Chevalier des Arts et des Lettres de France.

Popular figure in the Franco-Ontarian cultural community thanks in part to his reoccurring roles and guest appearances on television series such as Francoeur and Météo+, Guy Mignault has been relentlessly working toward the development of the francophone theatre world in Ontario. Acting as Governor of the National Theatre School since 2003, Guy is also the Artistic Director of Théâtre français de Toronto since 1997. Thanks to his natural warmth and magnetic personality he’s come to be known, not only as an actor and theatre director, but as a community leader. Last year, he was named by the French government Chevalier de l’Ordre des Arts et des Lettres — in recognition for his significant contributions to the arts.

Léonie Tchatat – Nominee from La Passerelle-Intégration et Dévelopment Économique 

Léonie Tchatat est une franco-torontoise d’origine camerounaise. Elle est arrivée à Toronto à l’âge de 16 ans. Elle a fondé l’association des jeunes filles immigrantes francophones qui est devenue aujourd’hui La Passerelle-I.D.É.., un organisme francophone reconnu pour ses pratiques exemplaires au Canada et à l’international. Elle a conduit des initiatives novatrices pour encourager la participation économique, sociale, culturelle et civique des immigrants francophones de Toronto.

Léonie Tchatat is a Franco-Torontonian woman of Cameroonian origins. Landed in Toronto when she was 16 years old, she lead the creation of a grass-roots young Francophone immigrant woman network that eventually grew to become La Passerelle-I.D.É., a leading Francophone organization recognized for its best practices in Canada and internationally. She has lead creative initiatives to foster effective immigrant/racialized Francophone Torontonians' economic, social, cultural and civic participation.

The Community Development and Recreation Committee recommends that:

1.  City Council direct that the actions taken to have an emergency response plan at each facility be added to the Long-Term Care Services' 2016-2020 Service Plan.

2.  City Council approve Long-Term Care Homes and Services' 2016-2020 Service Plan, included as Attachment 1 to the report (September 23, 2015) from the General Manager, Long-Term Care Homes and Services, as amended by Recommendation 1 above.

This report seeks approval of Long-Term Care Homes and Services' (LTCHS) 2016-2020 Service Plan. This Plan will guide the planning and delivery of long-term care services over the next five years provided in City-operated long-term care homes and to clients receiving services in the community.

The 2016-2020 Service Plan advances the division's mission while evolving LTCHS' role and vision within the broader long-term care sector. As one of many long-term care providers within the City and province, the Service Plan outlines the current services provided by LTCHS and the larger provincial landscape in which the division operates. Existing work, available research and published literature as well as stakeholder consultations were utilized to develop the three priorities related to service delivery, resident and client need and system-level leadership.

The Community Development and Recreation Committee recommends that:

1.  City Council approve the location of a new 30 bed men's emergency shelter to be operated by Christie Ossington Neighbourhood Centre at 850/854 Bloor Street West in Ward 19 in accordance with the requirement of the Municipal Shelter By-law 138-2003.

2. City Council direct the General Manager, Shelter, Support and Housing Administration, with respect to the men's emergency shelter located at 850/854 Bloor Street West, to:

  a. Include the following conditions in the operating agreement with the service provider:

i. that the service provider will hire a local community liaison worker who will be responsible for attending the meetings of existing community and business organizations; facilitating a community liaison committee; responding to local concerns and suggestions; and other duties city staff and the service provider determine are required;

 

ii. that the service provider submit a Community Response Plan that outlines the agency's standards for responding to neighbours' concerns, to the satisfaction of the General Manager, Shelter, Support and Housing Administration;

 

iii. that the service provider ensure the men using the shelter have access to the employment, housing, health, skills workshops, and other services provided at their facilities and that local outreach is done to ensure that a local population in need is served by this shelter; and

 

iv. that no access be granted from the rear alleyway and no rear yard amenity space be granted without community consultation and approval.

  b. Ensure that Shelter, Support and Housing Administration staff attend the service provider's board meetings for no less than the first year of the shelter's operations, conduct regular site visits and review the service provider’s audited financial statements.

  c. Establish a Community Liaison Committee that includes interested residents, relevant city staff, the service provider agency, and a representative from the local Councillor's office and that this committee meet regularly and be publicly accessible.

  d. Arrange for the appropriate City staff to conduct a community safety audit of the neighbouring park and make recommendations for any changes required to maintain and improve the park.

3. City Council approve the recommended bed capacities and maximum operating contract values as set out in Appendix A to the report (September 29, 2015) from the General Manager, Shelter, Support and Housing Administration, which are in accordance with the service levels included in the 2015 Approved Operating Budget for Shelter, Support and Housing Administration.

4. City Council authorize the General Manager, Shelter, Support and Housing Administration, or his designate to enter into new or amend the existing purchase of service agreements with community agencies for the provision of shelter services up to the maximum operating contract values as outlined in Appendix A to the report (September 29, 2015) from the General Manager, Shelter, Support and Housing Administration.

5. City Council authorize the General Manager, Shelter, Support and Housing Administration, or his designate to enter into a purchase of service agreement with Fred Victor Centre to operate a 37 room Transition to Housing program in Ward 28 for women re-entering/entering the workforce, up to a maximum annualized contract value of $1.2 million.

6. City Council amend the existing authority of the General Manager, Shelter, Support and Housing Administration, or his designate, to enter into a purchase of service agreement for the establishment of a permanent 30 bed transitional and emergency housing program for LGBTQ2S youth in Ward 27 up to a maximum annualized contract value of $0.655 million by replacing the words " Egale Youth Housing Inc" with "Egale Canada Human Rights Trust".

This report recommends allocations to shelter providers to expand existing or create new shelter capacity. The recommendations complement those in the staff report "2015 Funding Allocations for Shelter and Related Services" adopted by City Council at the meeting of July 7, 8, and 9, 2015.

Through the 2015 budget process, $2.5 million was added to Shelter, Support and Housing Administration's (SSHA) base Operating Budget to address shelter occupancy pressures and meet Council's service level standard of a 90 percent occupancy rate in all sectors. In February 2015, the division initiated a Request for Expressions of Interest (REOI) process to identify community not-for-profit agencies that could establish new shelter programs or expand their existing programs. This report provides a summary of the results from that process and seeks City Council approval for the establishment of one new permanent shelter program in Ward 19 and Council authority to expand seven existing programs. The programs for which funding is recommended in this report will add a total of 91 permanent beds to the shelter system.

An additional program, which will add a further 30 permanent beds is in the process of securing a location and will be reported on separately pending the outcome of that process.

The Community Development and Recreation Committee recommends that:

1.  City Council authorize the General Manager, Shelter Support and Housing Administration to extend funding and enter into agreements for up to four years, with agencies funded through the Drop-in Request for Proposals, as outlined in Appendix A to the report (September 28, 2015) from the General Manager, Shelter, Support and Housing Administration, for up to $348,762 gross and $0 net of Community Homelessness Partnership Initiative funding subject to the approval of the 2016 and 2017, and subsequent City Operating Budgets as follows:

i.  from April 1 to December 31, 2016 for up to $261,572 gross and $0 net; and

ii. from January 1 to March 31, 2017 for up to $87,190 gross and $0 net.

2.  City Council authorize the General Manager, Shelter Support and Housing Administration to extend funding and enter into an agreement with Margaret's Housing and Community Support, as outlined in Appendix B to the report (September 28, 2015) from the General Manager, Shelter, Support and Housing Administration, for up to four years for up to $275,000 gross and $0 net of Community Homelessness Partnership Initiative funding subject to the approval of the 2016 and 2017, and subsequent City Operating Budgets as follows:

i.  from April 1 to December 31, 2016 for up to $206,250 gross and $0 net; and

ii. from January 1 to March 31, 2017 for up to $68,750 gross and $0 net.

3.  City Council authorize the General Manager, Shelter Support and Housing Administration to increase funding and enter into a new agreement with the Daily Bread Food Bank, as outlined in Appendix C to the report (September 28, 2015) from the General Manager, Shelter, Support and Housing Administration, from April 1, 2016 to March 31, 2017 for up to $330,000 gross and $0 net of Community Homelessness Partnership Initiative funding subject to the approval of the 2016 and 2017 City Operating Budgets as follows:

i.  from April 1 to December 31, 2016 for up to $247,500 gross and $0 net; and

ii. from January 1 to March 31, 2017 for up to $82,500 gross and $0 net.

4.  City Council authorize the General Manager, Shelter Support and Housing Administration to extend funding and enter into agreements with currently funded Supports to Daily Living projects as follows:

a.  to provide Supports to Daily Living funds to legacy  housing projects as base funding effective April 1, 2016 for up to $3,947,851 annually, subject to Community Homelessness Partnership Initiative funding being available and approval of the 2016 and subsequent City Operating Budgets, as follows:

i.  from April 1 to December 31, 2016 for up to $2,960,888 gross and $0 net; and

ii. from January 1 to March 31, 2017 for up to $986,963 gross and $0 net.

b.  to allocate Supports to Daily Living funds from April 1, 2016 to March 31, 2017 to agencies, as outlined in Appendix D to the report (September 28, 2015) from the General Manager, Shelter, Support and Housing Administration for one year for up to $986,028 gross and $0 net of Community Homelessness Partnership Initiative funding, subject to the approval of the 2016 and 2017 City Operating Budgets as follows:

i.  from April 1 to December 31, 2016 for up to $739,521 gross and $0 net; and

ii. from January 1 to March 31, 2017 for up to $246,507 gross and $0 net.

5.  City Council authorize the General Manager, Shelter Support and Housing Administration to enter into agreements and allocate funds for the 2016/17 Health and Safety Fund for up to $200,000 gross and $0 net of Community Homelessness Partnership Initiative funding consistent with the terms set out in Appendix G to the report (September 28, 2015) from the General Manager, Shelter, Support and Housing Administration subject to the approval of the 2016 and 2017 City Operating Budgets as follows:

i.  from April 1 to December 31, 2016 for up to $150,000 gross and $0 net; and

ii  from January 1 to March 31, 2017 for up to $50,000 gross and $0 net.

6.  City Council authorize the General Manager, Shelter Support and Housing Administration to enter into a new agreement with Neighbourhood Information Post, as outlined in Appendix E to the report (September 28, 2015) from the General Manager, Shelter, Support and Housing Administration, and allocate funds for the period October 1, 2015 to December 31, 2016, for up to $357,562 gross and $0 net of Community Homelessness Partnership Initiative funding already approved in the 2015 City Operating Budget, and $1,430,248 gross and $0 net from the Rent Bank Repaid Loan Fund, subject to the approval of the 2016 City Operating Budget as follows:

i.  from October 1, 2015 to December 31, 2015 for up to $357,562 gross and $0 net;

ii. from January 1 to December 31, 2016 for up to $1,430,248 gross and $0 net.

7.  City Council authorize the General Manager, Shelter Support and Housing Administration to enter into new agreements or amend existing agreements and allocate funds of up to 5 percent of Community Homelessness Partnership Initiative and Homeless Initiatives Fund project funds during 2016 and 2017 for up to $940,000 gross and $132,965 net to respond to:

a. emerging issues and/or unexpected situations impacting the community; and,

b.  to realign projects and fund new projects resulting from a review of currently funded and approved projects as follows:

i.  from April 1 to December 31, 2016 for up to $705,000 gross and $99,724 net; and,

ii. from January 1 to March 31, 2017 for up to $235,000 gross and $33,241 net.

8.  City Council authorize the General Manager, Shelter Support and Housing Administration to enter into new agreements and allocate funds for up to $3,000,000 gross and $0 net of Community Homelessness Partnership Initiative funding from January 1, 2016 to December 31, 2016 for two 24-hour women's drop-ins, subject to the approval of the 2016 City Operating Budget, as outlined in Appendix F to the report (September 28, 2015) from the General Manager, Shelter, Support and Housing Administration.

This report seeks authority to enter into funding agreements with community agencies that increase housing stability.

All of the funding in this report is from the provincially funded Community Homelessness Prevention Initiative (CHPI), the City of Toronto Homeless Initiatives Fund (HIF), and the Toronto Rent Bank Repaid Loan Fund.

This report makes recommendations for the allocation of $357,562 gross and $0 net of the 2015 CHPI funding, $9,700,979 gross and $99,724 net of the 2016, and $1,756,910 gross and $33,241 net of the 2017 CHPI/HIF funding, and $1,430,248 gross and $0 net of the Rent Bank Repaid Loan Fund in 2016.  In total for the 2015, 2016 and 2017 budgets, the allocation of $10,252,238 gross and $132,965 net in CHPI and HIF funds, respectively, and $1,430,248 gross and $0 net in Rent Bank Repaid Loan Fund is recommended.

Funding for the 2015 allocation is already approved in the 2015 City Operating Budget. The recommended 2016/17 allocations are subject to CHPI funding being available in 2016 and 2017 and approval of the 2016 and 2017 City Operating budgets for Shelter, Support and Housing Administration.

The Community Development and Recreation Committee recommends that:

1.  City Council approve the following 2015 Pan/Parapan American Games Host City Showcase Program allocations as recommended in Appendices A, B and C to the report (September 30, 2015) from the Executive Director, Social Development, Finance and Administration:

a.  2015 Community Legacy Initiative program allocations totalling $885,000 to four organizations;

b.  2015 Game On Toronto! program allocations totalling $106,353 to 10 organizations comprising the second and final grant instalment.

2.  City Council approve the implementation of the Toronto Youth Equity Strategy Action 1D through a $50,000 grant from the 2015 Identify 'N Impact youth program to one organization as recommended in Appendices A and D to the report (September 30, 2015) from the Executive Director, Social Development, Finance and Administration. 

This report recommends funding for the following two Host City Showcase grant programs: Community Legacy Initiative (CLI), and Game On Toronto! (GOT). Toronto's Host City Showcase Programs support the legacy of the Toronto 2015 Pan Am/Parapan Am Games. This report also recommends the allocation of a grant from the 2015 Identify 'N Impact (INI) program.

Community Legacy Initiative: Of the nine applications received from the 12 shortlisted organizations approved by City Council for the second stage of the assessment process, four are recommended for funding of $885,000. Game On Toronto!: Of the 80 eligible applications received, 16 projects were approved in 2014 for a total of $393,647. This report recommends disbursing the second and final instalment totalling $106,353 to ten of the 16 groups approved for funding in two instalments. Identify 'N Impact: This report recommends a $50,000 grant to one organization to provide grants directly to youth artists and youth-led arts groups to support the implementation of the Toronto Youth Equity Strategy.

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:

The Community Legacy Initiative invests in projects which profile and provide longer-term economic and/or social infrastructure benefits for Toronto's Latin American, South American and Caribbean communities.

Game On Toronto! provides funding to Toronto non-profit community groups, non-profit sports clubs, leagues and associations for sports development projects.

The Identify 'N' Impact Investment program funds youth-led groups to create meaningful opportunities for community involvement.

The Community Development and Recreation Committee recommends that:

1.  City Council endorse the Oakwood Vaughan Strategy and Actions as outlined in Attachment 1 to the report (September 30, 2015) from the Executive Director, Social Development, Finance and Administration, subject to the 2016 and future years' budget processes.

2.  City Council forward the Oakwood Vaughan Strategy and Actions to the Budget Committee for consideration with other City priorities for 2016.

At its meeting of August 25-28, 2014, City Council approved the staff report: Update on the Relocation of Cornerstone Place Shelter and directed City staff to undertake a set of actions in collaboration with neighbourhood stakeholders to develop an Oakwood Vaughan Strategy.

This report outlines the Oakwood Vaughan Strategy and identifies actions that can be accomplished within existing City resources and actions that require additional resources in order to implement the Strategy.

With the assistance of a third party facilitator, City staff have convened the Oakwood Vaughan Community Working Group (OVCWG) to collaborate on development of the Oakwood Vaughan Strategy. The working group includes local residents, businesses, the ward Councillor, community agency staff, and City staff.

In addition, an interdivisional Project Management Team (PMT), with representation from a number of City Divisions, Agencies and Boards including Social Development, Finance and Administration, Shelter Support and Housing Administration, Economic Development and Culture, Toronto Public Library, Toronto Public Health, Parks, Forestry and Recreation, City Planning and Toronto Police Service, has been established to facilitate internal supports for the development and implementation of the Oakwood Vaughan Strategy.

The Economic Development Committee recommends that:

1.  City Council approve changes to the eligibility and assessment criteria of the Major Cultural Organizations grant program as detailed in Appendix A to the report (September 22, 2015) from the  General Manager of Economic Development and Culture for implementation in 2016.

The purpose of this report is to recommend revisions to the Major Cultural Organizations (MCO) grant program in order to update eligibility and assessment criteria, increase the clarity and transparency of the program guidelines, and ensure the continued relevancy of the program. City Council currently provides annual operating support to eleven not-for-profit cultural organizations that are recognized as essential cultural ambassadors for the City and whose activities have a significant impact on the regional economy. They are recognized for their unique programming and activities, and they play a major role in Toronto's artistic life, have significant impact on the tourism sector, and attract attention to the city as a global cultural destination.

The key changes proposed are the establishment of three program streams, renewed eligibility thresholds and assessment criteria that are clearer and better aligned with intergovernmental funding partners. In the short term, the proposed changes will not have significant impact on the existing clients. However, these changes allow the City to anticipate increased demand and ensure transparency. Program changes will be implemented in 2016 if approved by City Council.

The purpose of this report is to recommend the appointment of the fifth City of Toronto Poet Laureate. It recommends that City Council approve the candidate identified in Confidential Attachment No. 1 for a three-year term under the terms outlined in this report.

The position of The City of Toronto Poet Laureate honours a poet who writes excellent poetry and focuses on themes that are relevant to the people who live in the city. Toronto’s Poet Laureate advocates for poetry and the arts-particularly literary arts, attracts people to the literary world, and uses his or her unique perspective to create a dialogue on contemporary issues.

This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to designate the area bounded by Spadina Avenue to the east, Lake Shore Boulevard West to the south, Strachan Avenue to the west and Front Street West/CNR corridor to the north as the CityPlace and Fort York Business Improvement Area (BIA).

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

The Economic Development Committee recommends that:

1.  City Council direct the General Manager, Economic Development and Culture and the Executive Director, Social Development, Finance and Administration to pilot the Capacity Building Program (CBP) in two Neighbourhood Improvement Areas.

2.  City Council direct the General Manager, Economic Development and Culture and the Executive Director, Social Development, Finance and Administration to report back to the Economic Development Committee in the second quarter of 2016 on the results of the early phases of the program and the feasibility and financial implications of implementing the final stages of the program in the pilot areas.

3.  City Council direct the General Manager, Economic Development and Culture and the Executive Director, Social Development, Finance and Administration to report back in 2017 on the final results of the pilot and the feasibility and financial requirements for continuing with the program.

The Economic Development Committee recommends that:

1.  City Council receive the report (September 29, 2015) from the General Manager, Economic Development and Culture for information.

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

The Government Management Committee recommends that:

1.  City Council authorize the Treasurer to adjust for accounting purposes $34.1 million in payment in lieu of taxes requests (for taxation years 1998 to 2014 inclusive) as identified in Attachments 1, 2 and 3 to the report (September 21, 2015) from the Treasurer because these requests will not be paid and to remove these receivables from the respective payment in lieu of taxes accounts.

2.  City Council authorize the Treasurer to write off $3.4 million in property tax amounts billed to tenants of federally owned properties (for taxation years 1997 to 2005) as identified in Attachment 4 to the report (September 21, 2015) from the Treasurer as uncollectible.

3.  City Council amend City of Toronto Municipal Code Chapter 71, Financial Control to delegate to the Treasurer the authority to adjust for accounting purposes outstanding payment in lieu of taxes receivables that the Treasurer, in consultation with the City Solicitor, determines will not be paid and to report annually to Council on amounts adjusted. 

This report provides information on payments in lieu of taxes (PILTs) requested from federal, provincial and municipal properties since 1998. PILTs are voluntary payments made to the City of Toronto by the federal and provincial governments to compensate the City for municipal services it delivers to their properties. In most cases, the federal and provincial governments pay the full amount of PILTs that the City requests. However, there are outstanding PILTs requested from federal and provincial bodies for the years 1998 to 2014 inclusive that the Treasurer has concluded will not be paid and seeks to adjust these amounts in the City's accounting records. Reporting on these amounts is appropriate at this time, as uncertainty regarding certain major amounts between the City and the other levels of government has been resolved.

Outstanding PILT receivables arise because:

-  The property was incorrectly assessed, e.g. wrong ownership after the sale of the property; property not subject to PILTs; or

-  The payment made by the federal or provincial government was lower than the PILT amount requested by the City.

Under provincial assessment legislation, tenants of federal and provincial property are taxable as if they were the assessed owner of the property.  The Treasurer seeks approval to write off unpaid tenant property taxes on federal properties.

The property tax amounts recommended for write-off are amounts billed to former federal tenants for which:

-  Collection was unsuccessful; and

-  The federal body that owns the property has refused to make PILTs for the unpaid former tenants' taxes.

Unpaid PILTs for certain municipal bodies are also recommended to be adjusted because these properties:

-  Are owned by the City and were incorrectly assessed as PILTable rather than exempt from PILTs;

-  Relate to PILT requests from 1998 where there is inadequate information to confirm the accuracy of PILT requested by the City.

This staff report also seeks that Council amend the Financial Control By-law to delegate to the Treasurer, in consultation with the City Solicitor, the authority to adjust for outstanding PILT receivables for accounting purposes, and to report on these amounts annually.

The Government Management Committee recommends that:

1.   City Council authorize Revenue Services Division to undertake a one-year pilot project to develop and implement the necessary programming and procedural changes to allow for monthly utility billings for low volume/residential customers, where the customer has elected to receive monthly utility billings.

2.  City Council approve that, as a condition of receiving monthly utility billings, low volume/residential customers must:

a.  be enrolled in ePost (electronic billing) to receive their billings electronically; and

b.  be enrolled in the City's Pre-Authorized Utility Payment program (automatic payment withdrawals from customers' bank accounts).

3.  City Council authorize the City Solicitor to prepare and present to City Council any necessary amending by-laws.

Utility Bills for water/sewer and solid waste management charges are generally issued under two specific billing cycles, depending on the type of property and the volume of water consumed:

-  Low Volume/Residential - Customers that consume less than 6,000 cubic metres of water annually are billed three times per year (every four months, or approximately every 120 days), and;

-  Commercial or Industrial High Volume - Customers that consume more than 6,000 cubic metres of water annually are billed on a monthly basis (every 30 days).  This includes most large commercial buildings, large residential apartment or condominium buildings and other commercial or industrial high-volume users.

This report examines the feasibility and financial and other implications of allowing low volume/residential customers to opt to receive utility bills on a monthly basis.

The Government Management Committee recommends that:

1.  City Council amend the Rental Rate in the Major Terms and Conditions for the Lease Extension, set out in Appendix A to the report (September 21, 2015) from the Chief Corporate Officer by replacing "Base rent of $41.00 per square foot of rentable area" with "Base rent of up to $45.00 per square foot of rentable area."
 

2.  City Council authorize a Lease Extension and Amending Agreement with Infrastructure Ontario, acting on behalf of Her Majesty the Queen in Right of Ontario as represented by the Minister of Economic Development, Employment and Infrastructure (the "Tenant"), for the space currently leased at 60 Queen Street West, (the "Premises"),  for a five (5) year extension term commencing on January 1, 2017, and expiring on December 31, 2021, substantially on the terms and conditions as set out in Appendix A to the report (September 21, 2015) from the Chief Corporate Officer, as amended by Recommendation 1 above, and on such other or revised terms and conditions acceptable to the Chief Corporate Officer, or his or her designate, and in a form and content acceptable to the City Solicitor.

2.  City Council authorize the Chief Corporate Officer to administer and manage the Lease Extension 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 direct that Notice be given to the Province of Ontario that the lease of Old City Hall will not be extended or renewed beyond December 31, 2021.

4.  City Council direct the Chief Corporate Officer, prior to discussions with future potential tenants and/or occupants of Old City Hall, and in consultation with Economic Development and Culture, Heritage Toronto and Heritage Preservation Services, to:

- undertake a feasibility study for museums and complementary ancillary public uses;

- undertake a public consultation process including a charrette to document feedback on potential public  uses for Old City Hall including a museum;

- develop a proposed design process; and

- report back to the Government Management Committee within two years on the results of that process.

This report makes recommendations for a strategy to secure and manage new tenants for Old City Hall once the provincial and municipal courts vacate the building. Brokerage firm Avison Young was retained by Real Estate Services to analyze both the property and market which has resulted in recommendations for a long-term ground lease capital partner to be sought for tenanting the building. This report also provides analysis of potential uses and themes for tenanting the property with a ground lease capital partner. 

This report further recommends that the existing lease between the City and the Province be extended for a term of five-years to allow the existing provincial court facilities to remain in place until the Province completes a new court facility, no later than December 31, 2021. Any lease with a ground lease partner would commence after the provincial courts relocate to their new facility.

The Government Management Committee recommends that:

1.  City Council direct that an Offer to Purchase from Toronto Community Housing Corporation for the City-owned property located at 679 Queens Quay West described as the whole of PIN 21418-0008(LT); Parcel Block 6-5, Sec AD1429; Parts 1, 2, 6 and 7 on Plan 66R-14209; Parts 9, 18, 22, 26, 27, 28 and 29 on Plan 66R-15185 except Parts 18, 19 and 24 on Plan 66R 14491; and together with rights of way as in C439834 (the "Property"), for nominal consideration, be accepted substantially on the terms and conditions outlined in Appendix A to the report (September 14, 2015) from the Chief Corporate Officer and the General Manager, Shelter, Support and Housing Administration, together with such other terms and conditions as may be deemed appropriate by the Chief Corporate Officer, and that either one of the Chief Corporate Officer or the Director of Real Estate Services be authorized to accept the Offer on behalf of the City.

2.  If required by Toronto Hydro, City Council authorize the Chief Corporate Officer to grant an easement to Toronto Hydro for its existing infrastructure on the Property on terms and conditions acceptable to the Chief Corporate Officer and in form acceptable to the City Solicitor, prior to completion of the sale of the Property to Toronto Community Housing Corporation; and that the granting of such easement be a condition precedent to the sale.

3.  City Council declare that it is in the interests of the City to transfer the Property to Toronto Community Housing Corporation for nominal consideration.

4.  City Council authorize the Chief Corporate Officer to administer and manage the sale transaction, including the provision of any consents, approvals, waivers and notices (including termination), provided that she may, at any time, refer consideration of any such matters (including their content) to City Council for its consideration and direction.

5.  City Council authorize the City Solicitor to complete the transactions on behalf of the City, including making payment of any necessary expenses and amending the closing date to such earlier or later date(s) and on such terms and conditions as she may from time to time consider reasonable.

6.  City Council declare that the housing project operated by Toronto Community Housing Corporation on the Property continues to be a social housing program within the meaning of s.453.1 of the City of Toronto Act, 2006.

7.  City Council authorize the General Manager, Shelter, Support and Housing Administration to execute on behalf of the City an amending agreement to the Assisted Housing Agreement dated December 1, 1987  as an agreement pursuant to s.453.1 of the City of Toronto Act, 2006 to ensure that the agreement continues until November 1, 2047 following transfer to Toronto Community Housing Corporation and that the required rental rates comply with the requirements of the City's Municipal Capital Facilities Housing By-law, together with such other terms and conditions as the General Manager, Shelter, Support and Housing Administration may require, and in form satisfactory to the City Solicitor, to be registered on title to the Property on closing.

8.  City Council authorize the General Manager, Shelter, Support and Housing Administration to execute on behalf of the  City an amending agreement  to the Operating Agreement dated February 12, 1986, to ensure that the agreement continues until November 1, 2047 following transfer to Toronto Community Housing Corporation, together with such other terms and conditions as the General Manager, Shelter, Support and Housing Administration may require, and in form satisfactory to the City Solicitor.

9.  City Council authorize the General Manager, Shelter, Support and Housing Administration to request and obtain any consents or approvals required under the Housing Services Act, 2011.

Toronto Community Housing Corporation ("TCHC"), operating assisted housing on part of the City-owned property known as 679 Queens Quay West (the "Property") under a nominal rent  lease expiring November 30, 2047, is obligated, under its refinancing terms with Ontario Infrastructure and Lands Corporation ("OILC"), to request the City transfer of the fee simple ownership in the Property to TCHC. The refinancing was approved by City Council on April 3, 2013 under Item EX29.2.

The remaining part of the Property is leased by the City to a tenant operating a parking garage under a nominal rent lease also expiring November 30, 2047 (the "Dylex Lease") more particularly described in this report.

The City acquired the Property from the Federal Government in 1995 for nominal consideration, subject to the said existing leases.

The purpose of this report is to obtain Council authority to transfer ownership title of the Property to TCHC at nominal consideration.

The Government Management Committee recommends that:

1.  City Council grant authority to the General Manager, Transportation Services to negotiate and enter into a non-competitive contract with Moore Canada for the supply and delivery of the "speedimailer" renewal forms and permits, printing and sealing services for the On-Street Permit Parking Program in the amount of $240,000 net of HST ($244,224 net of HST recoveries) for the period of November 3, 2015 to June 30, 2017, on terms and conditions satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor.

Transportation Services is requesting approval from City Council for a non-competitive contract with Moore Canada Corporation (Moore Canada) for "speedimailer" renewal forms and parking permits for the period November 3rd, 2015 to June 30, 2017 in the amount of $240,000 net of HST ($244,224 net of HST recoveries).

This "speedimailer" product is proprietary to Moore Canada and requires printing and sealing on their specialized equipment.  Approval of this non-competitive contract will allow Transportation Services to continue to provide permit parking services to the public until such time as a Request for Proposal (RFP) can be issued to determine if possible alternate companies are available in the marketplace to provide similar products and technology.

City Council approval is required in accordance with Municipal Code Chapter 195-1 Purchasing, and Chapter 71-11 Financial Control where the cumulative five year commitment and $500,000.00 threshold exceeds under staff authority.

The Government Management Committee recommends that:

1.  City Council authorize the General Manager, Parks Forestry and Recreation to negotiate and enter into a non-competitive agreement with Zamboni Company Limited for the supply of proprietary parts and services to Zamboni Ice Resurface Machines, Ice Conditioner Boxes and Zamboni Ice Edgers, for a period of five years from November 1, 2015 to October 31, 2020 in the amount of $719,389.00  net of taxes and ($732,049.00 net of HST recoveries), on terms and conditions satisfactory to the General Manager, Parks, Forestry and Recreation and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority to enter into a non-competitive contract with Zamboni Company Limited (Zamboni) being the only authorized dealer for the supply of proprietary parts and services to Zamboni Ice Resurface Machines, Ice Conditioner Boxes and Zamboni Ice Edgers in the amount of $719,389.00 net of HST ($732,049.00 net of HST recoveries) for a period of five years from November 1, 2015 to October 31, 2020.

City Council approval is required in accordance with Toronto Municipal Code, Chapter 71 Financial Control, Section 71-11A, where the total amount of $719,389.00 net of HST and ($732,049.00 net of HST recoveries) exceeds staff authority.

The Government Management Committee recommends that:

1.  City Council authorize the Medical Officer of Health to negotiate and enter into a contract with York University, Institute for Social Research, to participate in the Rapid Risk Factor Surveillance System (RRFSS) Partnership for the next five annual health surveillance cycles, starting December 2015, for the estimated amount of $645,000.00 net of all taxes, on terms and conditions satisfactory to the Medical Officer of Health and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority for the Medical Officer of Health to enter into a contract with York University, Institute for Social Research (ISR), to participate in the Rapid Risk Factor Surveillance System (RRFSS) Partnership for the next five annual health surveillance cycles, starting December 2015, for the estimated amount of $645,000.00 net of all taxes.

In 2000, a group of Ontario health units and the ISR developed the RRFSS Partnership to conduct ongoing, local population health surveillance to help meet the Ontario Public Health Standards (OPHS) requirements for population health assessment and surveillance, and to provide important evidence for data-driven decision-making and accountability. The ISR is the sole vendor for the RRFSS Partnership and is a not-for-profit institution and a well-respected academic partner with extensive expertise in social and health survey research.

ISR worked with Toronto Public Health (TPH) as part of the RRFSS Partnership from 2001 through 2010 to plan and implement the RRFSS for Toronto and other Ontario health units.  TPH seeks to return to the RRFSS Partnership to ensure access to local, cost effective, high quality, and comparable population health surveillance information. Funding for health unit participation in the RRFSS Partnership is cost shared with the provincial Ministry of Health and Long-Term Care (75%) on an annual basis and is within the approved 2015 budget.

City Council approval is required in accordance with City of Toronto, Municipal Code Chapter 195, Purchasing, where the current request has exceeded the Chief Purchasing Official's authority of the cumulative $500,000 commitment limit under Section 1 of the Purchasing By-Law.

The Board of Health on September 22, 2015 endorsed the following Recommendation from the report (September 4, 2015) from the Medical Officer of Health and the Director, Purchasing and Materials Management and forwards its decision to the Government Management Committee meeting of October 5, 2015 for consideration:

"That City Council authorize the Medical Officer of Health to negotiate and enter into a contract with York University, Institute for Social Research, to participate in the Rapid Risk Factor Surveillance System (RRFSS) Partnership for the next five annual health surveillance cycles, starting December 2015, for the estimated amount of $645,000.00 net of all taxes, on terms and conditions satisfactory to the Medical Officer of Health and in a form satisfactory to the City Solicitor."

The Licensing and Standards Committee forwards the item to City Council without recommendation as all motions on this item lost.

This report proposes that the use of hookahs (waterpipes) be prohibited in commercial establishments licensed under Chapter 545, Licensing. This report builds on Toronto Public Health's (TPH) research and consultation on the health risks of hookah use and effects of prohibition as reported to the June 1^st meeting of the Board of Health (BOH).

Smoking hookah jeopardizes the health and safety of workers, consumers and the general public. Non-tobacco and tobacco hookah use contribute to the social acceptability of smoking. They also pollute the air of the establishments permitting hookah use, potentially harming the employees, patrons, and nearby residents.

Legal Services and Toronto Public Health were consulted in the preparation of this report.

The Board of Health at its meeting on May 15, 2015, forwarded its decision on the report (May  14, 2015) from the Medical Officer of Health for information to the Licensing and Standards Committee and requests the Licensing and Standards Committee to consider the Board of Health's recommendations when it considers prohibiting the use of a hookah in licensed premises.

The Licensing and Standards Committee recommends that the Executive Director, Municipal Licensing and Standards provide an update to City Council on the implementation and enforcement of City Council directions with respect to Item LS6.1 - 2015 - Ground Transportation Review: Taxis, Limos, and Uber. 

Councillor Mammoliti requests that the Executive Director of Municipal Licensing and Standards provide an update to the Licensing and Standards Committee on the implementation and enforcement of the following Council directions respecting Item LS 6.1, adopted by Council on September 30, 2015: 

"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."

"11.  City Council request Uber to stop operating in the City of Toronto until such time as the Executive Director, Municipal Licensing and Standards reports on a framework to regulate ground transportation providers."

"12.  Notwithstanding the adoption of LS6.1, City Council reaffirm its intention that all persons are to comply with Chapter 545, Licensing, as amended."

The Parks and Environment Committee recommends that:

1.  City Council authorize the General Manager of Parks, Forestry and Recreation (the "General Manager") to enter into a license agreement with the Toronto Arts Council ("TAC") for the use of parks by various artists to be selected by Toronto Arts Council for the "Arts in the Parks" pilot program from May 1st, 2016 until September 30th, 2016 with the option to extend the agreement for up to two years at the sole discretion of the General Manager, on terms and conditions satisfactory to the General Manager and in a form satisfactory to the City Solicitor.

2. City Council approve the introduction of an "Arts in Parks" permit category at no charge which will allow artists to permit locations authorized by Parks, Forestry and Recreation, with the exception of Grange Park, for arts programming or installations and allow for temporary signage during such events, subject to the following criteria being met:

a.  Local Councillors will be consulted prior to any park being pre-designated for live music. If problems arise, local Councillors can request that the pre-designation be removed.

b.  In consultation with the local City Councillor, Parks, Forestry and Recreation staff will consider a cap on the number of permits issued on any single day or year in a single park.

c.  The permit will be issued to a Musician or a Music Organizer or artist without any requirement to demonstrate not for profit or charitable status. The requester for the permit can be an individual, a band, a music organizer or a group of artists.

d. The permit will be limited to one performance in a pre-designated park area, or one event comprised of multiple performances.

e. The permit holder will be able to obtain commercial sponsors for the event. Sponsors need to follow all City Policies with respect to display of logo, sample distribution, signs etc.

f. The permit holder will be able to sell their own music, art or promotional material only. Sale of any other items are not allowed.

g. In locations pre-designated by Parks, Forestry and Recreation as a musical permit location, amplified sound cannot exceed 85 decibels, measured from the end of the park, or in the case of a large park, to the edge of a designated area. Events not using amplified sound will not be required to obtain a Noise Exemption permit from Municipal Licensing and Standards.

h. The permit holder would comply with all noise by-laws.

i. The permit holder would provide the City of Toronto with a Commercial General Liability insurance policy for $2 million coverage. The policy can be obtained through the permit office during the application for the permit.

j. In order to enhance turnaround times, permits for pre-approved locations will be issued with a one week turnaround subject to availability and meeting other permit conditions. A designated permit officer will be assigned for these permits.

k. If the event includes one or more of the following conditions, it will require a Special Event or a Commercial Special Event Permit at the Council approved rates:

1.  Sale or service of food to the public;
2.  Construction /installation of large tents, or stages;
3.  Serving or selling alcohol;
4.  Use of a hot air balloon;
5.  Amusement type rides and games i.e. Bouncing castle;
6.  Entrance fees, donations in lieu of entrance fees, running a lottery, draw or raffle;
7.  Fireworks;
8.  The use of generator(s) in the park for reasons other than operating the sound amplification equipment.

3.  City Council approve the introduction of a "Music in Parks" permit category at no charge which will allow musicians to permit locations authorized by Parks, Forestry and Recreation, with the exception of Grange Park, for live performances and allow for temporary signage during such events, provided that sponsorship signage not exceed 50 percent of the total sign area, subject to the following criteria being met:

a. Local Councillors will be consulted prior to any park being pre-designated for live music. If problems arise, local Councillors can request that the pre-designation be removed.

b. In consultation with the local City Councillor, Parks, Forestry and Recreation staff will consider a cap on the number of permits issued on any single day or year in a single park.

c. The permit will be issued to a Musician or a Music Organizer or artist without any requirement to demonstrate not for profit or charitable status. The requester for the permit can be an individual, a band, a music organizer or a group of artists.

d. The permit will be limited to one performance in a pre-designated park area, or one event comprised of multiple performances.

e. The permit holder will be able to obtain commercial sponsors for the event. Sponsors need to follow all City Policies with respect to display of logo, sample distribution, signs etc.

f. The permit holder will be able to sell their own music, art or promotional material only. Sale of any other items are not allowed.

g. In locations pre-designated by Parks, Forestry and Recreation as a musical permit location, amplified sound cannot exceed 85 decibels, measured from the end of the park, or in the case of a large park, to the edge of a designated area. Events not using amplified sound will not be required to obtain a Noise Exemption permit from Municipal Licensing and Standards.

h. The permit holder would comply with all noise by-laws.

i. The permit holder would provide the City of Toronto with a Commercial General Liability insurance policy for $2 million coverage. The policy can be obtained through the permit office during the application for the permit.

j. In order to enhance turnaround times, permits for pre-approved locations will be issued with a one week turnaround subject to availability and meeting other permit conditions. A designated permit officer will be assigned for these permits.

k. If the event includes one or more of the following conditions, it will require a Special Event or a Commercial Special Event Permit at the Council approved rates: 

1.  Sale or service of food to the public;
2.  Construction /installation of large tents, or stages;
3.  Serving or selling alcohol;
4.  Use of a hot air balloon;
5.  Amusement type rides and games i.e. Bouncing castle;
6.  Entrance fees, donations in lieu of entrance fees, running a lottery, draw or raffle;
7.  Fireworks;
8.  The use of generator(s) in the park for reasons other than operating the sound amplification equipment.

 4.  City Council authorize the General Manager, Parks, Forestry and Recreation to allow Commercial/Private Special Events at the following eleven (11) designated parks on a permanent basis, and at other parks on a case-by-case basis:

The purpose of this report is to update Council on a number of initiatives in parks, Forestry and Recreation ("PF&R") to enhance the public's overall experience in the City parks, including new initiatives to enhance arts and music performances in parks, confirming the Commercial and Private Special Events in parks as a permit category, and internal administrative initiatives to enhance the permitting process.

The first part of the report focuses on two initiatives that will enhance arts and music programming in parks. The report introduces the new "Arts in the Parks" program and seeks authority to enter into a license agreement with Toronto Arts Council ("TAC") to initiate a pilot program where TAC will provide grants to artists for various multimedia activations in approximately 22 parks in 22 Wards. As a part of the initiative to enhance arts in parks, the report also seeks a new permit category for both Music and Arts in Parks which will allow artists and musicians, to stage performances in selected locations.

The second part of the report reports back on the Commercial Special Events pilot program conducted in 2014 allowing PF&R to assess the viability of allowing commercial events in selected city parks, while ensuring impacts to other park users and local neighbourhoods were minimized.  The report outlines the success of this program and seeks authority to continue commercial and private events in City parks.

The report also provides an update on various administrative initiatives to improve the permitting process, which includes hiring an external consultant to review the process and identify any opportunities to improve the process with a focus on simplifying the permit process and reducing the timelines for processing permit applications.

This report will be considered in conjunction with the deferred report from the August 15, 2014 meeting of the Parks and Environment Committee titled, "Update on Review of permitting Procedures for Park Events and Volunteer Activities'".

In July 2010, Council directed staff to use the Mid-Rise Building Performance Standards in the evaluation of mid-rise development proposals.  Council also adopted a monitoring period to the end of 2014 in order to measure the effectiveness of the Standards. 

This report represents the results of over five years of monitoring of the Performance Standards through data analysis of mid-rise building applications and consultation with city staff, City Council and external stakeholders (e.g. local residents and ratepayer groups, architects, urban designers, planners and developers), including experiences at the Ontario Municipal Board and advice from the Design Review Panel.  Review of the data analysis coupled with feedback received guided the recommended changes to the Performance Standards set forth in this report.

This report recommends that the Planning and Growth Management Committee approve the proposed changes to the Performance Standards, and update the guidelines to be stylistically formatted into the City of Toronto urban design guideline template.

In general, the monitoring and consultations have indicated that the Performance Standards are working well, requiring only a few changes.  The recommended changes include: additional guidelines for very deep lots; slight adjustments and guidance for grade related retail uses; maximum height in Character Areas with narrow right-of-ways; and more clarity and elaboration regarding the minimum 5 hours of sunlight and stepbacks requirements.  Minor corrections to the Retail Priority and Character Area maps are also needed, and a few Performance Standards were deemed redundant and are suggested to be removed altogether.  A summary of the feedback is documented in Attachment 1, while the data collected is presented in Attachment 2.

This report presents recommended environmental policies and the designation of 68 new and the expansion of 14 existing Environmentally Significant Areas (ESA). The proposed changes to the environmental policies are the result of extensive consultation with stakeholders including environmental groups, community associations, the general public, the development industry, City Divisions including Parks, Forestry and Recreation, Toronto Water, Public Health, Environment and Energy, the Toronto and Region Conservation Authority (TRCA) and with the Ministries of Municipal Affairs and Housing (MMAH), and Environment and Climate Change (MOECC).  The proposed ESA designations are the result of detailed review of previous studies and extensive field surveys carried out between 2009 and 2012.  

The recommended Official Plan amendment appended to this report as Attachment 1a contains a series of specific, strategic policy revisions to strengthen, refine and clarify existing policies, address Council direction on Climate Change and bring the Official Plan into conformity with the 2014 Provincial Policy Statement.  The recommended amendments to the existing text, policies and mapping will enhance the policies related to energy, biodiversity, natural environment, environmentally significant areas, water, natural hazards, lake filling and green infrastructure and assist the City to address climate change.  Attachment 2 illustrates how the Official Plan will read if the amendments proposed in Attachment 1a are adopted.

Pursuant to Section 26 of the Planning Act and in accordance with Council's direction at its June 10, 2015 meeting, this report and the proposed Official Plan Amendment was tabled at the September 16, 2015 meeting of the Planning and Growth Management Committee and is the subject of a statutory Public Meeting at the Planning and Growth Management Committee's October 8, 2015 meeting.  The Statutory Open House to consider the recommended policies was held on June 18, 2015.

The Public Works and Infrastructure Committee recommends that:

1. City Council endorse in principle the proposed Congestion Management Plan (2016-2020) in the report (August 31, 2015) from the General Manager, Transportation Services.

2. City Council direct the General Manager, Transportation Services to report back to the Public Works and Infrastructure Committee semi-annually on the Congestion Management Plan.

The purpose of this document is to report on the status of the Congestion Management Plan (2014-2018) and to request City Council's endorsement of an updated Congested Management Plan (2016-2020).

The Congestion Management Plan (2014-2018) which was unanimously adopted by City Council at its meeting of December 16-18, 2013, has resulted in improved management of traffic congestion on Toronto's streets and expressways.  This has been achieved through the expanded use of existing and new technologies, operation enhancements as well as increased enforcement and information sharing.

In 2016, the Transportation Services Division will build on the successes of those activities initiated in 2014 and 2015, and plan for those activities to be undertaken within the next five years. In this respect, Transportation Services has updated, refined and enhanced the City of Toronto Congestion Management Plan (CMP) for the period of 2016 to 2020. Some the new initiatives in the CMP Update (2016-2020) include:

- Expanded traffic monitoring and management to mitigate congestion;
- Expanded communication of traveller information;
- 'Big Data' Traffic Management
- Connected / Autonomous Vehicle Preparedness
- Expanded Bicycle Network and New Bicycle Detection Technologies;
- More resilient systems infrastructure to ensure continuous operations; and
- Travel Demand Management

Transportation staff is responsible for conducting studies throughout the City to calculate volume, delays, pedestrian crossings, and several other factors in order to determine whether traffic calming or control measures are warranted.

Depending on the area, peak periods and average periods can fluctuate greatly.  Morning rush hour may be the busiest time in one area, with lunch time, afternoon rush, or evenings as the busiest times in another.

As a result, despite best efforts from Staff to find an appropriate representation of the area in question, local Councillors and residents on occasion disagree with these studies, saying that they are not an accurate portrayal of the usage and volumes.  This often results in the implementation of traffic control measures that go against our professional staff's recommendations, additional use of staff time for reassessments when requested, additional costs, and traffic measures implemented that do not solve the underlying issue.

Etobicoke York Community Council recommends that:

1.  City Council grant the request for a permit to remove one (1) privately-owned tree located at 42 Lothian Avenue.

This report requests that City Council deny the request for a permit to remove one (1) privately-owned tree located a 42 Lothian Avenue. The owner is requesting removal of this tree to address concerns that the tree is unsightly and may be unsafe due to a slight lean.

The subject tree is a white spruce (Picea glauca) measuring 33 cm in diameter, located in the rear yard of 42 Lothian Avenue. 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 approve the installation of mid-block pedestrian activated traffic control signals on Trethewey Drive at a point approximately 86 meters east of Platinum Drive/Tedder Street.

The purpose of this report is to obtain approval for the installation of a mid-block traffic control signals on Trethewey Drive at a point approximately 86 metres east of Platinum Drive in order to facilitate safe crossings for pedestrians. Since the Toronto Transit Commission (TTC) provides service on Trethewey Drive, City Council approval of this report is required.

The installation of a pedestrian crossover (PXO) is justified as the technical criteria have been met; however, a PXO on Trethewey Drive would not be suitable given the 5-lane cross section at this intersection and the failure of the suitability criteria on this minor arterial road. As an alternative, installing a pedestrian activated mid-block signals at this location would provide a safe and convenient access for pedestrians crossing Trethewey Drive.

Etobicoke York Community Council recommends that:

1.  City Council approve the installation/removal of on-street accessible parking spaces at the locations identified in Appendix A attached to the report dated September 17, 2015, from the Director, Transportation Services, Etobicoke York District.

The purpose of this report is to obtain approval for the installation/removal of on-street accessible parking spaces for persons with disabilities.

As the Toronto Transit Commission (TTC) operates a transit service on the subject streets, City Council approval of this report is required.

I am requesting that this item be added to the agenda as it is urgent in nature. The area adjacent to 2372 Finch Avenue West is zoned as parkland. It was re-zoned previously to allow the community to enjoy the wood lot and green space. Currently there is a fence at the South end of the parkland facing Finch that was supposed to have been removed but never was.

Recently there has been vocal interest from local community groups to have the fence moved in order to utilize the parkland. In particular, the Elspeth Hayworth Centre for Women would like to be able to use the park space in partnership with the Emery Village BIA for art programs and the planting of wildflowers which will benefit the community, as per the attached letter.

Etobicoke York Community Council recommends that:

1.  City Council amend Municipal Code Chapter 880, Fire Routes, to amend the street name of the private roadway located at the property currently listed in Schedule A, Fire Route Designations to Chapter 880, Fire Routes as 300 Queen Drive to 300 Queen's Drive.

2.  City Council authorize the Fire Chief and City Solicitor to take the appropriate action to make a designated Fire Route.

To obtain Council approval for the amendment of the Fire Route By-law to designate a certain portion of the property municipally known as 300 Queen's Drive as a fire route within the meaning of City of Toronto Municipal Code Chapter 880, as amended. The fire route has a typo in the address listed in Schedule A, Fire Route Designations to Chapter 880, Fire Routes, and requires amending.

Etobicoke York Community Council recommends that:

1.  City Council amend Municipal Code Chapter 880, Fire Routes, to amend the address of the private roadway located at the property currently listed in Schedule A, Fire Route Designations to Chapter 880, Fire Routes as 205 Sherway Gardens Drive to 205-215 Sherway Gardens Drive.

2.  City Council authorize the Fire Chief and City Solicitor to take the appropriate action to make a designated Fire Route.

To obtain Council approval for the amendment of the Fire Route By-law to amend the designation of a certain portion of the property municipally known as 205-215 Sherway Gardens Drive as a fire route within the meaning of City of Toronto Municipal Code Chapter 880, as amended. The fire route in question was designated only for 205 Sherway Gardens Drive in error. As a result the address listed in Schedule A, Fire Route Designations to Chapter 880, Fire Routes requires correcting.

Etobicoke York Community Council recommends that:

1.  City Council designate part or those parts of the private road or roads shown on the site plan filed with the Fire Chief in respect of the municipal addresses set out below, as fire routes pursuant to Municipal Code Chapter 880- Fire Routes:

-  25-35 Warrender Avenue

-  41-53 Warrender Avenue.

2.  City Council authorize the Fire Chief and City Solicitor to take the appropriate action to make a designated Fire Route.

To obtain Council approval for the amendment of the Fire Route By-law to designate certain locations as fire routes within the meaning of City of Toronto Municipal Code Chapter 880, as amended.

Fire Services uses designated fire routes as a key mechanism in regulating fire prevention, including the prevention of spreading of fires and the delivery of fire protection services.

Etobicoke York Community Council recommends that:

1.  City Council direct the City Solicitor, City Planning, and any other appropriate City Staff to attend the Ontario Municipal Board hearing for Case # PL150828 on January 14, 2016, to support the Committee of Adjustment’s refusal of the requested consent and variances for 97 Twenty Seventh Street.

The owners of the land municipally known as 97 Twenty Seventh St. applied to the Committee of Adjustment to obtain a consent to sever (Application B18/15EYK) and a number of associated minor variances (Applications A170/15EYK and A171/15EYK) in order to build two new detached dwellings with integral garages.

City Planning staff prepared a report recommending refusal, and the local community and I submitted concerns that the variances are not in keeping with the intent and purpose of the zoning by-law, or the existing physical character of the surrounding neighbourhood.

On July 2, 2015, the Committee refused the consent and minor variances.

The COA’s decision has been appealed to the Ontario Municipal Board (Case # PL150828 and a hearing is scheduled for January 14, 2016.

Etobicoke York Community Council recommends that:

As City Councillors for Wards 5 & 6, Etobicoke-Lakeshore, we were extremely pleased to see that Park Lawn is being considered as a location for a potential new GO station in the "New Station Analysis" report recently released by Metrolinx.

We cannot stress enough how inadequate public transit service is in Etobicoke-Lakeshore. Transit in our wards is inefficient, unreliable, and often inaccessible to many users. Both Ward 5 and 6 have been experiencing a period of intense residential growth and there has never been a more critical demand for better transit infrastructure than right now.

By the time construction of residential developments in the Park Lawn and Lake Shore Blvd. W area are complete, there will be approximately 28,000 residents living within a few square kilometres. Much of this density was approved by the Province at the Ontario Municipal Board, with no consideration of the pressures this would place on our municipal infrastructure.

We regularly receive complaints that parking at existing Etobicoke-Lakeshore GO stops is insufficient. Right now residents are travelling from all over Etobicoke-Lakeshore to access the Kipling, Long Branch and Mimico stations. We cannot expect people to leave their cars at home if we do not provide reliable public transit options close to home.

Traffic congestion is already at an all-time high and we anticipate it will continue to deteriorate over the next few years. By investing in a stop at Park Lawn, you will provide thousands of residents the ability to get out of their cars and get where they need to go quickly, while at the same time helping to take the pressure off our already over-burdened infrastructure.

North York Community Council recommends that:

1. City Council deny the request for a permit to remove one (1) City-owned tree fronting 168 Alfred Avenue.

This report requests that City Council deny the request for a permit to remove one (1) City-owned tree located at the front of 168 Alfred Avenue. The owner is requesting removal of this tree to facilitate a proposed landscaping plan, which includes installation of a retaining wall and driveway widening.

The subject tree is a honey locust (Gleditsia triacanthos) measuring 53 cm in diameter, located on the City-owned road allowance fronting 168 Alfred Avenue. Urban Forestry does not support removal of this tree as it is healthy and maintainable and growing in an appropriate location.

North York Community Council recommends that:

1. City Council approve a 40 km/h speed limit on York Mills Road, between Parkwoods Village Drive and Victoria Park Avenue. 

As TTC operates a transit service on York Mills Road, City Council approval of this report is required.

Transportation Services is requesting approval to reduce the speed limit on York Mills Road, between Parkwoods Village Drive and Victoria Park Avenue, from 50 km/h to 40 km/h.  On this section of York Mills Road there are two elementary schools, a Montessori school/daycare and a retirement residence. A 40 km/h speed limit will promote slower operating speeds and enhance safety for all road users.

North York Community Council recommends that:

1. City Council designate part or those parts of the private road or roads shown on the site plan filed with the Fire Chief in respect of the municipal addresses set out below, as fire routes pursuant to Municipal Code Chapter 880- Fire Routes:

a. 49 Wynford Drive

b. 77 Wynford Drive

2. City Council authorize the Fire Chief and City Solicitor to take the appropriate action to make a designated Fire Route.

To obtain Council approval for the amendment of the Fire Route By-law to designate certain locations as fire routes within the meaning of City of Toronto Municipal Code Chapter 880, as amended.

Fire Services uses designated fire routes as a key mechanism in regulating fire prevention, including the prevention of spreading of fires and the delivery of fire protection services.

North York Community Council recommends that:

1. City Council designate part or those parts of the private road or roads shown on the site plan filed with the Fire Chief in respect of the municipal addresses set out below, as fire routes pursuant to Municipal Code Chapter 880- Fire Routes:

a. 55 Forest Manor Road

b. 701 Don Mills Road

2. City Council authorize the Fire Chief and City Solicitor to take the appropriate action to make a designated Fire Route.

To obtain Council approval for the amendment of the Fire Route By-law to designate certain locations as fire routes within the meaning of City of Toronto Municipal Code Chapter 880, as amended.

Fire Services uses designated fire routes as a key mechanism in regulating fire prevention, including the prevention of spreading of fires and the delivery of fire protection services.

North York Community Council recommends that:

1. City Council refuse the application for Official Plan Amendment and oppose the Application for Zoning By-law Amendment at 200-214 Keewatin Avenue for the reasons set out in the report (September 18, 2015) from the Director, Comunity Planning, North York District.

2. City Council direct the City Solicitor, together with City Planning staff and any other City staff as appropriate, to attend the Ontario Municipal Board hearing to oppose the Zoning By-law Amendment application.

3. In the event that the Official Plan Amendment Application is appealed to the Ontario Municipal Board, City Council direct the City Solicitor, together with City Planning staff and any other City staff as appropriate, to attend the Ontario Municipal Board hearing to oppose the Official Plan Amendment application.

4. In the event that the Ontario Municipal Board allows the appeal on the Official Plan or Zoning By-law Amendment applications in whole or in part, City Council authorize the City Solicitor to request the OMB to withhold its Order, until such time as appropriate Official Plan and Zoning By-law amendments are prepared to the satisfaction of the Director, Community Planning, North York District and the City Solicitor.

The applications propose to amend the City of Toronto's Official Plan and amend the former City of Toronto Zoning By-law 438-86 and the new City of Toronto Zoning By-law 569-2013, to permit two apartment buildings in the form of two 4-storey back-to-back stacked townhouse blocks (14.6 metres high).  The development is comprised of 80 residential units with a residential gross floor area of 8,604 square metres on a land assembly composed of 8 residential properties at 200-214 Keewatin Avenue.  Parking is proposed within a one level shared underground garage providing a total of 85 parking spaces, which includes 8 parking spaces dedicated for visitors.  Driveway access is proposed at the western edge of the site.

On February 6, 2015 an application was submitted to amend City of Toronto Zoning By-laws 438-86 and 569-2013.  This application was subsequently appealed to the Ontario Municipal Board (OMB) on July 29, 2015, citing City Council's failure to make a decision within the prescribed time frames set out in the Planning Act.

On June 25, 2015 an application was submitted to amend the City of Toronto's Official Plan in support of the associated Zoning By-law amendment application.  The Official Plan Amendment application has not been appealed and cannot be appealed until December 25, 2015.  The applicant's appeal letter to the Ontario Municipal Board for the Zoning By-law amendment indicates that their intention is to appeal the Official Plan amendment application as soon as permitted by the Planning Act and request for it to be consolidated with the zoning by-law amendment appeal.  An Ontario Municipal Board pre-hearing or full hearing date has not yet been set for the Zoning By-law amendment appeal.

The purpose of this report is to recommend refusal of the Official Plan Amendment application (15 180825 NNY 25 OZ) and to seek Council's direction for staff representation at the OMB to oppose any future Official Plan Amendment application appeal (15 180825 NNY 25 OZ) and the current Zoning By-law Amendment application appeal (15 113064 NNY 25 OZ). 

The proposal does not conform to the Official Plan's Neighbourhood development criteria policies and does not respect and reinforce the existing physical character of the neighbourhood, in particular: the size and configuration of lots; heights, massing, scale and dwelling type of nearby residential properties; prevailing building types; setbacks of buildings from streets; prevailing patterns of rear and side yard setbacks and landscaped open space.

This application seeks approval to demolish residential dwelling units at 117, 121, 123 and 129 Roselawn Avenue.  There are 8 dwelling units in total, of which four are rental units. These four properties are also subject to a related Zoning By-law Amendment and Site Plan application for the development of four 3-storey residential townhouse blocks totalling 12 units (File Nos. 13 133965 NNY 16 OZ & 13 133970 NNY 16 SA).  The Zoning By-law Amendment and Site Plan Control applications are currently before the Ontario Municipal Board.

This report recommends approval of the Section 111 permit application under Chapters 667 and 363 of the Toronto Municipal Code for the demolition of 8 residential dwelling units, of which 4 are rental dwelling units, subject to conditions.

North York Community Council recommends that:

1. City Council approve the alterations to the heritage property at 42-46 Overlea Boulevard in accordance with Section 33 of the Ontario Heritage Act, to allow for construction of a new development that includes a retail warehouse facility, Costco Warehouse Membership Club, and associated vehicle fuel station, with alterations to the property to be substantially in accordance with the drawings prepared by MulvannyG2 Architecture dated September 21, 2015 and the Heritage Impact Assessment (HIA) and Addendum prepared by Goldsmith Borgal & Company Ltd. Architects dated August 11, 2015 and September 22, 2015 respectively, all date stamp "Received" by City Planning on September 22, 2015 and on file with the Manager, Heritage Preservation Services and subject to the following conditions:

a. that the property at 42-46 Overlea Boulevard is designated under Part IV, Section 29 of the Ontario Heritage Act and the designating By-law is in full force and effect;

b. that the related Zoning By-Law Amendment giving rise to the proposed alterations has been enacted by City Council and has come into full force and effect in a form and with content acceptable to City Council, as determined by the Chief Planner and Executive Director, City Planning Division in consultation with the Manager, Heritage Preservation Services;

c. that prior to the introduction of the Bills for the Zoning By-law Amendment by City Council, the owner shall:

i. enter into a Heritage Easement Agreement with the City for the property at 42-46 Overlea Boulevard in accordance with the plans and elevation drawings prepared by MulvannyG2 Architecture dated September 21, 2015 and the Heritage Impact Assessment (HIA) and Addendum prepared by Goldsmith Borgal & Company Ltd. Architects dated August 11, 2015 and September 22, 2015 respectively, and all date stamp "Received" by City Planning on September 22, 2015 to the satisfaction of the Manager, Heritage Preservation Services including registration of such agreement to the satisfaction of the City Solicitor;

ii. enter into and register on the property at 42-46 Overlea Boulevard one or more agreements with the City pursuant to Section 37 of the Planning Act to the satisfaction of the City Solicitor and the Chief Planner and Executive Director, City Planning and the Manager, Heritage Preservation Services with such facilities, services and matters to be set forth in the related site specific Zoning By-Law Amendment giving rise to the proposed alterations; and

iii. provide a Conservation Plan prepared by a qualified heritage consultant that is consistent with the conservation strategy set out in the Heritage Impact Assessment and Addendum for the property at 42-46 Overlea Boulevard prepared by Goldsmith Borgal & Company Ltd. Architects dated August 11, 2015 and September 22, 2015 respectively to the satisfaction of the Manager, Heritage Preservation Services;

d. that prior to final Site Plan Approval for the property at 42-46 Overlea Boulevard the owner shall:

i. provide final site plan drawings including drawings related to the approved Conservation Plan required in Recommendation 1.c.iii above to the satisfaction of the Manager, Heritage Preservation Services;

ii. the related Zoning By-law Amendment giving rise to the proposed alterations shall be in full force and effect in a form and with content acceptable to the City Council, as determined by the Chief Planner and Executive Director, City Planning Division, in consultation with the Manager, Heritage Preservation Services;

iii. provide a Lighting Plan that describes how the heritage property will be sensitively illuminated to enhance its heritage character to the satisfaction of the Manager, Heritage Preservation Services; and

iv. provide a detailed landscape plan for the subject property to the satisfaction of the Manager, Heritage Preservation Services;

e. that prior to the issuance of any heritage permit for the property at 42-46 Overlea Boulevard, including a heritage permit or a building permit, but excluding permits for repairs and maintenance of the existing heritage building, the owner shall:

i. obtain final approval for the necessary zoning by-law amendment required for the alterations to the property at 42-46 Overlea Boulevard set out in the report of September 22, 2015 from the Director of Urban Design, City Planning Division, such zoning by-law amendment to have been enacted by City Council and to have come into full force and effect in a form and with content acceptable to City Council as determined by the Chief Planner and Executive Director, City Planning Division, in consultation with the Manager, Heritage Preservation Services;

ii. have obtained final site plan approval for such property, issued by the Chief Planner and Executive Director, City Planning Division;

iii. provide full building permit drawings, including notes and specifications for the conservation and protective measures keyed to the approved Conservation Plan required in Recommendation 1.b.iii above including a description of materials and finishes to be prepared by the project architect, and qualified heritage consultant to the satisfaction of the Manager, Heritage Preservation Services;

iv. provide a Letter of Credit for the subject property, including provision for upwards indexing, in a form and amount and from a bank satisfactory to the Manager, Heritage Preservation Services to secure all work included in the approved Conservation Plan, the approved Interpretation Plan, Lighting Plan and Landscape Plan;

v. provide an Interpretation Plan for the subject property, to the satisfaction of the Manager, and thereafter shall implement such Plan to the satisfaction of the Manager, Heritage Preservation Services;

vi. provide a Signage Plan for the subject property to the satisfaction of the Manager, Heritage Preservation Services; and

vii. provide full documentation of the existing heritage property, including two (2) printed sets of archival quality 8" x 10" colour photographs with borders in a glossy or semi-gloss finish and one (1) digital set on a CD in tiff format and 600 dpi resolution keyed to a location map, elevations and measured drawings, and copies of all existing interior floor plans and original drawings as may be available, to the satisfaction of the Manager, Heritage Preservation Services.

f. prior to the release of the Letter of Credit the owner shall:

i. provide a letter of substantial completion prepared and signed by a qualified heritage consultant confirming that the work has been completed in accordance with the approved Conservation Plan and the approved Interpretation Plan, and that an appropriate standard of conservation has been maintained to the satisfaction of the Manager, Heritage Preservation Services; and

ii. provide replacement Heritage Easement Agreement photographs to the satisfaction of the Manager, Heritage Preservation Services.

2. City Council state its intention to designate the property at 42-46 Overlea Boulevard (Coca-Cola Building) under Part IV, Section 29 of the Ontario Heritage Act, in accordance with the Statement of Significance: 42-46 Overlea Boulevard (Reasons for Designation) attached as Attachment No. 5 to the report (September 22, 2015) from the Director, Urban Design, City Planning Division.

3. If there are no objections to the designation of the property at 42-46 Overlea Boulevard in accordance with the Ontario Heritage Act, City Council authorize the City Solicitor to introduce the bill in Council designating the property at 42-46 Overlea Boulevard under Part IV, Section 29 of the Ontario Heritage Act.

4. If there are objections in accordance with the Ontario Heritage Act, City Council direct the City Clerk to refer the designation of the property at 42-46 Overlea Boulevard to the Conservation Review Board.

5. If the designation is referred to the Conservation Review Board, City Council authorize the City Solicitor and appropriate staff to attend any hearing held by the Conservation Review Board in support of Council's decision on the designation of the property at 42-46 Overlea Boulevard.

6. City Council authorize the entering into of a heritage easement agreement under Section 37 of the Ontario Heritage Act with the owner of 42-46 Overlea Boulevard in a form and content satisfactory to the Chief Planner and Executive Director, City Planning and the City Solicitor.

7. City Council authorize the City Solicitor to introduce the necessary bill in Council authorizing the entering into a heritage easement agreement for the property at 42-46 Overlea Boulevard

The Toronto Preservation Board September 25, 2015, considered a report (September 22, 2015) from the Director, Urban Design, City Planning Division, regarding Alterations to a Heritage Property, Intention to Designate Under Part IV, Section 29 of the Ontario Heritage Act and Authority to Enter Into a Heritage Easement Agreement - 42-46 Overlea Boulevard.

The application proposes an amendment to City of Toronto Zoning By-law 569-2013 and former Borough of East York Town of Leaside Zoning By-law 1916 to permit a 15,402m² (165,787 sq.ft.) large scale stand alone retail store (Costco Warehouse Membership Club) with an ancillary 3-island, 18-pump vehicle fuel station and 625 surface parking spaces on the former Coca-Cola Refreshments Canada head office and bottling plant site located at 42 and 46 Overlea Boulevard.  The proposal now incorporates portions of the existing heritage listed office building into the design of the proposed Costco store and all parking is now accommodated on the site rather than proposing a portion of the spaces on the hydro lands north of Thorncliffe Park Drive.

A separate report from Heritage Preservation Services staff recommending alterations to the listed building and designation of the property under Part IV, Section 26 of the Ontario Heritage Act is being considered concurrently by North York Community Council at this meeting.

The applicant’s proposal for a new large-format retail store is consistent with the Provincial Policy Statement and in conformity with the Growth Plan for the Greater Golden Horseshoe.  The proposal also conforms to the general objectives of the Official Plan.

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

North York Community Council recommends that:

1. City Council direct the City Solicitor and appropriate City Planning staff, attend the Ontario Municipal Board hearing for Committee of Adjustment File #: A0048/15NY, 271 Glengrove Avenue West, to defend staff's position in opposition to Variances Numbered 1 & 8 with respect to building height and maximum number of storeys permitted.  

The variance application went before the Committee of Adjustments on June 11, 2015. The Committee refused the minor variance application.

The applicant appealed the Committee’s refusal decision to the Ontario Municipal Board. A date has not been set for the hearing.

This motion would direct the City Solicitor and City Planning to attend the Ontario Municipal Board hearings in opposition to the appeal with respect to building height and maximum number of storeys permitted.

The Toronto and East York Community Council recommends that:

1.  City Council amend the Official Plan for the lands at 125, 129 and 131 O'Connor Drive and 1119 and 1121 Pape Avenue, substantially in accordance with the draft Official Plan Amendment attached as Attachment No. 7 to the report (August 28, 2015) from the Director, Community Planning, Toronto and East York District.

2.  City Council amend Zoning By-law No. 6752 of the former Borough of East York as amended, and the City of Toronto Zoning By-law No. 569-2013, as amended, for the lands at 125, 129 and 131 O'Connor Drive and 1119 and 1121 Pape Avenue, substantially in accordance with the draft Zoning By-law Amendment attached as Attachment Nos. 8 and 9 to the report (August 28, 2015) from the Director, Community Planning, Toronto and East York District.

3.  City Council require that the owner shall pay for and construct the improvements to the existing municipal infrastructure required to service the Owner's Lands, as determined by and to the satisfaction of the Executive Director, Engineering and Construction Services.

4.  Before the introduction of Bills, City Council require the owner to submit:

            a.  a revised Functional Servicing Report and Stormwater Management Report to the satisfaction of the Executive Director, Engineering and Construction Services; and

            b.  revised plans that ensure the protection of the Red Oak tree on the property, to the satisfaction of the General Manager, Parks, Forestry and Recreation.

5.  City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Official Plan Amendment and/or draft Zoning By-law Amendment as may be required.

6.  City Council direct that a Construction Liaison Committee be established by the developer with the adjacent neighbours and Ward Councillor, to meet periodically during the construction period.

7.  City Council direct the applicant to post a 24-hour monitored construction hotline number on the hoarding board, which must be prominently placed and legible from 20 metres and on all elevations from the construction site.

8.  City Council direct the applicant to provide and install public art, including mural artwork, on to every elevation of the hoarding board with adequate spotlighting for night-time illumination, at their sole cost, to the satisfaction of the Ward Councillor.

The Toronto and East York Community Council recommends that:

1.  City Council amend Zoning By-law No. 438-86 for the lands at 629, 633, 675 Eastern Avenue, substantially in accordance with the draft Zoning By-law Amendment attached as Attachment No. 5 to the report (September 18, 2015) from the Director, Community Planning, Toronto and East York District, with the following amendments to Attachment No. 5:

a.  amending the third recital to read as follows, in order to provide further clarity on the importance of the studio employment intent use on site:

"Whereas the Council of the City of Toronto has determined to amend Zoning By-law No. 438-86, as amended, of the former City of Toronto as requested and to, inter alia, ensure the provision and maintenance of employment production and studio uses within the lands;"

b.  adding to part 6 under “Permitted Uses” the following:

"No building erected or used within the area marked “Studio” on Map 3 may contain any of the uses listed in Section 1(c) of Appendix 1, RETAIL AND SERVICES SHOPS, except where such uses are:

i.  located within a building with a maximum non-residential gross floor area of 275 square metres, excluding patios; or

ii.  such uses are ancillary to communication and broadcasting establishment, production studio or office uses such that the uses serve businesses and workers on the site."

c.  deleting Appendix 2 - Paragraph 1 and replacing it with the following:

"1.  Subject to Section 3 of this Appendix, the owner shall transfer a site of approximately 485 square metres, known municipally on the date of the passing of this By-law as 652 Eastern Avenue, to the City for nominal consideration, no later than six (6) months after the date upon which this By-law comes into full force and effect,  prior to the issuance of the first building permit for any new building constructed within the site, with the transfer of the land to be to the satisfaction of the City. In which event, the transfer of this land to the City shall constitute an off-site parkland dedication by the owner and shall represent the full parkland dedication requirement for the development of the site for the uses and density permitted by the zoning amendment."

d.  deleting Appendix 2 - Paragraph 2 and replacing it with the following:

"2.  The owner will be required to finalize the purchase of the off-site parkland and provide conveyance of the off-site parkland no later than six (6) months after the date upon which this By-law comes into full force and effect, prior to the issuance of the first building permit for any new building constructed within the site."

e.  deleting Appendix 2 - Paragraph 15 and replacing it with the following:

"15.  The owner shall pay for all costs for the installation of traffic control signals at the intersection of Caroline Avenue and Eastern Avenue and the intersection of 629 Eastern Avenue (the new Street A) and Lake Shore Boulevard East; and the owner shall pay all costs for the installation of traffic control signals at Pape Avenue and Eastern Avenue if recommended in the local traffic mitigation plan."

f.  deleting Appendix 2 - Paragraph 19.i. and replacing it with the following:

"19.i.  $400,000 for the design, development and construction of a new park, which will be secured as an off-site parkland dedication at 652 Eastern Avenue to be payable no later than six (6) months after the date upon which this By-law comes into full force and effect, prior to the issuance of the first building permit for any new building constructed within the site or other local area park improvements."

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

3.  City Council approve the installation of traffic control signals at the intersection of Caroline Avenue and Eastern Avenue, to the satisfaction of the General Manager, Transportation Services, at the applicant's expense.

4.  City Council approve the installation of traffic control signals at the intersection of the site driveway to 629, 633 and 675 Eastern Avenue (the extension of Caroline Avenue) and Lake Shore Boulevard East, to the satisfaction of the General Manager, Transportation Services, at the applicant's expense.