Minutes Confirmed on October 5, 2016

CALL TO ORDER: 9:41 a.m.

Speaker Nunziata took the Chair and called the Members to order.

The meeting opened with O Canada.

Tuesday, July 12, 2016

Members of Council observed a moment of silence and remembered the following:

The victims of the attack on the airport in Istanbul, Turkey

Noel Robert Harding

Coranna Lee

Marvyn Novick

Paul Stam

Gerald A. Whyte

Michael Wong

Speaker Nunziata gratefully acknowledged that City Council was meeting on the traditional territory of the Mississaugas of New Credit First Nation, the Haudenasaunee, the Huron-Wendat and home to many diverse Indigenous peoples.

Wednesday, July 13, 2016

Members of Council observed a moment of silence and remembered the following:

The victims of the attack at the Pulse nightclub in Orlando, Florida

Alexander Levin

Don Panos

Thursday, July 14, 2016

Members of Council observed a moment of silence and remembered Elie Wiesel.

Friday, July 15, 2016

Members of Council observed a moment of silence and remembered the victims of the attack in Nice, France.

City Council confirmed the Minutes of Council from Meeting 19 held on June 7, 8 and 9, 2016, in the form supplied to the Members.

City Council on July 12, 13, 14 and 15, 2016, received the following petitions for information:

1.  Petition regarding supervised injection services, submitted by Councillor Joe Cressy, Ward 20, Trinity-Spadina, containing the names of approximately 3,154 persons.

2.  Petition regarding the Pape-Eastern-Queen alignment for the Relief Line, submitted by Councillor Paula Fletcher, Ward 30, Toronto-Danforth, containing the names of approximately 200 persons.

3.  Petition regarding the planning options for the Toronto Downtown Relief Line, submitted by Councillor Paula Fletcher, Ward 30, Toronto-Danforth, containing the names of approximately 264 persons.

Various presentations, introductions and announcements were made to City Council on July 12, 13, 14 and 15, 2016.

July 12, 2016

Speaker Nunziata, during the morning session of the meeting, called upon Peter Wallace, City Manager, to come forward.  Mr. Wallace recognized Dr. David McKeown, Medical Officer of Health, upon his retirement from the City of Toronto.  Mr. Wallace spoke of Dr. McKeown's diligent work in two areas: response to emergencies which poses risks to one's health, and addressing systemic risks that threaten individuals and communities.  Mr. Wallace thanked Dr. McKeown for his work and leadership.  Mr. Wallace invited Councillor Joe Mihevc, Chair of the Board of Health, to come forward.  Councillor Mihevc thanked Dr. McKeown for his significant leadership on many public health issues and acknowledged Dr. McKeown's many achievements.  Councillor Mihevc invited Mayor Tory to come forward. Mayor Tory recognized Dr. McKeown's contributions to the City of Toronto and its residents, and presented a retirement scroll to Dr. McKeown.  Dr. McKeown addressed Council and expressed his gratitude for being able to serve as the Medical Officer of Health for the City of Toronto.

Speaker Nunziata, during the morning session of the meeting, called upon Peter Wallace, City Manager, to come forward to recognize Stephen Buckley, General Manager, Transportation Services.  Mr. Wallace acknowledged the contributions of Mr. Buckley in the short time he has been with the City of Toronto.  Mr. Wallace invited John Livey, Deputy City Manager to come forward.  Mr. Livey advised Members that Mr. Buckley is returning to Philadelphia and remarked on his leadership and accomplishments.  Mr. Livey invited Mayor Tory to come forward.  Mayor Tory thanked Mr. Buckley for transforming transportation in the City of Toronto into the twenty-first century and presented a recognition scroll to Stephen Buckley.  Mr. Buckley addressed Council and thank Members of Council for the opportunity to work at the City of Toronto.

Councillor Carmichael Greb, during the morning session of the meeting, acknowledged and thanked Leonard Freed, who was present in the Chamber, on his 38 years of remarkable service on the Larry Grossman Forest Hill Memorial Arena Board.

Councillor Matlow, during the morning session of the meeting, congratulated Councillor Wong-Tam on her marriage that took place over the weekend.

Councillor Kelly, during the morning session of the meeting, welcomed Paul Cosgrove, former Mayor of Scarborough, who was present in the Chamber.

Councillor Colle, during the morning session of the meeting, advised Members of Council that he was wearing a Portugal soccer jersey as he lost a bet with Councillor Bailão on which team would win the UEFA EURO 2106 Cup. 

Councillor Bailão, during the morning session of the meeting, congratulated the Portuguese community on Portugal's win in the UEFA EURO 2016 Cup.

Councillor Fragedakis, during the morning session of the meeting, welcomed Michael Prue, former Mayor of East York, who was present in the Chamber.

Councillor Holyday, during the morning session of the meeting, advised Members that a number of former Mayors were present to take part in an event to unveil a portrait of past Mayors being held at City Hall.

July 13, 2016

Councillor Pasternak, during the morning session of the meeting, thanked the Azrieli Foundation -York University Holocaust Memoirs Program for providing Members of Council with copies of Alexander Levin's autobiography "Under the Yellow and Red Stars" in conjunction with the Condolence Motion for Mr. Levin.

Councillor Ainslie, during the morning session of the meeting, advised Members that the Government Management Committee is working with the City Clerk on reducing paper usage and encouraged Members to embrace 21^st century technology.

Speaker Nunziata, during the morning session of the meeting, welcomed the summer students from the Environmental Alliance who were in attendance to learn more about municipal governance.

 July 14, 2016

Mayor Tory, during the morning session of the meeting, advised Members of Council that Peter Wallace, City Manager, was in Ottawa today representing the City of Toronto on a working group established by the Minister of Finance with respect to affordable housing in the cites of Vancouver and Toronto.

Councillor Mihevc, during the morning session of the meeting, welcomed students, Brian Doucette and Ray Kenmers, from Erasmus University in Rotterdam, The Netherlands, who were present in the Chamber.

Councillor McMahon, during the morning session of the meeting, wished Councillor Colle a Happy Birthday.

Councillor Lee, during the morning session of the meeting, invited Members of Council to the photo exhibit taking place in the Rotunda of City Hall about the first Chinese immigration.

Speaker Nunziata, during the morning session of the meeting, welcomed the students from Doorsteps Neighbourhood Service and their group leader who were in attendance to learn more about municipal governance.

July 15, 2016

Councillor Grimes, during the morning session of the meeting, wished Councillor Crawford a Happy Birthday.

Councillor Robinson, during the afternoon session of the meeting, acknowledged that this was Stephen Buckley's last Council meeting.

Councillor Colle, during the afternoon session of the meeting, wished Councillor McMahon a Happy Belated Birthday.

Councillor Crisanti, during the afternoon session of the meeting, invited Members of Council to the Taste of Fusion Festival taking place on July 17, 2016.

July 12, 2016:

City Council adopted the July 12, 2016 Order Paper, as amended and all other Items not held on consent.

July 13, 2016:

City Council adopted the July 13, 2016 Order Paper.

July 14, 2016:

City Council adopted the July 14, 2016 Order Paper, as amended.

July 15, 2016:

City Council adopted the July 15, 2016 Order Paper.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council acknowledge that if the Purchase and Sale Agreement of approximately six (6) at-grade workshop units at 48 Abell Street is not closed by December 31, 2016, the Agreement becomes null and void with no further monetary obligation by the owner.

2. City Council authorize the City Solicitor, in consultation with the Chief Planner and Executive Director, City Planning to amend Section 3.1 of the Section 37 Agreement to include a broader range of eligible not-for-profit organizations to include social, educational, health and community services.

3.  City Council receive the supplementary report (May 2, 2016) from the Chief Planner and Executive Director, City Planning [TE15.78a] for information. 

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

SmartTrack

1.  City Council approve the following components which comprise the SmartTrack project scope, and request the Province of Ontario and Metrolinx to partner with the City of Toronto and the Toronto Transit Commission, to complete the remaining technical and planning analysis and undertake any required Environmental Assessment/Transit Project Assessment Process:

a.  SmartTrack/Regional Express Rail (RER) Integration scenario with up to six new stations located at Finch, Lawrence, Gerrard and Unilever on the Stouffville/Lakeshore East GO corridors and Liberty Village and St. Clair West on the Kitchener GO corridor; and

b.  Eglinton West LRT extension with between 8 to 12 stops between Mount Dennis and Renforth Gateway, and potential grade separations located at Martin Grove Road, Kipling Avenue and the Eglinton Flats as well as the potential grade separations at Islington Avenue and Royal York Road and a review of their associated costs.

2.  City Council request the City Planning Division and the Toronto Transit Commission, in partnership with Metrolinx, the City of Mississauga and the Greater Toronto Airport Authority (GTAA) to further develop options for extending the Eglinton West LRT between Renforth Gateway and Pearson International Airport and to examine opportunities to provide commuter parking for the LRT.

3.  City Council direct the City Manager and the Deputy City Manager, Cluster B to work with Metrolinx to consider further the feasibility of a Woodbine GO Station on the Kitchener GO Corridor to coincide and support potential future development in the vicinity, including development of more than 700 acres at Woodbine, and to report back to City Council as appropriate, including the identification of potential contributions for a new station from private partners.

4.  City Council request the City Manager and the Chief Executive Officer, Toronto Transit Commission, to report to the Executive Committee in the fourth quarter of 2016 on the financial and logistical conditions imposed by Metrolinx that the City "provide accessible, weather-protected, pedestrian connection to Lansdowne Subway Station" and on the potential solutions to finance the investment needed to make this connection, as outlined in the City's Official Plan.

5.  City Council direct the City Manager to initiate discussions with Metrolinx and Transport Canada to identify best practices and possible solutions that avoids the use of train bells and/or whistles for trains entering and exiting passenger rail stations, and to provide a progress report to the Executive Committee by the end of 2016 on the status of those discussions and to include any steps or legislative requests which City Council can take in order to eliminate the use of bells and/or whistles at existing GO Train stations.

Scarborough Transit Network

6.  City Council request the City Manager and the Chief Executive Officer, Toronto Transit Commission to remove from consideration the 3-stop McCowan Scarborough Subway Extension and continue to develop an Scarborough Subway Extension Express option, by conducting the following:

a.  retaining the services of a third-party rail transit construction and cost - estimation expert to undertake a risk assessment and detailed review of the Toronto Transit Commission's five percent design cost estimates for the McCowan corridor and other possible express subway alignment options;

b.  preparing the Environmental Project Report for the Scarborough Subway Extension express subway and issuing the Notice of Commencement for the Transit Project Assessment Process (TPAP) once ready to proceed; and

c.  preparing a cost estimate for Scarborough Subway Extension Option 2C (Express subway- SRT corridor alignment to Scarborough Centre (with partial at-grade)) that specifically reviews and assesses the current SRT surface route alignment, and which would route the subway track on surface or above ground, from a point just south of Lawrence Avenue East.

7.  City Council request the City Manager and the Chief Executive Officer, Toronto Transit Commission, in partnership with Metrolinx, and in consultation with the University of Toronto Scarborough (UTSC), to undertake further technical and planning analysis with respect to an Eglinton East LRT extension to the University of Toronto Scarborough Campus, including:

a.  advancing the Eglinton East LRT to a minimum of five percent design;

b.  assessing the interface at Kennedy Station of the Eglinton East LRT, Metrolinx Eglinton Crosstown project, and the preferred Scarborough Subway Extension (SSE) option as a result of the analysis requested in Part 6 above;

c.  assessing the potential realignment of Military Trail through University of Toronto Scarborough Campus; and

d.  identifying the requirements for the next phase of the Eglinton East LRT extension to Malvern.

8.  City Council request the City Manager and the Chief Executive Officer, Toronto Transit Commission, in consultation with Metrolinx, to develop a business case analysis for the Scarborough Transit Network solution, and include the following components in the network scenarios:

a.  Express Scarborough Subway Extension (SSE), subject to the additional analysis outlined in Part 3 above; and

b.  Eglinton East LRT extension based on the additional analysis outlined in Part 7 above.

9.  City Council request the Province of Ontario to confirm the timing for delivering the approved Sheppard East LRT extension, with committed funding under the Building Canada Fund and the Toronto-Metrolinx Light Rail Transit Master Agreement signed in 2012, in order to inform transit network planning and business case analysis for Scarborough's future transit network.

10.  City Council direct staff to rule out any further consideration of locating the work site for the Scarborough Subway Extension in the Frank Faubert Woodlot.

Relief Line

11. City Council approve the Pape-Eastern-Queen alignment for the Relief Line, subject to the determination of a specific alignment in Part 11b below, and authorize the Chief Planner and Executive Director, City Planning and the Chief Executive Officer, Toronto Transit Commission to:

a. work in partnership with Metrolinx to confirm station locations for optimal connections between the Relief Line and SmartTrack/Regional Express Rail, including future extensions of the Relief Line; and

b. undertake an additional assessment of an alignment west of Pape Avenue, starting immediately north of the GO tracks on Pape Avenue to south of Queen Street, with a station box at Queen Street and Carlaw Avenue, and:

1.  prepare an Outreach Plan in consultation with the local Councillor to review these option(s) with stakeholders, including the General Manager, Economic Development and Culture, and the public, including local residents; and

2.  bring back a recommendation to City Council, through the Executive Committee, prior to commencing the formal Transit Project Assessment Process; and

c.  prepare the Environmental Project Report for the Relief Line and issue the Notice of Commencement for the Transit Project Assessment Process once ready to proceed.

12.  City Council authorize the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission to develop a Terms of Reference with the Province of Ontario and Metrolinx to advance the next phases of planning and design for the Relief Line, including extensions of the Relief Line north to Sheppard Avenue and west to the Bloor Subway line.

13.  City Council request the Toronto Transit Commission and the City Planning Division to assess potential impacts associated with tunnelling and station construction during the detailed design phase of the project, and identify mitigation measures for private property owners, and conduct further public consultation where impacts to residential areas are identified.

Cost-Sharing and Funding Implications

14.  City Council authorize the City Manager to undertake the following and to report to City Council for its consideration:

a.  negotiate cost sharing and intergovernmental fundings arrangements with the Province of Ontario for shared costs associated with:

1.  implementing SmartTrack within the Regional Express Rail program;

2.  extending an LRT along Eglinton West;

3.  extending an LRT along Eglinton East;

4.  operating and maintaining Metrolinx Toronto LRT projects;

5.  municipal utility and infrastructure within Metrolinx-owned rail corridors; and

6.  any other outstanding transit related matter;

b.  review and report back on governance implications and arrangements to be put in place to effectively carry out the intergovernmental funding and cost share arrangements; and

c.  negotiate and enter into a funding agreement with the Government of Canada for the federal contribution towards the incremental costs associated with implementing the SmartTrack components within the Regional Express Rail program, per Part 1 above, and the Scarborough Transit Network per Part 6 above.

15.  City Council request the City Manager and the Deputy City Manager and Chief Financial Officer to report to City Council on the funding implications to the City associated with the proposed terms of cost-sharing arrangements provided for pursuant to Part 14 above.

16. City Council authorize the City Manager to include additional planning and design work for SmartTrack, Eglinton West LRT, Scarborough Subway Extension, Eglinton East LRT and Relief Line, as part of the priority list of projects to be submitted to the Government of Canada and the Province of Ontario under phase one of the Federal Public Transit Infrastructure Fund.

17.  City Council approve the creation of an Eglinton East LRT capital sub-project within the Corporate Initiatives Capital Program's Transit Expansion Initiatives project, with approval for a 2016 cash flow of $3 million and a 2017 cash flow of $4 million for a total of $7 million, for the purpose of advancing the Eglinton East LRT design work to 5 percent, fully funded from the Capital Financing Reserve Fund (XQ0011).

18.  City Council request the City Manager in consultation with the Chief Executive Officer, Toronto Transit Commission, the Deputy City Manager, Cluster B and the Deputy City Manager and Chief Financial Officer to report through the budget process on the feasibility of establishing dedicated and properly resourced functions for the coordination, analysis and implementation of the City's multi-billion dollar transit expansion initiatives.

Other

19.  City Council direct the Chief Planner and Executive Director, City Planning to include in the previously requested report to Executive Committee in the first quarter of 2017 on the second phase of Toronto's long term transit network plan:

a.  a review and consideration of potential alignments and costs for an extension of the Bloor Danforth line from Kipling Avenue to Sherway Gardens;

b.  a review and consideration of potential alignments and costs for an extension of the Sheppard Subway east of Don Mills to join the extension of the Bloor Danforth line; and

c.  a review and consideration of the construction of a subway link between Downsview station and the Yonge and Sheppard interchange.

20.  City Council direct the City Manager to negotiate a co-fare system with Metrolinx, similar to that current in place for other GTA municipalities, for existing GO Transit routes currently operating in Toronto.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council direct the City Manager and the Deputy City Manager and Chief Financial Officer to engage the public on the City of Toronto's long-term financial direction, such engagement to include information, consultation and dialogue to seek input and advice on establishing a robust fiscal framework that includes expenditure management strategies, meaningful governance and oversight of City programs and agencies, prudent management of financial and physical City assets, and adequate revenue generation from existing and new sources to achieve desired public services on a sustainable basis.

2.  City Council approve up to $500,000 for a consultation plan to take place over the balance of 2016 and spring 2017 to support the establishment of a long-term financial plan.

3.  City Council approve an increase of $250,000 gross at $0 net to the 2016 Non-Program Expenditure Budget to be funded from the Innovation Reserve for the delivery of Phase 1 of the long-term financial direction consultation process.

4.  City Council authorize the City Manager and the Deputy City Manager and Chief Financial Officer to include up to $250,000 gross at $0 net in the 2017 Non-Program Operating Budget submission, to be funded from the Innovation Reserve, for the delivery of Phase 2 of the consultation plan, as required.

5.  City Council direct the City Manager to undertake a Request For Proposal to engage a third party firm to assist in developing broad messaging and methodology in the plan for the Long Term Financial Direction Consultation Plan.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council treat that portion of the Council meeting at which the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer is being considered as the Annual General Meeting of the Shareholder for Toronto Hydro Corporation by:

a.  adopting the recommendations of the "Toronto Hydro Corporation Report" dated May 24, 2016 in Attachment 1 to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer in order to re-appoint KPMG LLP, Chartered Professional Accountants, as the auditor for Toronto Hydro Corporation for 2016 and until a successor is appointed, to authorize the Corporation’s Board of Directors to fix the auditor's remuneration, and to approve the amended By-law No. 1.1 of the Corporation as approved by the Board of Directors of Toronto Hydro Corporation at its March 2, 2016 meeting, forming Appendices A and B to Attachment 1 to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer;

b.  receiving the "Toronto Hydro Corporation 2015 Annual Report, "Powering Progress", the "Toronto Hydro Corporation 2015 Annual Financial Report December 31, 2015" including "Toronto Hydro Corporation Consolidated Financial Statements December 31, 2015 and 2014", the "Toronto Hydro Corporation Annual Information Form for the Year Ended December 31, 2015", the "Toronto Hydro 2015 Environmental Performance Report", the "Toronto Hydro Corporation Chief Executive Officer and Chief Financial Officer Certification of Annual Filings" and the "Toronto Hydro Corporation First Quarter Report March 31, 2016", forming Attachments 2, 3, 4, 5, 6 and 12 respectively to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer;

c.  receiving the "Toronto Hydro Corporation Report to the Shareholder for the year ended December 31, 2015", the "Toronto Hydro Corporation Consolidated Financial Statements December 31, 2015", the "Financial Statements Toronto Hydro-Electric System Limited December 31, 2015 and 2014", and the "Financial Statements Toronto Hydro Energy Services Inc. December 31, 2015 and 2014", forming Confidential Attachments 7, 8, 9 and 10 respectively to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer; and

d.  receiving the two-part report "Executive Compensation Disclosure Toronto Hydro Corporation 2015", forming Attachment 11(a) and Confidential Attachment 11(b) to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer.

2.  City Council, acting as Shareholder, require the Board of Toronto Hydro Corporation, to review its senior executive compensation policy and forward it to the City Manager for inclusion in a report to City Council, through Executive Committee in 2017, and such policy incorporate the guiding principles adopted by City Council on August 25, 2014 in Item EX44.8, including the following requirements:

a. complete a comparator analysis for each senior executive position to establish the median (midpoint) base salary using industry comparators in the public sector (excluding private sector comparators), the comparators must be "like" public sector agencies and corporations of similar size, organization structure, business risk, and management complexity; and

b.  where variable/incentive pay is established, it shall not exceed 25 percent of base salary, inclusive of merit pay.

3.  City Council request the Board of Toronto Hydro Corporation to apply the senior executive compensation policy to new employment contracts and existing contracts, if any, that permit compensation adjustments, either during an existing term or under renewal.

4.  City Council direct that Confidential Attachments 7, 8, 9 and 10 to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer remain confidential in their entirety due to the security of the property of the City and securities requirements arising from Toronto Hydro Corporation's status as an offering corporation under the Business Corporations Act (Ontario), R.S.O. 1990, c.B.16, Toronto Hydro Corporation's status as a reporting issuer under the Securities Act (Ontario), R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102. 

3.  City Council direct that Confidential Attachment 11(b) to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer remain confidential in its entirety as it deals with personal information about identifiable individuals.

4.  City Council refer the "Toronto Hydro Corporation Consolidated Financial Statements December 31, 2015 and 2014", included as part of Attachment 3 to the report (June 14, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer, to the Audit Committee for information.

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

Confidential Attachments 7, 8, 9, 10 and 11(b) to the report (June 14, 2016) from the City Manager and Deputy City Manager and Chief Financial Officer remain confidential in their entirety in accordance with the provisions of the City of Toronto Act, 2006, as they pertain to security of the property of the City or they relate to personal information about identifiable individuals.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council, as the ultimate owner of 58,500 rental units through its sole shareholder corporation, commit to Toronto Community Housing achieving the distinction of being a landlord of choice with a reputation for good repair, cleanliness, and safe and healthy buildings and to provide the funding required to do so.

2.  City Council direct staff to develop, for Council consideration, an implementation plan, detailing the actions required to:

a.  transition a portion of the Toronto Community Housing Corporation portfolio to a new community-based non-profit corporation;

b.  transition a portion of the Toronto Community Housing Corporation portfolio to existing and interested community-based non-profit social housing providers;

c.  create more mixed-income communities within the social housing sector as a whole, including within Toronto Community Housing Corporation;

d.  create better buildings and more of them, including potential revitalization projects in the Etobicoke York and Scarborough Community Council districts;

e.  decentralize operations including the creation of an innovation lab established on a lean management model, that actively engages with tenants and innovates in response to tenant feedback;

f.  strengthen partnerships, including detailed opportunities to work with community-based service providers, Local Health Integration Networks, the City, and other service providers to enhance capacity and quality of service delivery;

g.  reform the rent geared to income system, including opportunities to provide tenants with increased opportunities for choice within the social housing sector; and

h.  clarify Toronto Community Housing Corporation mandate and responsibilities within the shareholder direction.

3.  City Council direct staff to review the financial and budget implications and additional funding required to implement each proposed recommendation and report in the first quarter of 2017.

4.  City Council direct the Deputy City Manager, Cluster A to strike a Toronto Community Housing Corporation Resident Advisory Group to help guide the development of the implementation plan.

5.  City Council direct the Deputy City Manager, Cluster A to strike an Implementation Steering Committee including representatives of the Toronto Community Housing Corporation Board and require City staff to help guide the development of the implementation plan.

6.  City Council request the City and Toronto Community Housing Corporation to undertake a detailed review of Toronto Community Housing Corporation's assets to help determine which buildings Toronto Community Housing Corporation should renovate, which buildings need to be replaced, which buildings may be transferred, and who is best to operate each buildings and City Council direct that the initial findings be reported to the Executive Committee in the first quarter of 2017.

7.  City Council commend the Governments of Ontario and Canada for recent program and policy announcements, but further encourage both governments to actively support Toronto Community Housing Corporation's capital repair program with new or existing tools including capital grants or interest-free loans, implementation of a program to convert existing high interest Canada Mortgage and Housing Corporation mortgages to reflect the lower rates in the current market environment, streamline approvals and donations or preferential sale of surplus public lands, while specifically encouraging the Government of Ontario to adjust utility scales and social assistance rent scales for those Torontonians living in social housing who are in receipt of Ontario Works or Ontario Disability Support Program supports.

8.  City Council thank the Task Force Members for their work in preparing both the Interim and Final Report on Toronto Community Housing Corporation.  

9.  City Council request the City Manager to include the following in the development of the implementation plan to be considered by City Council in the second quarter of 2017:

a. strategies to ensure that Rent Geared to Income housing provided through both Toronto Community Housing Corporation and potential non-profit housing achieves a common performance standard;

b. possible strategies to establish a 70/30 percent ratio while retaining the current number of overall Rent Geared to Income subsidies within the City; and

c.  a review of social, economic, and equity impacts of Rent Geared to Income portability on residents receiving subsidies and moving to private, for-profit housing, including a consideration of availability of services and supports and landlord-tenant relationships.

10.  City Council request the City Manager to include, for Council consideration in the second quarter of 2017, a detailed financial plan identifying the resources required to develop a Tenants First Implementation Plan, including appropriate funding sources to meet the goal established in Part 1 above.

11.  City Council request the City Manager to develop a public consultation process to inform the implementation plan to be considered by City Council in the second quarter of 2017.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1. City Council direct the General Manager, Parks, Forestry and Recreation to enter into an agreement, to the satisfaction of the City Solicitor, with the Toronto District School Board to invest in the new Davisville Junior Public School to construct a three-storey school to create a smaller footprint and therefore allowing for room on the site for the City to construct a City owned and operated aquatic and community recreation facility.

2. City Council direct that future non-program budgets include provisions for the disbursement of Sections 37 and 45 funds of $1.000 million in 2017 and $5.807 million in 2018 as grants to the Toronto District School Board to support the design and construction of an additional third floor and the underground garage as part of the Davisville Junior Public School project.

3. City Council direct the General Manager, Parks, Forestry and Recreation to include in the 2017 Capital budget submission a project for the design and construction of the Davisville community and aquatic facility.

4. City Council direct the General Manager, Parks, Forestry and Recreation to negotiate with the Toronto District School Board on an shared-use operating agreement that optimizes the City's capital investment in the new Davisville Junior Public School prior to the release of the funds for construction of phase one funding, noting that the aquatic facility will be owned and operated by Parks, Forestry and Recreation.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council direct the Deputy City Manager, Cluster B, and the Chief Planner and Executive Director, City Planning in partnership with the Toronto Transit Commission and Waterfront Toronto, to initiate Phase 2 of the Waterfront Transit "Reset" for further development and costing of alignment concepts, detailed analysis of transit operations and ridership, identification of priority segments, as well as the creation of a Business Case and implementation strategy for delivering a coordinated waterfront transit solution.

2.  City Council direct the Deputy City Manager, Cluster B and the Chief Planner and Executive Director, City Planning to report back on the results of Phase 2 of the Waterfront Transit "Reset" in the second quarter of 2017.

3.  City Council direct the Deputy City Manager, Cluster B to submit for Council's consideration as part of the 2017 Budget process, a funding request to initiate a 30 percent preliminary design by the Toronto Transit Commission for the extension of streetcar service from the Exhibition Loop to the Dufferin Gate Loop, in accordance with the approved Environmental Assessment Modification Report (2008.PG17.10), and to be coordinated with plans to replace the Dufferin Street bridge over the Gardiner Expressway and Lake Shore West Rail Corridor.

4.  City Council request the Deputy City Manager, Cluster B, the General Manager, Economic Development, the Chief Planner and Executive Director, City Planning, the Toronto Transit Commission and Metrolinx to establish an immediate dialog with the new owners of the 27 acre (Mr. Christie's) site at 2150 Lake Shore Boulevard West at Park Lawn Road to explore the feasibility of a new transit hub.

5.  City Council recognize the immediate need for improved transit in the Humber Bay Shores area and request the Deputy City Manager, Cluster B to report back on the results of Phase 2 of the Waterfront Transit "Reset" in the second quarter of 2017.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council adopt the confidential recommendations and confidential instructions to staff contained in Confidential Attachment 1 to the report (June 10, 2016) from the Deputy City Manager and Chief Financial Officer.

2.  City Council authorize the payment of funds required to carry out the confidential instructions contained in Confidential Attachment 1 to the report (June 10, 2016) from the Deputy City Manager and Chief Financial Officer.

3.  City Council authorize the public release of Confidential Attachment 1 to the report (June 10, 2016) from the Deputy City Manager and Chief Financial Officer.

The following confidential recommendations in Confidential Attachment 1 to the report (June 10, 2016) from the Deputy City Manager and Chief Financial Officer were adopted by City Council and are now public:

1.  City Council authorize the City Manager to establish a program for affected Toronto Paramedic Services and Toronto Fire Services employees (Union and Non-Union employees) on the following terms and conditions, at an estimated total cost of $5.3 million, which was accrued in the 2015 financial statements:

a.  the City to provide payment (either directly to the Canada Revenue Agency or to the Toronto Paramedic Services / Toronto Fire Services employee) for the tax and interest owing for the tax years 2013 to 2015 inclusive arising as a result of the Canada Revenue Agency's decision that parking access at all Toronto Paramedic Services and Toronto Fire Services work locations is a taxable benefit;

b.  the City to pay the tax (i.e., the grossed-up amount) for any payments made to or on behalf of Toronto Paramedic Services and Toronto Fire Services employees in accordance with Part 1.a. above in order to offset the effect of such payments being recognized as a taxable benefit to Toronto Paramedic Services and Toronto Fire Services employees in the 2016 tax year;

c.  the City's Unions must agree to a Memorandum of Agreement providing that unionized employees will reimburse the City if any objections are filed and such objections are successful in reducing or eliminating the taxable benefit for the years 2013 to 2015, inclusive; and

d.  the City to be reimbursed for any amount paid by the City to an affected Toronto Paramedic Services and Toronto Fire Services employee or on an affected Toronto Paramedic Services and Toronto Fire Services employee's behalf, should an objection result in a reduction of the employee's tax obligation for the years 2013 to 2015, inclusive.

Confidential Attachment 1 to the (June 10, 2016) from the Deputy City Manager and Chief Financial Officer is now public and can be accessed under Background Information (City Council).

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council adopt the Community Asset Evaluation Framework described in Appendix 1 to the report (June 13, 2016) from the Deputy City Manager and Chief Financial Officer and the Executive Director, Social Development, Finance and Administration, and the findings of the June 2016 evaluation of school properties as community assets in Toronto reported in Tables 1 and 2 of the report (June 13, 2016) from the Deputy City Manager and Chief Financial Officer and the Executive Director, Social Development, Finance and Administration.
 

2.  City Council approve the following directions for five school properties, should these properties be declared surplus and approved for disposition:
 

a.  City Council authorize the Chief Corporate Officer to negotiate and submit an offer to the Toronto Lands Corporation for the acquisition of the property municipally known as 925 Albion Road (Thistletown Multi-Service Centre), funded from the remaining balance of the Land Acquisition Reserve Fund allocated to the School Lands Acquisition Framework  and with additional contribution of funding from the Parkland Acquisition Reserve Funds, and on such other terms and condition as may be acceptable to the Chief Corporate Officer, in consultation with the Executive Director, Social Development Finance and Administration, and the General Manager Parks, Forestry and Recreation, and in a form satisfactory to the City Solicitor;

b.  City Council encourage the Government of Ontario to pursue its expressed interests in acquisition of the property municipally known as 155 McNicoll Avenue (McNicoll Public School) and in acquisition of the property municipally known as 65 Hartsdale Drive (Silver Creek Public School) properties, both of which are sites for delivery of provincially-funded children's mental health and developmental services and to ensure public access to the green space behind the buildings and ongoing delivery of services onsite;

c.  City Council direct the City Manager to work with the Ontario Government, in addition to encouraging their acquisition of the property at 155 McNicoll Avenue, to develop options to maintain public access to the green space behind the school building and to ensure that the childcare services currently offered in the building are able to continue on the site;

d.  City Council strongly encourage the Toronto District School Board and the Community Hubs Secretariat of Ontario to explore with all interested parties the feasibility of ongoing public use of all or a portion of the property municipally known as 200 Poplar Road (Sir Robert Borden Business and Technical Institute); and

e.  City Council direct the General Manager, Children's Services to work with the Toronto District School Board to relocate child care spaces from 100 Allanhurst Drive (Buttonwood Hill Public School) and ensure no net loss of spaces in the local community.

3.  City Council direct the General Manager Parks, Forestry and Recreation, the General Manager, Children's Services, the Deputy City Manager and Chief Financial Officer, the Director, Real Estate Services, the Director, Community Planning, Toronto and East York District, the Director, Real Estate Law Group and the Executive Director, Social Development, Finance and Administration, to work with Ward 18 and Ward 19 Councillors, Toronto Lands Corporation and the current tenants of 375 Dovercourt Road, to develop a business case for the potential severance purchase and/or loan guarantee, in order to secure increased parkland and preserve 200 child care and after school programs and report to the Executive Committee.

4.  City Council adopt the following "Eight Principles for Redeveloping School Properties for Strong Communities" and request that the school boards operating in Toronto, the Toronto Lands Corporation, the Ministry of Education, the Community Hubs Secretariat of Ontario and other relevant entities adopt these principles to preserve and maximize community benefit during the disposition of school properties:

a.  new development or additions to existing school facilities and lands must be consistent with the City's Official Plan and Council approved design guidelines;

b.  school boards must ensure that they accommodate long-term growth projections prior to disposing of school sites and coordinate with the local municipality on population growth planning;

c.  schools boards must accommodate any child care program that would be impacted by the disposition of a school within other school facilities to ensure that there is no net loss of child care space in the local community;

d.  redevelopment of school sites must accommodate community facility space that will be displaced as a result of the disposition of a school facility to ensure no net loss of community space in the local area;

e.  redevelopment of school sites should maximize both the onsite provision of public parkland and the provision of privately owned but publicly accessible open space;

f.  the provision of a full range of housing, including affordable housing, should be secured as part of any site generally greater than 5 hectares and affordable housing will be encouraged on all sites that can support multi-unit redevelopment;

g.  built heritage resources will be evaluated prior to the disposition of a school site; and

h.  where appropriate, provision of joint facilities, either with the school board, the City, a private developer, or any combination thereof, for community service purposes, is encouraged.

5.  City Council direct the Executive Director, Social Development, Finance and Administration, in coordination with the Chief Planner and Executive Director, City Planning, the General Manager, Children's Services, the General Manager, Parks, Forestry and Recreation, and the Director, Real Estate Services, to work on a regular basis with school boards in Toronto to assess the City's interests in school properties as community assets and to report to City Council as required.

6.   City Council request the school boards operating in Toronto work with the City to assess the impact of new and planned transit and future growth when considering the disposition of school properties and to consider retaining some school sites as Core Holdings to provide flexibility to address future growth.

7.   City Council send a letter to the Minister of Education and the school boards operating in Toronto to acknowledge recently improved board-to-City communication related to surplus properties planning and to encourage the parties to strengthen board-to-board communication and disclosure on these matters.

8.   City Council direct the Deputy City Manager and Chief Financial Officer to report back to Council with options for replenishing the School Lands Acquisition Reserve Fund to $15 million by the 2017 budget cycle, in order to serve as a funding strategy for future surplus school property acquisitions.

9.   City Council direct the Director, Real Estate Services in consultation with the General Manager, Parks, Forestry, and Recreation, the General Manager, Children's Services and the Executive Director, Social Development, Finance and Administration, to prepare a business case outlining capital and operational financial considerations and referencing the City of Toronto June 2016 Review of Toronto District School Board properties as community assets as part of any request to utilize the school lands acquisition reserve fund for future acquisitions.

10.   City Council strongly encourage the Ministry of Education, the Community Hubs Secretariat and other relevant provincial ministries, to work with school boards to establish a publicly-accessible inventory of community agency tenants and community services provided in publicly-funded schools and an inventory of space available in schools for community use.

11. City Council request the Minister of Education to support a continuum of learning and the stabilization of early years and child care programs located in school buildings by undertaking the following five actions which have been developed collaboratively by the City of Toronto and the Toronto District School Board, the Toronto Catholic District School Board, Conseil scolaire Viamonde, and Conseil scolaire de district catholique Centre-Sud:

a.  improve the funding formula in order to fully fund the occupancy cost of early learning and child care space in schools directly to the school boards;

b.  ensure the funding formula takes into account the higher cost of building, operating and maintaining spaces for young children;

c.  ensure the funding formula for early learning space is not a per person rate, but a per room rate;

d.  ensure the funding formula accounts for the incrementally higher cost of operating before- and after-school programs in shared spaces; and

e.  ensure that the school utilization formula reflects the improved funding formula and fully accounts for early learning space in schools.

12. City Council forward this Item to the Minister of Education, the Community Hubs Secretariat, and the four school boards operating in Toronto.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council adopt the confidential instructions to staff in Confidential Attachment 1 to the report (June 13, 2016) from the City Solicitor.

2.  City Council authorize the public release of the confidential instructions to staff in Confidential Attachment 1 to the report (June 13, 2016) from the City Solicitor, and City Council direct that  the balance of Confidential Attachment 1 to the report (June 13, 2016) from the City Solicitor remain confidential at the discretion of the City Solicitor.

The following confidential instructions to staff in Confidential Attachment 1 to the report (June 13, 2016) from the City Solicitor were adopted by City Council and are now public:

1.  City Council authorize the appropriate City officials to execute an agreement with the federal Minister of Transport, pursuant to section 5.81(1) of the Aeronautics Act, on terms and conditions satisfactory to the City Manager in consultation with the City Solicitor, to authorize the City to regulate the use of lands in the vicinity of hospital heliports for the purpose of ensuring that the use, structure, and related construction are not incompatible with the safe operation of the heliport or aircraft.

2.  City Council direct City Planning staff to report back through the Planning and Growth Management Committee with a proposed by-law, pursuant to section 5.81(1) of the Aeronautics Act to regulate the use of lands in the vicinity of the heliports associated with St. Michael's Hospital and The Hospital for Sick Children.

3.  City Council direct that notice of a public meeting be given in the same manner and to the same extent as notice that would be provided for a zoning by-law in accordance with the regulations of the Planning Act.

4.  City Council request the Province of Ontario to amend the Building Code Act to include a municipal by-law passed under an agreement with the federal Minister of Transport pursuant to Section 5.81 of the Aeronautics Act, within the definition of "applicable law". 

The balance of Confidential Attachment 1 to the report (June 13, 2016) from the City Solicitor remains confidential at the discretion of the City Solicitor in accordance with the provisions of the City of Toronto Act, 2006, as it contains advice or communications that are subject to solicitor-client privilege.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1. City Council approve the Open Door Affordable Housing Program to provide City financial incentives, the new Open Door Planning Service provided that it only be made available to developments approved through the Open Door Affordable Housing Program, and activate surplus public land for affordable housing.

2. City Council approve the five-year Open Door Affordable Housing Investment Plan Projections in the Financial Implications section of the report (June 8, 2016) from the Deputy City Manager, Cluster A, the Deputy City Manager, Cluster B and the Deputy City Manager and Chief Financial Officer, based on Council's approved annual targets of 1,000 new affordable rental homes and 400 new affordable ownership homes.

3. City Council request the Director, Affordable Housing Office in collaboration with the City Manager's Office to provide an update, annually, on the prior year results of the Open Door Program including funding allocations, incentives provided and other contributions from all sources on a go-forward basis.

4.  City Council direct the Director, Affordable Housing Office, in collaboration with the City Manager's Office, to add a review of housing purchase and rental prices to the annual Open Door Report to ensure that City incentives are effective.

5. City Council approve that the non-profit affordable ownership housing development applications where a minimum of 20 percent of the residential gross floor area of the development is affordable ownership housing be eligible for the Open Door Service.

6. City Council request the Director, Affordable Housing Office, to initiate a conversation with the affordable home ownership providers to explore opportunities to expand long term affordability.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1. City Council approve the 2017 Budget Process and Schedule which is designed to develop, review and adopt 2017 Rate Supported Operating Budget and 2017 to 2026 Capital Budget and Plan by December 14, 2016 and the 2017 Tax Supported Operating Budget and 2017 to 2026 Capital Budget and Plan by February 16, 2017 as set out in Appendix 1 to the report (June 17, 2016) from the City Manager and the Deputy City Manager and Chief Financial Officer, as amended by the following changes to the Budget Committee Public Presentation meetings in January 2017, as approved under Striking Committee Item ST10.1:

Budget Committee Public Presentation meetings will be held on January 5, 9 and 10, 2017.

2. City Council direct that all Agencies submit their respective final Board-approved 2017 Operating Budget and 2017 – 2026 Capital Budget and Plan requests no later than October 1, 2016.

3. City Council adopt an across the board budget reduction target of -2.6 percent net below the 2016 Approved Net Operating Budgets for all City Programs, Agencies, Toronto Community Housing Corporation, and Accountability Offices, and that strategies including but not limited to the following strategies be used to achieve the -2.6 percent target:

a. fund any new or enhanced services from within existing budgets, and review for impact on staff time and planned service delivery any new or enhanced services with a "net zero" funding impact;

b. continue to control expenditures through cost saving measures;

c. explore all services for efficiency savings including opportunities from business process reengineering, streamlining, transformation and innovation to service delivery including from:

i. service delivery rationalization and restructuring;

ii. opportunities for alternative service delivery, including contracting out; and

iii. opportunities for public service delivery where alternative service delivery has not met stated savings objectives or met Council policy objectives;

d. review service levels and outcomes for relevance, value and impact, focussing on non-public facing services first;

e. maximize user fee revenue by reviewing full cost-recovery where applicable, review existing fines and permit fees and identify new fines and other user fees where appropriate;

f. provide a thorough justification for any new Full-time Equivalents; and

g. avoid "offloading" expenses to other City Programs and Agencies.

4.  City Council direct that City Programs and Agencies submit their 2017 - 2026 Capital Budget and Plans requiring that:

a. Capital Plan submissions adhere to the debt levels approved by Council for the 2017 - 2025 Capital Plan as part of the 2016 Budget process, and projects be added in the new tenth year, 2026, that can be accommodated within current affordability targets;

b. annual cashflow funding estimates be examined to more realistically match cashflow spending to project activities and timing, especially in the first 5 years of the Capital Plan's timeframe; and

c. unfunded capital project estimates and timing be refined and submitted for prioritization.

5. City Council direct that the operating and capital guidelines detailed in Parts 3 and 4 above be applied to the Accountability Offices for the 2017 Budget process.

6.  City Council direct the City Manager and the Deputy City Manager and Chief Financial Officer, as part of the 2017 budget process, to:

a.  incorporate a gender equity perspective into the design, development, adoption and execution of all budgetary processes, in order to promote equitable, effective and appropriate resource allocation and establish adequate budgetary allocations to support gender equity and development programmes which enhance women’s empowerment and develop the necessary analytical and methodological tools and mechanisms for monitoring and evaluation;

b.  restructure and target the allocation of public expenditures to promote women’s economic opportunities and equal access to productive resources and to address the basic social, educational and health needs of women, particularly those living in poverty;

c.  make efforts to systematically review how women benefit from public sector expenditures; adjust budgets to ensure equity of access to public sector expenditures, both for enhancing productive capacity and for meeting social needs;

d.  conduct reviews of city service delivery systems to eliminate any existing bias against women; and

e.  facilitate, at all levels, more open and transparent budget processes.

7.  City Council direct the City Manager to provide the following information as part of the 2017 tax supported budget:

a. detailed information about anticipated gapping of front line staff; and

b. detailed information on proposed changes to cost recovery or cost shared services.

8.  City Council direct the City Manager to prepare the 2017 tax-supported net operating budget based on estimated revenue resulting from a residential property tax increase at or below the rate of inflation.

9.  City Council direct the City Manager and the Deputy City Manager and Chief Financial Officer, as part of the 2017 budget process, to accelerate the use of digital solutions, measurements and analytics.

10.  City Council request the City Manager to report back on the Social and Economic impact of Council's decision on this Item as part of the 2017 Budget process.

City Council on July 12, 13, 14 and 15, 2016, deferred consideration of Item EX16.43 until the October 5 and 6, 2016 City Council meeting.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council authorize the General Manager, Shelter, Support and Housing Administration, in consultation with the Director, Affordable Housing Office, to enter into an administration agreement and/or related agreement(s) with the Ministry of Housing or any other provincial entity necessary for the receipt and expenditure of funding under the Social Infrastructure Fund on such terms and conditions as are satisfactory to the General Manager, Shelter, Support and Housing Administration, in consultation with the Director, Affordable Housing Office, and in a form approved by the City Solicitor.

2.  City Council authorize the General Manager, Shelter, Support and Housing Administration, in consultation with the Director, Affordable Housing Office, to undertake Social Infrastructure Fund program administration in accordance with the administration agreement, including appropriate measures as the program proceeds to adjust program parameters, recipients, and year end funding among program components as required to ensure full and effective use of available federal/ provincial funds.

3.  City Council approve the funding allocations for the Investment in Affordable Housing Program component of the Social Infrastructure Fund at a rate of 52 percent for operating programs and 48 percent for capital programs and authorize the General Manager, Shelter, Support and Housing Administration, in consultation with the Director, Affordable Housing Office, to submit the required Program Delivery and Fiscal Plan to the Housing based on these allocations.

4.  City Council authorize the General Manager, Shelter, Support and Housing Administration, and/or the Director, Affordable Housing Office, as appropriate, to enter into agreements or other suitable arrangements with the provincial government, other City divisions, community agencies, private entities and/or individuals to deliver the Social Infrastructure Fund, including the Investment in Affordable Housing Program components and Social Housing Improvement Program in accordance with the terms and conditions of the Province's program guidelines and the approved allocations on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration or the Director, Affordable Housing Office and in a form satisfactory to the City Solicitor.

5.  City Council authorize the General Manager, Shelter, Support and Housing Administration to extend or replace the current administration agreement between the City of Toronto, the Ministry of Housing and the Ministry of Finance, beyond its current termination date to facilitate the delivery of the 2016-17 and 2017-18 Social Infrastructure Fund, including the Investment in Affordable Housing Program housing allowance program allocation on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form approved by the City Solicitor.

6.  City Council direct the General Manager, Shelter, Support and Housing Administration and the Director, Affordable Housing Office as part of the annual budget process to report to Budget Committee on funding allocations, and provide an update on the need, if any, to alter funding from the allocations proposed.

7.  City Council direct the General Manager, Shelter, Support and Housing Administration and the Director, Affordable Housing Office to report to the Affordable Housing Committee in the second quarter of 2017 on progress and outcomes under the Social Infrastructure Fund.

8.  City Council direct the General Manager, Shelter, Support and Housing Administration and the Director, Affordable Housing Office to report to Budget Committee with the details of the 2016 funding allocations and the administration cost, including the impacts on the 2016 Operating Budgets for Shelter, Support and Housing Administration and the Affordable Housing Office once the details have been identified.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council request the General Manager, Facilities Management to ensure all current cleaning routines, as well as any future adjustments to cleaning routines, are benchmarked with industry standard cleaning times.

2.  City Council request the General Manager, Facilities Management to develop the corporate procedure to ensure compliance for measuring and establishing the cleanable area for a City facility.

3.  City Council request the General Manager, Facilities Management to validate the available measurements in accordance with the established corporate procedure.

4.  City Council request the General Manager, Facilities Management to:

a.  implement a process to ensure that a complete and accurate inventory of City facilities receiving custodial services is centrally maintained;

b.  ensure the centralized data source includes all relevant information, including labour costs, to effectively monitor performance of custodial services and support operating decisions made by executive management as well as operational managers and supervisors; and

c.  establish a protocol for ensuring data is kept accurate and up-to-date for each City facility.

5.  City Council request the General Manager, Facilities Management to effectively workload each City facility receiving cleaning services, either in-house or contracted, such undertaking to include actions to:

a.  ensure accurate operational data is available;

b.  workload each facility by applying current industry standard cleaning times and tasks; and

c.  schedule the cleaning workforce in accordance with the estimated workload.

6.  City Council request the General Manager, Facilities Management to assess and define the level of cleanliness that can be associated with each level of cleaning service in the Custodial Standard Service Model.

7.  City Council request the General Manager, Facilities Management to ensure each client group is provided with information about the cleaning service level they are receiving relative to the Custodial Standard Service Model and the associated costs of services provided, such information be used to examine the opportunities to achieve more economical cleaning services.

8.  City Council request the General Manager, Facilities Management to ensure that appropriate operational planning for cleaning services is performed to ensure workloads are based on a reasonable estimation of the productive labour hours of the workforce.

9.  City Council request the General Manager, Facilities Management to identify, monitor, and report on key performance metrics on a regular basis relative to internal and external benchmarks for the purposes of regularly assessing the effectiveness and efficiency of cleaning services.

10.  City Council request the General Manager, Facilities Management to implement a program of quality assurance inspections of cleaning services to be deployed across the City and adopted consistently by the Facilities Management Division.

11.   City Council request the General Manager, Facilities Management take appropriate action to control for the risk of bias in completing quality assurance inspections.

12.  City Council request the General Manager, Facilities Management to plan, implement and incorporate the results of customer satisfaction surveys to improve custodial services delivery.

13.  City Council request the General Manager, Facilities Management to collaborate with the Executive Director, Human Resources to ensure that vulnerable sector screening is adequately addressed for all City staff who provide services in high risk facilities, such as daycares.

14.  City Council request the City Manager to request the Division Heads and the Chief Executive Officers of City agencies and corporations to review the issues and recommendations included in report (June 14, 2016) from the Auditor General and consider the relevance to their respective custodial operations.

15.  City Council request the General Manager, Facilities Management to explore opportunities to move to a daytime cleaning routine, including a pilot project, where feasible.

16.  City Council request the General Manager, Facilities Management to report to the October 28, 2016 meeting of the Audit Committee with an update on the status of implementing the Auditor General's recommendations.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council request the General Manager, Facilities Management to ensure specifications, included in call documents to procure cleaning services, are based on accurate measurements of cleanable area.

2.  City Council request the General Manager, Facilities Management, in consultation with the Director, Purchasing and Materials Management Division, to ensure the labour estimates included in call documents for cleaning services are developed using benchmarked industry cleaning times.

3.   City Council request the General Manager, Facilities Management to compare current contracted cleaning service levels to the standard service level in the Custodial Standard Service Model and industry cleaning times to examine opportunities to reduce costs.

4.  City Council request the General Manager, Facilities Management to ensure the scope of work included in future procurement processes for contracted cleaning services is consistent with the Custodial Standard Service Model.

5.  City Council request the General Manager, Facilities Management, in consultation with the Director, Purchasing and Materials Management, to review the sourcing of consumables to determine the most economical and environmentally friendly procurement strategy for the supply of consumables to facilities where cleaning services are provided by a vendor.

6.  City Council request the General Manager, Facilities Management to implement appropriate controls to monitor the acquisition and use of consumables provided by contractors.

7.  City Council request the General Manager, Facilities Management, in consultation with the Director, Purchasing and Materials Management, to review the evaluation process for the procurement of cleaning contracts, such review to consider industry practices for evaluation criteria, scoring methodology, and weighting of criteria including the relative importance of price. 

8.  City Council request the General Manager, Facilities Management, in consultation with the Director, Purchasing and Materials Management, to ensure adequate analysis of the reasonability of the cost of contract changes is performed and documentation to support the cost of contract changes should be retained in the respective purchasing and contract files.

9.  City Council request the General Manager, Facilities Management to implement controls to monitor actual services delivered and cleaning hours provided are in accordance with contracts and where services do not adhere to contracts, payments should be adjusted for any variances in actual cleaning hours provided.   

10.  City Council request the General Manager, Facilities Management, in consultation with the Director, Purchasing and Materials Management, to review the standard call documents for cleaning contracts to ensure that the pricing structure allows changes to be made where the actual services delivered significantly deviates from the award.

11.  City Council request the General Manager, Facilities Management to monitor and supervise all cleaning contracts to ensure compliance with contractual terms and obligations to maintain, and make available for review, the records related to the contract.

12.  City Council request the General Manager, Facilities Management to work collaboratively with the Fair Wage Office to provide any necessary contract related records required to strengthen the compliance reviews conducted to ensure fair wages.

13.  City Council request the City Manager, in consultation with the City Solicitor, to consider the City’s obligation to notify appropriate authorities about contractor business activities related to irregular contractor payroll records.

14.  City Council request the General Manager, Facilities Management to develop and implement a standard protocol for evaluating custodial contractor performance, the protocol should include:

a.  a standard form for contractor performance evaluation;

b.  annual review cycles and a mandatory review prior to exercising a renewal option on a contract; and

c.  documentation of the results of such performance evaluations to be retained within the contract file.

15.  City Council request the General Manager, Facilities Management to complete a service review of all current cleaning contracts including an analysis of their cost effectiveness and the results of such review to be reported to the Government Management Committee.

16.  City Council request the City Manager to request the Division Heads and the Chief Executive Officers of City agencies and corporations to review the issues and recommendations included in the report (June 14, 2016) from the Auditor General and consider the relevance to their respective operations.

17.  City Council direct the Chief Corporate Officer to ensure that all upcoming competitive procurements for cleaning services, including new and existing contracts that expire or come up for renewal, are issued based on the new standards consistent with Council's decision on this Item, including a contract performance monitoring and evaluation system.

18.  City Council request the General Manager, Facilities Management to report to the October 28, 2016 meeting of the Audit Committee with an update on the status of implementing the Auditor General's recommendations.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council request the City Manager to ensure comprehensive training on the fundamentals of conducting investigations are made available to support City staff responsible for conducting investigations into alleged wrongdoing.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1. City Council appoint Lena Recollet as the Aboriginal community representative to the Heritage Toronto Board of Directors, at pleasure of Council, for a term of office ending on November 30, 2018, and until a successor is appointed.

2. City Council direct that the confidential information in Confidential Attachment 2 to the report (June 28, 2016) from the Nominations Selection Committee, Heritage Toronto Board of Directors, remain confidential in its entirety as it relates to personal information about an identifiable individual being considered for appointment to the Heritage Toronto Board of Directors.

Confidential Attachment 2 to the report (June 28, 2016) from the Nominations Selection Committee, Heritage Toronto Board of Directors, remains confidential in its entirety in accordance with the provisions of the City of Toronto Act, 2006, as it relates to personal information about an identifiable individual being considered for appointment to the Heritage Toronto Board of Directors. 

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council approve the acceptance of $5,500,000 from Christie Gardens as a one-time payment in settlement of Christie Gardens' obligation to provide rent geared-to-income (RGI) assistance under the terms of an existing Social Housing Agreement (the "Christie Gardens Settlement.)

2.  City Council direct the settlement amount of $5,500,000 be transferred as outlined below to the following reserve funds:

a.  $1,000,000 as a one-time contribution to the Housing Allowance Reserve Fund (XQ1112) with the 2016 Approved Operating Budget for Shelter, Support and Housing Administration to be amended to that effect by $1,000,000 gross, $0 net; and

b.  the residual of $4,500,000 as a one-time contribution to the Capital Revolving Reserve Fund for Affordable Housing (XR1058) with the 2016 Approved Operating Budget for Shelter, Support and Housing Administration to be amended to that effect by $4,500,000 gross, $0 net.

3.  City Council direct the General Manager, Shelter, Support and Housing Administration, to reallocate or redirect settlement funds received from Christie Gardens for housing allowances and social or affordable housing purposes as outlined below:

a.  $1,000,000 from the Housing Allowance Reserve Fund (XQ1112) to be allocated to housing allowances, with the 2016 Approved Operating Budget for Shelter, Support and Housing Administration to be amended to that effect by $1,000,000 gross, $0 net;

b.  up to $2,500,000 from the Capital Revolving Reserve Fund for Affordable Housing (XR1058) to support the purchase and closing costs of the YWCA property at 55-57 Humewood Drive by the non-profit organization known as Humewood House, with the 2016 Approved Operating Budget for Shelter, Support and Housing Administration to be amended to that effect by approximately $2,500,000 gross, $0 net; and

c.  consistent with the City's five-year affordable housing capital investment planning, the residual to be invested in new affordable rental housing in Ward 21 St. Paul's, in consultation with the Ward Councillor, through a business case in the 2017 or subsequent years Operating Budget(s) for Shelter, Support and Housing Administration to include the residual of approximately $2,000,000 gross, $0 net.

4.  City Council authorize the Director, Affordable Housing Office, in consultation with the General Manager, Shelter, Support and Housing Administration, to allocate up to $2,500,000 derived from the Christie Gardens Settlement to the non-profit organization Humewood House, or a related corporation to fund the purchase of 55-57 Humewood Drive from the YWCA, for the purpose of expanding Humewood House's program to empower vulnerable young pregnant and parenting women to make positive life choices for themselves and their children.

5.  City Council authorize the Director, Affordable Housing Office, in consultation with the General Manager, Shelter, Support and Housing Administration, to negotiate, on behalf of the City an agreement and any subsequent amendments to the agreement, to secure the City's contribution towards the purchase of 55-57 Humewood by Humewood House, or a related corporation, on terms and conditions satisfactory to the Director, Affordable Housing Office and in a form acceptable to the City Solicitor.

6.  City Council authorize the Director, Affordable Housing Office, to execute, on behalf of the City, the agreement, any amendments to the agreement, security or financing documents or any other documents required to facilitate the funding of the purchase of 55-57 Humewood Drive by Humewood House or a related corporation.

7.  City Council authorize the General Manager, Shelter, Support and Housing Administration, in consultation with the City Solicitor, to enter into an amended Social Housing Agreement with Christie Gardens based on the terms and conditions set out in the attached Appendix A to the report (June 9, 2016) from the General Manager, Shelter, Support and Housing Administration in a form satisfactory to the General Manager, Shelter, Support and Housing Administration, and the City Solicitor.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council authorize the General Manager, Long-Term Care Homes and Services to negotiate and enter into a non-competitive agreement with Arjohuntleigh Canada Inc., for the continued supply of proprietary sling accessories, maintenance, testing and repairs to existing resident lift systems used at various long-term care home locations for a five (5) year period from the date the contract is entered into, for the total amount of $2,029,531 net of HST ($2,065,251 net of HST recoveries) on terms and conditions satisfactory to the General Manager, Long-Term Care Homes and Services and in a form satisfactory to the City Solicitor.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council authorize the Chief and General Manager, Toronto Paramedic Services, to negotiate and enter into an agreement with Rowland Emergency and Specialty Vehicles, being the highest overall scoring proponent meeting the requirements of Request for Proposal 0505-15-0125 for the provision of Powered Stretchers with all components and accessories, in the total amount of $8,126,898 net of HST recoveries for three (3) years from the date of the agreement to June 30, 2019 with the option to renew at the sole discretion of the Chief and General Manager, Toronto Paramedic Services, and subject to budget approval, for an additional seven (7) separate one (1) year periods, for a total potential cost of $16,671,658 net of HST recoveries in accordance with the terms and conditions as set out in the Request for Proposal and any other terms and conditions satisfactory to the Chief and General Manager, Toronto Paramedic Services and in a form satisfactory to the City Solicitor.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council amend the 2016 - 2025 Approved Capital Budget and Plan for Children's Services by adding a new capital project, with a total project cost of $2.4 million, funded entirely from the Child Care Capital Reserve Fund, with a cash flow budget of $0.715 million in 2016 and $1.685 million in 2017.

2.  City Council authorize the General Manager, Children's Services to enter into a funding and development agreement with the Toronto District School Board (TDSB), in a form satisfactory to the City Solicitor, to fund the construction of 25 new infant and toddler child care spaces at the new George Webster Elementary School.

3.  City Council authorize the General Manager, Children's Services to amend the programming at the Parkside Early Learning and Child Care Centre by continuing to offer kindergarten and school age programming at Parkside Early Learning and Child Care Centre but not to proceed with the re-opening of the preschool program or the addition of an infant/toddler program at this location, with the funding approved to operate the expanded preschool program for four months, from September to December 2016, to be returned to the Service System Management function of the Children's Services Operating Budget.

City Council on July 12, 13, 14 and 15, 2016, adopted the following:

1.  City Council advise the Ministry of Education of its support for proposed regulatory changes that, if enacted, would ban waiting list fees for child care programs and require operators to provide public waitlist and admission policies, with a clear explanation of how operators determines the order in which children on a wait list are offered admission.

2. City Council request the General Manager, Children’s Services to further develop a proposed model and business case for a centralized wait list for licensed child care spaces in Toronto, in consultation with child care operators, to improve transparency and fairness for Toronto parents seeking child care, and report to the Community Development and Recreation Committee prior to the 2018 budget process.