Decisions

The Executive Committee recommends that:

1.  City Council enact the development charges by-law amendment attached as Appendix 1 to the report (April 8, 2015) from the Deputy City Manager and Chief Financial Officer.

2.  City Council, for the purposes of complying with the Development Charges Act, 1997, adopt the 2015 Development Charges Amendment Background Study: Transit Service - Scarborough Subway Extension, dated April 7, 2015, including the development charges capital program contained therein.

3.  City Council determine that, pursuant to section 12 of the Development Charges Act, 1997, no further public meeting is required.

4.  City Council express its intent that the development-related cost of post-2022 capacity identified in the Background Study be carried forward into future development charges by-law reviews for potential cost recovery from future development charges or other similar charges.

5.  City Council authorize the City Solicitor, in consultation with the Deputy City Manager and Chief Financial Officer, to make such housekeeping, technical and minor amendments to the by-law as necessary to give effect to the recommendations contained herein.

The Executive Committee held a statutory public meeting on April 22, 2015, and notice was given in accordance with the Development Charges Act.

The Executive Committee directed that:

1.  The Deputy City Manager and Chief Financial Officer report directly to City Council with options, including an option which results in no loss of the anticipated $165 million revenue, and a recommended option, to phase-in the Development Charges By-law Amendment - Scarborough Subway Extension taking into account concerns heard at the April 22, 2015 Executive Committee.

The Deputy City Manager and Chief Financial Officer gave a presentation on City of Toronto 2015 Scarborough Subway Development Charges By-law Amendment.

At its meeting on October 8, 9, 10 and 11, 2013, Council directed staff to update the City's development charges by-law to include the Scarborough Subway Extension (SSE) project costs.  This report, together with the requisite Background Study and proposed by-law amendment, are presented in response to that Council direction.

The only change resulting from the proposed by-law amendment is to add development charges relating to the Scarborough Subway Extension to the schedule of development charges rates currently in effect.  The calculated Scarborough Subway Extension development charges rates represent a 10 percent and 11 percent increase to the 2013 adopted residential and non-residential development charges rates, respectively. 

The amended rates are proposed to come into effect on August 1, 2015 and be phased-in in accordance with the 2013 development charges by-law (85 percent and 100 percent of the adopted increase effective August 1, 2015 and February 1, 2016, respectively).  No other changes are proposed to the existing development charges by-law provisions or policies. 

Even with the increase, Toronto's development charges rates are competitive and remain well below the average charges imposed in the surrounding region.

The Executive Committee:

1.  Received the report (March 31, 2015) from the Treasurer and the City Clerk for information.

This report is submitted for information purposes as required under Section 223 (1) of the City of Toronto Act 2006. It provides an itemized statement on remuneration and expenses of Members of Council and of Council appointees to agencies, corporations and other bodies for the year ended December 31, 2014.

The Executive Committee recommends that:

1.  City Council authorize the transfer of management responsibility of the lands identified within this report from the Board of Governors of Exhibition Place to the City's Parks, Forestry and Recreation Division by:

a.  amending By-law No. 25-85 "Respecting the Management of Exhibition Place" enclosed as Appendix A to the report (March 11, 2015) from the City Manager and By-law No. 45-84 "Respecting the Regulation of Traffic in Exhibition Place" of the former Municipality of Metropolitan Toronto, to remove a strip of land located south of Lake Shore Boulevard from the Lands shown under the management of the Board as highlighted on the map enclosed as Appendix B to the report (March 11, 2015) from the City Manager;

b.  transferring the lands to the management responsibility of the City's Parks, Forestry, and Recreation Division and subject to Municipal Code Chapter 608, Parks, and update the configuration of the roadways at Exhibition Place to reflect the current status; and

c.  authorizing the City Solicitor to introduce the necessary bills to amend the former Municipality of Metropolitan Toronto By-laws No. 25-85 and No. 45-84, and Chapter 63, Exhibition Place Governance.

2.  City Council authorize the General Manager, Parks, Forestry and Recreation to continue to allow the Canadian National Exhibition Association to use the strip of land south of Lake Shore Boulevard shown in Appendix B to the report (March 11, 2015) from the City Manager, as required for the purpose of staging events for the annual Canadian National Exhibition, at an annual rental fee of one dollar, and on the same terms and conditions of use as set out in the Master Agreement between the Canadian National Exhibition Association, the Board of Governors of Exhibition Place and the City save and except for any terms and conditions relating to the provision by the Board of any unionized or non-unionized Exhibition Place personnel or services.

3.  City Council authorize the City Manager and the Board of Governors of Exhibition Place to make the necessary amendments to any governance policies or instruments consistent with the decisions of City Council in this report, including the Relationship Framework of the City with the Board of Governors of Exhibition Place.

On February 6, 2015, the Board of Governors of Exhibition Place (the Board) approved amendments to the former Municipality of Metropolitan Toronto By-law No. 25-85 "Respecting the Management of Exhibition Place" (Metro By-law 25-85), attached in Appendix A, to remove a small strip of land south of Lake Shore Boulevard from the lands shown under its management, subject to City Council approval.

This report recommends that City Council amend Metro By-law 25-85 as requested by the Board, and further recommends that City Council place these lands within the jurisdiction of the City's Parks, Forestry and Recreation Division (PFR) and subject to Municipal Code Chapter 608, Parks, to allow PFR to licence/permit the strip of land to the Canadian National Exhibition Association (CNEA) for the purpose of staging the Canadian National Exhibition (CNE).

This strip of land being removed from the management of the Board is highlighted in Appendix B to this report, and more specifically shown in the drawing attached to Metro By-law 25-85. The changes recommended in this report would allow PFR to manage and permit the land, as has been the recent practice, and to implement activities being prepared on the land for the Toronto 2015 Pan/Parapan American Games.

The purpose of this report is to adjust the term of appointment for public members serving on boards of City corporations to require a public recruitment process every two years in order to be consistent with best practices and the Business Corporations Act of Ontario (OBCA). This would discontinue the City practice of reappointing incumbents for a renewal period of an additional two years without a recruitment process. As a result of this policy change, the Clerk will conduct a recruitment process where public appointments were made for two-year terms expiring in 2015 and 2016. The City Clerk would initiate recruitments to City corporations as required.

The Executive Committee recommends that:

1.  City Council direct the City Manager to develop a business case and identify implementation options for coordinating and/or consolidating real estate operations and/or portfolios across relevant City agencies, corporations and divisions, and to report to Executive Committee on the results of the findings in early fourth quarter of 2015.

2.  City Council direct the City Manager to establish an expert advisory panel to:

a.  participate in the procurement process to recommend a third party consultant to assist in the review of real estate operations conducted by City agencies, corporations and divisions, evaluate recommendations made by KPMG LLP and the Auditor General and recommend options, including implementation, for coordination and/or consolidation; and

b.  review the options provided by the third party consultant and make recommendations to the City Manager.

3. City Council authorize the City Manager to hire the third party consultant selected as part of the procurement process in Recommendation 2.a above.

4.  City Council direct the City Manager to incorporate the expert advisory panel's input in the report to Executive Committee in the fourth quarter of 2015.

5.  City Council authorize the City Manager to include the relevant agencies and corporations in the real estate review and instruct them to participate in the review process and to provide information as required.

6. City Council direct that the Affordable Housing Office be included as a Division to be consulted as a part of the City-wide Real Estate review.

7.  City Council authorize an one-time increase of $200,000 gross and $0 net to the 2015 Approved Operating Budget for Facilities, Real Estate, Environment and Energy with funding provided from the Innovation Reserve Fund (XR1713) for the hiring of a third party consultant.

Recent studies commissioned under the City's Service Review Program, including efficiency studies by KPMG LLP, and the Auditor General's review of Build Toronto suggest a number of opportunities exist to improve real estate coordination across City agencies, corporations and divisions. Various real estate activities are currently conducted by Real Estate Services and other City divisions, and by agencies and corporations such as Build Toronto, Toronto Port Lands Company, Toronto Parking Authority, Toronto Transit Commission, Toronto Community Housing Corporation and other agencies. Currently, these entities manage their real estate portfolios separately, which limits the City's ability to develop a City-wide real estate strategy, explore co-location opportunities, maximize the value of assets, and find efficiencies in operations. As a result, a comprehensive plan to centralize or coordinate all City-owned real estate operations is required.

Retaining a third party consultant, combined with an independent advisory panel, will provide the City with an objective, in-depth review of all City-owned real estate operations. The consultant and advisory panel will provide an immediate implementation plan based on their assessment of best practices in real estate management and review of recommendations made by the Auditor General and KPMG LLP. The recommendations and action plan will be included in a report to City Council from the City Manager in early Q4 2015. It is expected that the results of this study will lead to long-term efficiencies and savings for the City of Toronto in 2016 and beyond.

The Executive Committee recommends that:

1.  City Council direct the City Manager, in consultation with the Chief Executive Officer of the Toronto Transit Commission and the Deputy City Manager and Chief Financial Officer to report back to City Council by the first quarter of 2016 with their recommendation on whether to proceed with a Design-Bid-Build or Design-Build-Finance option for project procurement and that such report also include recommendations with respect to project management, delivery and governance.

2.  City Council authorize the Deputy City Manager and Chief Financial Officer to retain the services of Infrastructure Ontario, and such other advisors that are required to complete the Procurement Options Analysis, at a total cost not to exceed $500,000.

3.  City Council request that the Board of the Toronto Transit Commission continue to structure any contracts for design or other preparatory work for the Scarborough Subway Extension so as to preserve the ability to proceed with whichever procurement and delivery model is recommended to Council following completion of the Procurement Options Analysis.

This report responds to a direction from Council (EX4.17) to examine potential options for the delivery of the Scarborough Subway Extension project (the "SSE").

In particular, the report focuses on an assessment of potential project procurement options. This high-level assessment indicates that the most appropriate procurement approach will be either a traditional Design-Bid-Build ("DBB") approach or a Design-Build-Finance ("DBF") form of Alternative Finance and Procurement ("AFP"). The participation of a private partner in the operations of the project has been ruled out as it is impractical in an extension of an existing subway line.

The existing Collective Bargaining Agreement with TTC unions also explicitly precludes the contracting out of those maintenance activities that are normally undertaken by TTC employees. However, the consideration of some scenarios for the lifecycle maintenance by the private partner of major structural elements of the project may be incorporated within a P3 (Public Private Partnership) screen required as a condition of the federal funding commitment being provided through the New Build Canada Fund. This report recommends that Infrastructure Ontario be retained to advise on the preparation of a POA.

‎In addition to addressing procurement, the report sets out the process that will lead to decisions with respect to the appropriate form of project management and delivery for each stage of the SSE project.

Finally, this report also requests that the Board of the Toronto Transit Commission continue to structure any new contracts for design or other preparatory work for the project so as to preserve the ability to proceed with whichever procurement mode is recommended as a result of the POA. This will allow the project to proceed with no delays during the time the POA is being carried out.

The Executive Committee:

1.  Received the report (April 8, 2015) from the City Manager for information.

In August 2014, City Council directed City agency and corporation Boards to approve a senior executive compensation policy by April 1, 2015 (excluding restricted Boards).  The purpose of this report is to inform Executive Committee that Boards are progressing on this key initiative, however additional time is required for completion and final reporting. City staff are advising Boards that approvals and reporting to the City Manager are required by October 30, 2015.

The Executive Committee recommends that:

1.  City Council establish an obligatory Reserve Fund titled "Sheppard East Corridor Parkland Acquisition Reserve Fund" (the "Reserve Fund") with criteria set out in Appendix 1 to the report (April 7, 2015) from the General Manager, Parks, Forestry and Recreation and the Deputy City Manager and Chief Financial Officer, to provide funding for the acquisition of lands, and any related expenses, for parks and recreation purposes along the Sheppard East Corridor. 

2.  City Council direct that Schedule 10 of Chapter 227 of the Toronto Municipal Code, Reserve and Reserve Funds, be amended to add the Sheppard East Corridor Parkland Acquisition Reserve Fund.

3.  City Council authorize that the following be deposited to the Reserve Fund:

a.  the above 5% of the portion of the Section 42 cash-in-lieu of parkland payment that is expected to be received for 2-14 Cusack Court and 1200, 1210 and 1220 Sheppard Avenue East; and

b.  the entire Section 42 cash-in-lieu of parkland payment expected to be received for 784 Sheppard Avenue East, by replacing reference to the City's  Parkland Acquisition Reserve Fund Account XR2216 in Recommendation 5 of NY29.19 - Zoning By-law Amendment Application - 784 Sheppard Avenue East, adopted by City Council on February 19 and 20, 2014, with the Reserve Fund.

4.  City Council authorize that up to $3.0 million be borrowed from Parkland Acquisition - City Wide Land Acquisition Reserve Fund (XR2210) should, at any time, the Reserve Fund not have adequate funds, including as an initial contribution to the Reserve Fund, if necessary.

5.  City Council direct that once all the lands shown as the priority lands on Map 1 (the "Priority Lands") attached to Confidential Attachment 1 to the report (April 7, 2015) from the General Manager, Parks, Forestry and Recreation and the Deputy City Manager and Chief Financial Officer have been acquired and any funds borrowed from the Parkland Acquisition City Wide Land Acquisition Reserve Fund has been repaid, any remaining funds in the Reserve Fund be transferred to the Alternative Parkland Dedication Reserve Fund (XR2213) and the Reserve Fund be closed and deleted from Chapter 227.

6.  City Council amend the Parks, Forestry and Recreation 2015 Capital Budget by adding a project called "Sheppard East Corridor Parkland Acquisition" for $3.0 million funded from the "Sheppard East Corridor Parkland Acquisition Reserve Fund" to be used to acquire the Priority Lands as set out in the Confidential Attachment 1 to the report (April 7, 2015) from the General Manager, Parks, Forestry and Recreation and the Deputy City Manager and Chief Financial Officer

7.  City Council authorize that the Confidential Attachment 1 to the report (April 7, 2015) from the General Manager, Parks, Forestry and Recreation and the Deputy City Manager and Chief Financial Officer remain confidential until all the Priority Lands have been acquired by the City.

8.  City Council grant leave for the City Solicitor to introduce any necessary bills in City Council to give effect thereto.

The purpose of this report is to obtain authority to establish a new reserve fund called the Sheppard East Corridor Parkland Acquisition Reserve Fund (the "Reserve Fund") whose purpose will be to accumulate funds to purchase lands for parks and recreation purposes along the Sheppard East Corridor. The "Sheppard East Corridor" is defined as the area within Ward 24 between Hawkesbury Drive to the West, Leslie Street to the East, Highway 401 to the South and a line drawn parallel to and approximately 500 metres to the North of Sheppard Avenue East (Appendix 2 – Key Map).  As well, this report seeks to amend the Parks, Forestry and Recreation (PF&R) 2015 Capital Budget and 2016 to 2024 Capital Plan to add a project to acquire parkland in the Sheppard East Corridor, called "Sheppard East Corridor Parkland Acquisition" (the "Capital Project").

Funding for this Capital Project will be provided from future Section 42 payments under the Planning Act from development in the Sheppard East Corridor. Since funds from these sources are not currently available, and it will take some time for the development process to accumulate adequate funding, this report is also seeking authority to borrow funds from the Parkland Acquisition City-Wide Land Acquisition Reserve Fund (XR2210) in the meantime.

The Executive Committee recommends that:

1.  City Council direct the Acting Executive Director, Social Development, Finance and Administration, in consultation with the General Manager, Parks, Forestry and Recreation, General Manager, Shelter, Support and Housing Administration, the Moss Park Arena Board and Councillors for Wards 27 and 28, to undertake a due diligence review in partnership with The 519 project team to determine the viability of redeveloping Moss Park including all current uses of the site and a new 519 Sport and Recreation Centre.

2.  City Council direct the City Manager, the Deputy City Manager and Chief Financial Officer, the Acting Executive Director, Social Development, Finance and Administration and the General Manager, Parks, Forestry and Recreation to report to City Council in September 2015 with an overall project plan developed in partnership with The 519 project team that includes the proposed structure of a Development Board, community consultation strategy, governance model and funding model for The 519 Sport and Recreation Centre project and the redevelopment of the Parks, Forestry and Recreation Facilities.

This report provides an update on The 519 Sport and Recreation Project and seeks approval to undertake a due diligence review for a new site located in the Moss Park community, including the site occupied by the John Innes Community Centre. The originally proposed project site at Eastern Avenue and St. Lawrence Street has been determined to be unsuitable for the proposed project.

The 519, with the support of a major private philanthropic donor, is proposing to build the first ever LGBTQ (Lesbian, Gay, Bi-sexual, Transgendered, Queer)-focused Sport and Recreation Centre in Toronto. The City of Toronto is currently working with The 519 and the donor to develop a project proposal and parameters for a Development Board that will oversee the planning and execution of the project.

Direct control of the rent-geared-to-income (RGI) waiting list function is needed to implement Council-directed business improvements to housing access services. This report outlines the business case and the comprehensive due diligence being exercised by City officials to bring the social housing waiting list function, currently delegated to Toronto Community Housing Corporation (TCHC) and managed by Housing Connections (a subsidiary of TCHC) and all other delegated functions and roles, into the City's reporting and governance structure.

To ensure the system for accessing housing services was operationally efficient and functioning in the best interest of households in need, the City has conducted an extensive review of the centralized waiting list for social housing. The review resulted in recommendations to implement a range of service improvements, which were approved by Council in July 2014, including a choice-based system, an integrated service delivery model and the transformation of the centralized waiting list into a multi-service housing registry.

The business, policy and organizational changes needed to implement these recommendations will require the City to govern and operate the waiting list function. This aligns with the delivery of other housing services and the implementation of administrative changes to RGI access. This report includes a business case, rationale and due diligence plan to transfer the waiting list business unit into the City.

The Executive Committee recommend that:

1.  City Council approve the Terms and Conditions of the Letter of Intent as set out in Confidential Attachment 1 to the report (April 7, 2015) from the General Manager, Shelter, Support and Housing Administration and the Chief Corporate Officer.

2.  City Council authorize the General Manager, Shelter, Support and Housing Administration and the Chief Corporate Officer to undertake further negotiations with 875 Queen Lofts Inc. and to enter into a binding Agreement of Purchase and Sale for the shelter component to be constructed at 875 Queen Street East.

3.  City Council authorize an amendment to Shelter, Support and Housing Administration's 2015 -2024 Capital Budget and Plan to add a new capital project for the purchase and acquisition of the shelter space referred to in Recommendation 2 above with cash flows as identified in Confidential Attachment 2 to the report (April 7, 2015) from the General Manager, Shelter, Support and Housing Administration and the Chief Corporate Officer to be fully funded by the Land Acquisition Reserve Fund - XR1012 ("LARF"), and further that this funding be treated as recoverable debt and repaid from the Shelter, Support and Housing Administration's Operating Budget to the Land Acquisition Reserve Fund over a 25 year period commencing in the year following completion of the purchase.

4. City Council authorize the General Manager, Shelter, Support and Housing Administration, and the Chief Corporate Officer to negotiate, and the City to execute, a long-term below market lease with WoodGreen Red Door Family Shelter for the operation of the shelter within the new complex, on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and the Chief Corporate Officer, in a form satisfactory to the City Solicitor.

5.  City Council direct that Confidential Attachments 1 and 2 to the report (April 7, 2015) from the General Manager, Shelter, Support and Housing Administration and the Chief Corporate Officer remain confidential under the provisions of the City of Toronto Act, 2006 as they relate to a proposed or pending land acquisition by the City or one of its agencies, boards, and commissions.

6.  City Council authorize the public release of the confidential information contained in Confidential Attachments 1 and 2 to the report (April 7, 2015) from the General Manager, Shelter, Support and Housing Administration and the Chief Corporate Officer following the closing of any purchase transaction.

In June 2014 City Council directed staff to undertake a series of actions to support the WoodGreen Red Door Family Shelter (Red Door) in its efforts to maintain shelter services for families through the redevelopment of the property at 875 Queen Street East. 

This report provides City Council with an update on the work undertaken over the past eight months and a concrete plan to secure a future for Red Door at 875 Queen Street East.  This is a significant accomplishment and will preserve much needed services to vulnerable homeless families and their children.

The report recommends Council approve the City purchasing in the new complex to be constructed at 875 Queen Street East approximately 20,000 square feet to be operated as a shelter by Red Door.   The details of the proposed purchase are set out in the Confidential Attachments to this report. The report further seeks City Council authority to approve an adjustment to the 2015 – 2024 Capital Budget and Plan for Shelter Support and Housing Administration to add a new capital project for the purchase and acquisition of the shelter space at 875 Queen Street East.

It is also recommended that the City approve the capital funding for the purchase of the shelter space, which will be subject to a long-term below market lease to be negotiated with Red Door.

The Executive Committee recommends that:

1.  City Council adopt the following 2015 tax rates for school purposes, which will raise an education tax levy for 2015 of $2,018,100,647:

2.  City Council enact a by-law for the 2015 taxation year to reduce tax decreases for the 2015 taxation year on properties in the commercial, industrial and multi-residential property classes by the percentage of the tax decrease set out in Column II in order to recover the revenues foregone as a result of capping:

3.  City Council grant authority for the introduction of the necessary bills in Council to give effect hereto.

This report recommends adoption of the 2015 education tax rates and property tax levy for school purposes for the City of Toronto in accordance with the rates prescribed by regulation by the Minister of Finance.  This report also recommends the 2015 percentage of the tax decreases (the ‘clawback’ rates) required to recover the revenues foregone as a result of the cap limit on properties in the commercial, industrial and multi-residential property classes, as provided for by legislation.

The Executive Committee recommends that:

1.  City Council approve the renewal of the line of credit guarantee issued on behalf of the Toronto Symphony Orchestra (TSO) to its lender in the amount of $3,000,000 (inclusive of all interest payable by TSO), for a three year period commencing on November 1, 2015 and ending October 31, 2018.

2.  City Council request the Board of the Lakeshore Arena Corporation, in consultation with the Deputy City Manager and Chief Financial Officer, to report to Executive Committee in the fall of 2015, on options and a recommendation for permanently financing the approximately $20 million in funds currently provided by the City to it on a short-term interest-only basis.

3.  City Council approve the key terms of the settlement of the $500,000 loan to Just for Laughs Festival (JFL) as outlined in Confidential Attachment 1 to the report (April 8, 2015) from the Deputy City Manager and Chief Financial Officer.

4.  City Council authorize the General Manager, Economic Development and Culture to enter into an agreement with Just for Laughs Festival, to the satisfaction of the City Solicitor, in accordance with these terms.

5.  City Council direct that Confidential Attachment 1 to the report (April 8, 2015) from the Deputy City Manager and Chief Financial Officer remain confidential until the necessary agreements have been executed.

This report provides an annual update on the City's loan and loan guarantee portfolios. 

The City currently guarantees three operating lines of credit and seven capital loans under Council approved policies for line of credit and loan guarantees for cultural and community-based organizations.  In addition to the guarantees, the City currently provides seven direct loans to City agencies and corporations, and one to an external organization.  All loans and guarantees with one exception are in good standing.

Noteworthy changes to the portfolio since last year's report include:

1.  An early discharge of the capital loan guarantee ($4.8 million) on behalf of the Centre for Social Innovation (CSI), as the lender is satisfied with the improved property as full security for its loan.

2.  A direct city loan being made to the Lakeshore Arena Corporation in the amount of $19.9 million on a temporary basis, to replace a loan from an external lender which matured in September 2014.

3.  An extension to the term of the capital loan guarantee ($4.8 million) on behalf of the Evergreen Brickworks to 2023 (instead of 2016) due to shortfalls in their capital fundraising for this project.

Recommendations concerning the loan that is currently in default are contained in the Confidential Attachment to this report.

The Executive Committee recommends that:

1.   City Council authorize the Mayor to execute a Memorandum of Understanding between the City of Toronto and the C40 Cities Climate Leadership Group Inc., with terms substantially as set out in Attachment A to the report (April 1, 2015) from the Chief Corporate Officer.

The purpose of this report is to seek City Council approval of a new Memorandum of Understanding between the City of Toronto and the C40 Cities Climate Leadership Group.

The Executive Committee recommends that:

1.  City Council receive for information Appendix 1 to the report (April 8, 2015) from the Deputy City Manager and Chief Financial Officer which lists 111 completed capital projects/sub-projects to be closed resulting in  a total combined project budget savings of $35.896 million.

2.  City Council approve additional carry forward funding of $352.028 million from unspent capital projects funding as detailed in Appendix 2 to the report (April 8, 2015) from the Deputy City Manager and Chief Financial Officer, in order to continue work on previously approved capital projects, and that the 2015 Approved Capital Budget for respective City programs and Agencies be adjusted accordingly with no incremental net impact on debt.

3.  City Council approve the re-allocation of $7 million gross and net from the 2015 Approved Non-Program Expenditure Budget to City Programs and Agencies to fund the 2015 costs for insurance and claims.

4.  City Council approve the re-allocation of $1.244 million gross and net from 2015 Fleet Services Approved Operating Budget to other City Divisions to transfer savings realized from lower fuel prices.

5.  City Council authorize and direct the appropriate City Officials to take the necessary action to give effect thereto.

The purpose of this report is to seek Council's approval for carry-forward funding adjustments to the 2015 Approved Capital Budget of $352.028 million. The recommended carry forward funding adjustments are in compliance with the City's Carryforward Policy and have no impact on the City's debt levels.

Report also provides a list of 111 completed capital projects to be closed including the total number and value of projects under and over expenditures. $378.591 million in projects are ready to be closed and have been completed under budget, resulting in savings of $35.896 million that will be returned to their original funding sources, including a savings of $13.827 million in debt funding.

In addition, this report recommends that Council authorize the transfer of $7.0 million gross and net from the 2015 Approved Budget for insurance and claims from Non-Program account to City Programs and Agencies pursuant to the Insurance Allocation Algorithm adopted by Council and re-allocation of budget savings resulted from the declining fuel prices from Fleet Services to respective Divisions.

The Executive Committee recommends that:

1.  City Council authorize the reallocation of funds within Toronto Water's approved 2014 Water Capital Budget in the amount of $50.006 million, for acceleration and deferral of projects, as presented in Schedule A (Part A and B) to the report (April 9, 2015) from the General Manager, Toronto Water, with a zero budget impact.

2.  City Council authorize the reallocation of funds in Toronto Water's approved Capital Budget in the amount of $11.600 million from projects that have been completed to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (April 9, 2015) from the General Manager, Toronto Water, with a zero budget impact.

This report requests City Council’s authority to amend Toronto Water’s Approved 2014 Capital Budget by adjusting project costs and cash flows contained within the Budget and Plan, respectively, to reflect the actual year expenditures and progress completion. The adjustments will have a zero dollar impact on the 2014 Capital Budget and will align 2014 expenditures with Toronto Water's capital project delivery schedule and program requirements.

The Executive Committee recommends that:

1.  City Council approve the 2016 Budget Process Schedule which is designed to develop, review and adopt the 2016 Rate Supported Capital and Operating Budgets and Plans by December 9 and 10, 2015 and the Tax Supported Capital and Operating Budgets and Plans by February 17 and 18, 2016 as set out in Appendix 3 to the report (April 8, 2015) from the City Manager and the Deputy City Manager and Chief Financial Officer.

2.  Each Standing Committee submit its service level recommendations to the Budget Committee for consideration as part of the 2016 Budget process.

3.  City Council direct the Deputy City Manager and Chief Financial Officer and the City Clerk, to report in Spring 2016, prior to the start of the 2017 multi-year plan and budget process, with detailed recommendations regarding Standing Committee and Budget Committee review of Service Plans, Levels and Performance on an ongoing basis, beginning with the 2017 Multi-Year Service-Based Planning and Budgeting Process.

This report sets out the implementation of the approved multi-year service-based planning and budgeting process for the City over the balance of this term of Council.   A staged approach will be used to establish the service planning and priority-setting process that will include comprehensive public consultation.

Implementation will be begin with a service level review by Standing Committees in June, 2015 for the 2016 Budget process which is incorporated into a recommended 2016 Budget Process Schedule (see Appendix 3). Standing Committee recommended service level changes will be forwarded to the Budget Committee. Budget Committee will review these recommended service changes and their financial impacts in the context of the City's financial outlook and circumstances of the City.  These recommended service level changes along with budgetary guidelines will be utilized by City Programs, Agencies, the Budget Committee and Executive Committee in establishing the 2016 Operating and Capital Budgets and Plans.

The recommended 2016 Budget Process Schedule also allows for public deputations on the 2016 Capital and Operating Budgets to take place at all Civic Centers over 3 days; provides time to incorporate information sessions on the City’s User Fee Policy Framework and user fee increases, as directed by City Council and is designed to ensure that the Rate Supported Capital and Operating Budgets are approved December 9 and 10, 2015 and Tax Supported Capital Budgets are approved February 17 and 18, 2016.

Beginning in 2016 for the 2017 Budget Process, Standing Committee meetings will be dedicated to the Service Planning and Priority-Setting stage of the integrated Multi-Year Planning and Budgeting Process.  Standing Committees will assess service plans to ensure they align with Council's strategic directions. Standing Committees will also have the opportunity to consult with the public during this period to seek input in the setting of service priorities.

For the 2017 process, Standing Committees will forward service plans to City Council for consideration of their alignment with strategic directions and for approval in principle. The service plans established by Standing Committees will set multi-year service objectives, targets and associated priority actions and will be approved by Council. Each year thereafter, Standing Committees will review service levels and performance in attaining those service objectives. Results from these service level reviews will then be forwarded to Budget Committee. These recommended service level priorities along with any fiscal guidelines from the Budget Committee will be utilized by the Executive Committee to provide budget directions and guidelines in developing the 2017 and 2018 Operating and Capital Budgets.

With the establishment of service plans in 2017, the 2018 Service Planning and Priority -Setting process will focus on the review of service performance to ensure that the service level priorities, as approved with the budget, are being met and to address emergent service issues.

Implementation of Council’s approved multi-year service-based planning and budget process will enable the City to set out a multi-year plan to meet the City’s service priorities that make progress on Council’s strategic directions and outcomes while ensuring both service and financial sustainability.

Recently across the United States and in Canada, community advocates, developers and local governments are working together to develop a legacy of Community Benefits Agreements (CBAs).  CBAs are achieved through a series of negotiations and contractual agreements where all invested parties work together to ensure publicly funded capital projects and private developments provide to the community such benefits as assurances of local jobs, living wages, affordable housing, community facilities and environmental enhancements.  Benefits offered and secured through CBAs can vary with each particular development and the communities affected.

In California, the $4.2 billion Los Angeles Sports and Entertainment District abutting the Staples Centre produced a Community Benefits Agreement involving the participation of the local government, a coalition of community groups and labour unions. Some of the benefits secured included community and park improvements, 70% of the anticipated 5500 permanent jobs be "living wage jobs" and a "first source" hiring program that gives preference to target groups such as low-income individuals living within the development proximity.

In 2014, Premier Kathleen Wynne endorsed the concept of CBAs as a mechanism to address youth unemployment, job creation, apprentice training and local economic development.  The construction of the Metrolinx Eglinton Crosstown Light Rail Transit project is a multi-year $5.3 billion dollar project now subject to a CBA with discussions led by a key stakeholder, the Toronto Community Benefit Network (TCBN) and other key government partners such as the Ministry of Training, Colleges and Universities (MTCU) with the potential to create thousands of jobs, increase apprenticeship training and opportunities for local companies.

It is anticipated that CBAs can become a standard part of all land use regulation, infrastructure and real estate development above a certain size threshold. Development proposals that require government approval can produce social development tangibles for the local communities affected by the development and construction.