Minutes Confirmed on June 19, 2018

The Executive Committee recommends that:

1.  City Council direct the Chief Planner and Executive Director, City Planning to include a tunnelled alignment through the Kingston-Lawrence-Morningside intersection with a single stop in the project scope and for further consideration through the project's updated cost estimate and Business Case Analysis.

 
2.  City Council direct the Chief Planner and Executive Director, City Planning, in consultation with the Toronto Transit Commission (TTC) and Metrolinx, to include an at-grade alignment through the University of Toronto, Scarborough along Ellesmere Road and a realigned Military Trail consistent with the proposed University of Toronto, Scarborough Secondary Plan and as described in this report, in the Eglinton East Light Rail Transit (EELRT) project's Environmental Project Report Addendum.

 
3.  City Council direct the Chief Planner and Executive Director, City Planning, in consultation with the Toronto Transit Commission (TTC) and Metrolinx, to include an extension to Malvern via Sheppard Avenue East and Neilson Road with up to six stops including a terminus stop in the vicinity of the Malvern Town Centre, in the project scope and land use study, and for further consideration through the project's updated cost estimate and Business Case Analysis.

4.  City Council request the Ministry of Transportation to include provision for the Eglinton East Light Rail Transit (EELRT) trains in future rehabilitation work on the Morningside-401 overpass.

This report has been prepared in consultation with the Toronto Transit Commission (TTC) and Metrolinx. It seeks direction on findings of technical work on the Eglinton East Light Rail Transit (EELRT) project concept:

- Inclusion of grade separation at the intersection of Kingston Road, Lawrence Avenue East and Morningside Avenue;

- Integration with University of Toronto Scarborough (UTSC); and

- Extension of Eglinton East Light Rail Transit to Malvern.
 

This direction will enable City staff to proceed to the project's Transit Project Assessment Process (TPAP) Addendum, and focus the project's cost estimates and business case analysis (BCA) on phasing of the project. Staff anticipate reporting results of the project's business case analysis to City Council in first quarter of 2019.

Inclusion of a grade separation (Light Rail Transit in a tunnel) is recommended at the intersection of Kingston Road, Lawrence Avenue East and Morningside Avenue. Analysis of this potential grade separation at a constrained intersection shows that strategic factors based on the City's Rapid Transit Evaluation Framework (RTEF) and economic benefits of improved travel time outweigh the capital costs to the project. These economic benefits are largely due to removing the impact that Eglinton East Light Rail Transit trains turning through this busy intersection would have on the transportation network in an at-grade alignment scenario.

After careful consideration of three alternative alignments through the University of Toronto Scarborough (UTSC), including two different grade separations, an at-grade alignment similar to the 2009 Environmental Assessment approved alignment is recommended. The stops included in this alignment best serve University of Toronto Scarborough and best align with the planned growth of the campus. A pedestrian underpass below Ellesmere Road and the Light Rail Transit track is included in the project concept to connect the south campus and north campus, and to remove pedestrians from the busy Ellesmere-Military Trail intersection.

This report further recommends the inclusion of an extension of the Light Rail Transit from University of Toronto Scarborough to Malvern, via Sheppard Avenue East and Neilson Road, in the project's scope. Inclusion of this extension in the planning, preliminary engineering and analysis of the full project concept will enable City Council to consider the entire project, and how it could be funded and phased, in the upcoming business case analysis.

This report also recommends that City Council request Ontario's Ministry of Transportation (MTO) to accommodate the Light Rail Transit crossing the 401 via Morningside Avenue in all upcoming rehabilitation work on that structure. City staff have consulted with Ministry of Transportation and determined that a scope change to planned rehabilitation work may be required to accommodate 90-metre long Eglinton East Light Rail Transit trains crossing the overpass.

This report also provides City Council with updates on related work, including

- the alignment through the Eglinton Avenue East and Kingston Road intersection; and

- the Durham-Scarborough Bus Rapid Transit line (DS-BRT) currently being planned by Metrolinx.

The Executive Committee recommends that:  

1.  City Council approve Version 2.0 of the Toronto Seniors Strategy and direct City Divisions and Agencies to implement the following 27 high-impact recommendations contained in the report (April 30, 2018) from the Executive Director, Social Development, Finance and Administration:

"Recommendation 1:

The City of Toronto will initiate a process to develop a seniors housing and services entity at the City dedicated to taking a service system management approach to the needs of all seniors and integrating City services for seniors.

Recommendation 2:

The City of Toronto will explore how to expand access to free dental health services for low-income seniors through Toronto Public Health.

Recommendation 3:

The City of Toronto in partnership with Toronto Community Housing will seek provincial funding for additional Seniors Active Living Centres in Toronto.

Recommendation 4:

Toronto Public Library will support social connectedness by expanding digital literacy programs for seniors in libraries.

Recommendation 5:

The City of Toronto will expand Community Paramedicine programing in order to better support seniors who are high-volume 911 callers with non-emergency community care and supports.

Recommendation 6:

The City of Toronto will work with the Province of Ontario and community partners to develop a Toronto Caregivers Strategy with an emphasis on the needs of senior caregivers.

Recommendation 7:

The City of Toronto will consider senior-friendly outdoor fitness equipment in the design and refurbishment of parks.

Recommendation 8:

The City of Toronto will work with Toronto Community Housing and FoodShare to establish healthy food access initiatives that are accessible to seniors living in social housing through Toronto Public Health and the Toronto Food Policy Council.

Recommendation 9:

The City of Toronto will develop Housing Opportunities Toronto: Housing Action Plan (2020-2030) accounting for the evolving demographics and needs of older Torontonians over the next decade.

Recommendation 10:

The City of Toronto will address the specific and growing needs of older Torontonians by continuing to create new affordable housing and fund housing repairs and accessibility modifications for seniors by delivering federal-provincial-City funding and City incentives.

Recommendation 11:

The City of Toronto will seek funding from the Seniors Community Grant Program under the Ministry of Seniors Affairs to pilot a HomeShare program in Toronto to connect overhoused seniors with underhoused graduate students and others.

Recommendation 12:

The City of Toronto will develop a new homeless shelter that provides specialized services for seniors and older adults.

Recommendation 13:

The City of Toronto will implement the provincial Home for Good program funding to create and maintain housing with supports that meet the needs of formerly homeless persons including seniors.

Recommendation 14:

The City of Toronto will amend the Official Plan to recognize the City's commitment to age-friendly principles.

Recommendation 15:

The City of Toronto will negotiate the use of Section 37 benefits to develop new neighbourhood facilities to meet the needs of seniors as appropriate.

Recommendation 16:

The City of Toronto will provide seniors with new and customized information and tools that will empower them to ensure that they and their neighbours are living in a fire safe environment.

Recommendation 17:

The Toronto Transit Commission (TTC) will develop and launch a new public awareness campaign to advance a culture of respect and civility for the benefit of seniors and other riders.

Recommendation 18:

The City of Toronto will, as part of its commitment to Vision Zero, identify and install additional Seniors Safety Zones in conjunction with the Road Safety Plan.

Recommendation 19:

The City of Toronto will construct new sidewalks on roads where they are missing to improve walkability, mobility and accessibility of City streets.

Recommendation 20:

The Toronto Transit Commission will develop a travel training program to support increased senior access to public transit.

Recommendation 21:

The City of Toronto will work with community partners under Toronto For All to develop a workplace anti-ageism campaign.

Recommendation 22:

The City of Toronto will work with The 519, Senior Pride Network and other community partners to develop a public awareness and education campaign addressing homophobia and transphobia affecting seniors.

Recommendation 23:

The City of Toronto will expand employment support services to further address the needs of older workers, focusing on those in receipt of Ontario Works.

Recommendation 24:

The City of Toronto will enhance public awareness of property tax deferral and cancellation programs.

Recommendation 25:

The City of Toronto will work with the Seniors Strategy Accountability Table and other community partners to update and circulate the new Services for Seniors in Toronto directory.

Recommendation 26:

The City of Toronto will work with all Ward Councillors to hold Seniors Active Living Fairs in order to facilitate outreach and communication of the burgeoning range of diverse products and services available for seniors.

Recommendation 27:

Toronto Police Service, in collaboration with key partners, will create a seniors-inclusive training curriculum aimed at increasing officer awareness around ageing related issues and increasing officer capacity to connect seniors to appropriate community services."

2.  City Council direct the Executive Director, Social Development, Finance and Administration to work with the Executive Director, Financial Planning to report back on the financial impact of fully implementing the 27 high-impact recommendations once the service delivery plans have been fully developed for the medium-term initiatives.

3.  City Council request the Director, Affordable Housing Office, in consultation with the Transition Lead, CreateTO, to include the opportunity for the development of a seniors continuum of care model in affordable housing development planned for 640 Lansdowne Avenue.

For the first time in history, there are now more Torontonians aged 65+ than children aged 15 and below. The number of people in Toronto aged 65 and over is expected to almost double by 2041 and nationally, seniors are projected to constitute one-quarter of the Canadian population by 2036.

The City of Toronto views the growth of the ageing population as a triumph not a tsunami. At the turn of the twentieth century life expectancy was 51 years; it is now 81 years and growing. We all benefit from the energy and life experience seniors bring to our diverse communities and neighbourhoods. Seniors are a valuable asset and a key part of what makes this city great. However, in order to ensure the needs of this growing population are met, the City needs to plan and strategize accordingly.

Furthermore, the City needs to address the particular needs of vulnerable seniors. The challenges of ageing intersect and amplify vulnerabilities related to a number of factors such as gender, ability, ethnicity, culture, race, language, literacy, income, education, sexuality and citizenship status. People living with privilege, means and support will age very differently than those whose lived experience include victimization, violence, homelessness, housing insecurity, poverty, systemic discrimination and social isolation. City initiatives to support seniors must take an equity approach to consider the disparities in lived experience that exist among people who are ageing in Toronto and the many diverse communities that fall under the umbrella term of 'seniors'.

In 2013, the City launched the Seniors Strategy Version 1.0 to clearly and explicitly address some of the pressing issues facing seniors in the City and to lay the foundation for the work that is required to adequately and effectively support Toronto's growing ageing population. Version 1.0 included 91 far-reaching recommendations, of which 90 have been actioned. Reiterating its commitment to ensure seniors' needs are met and they are supported to live full, healthy lives, Council directed staff to review and update the Strategy.

Version 2.0 of the Toronto Seniors Strategy builds upon the success of Version 1.0 with 27 high-impact recommendations. Development of Version 2.0 was informed by an extensive and inclusive community engagement process and co-creation between the City of Toronto and the Toronto Seniors Strategy Accountability Table, which includes seniors, caregivers, the Toronto Seniors Forum, community agencies serving seniors, advocacy, diversity and equity organizations, local businesses, school boards, hospitals, Toronto Central Local Health Integration Network, academics, researchers and relevant agencies, 15 City Divisions, 5 City Agencies, and various Federal and Provincial ministries involved in funding and delivering services, programs and initiatives for seniors.

The way the City currently organizes its housing and services for seniors does not meet their needs now and this problem will be exacerbated as the populations grows over the next 10-15 years. The City needs to take a service system management approach to the needs of all seniors.

The Executive Committee recommends that:

1.  City Council as sole shareholder direct the Toronto Community Housing Corporation Board of Directors to direct the President and Chief Executive Officer, Toronto Community Housing Corporation (TCHC) to restructure seniors housing and services by taking the following two actions, commencing in 2018:

a. collaborate with the City of Toronto to design a new Integrated Service Model for seniors housing to promote ageing in place and better quality of life for seniors, in partnership with the Toronto Central Local Health Integration Network (TC LHIN) and the Ministry of Health and Long Term Care (MOHLTC) and include consideration of a pilot project at Toronto Community Housing Corporation's Greenwood Towers, 145 Strathmore Boulevard and other strategic locations;

b. establish a Seniors Housing Unit, reporting directly to the President and Chief Executive Officer, Toronto Community Housing Corporation, as a new and separate management structure within Toronto Community Housing Corporation with oversight for the seniors-designated building portfolio and responsible for implementing the new Integrated Service Model for seniors housing and operational in 2019.

2.  City Council authorize the Deputy City Manager, Cluster A to create a temporary Transition Team that will:

a.  complete a review of City services for seniors and develop recommendations on the creation of a Seniors Housing and Services Entity responsible for strategic planning, connecting and integrating services for seniors, and maximizing the use of existing resources to effectively meet the current and evolving needs of senior residents and communities;

b.  develop and recommend an approach for the strategic integration of the seniors-designated buildings within the Toronto Community Housing Corporation portfolio with the Seniors Housing and Services Entity as recommended in Recommendation 2. a. above;

c.  report back to Council in 2020.

3.  City Council increase the 2018 Approved Operating Budget for Social Development, Finance and Administration by $0.076 million gross and $0 net and 1 temporary position, with an annualized impact of $0.076 million in 2019, fully funded from the Innovation Reserve Fund (XR1713) to create a Transition Team to implement Recommendation 2 above for a two year period beginning in July 2018.

4.  City Council as sole shareholder direct the Toronto Community Housing Corporation Board of Directors to instruct its President and Chief Executive Officer to work with the Deputy City Manager, Cluster A, to initiate a process, satisfactory to the President and Chief Executive Officer of Toronto Community Housing Corporation and the Deputy City Manager, Cluster A, to transfer ownership of 24 Toronto Community Housing Corporation houses that are currently uninhabitable (as listed in Confidential Attachment 1 to the report (May 2, 2018) from the Executive Director, Social Development, Finance and Administration) to meet the needs of identified City priority groups ensuring that:

a.  the properties are maintained for a housing purpose;

b.  the properties continue to be operated by non-profit organizations;

c.  any transferred asset will revert to the City in the event of any future transfers to a transferee that is not a non-profit or any change in use;

d.  the transaction is structured to support the result of an aggregate net neutral financial impact to Toronto Community Housing Corporation following transfer of the ownership of the entire portfolio.

5.  City Council, acting as Shareholder, consent to transfer all properties referenced in Confidential Attachment 1 to the report (May 2, 2018) from the Executive Director, Social Development, Finance and Administration pursuant to Section 7.3 (e) of the Shareholder Direction.

6.  City Council request the Board of Directors, Toronto Community Housing Corporation to transfer ownership of 13, 15, 17 and 19 Winchester Street to Margaret's Housing and Community Support Services Inc. ensuring that:

a.  the properties are maintained for a housing purpose;

b.  the properties continue to be operated by non-profit organizations;

c.  any transferred asset will revert to the City in the event of any future transfers to a transferee that is not a non-profit or any change in use;

d.  the transfer value will be equal only to the costs of the transfer as determined by Toronto Community Housing Corporation.

Properties that are not transferred to Margaret's Housing and Community Support Services Inc. will be added to the Council-approved Request for Proposals process for the scattered housing portfolio.

7.  City Council, acting as Shareholder, consent to transfer the properties at 13, 15, 17 and 19 Winchester Street to Margaret's Housing and Community Support Services Inc. pursuant to Section 7.3 (e) of the Shareholder Direction.

8.  City Council authorize the General Manager, Shelter Support and Housing Administration, to provide, on behalf of the City acting as Service Manager under the Housing Services Act, consents to achieve the transfers referenced in Recommendation 4 and Recommendation 6 above, pursuant to subsection 161 (2) and 162 (2) of the Housing Services Act, as required, to transfers by Toronto Community Housing Corporation, and to mortgages by transferees, subject to such terms and conditions that the General Manager, Shelter Support and Housing Administration, considers reasonable and necessary to carry out City Council's decision, including, without limitation, compliance with the Housing Services Act and the Service Manager's local rules; rent; the operation of the housing project; funding; reporting and accountability; the mandate and target tenants for the housing project; and tenant supports.

The Executive Committee requested the Executive Director, Social Development, Finance and Administration to report directly to City Council at its meeting on May 22, 2018 on the next steps on transferring 165 Elm Ridge Drive to Reena - Toby and Henry Battle Developmental Centre, an organization that supports the community inclusion for people with developmental disabilities.

In July 2017, City Council approved Tenants First: Phase 1 Implementation Plan to restructure the operation, governance and funding of Toronto Community Housing Corporation (TCHC).  In January 2018, Council approved Implementing Tenants First: Toronto Community Housing Corporation Scattered Portfolio Plan and an Interim Selection Process for Tenant Directors on the Toronto Community Housing Corporation Board.

This report advances the direction set in July 2017 by detailing the steps required to create a Seniors Housing and Services Entity. The Council direction to create a Seniors Housing and Services Entity is consistent with the broader modernization and transformation mandate for the City.  The Seniors Housing and Services Entity and proposed transition team are aligned to other initiatives to modernize human services including Human Services Integration and the ongoing work to modernize the City's social housing system. Three key actions will commence in 2018-19 aiming to restructure and integrate housing and support services to better meet the needs of seniors living in Toronto Community Housing Corporation and in the other communities in Toronto.

These actions are summarized below:

Action 1: Toronto Community Housing Corporation and City to design and implement a new Integrated Service Model for seniors housing to promote ageing in place, better quality of life, and successful tenancies for seniors living in Toronto Community Housing Corporation seniors' and mixed buildings, in partnership with Toronto Central Local Health Integration Network (TC LHIN) and the Ministry of Health and Long Term Care (MOHLTC).

Action 2: Toronto Community Housing Corporation establish a Seniors Housing Unit as a new and separate management structure within Toronto Community Housing Corporation, with oversight for the portfolio of seniors-designated buildings and responsibility for delivering the new Integrated Service Model for seniors housing, as described in Action 1 as a transitional step in the transformation of Toronto Community Housing Corporation. 

Action 3: City begin the process to align and coordinate current City services for seniors through creating a Seniors Housing and Services Transition Team.

This report focuses primarily on strategies to improve the quality of life for tenants who live in Toronto Community Housing Corporation seniors-designated buildings, as well as seniors in Toronto Community Housing Corporation mixed buildings and the general population of seniors in Toronto. Seniors living in Toronto Community Housing Corporation experience higher than average levels of vulnerability due to physical, mental, and economic challenges. A seniors-focused social housing model will better connect these tenants with services to create opportunities to better support ageing in place, improve their overall quality of life, and promote successful tenancies. This in turn can reduce pressure on other City services like emergency medical services and long-term care homes.  Integrating City services for seniors will make navigating the support service system easier. The creation of seniors hubs in Toronto Community Housing Corporation buildings will bring services to the doorstep of vulnerable seniors and will improve access to services for the seniors living in those buildings and others located in close proximity.

These proposed actions, and associated recommendations, are designed to improve the delivery of housing and services to the 110,000 residents who live in the City-owned housing portfolio. As set out in this report, the proposed actions will require planning and implementation over the next five years.

This report also advances the plan for scattered housing by recommending the transfer of:

- 24 houses within the scattered housing portfolio, which are currently vacant and have unmet capital needs, to non-profit housing providers that support current City priorities, and

- 4 houses that have been approved for conversion to 35 units of supportive housing.
 

In addition, this report provides updates regarding the ongoing work to define the mandate for the new Toronto Community Housing Corporation; the interim funding model for 2018 and 2019; and the work of formulating a new permanent funding model that is sustainable, accountable, predictable, and simple to administer. Finally, there are responses in Attachments 2 and 3 to the following requests made through the adoption of EX26.2:

a)  City Council request the City Manager and the Deputy City Manager, Cluster A to report back on including the following two additional buildings in the list of seniors buildings that have become mixed buildings:

Downsview Acres, located at 2195 Jane Street; and

Northwood Apartments located at 3680 Keele Street; and

b)  that City Council request the Deputy City Manager, Cluster A and the Interim Chief Financial Officer to report on the current 83 seniors buildings and their previous corporations and on any distinct operating features associated with these buildings.

To successfully implement these recommendations and continue the transformation of Toronto Community Housing Corporation, ongoing active participation from tenants and staff of Toronto Community Housing Corporation, non-profit organizations, Local Health Integration Networks, City Divisions, as well as other orders of government is essential.

The Executive Committee:

1.  Requested the Deputy City Manager, Internal Corporate Services, in consultation with the Director, Real Estate Services, the Interim Chief Financial Officer, the Transition Lead of CreateTO and the Chief Planner and Executive Director, City Planning to develop an Office Optimization Plan for the City‑wide real estate portfolio, and to report back to City Council in the first quarter of 2019 with an initial business case and implementation plan that identifies:

a.  core office assets to be occupied by the City on a long-term basis for office purposes;

b.  non-core office assets to be monetized, disposed, developed or repurposed for alternative uses;

c.  an implementation plan for modernizing and operating the City's office portfolio, including projected costs, revenues, timelines, resources and requirements for execution, including flexible workplace opportunities for City staff.

2.  Requested the Deputy City Manager, Internal Corporate Services to consult and work collaboratively with all City Divisions, Agencies and Corporations, regarding the City's Office Optimization Plan and to realize opportunities and efficiencies for the City‑wide benefit.

The Executive Committee considered the item at 4:00 p.m., or as soon as possible thereafter.

The purpose of this report is to present strategic principles and directions to optimize the City-wide office portfolio over a multi-year period and phased approach. The plan will assist to address the modernization and transformation challenges highlighted in the City of Toronto Long Term Financial Plan to deliver on Council's directions. Leveraging a new City-wide real estate mandate approved by City Council in May 2017, City staff will establish a City-wide portfolio plan for all Agencies, Corporations and Divisions.

The City-wide office portfolio accommodates over 15,400 employees across 3 million square feet of office space, including 52 owned and leased locations. The office optimization plan aims to rationalize the portfolio, promote greater co-location opportunities and generate long-term cost savings of 10 to 15 percent. The plan will also focus on transforming the office environment for today's employee and business operations. This includes modernizing office spaces, providing flexible workplace solutions and enabling a connected workforce, generating improvements in employee experience and enabling effective public service delivery. Office modernization has been successfully tested with pilot projects in City buildings, providing measurable financial and operating benefits. Advancing the initiative across the City-wide portfolio will require a committed, up-front investment and a coordinated, multi-year plan. The optimization plan will identify City-owned buildings to be repurposed, third-party leases to be eliminated, opportunities to support mobility, and areas to improve collaboration and connectivity across the City-wide portfolio. Cost savings and revenues generated by the plan will justify and support future long-term investments in modernization.

Past reports on office modernization focused on office space standards and pilot projects. This report takes a City-wide approach to scale the modernization efforts across the entire office portfolio. Within the portfolio of 52 office locations, there are three asset types providing accommodation solutions, including Civic Centres, corporate office buildings and leased facilities. City staff estimate that the optimization plan could save the City $7 million - 10 million in annual operating costs (once fully implemented), by using space in more efficient, coordinated manner. Future costs will also be managed by accommodating growth needs within existing City space. City staff will report to Council with specific recommendations on City assets and policies, including an initial business case and a multi-year implementation plan, in the first quarter of 2019. Opportunities will be quantified based on the City's ability to achieve co-location, reduce leases, densify owned space, improve space modernization and/or dispose of City‑owned office facilities.

The Executive Committee recommends that:  

1.  City Council endorse the submission of the Scarborough Waterfront Project Environmental Assessment and Preferred Alternative to the Ministry of the Environment and Climate Change for formal review.

2.  City Council authorize the Toronto and Region Conservation Authority to submit the Scarborough Waterfront Project Environmental Assessment to the Ministry of the Environment and Climate Change, in accordance with the requirements of the Ontario Environmental Assessment Act.

3.  City Council authorize the Toronto and Region Conservation Authority, in consultation with the City Manager, to pursue eligible funding program opportunities from the provincial and federal government for the Scarborough Waterfront Project that would not compromise funding opportunities for other City Council identified infrastructure priorities.

4.  City Council authorize the Toronto and Region Conservation Authority to advance to Stage 2 Work Plan, and request the Interim Chief Financial Officer and the Chief Executive Officer, Toronto and Region Conservation Authority to report to the Executive Committee with preliminary costing for Segment design and implementation, subject to a favourable decision from the Ministry of the Environment and Climate Change.

5.  City Council request that the cost estimates for the erosion control components, multi-use trail, and the waterfront access, along with any funding eligibility criteria be provided by Toronto and Region Conservation Authority as part of the completed stage-gate 3 class 3 costing and detailed design of each of the three Segments.

6.  City Council request the Toronto Region Conservation Authority, in consultation with appropriate City staff, to:

a.  maximize, maintain and/or create new sandy shorelines, including a further review of key sand shorelines such as Grey Abbey;

b.  explore ways to protect existing wave conditions; 

c.  include public amenities such accessible washroom facilities, through continued engagement of interested stakeholders during the detailed design process,

in accordance with the commitments made within the Environmental Assessment (EA), as part of the next stage of design and in keeping with the key Objectives and commitments of the Environmental Assessment.

 
7. City Council direct the Interim Chief Financial Officer and the City Manager to work with Toronto Region Conservation Authority to explore partnership funding opportunities, such as federal and provincial contributions to the Project, to accomplish the objectives as outlined in Recommendation 6 above.

8.  City Council request Toronto Region Conservation Authority as part of the City's budget process to make its first funding priority the West Segment of the Project, in particular the public safety issues related to the necessity for Brimley Road South to be reconstructed, subject to a favourable decision from the Ministry of Environment and Climate Change (MOECC).

The Chief Executive Officer and the Waterfront Specialist, Toronto and Region Conservation Authority gave a presentation on Scarborough Waterfront Environmental Assessment.

This report provides the results of the Scarborough Waterfront Project Environmental Assessment (EA) completed by the Toronto and Region Conservation Authority (TRCA), in partnership with the City of Toronto; and seeks Council authority for Toronto and Region Conservation Authority to submit the Scarborough Waterfront Project Environmental Assessment to the Ministry of the Environment and Climate Change (MOECC) for approval, in accordance with the requirements of the Ontario Environmental Assessment Act.

The Scarborough Waterfront Project Environmental Assessment was initiated to study the feasibility of creating a system of publicly accessible and safe greenspaces along the Lake Ontario shoreline, between Bluffer’s Park and East Point Park which respects and protects the significant natural and cultural features of the Scarborough Bluffs (see Attachment 1). 

The Scarborough Waterfront Project is an Individual Environmental Assessment pursuant to the Environmental Assessment Act and Ontario Regulation 334. Through consultation with City of Toronto staff, a Terms of Reference for the Scarborough Waterfront Project Individual Environmental Assessment was developed for review and approval by Ministry of the Environment and Climate Change. The Terms of Reference was approved by the Ministry of the Environment and Climate Change on December 15, 2015.  The resultant Draft Environmental Assessment was available for public and agency comment from August 17 to October 2 2017.  Toronto and Region Conservation Authority is now seeking authorization to submit the final Environmental Assessment to Ministry of the Environment and Climate Change for review and approval.

The Scarborough Waterfront Project is an opportunity to comprehensively plan for improvements to and management of this area of the Scarborough waterfront, given the pressures on the recreational use of the area, the limited access to and along the waterfront and risks to public safety, while also providing an opportunity to manage and, where possible, enhance habitat integrity. Some of these issues could be solved on a piecemeal or ad hoc basis through current or future City Divisional projects, but this would not permit a holistic and integrated solution and would likely result in inefficiencies. The Scarborough Waterfront Project is a City-wide Project that allows for a coordinated approach across multiple City Divisions, in partnership with Toronto and Region Conservation Authority, to collaboratively manage these issues with an integrated solution.

The planned scope of this Project includes shoreline erosion control and shoreline treatments for habitat creation, infrastructure protection, water quality improvements as well as nature-based recreation and a multi-use trail for pedestrians and cyclists along an 11 kilometre-long stretch of shoreline. Due to the size of the Project Study Area and long length of shoreline considered, the Project Study Area was divided into three shoreline Segments (West, Central and East) to facilitate the 'Alternative Methods' development and evaluation process. This allowed for the selection of Segment-based Preferred Alternatives, and ultimately an overall Preferred Alternative, that meet the Project Vision and Objectives.    

Consultation was a core principle of the Scarborough Waterfront Project, with consultation activities initiated early in the process that engaged with a range of interested stakeholders through a variety of forums and avenues. In response to public, agency and stakeholder consultation, the Preferred Alternative was refined to reduce the overall footprint of the proposed shoreline protection, with further enhancements to the aquatic habitat; increase the length of sand shoreline maintained; and minimize the size of cobble required along the proposed cobble beaches.

This report provides preliminary costs based solely on the work completed through the Environmental Assessment process to complete each Segment to support discussions regarding the cost allocation to each Segment of work. This Project will follow a longer capital planning and approval process and further costing analysis to be undertaken through the detailed design will support development of a Class 3 cost estimate (i.e., based on 30 percent or greater design at stage gate 3). As the Preferred Alternative presented in the Environmental Assessment is at a conceptual level of detail, detailed design is required before Project costs can be refined further. Any cost figures used prior to the completion of this due diligence work are for the purposes of addressing the scope and magnitude of work to be undertaken.

The Chief Financial Officer and Chief Executive Officer, Toronto and Region Conservation Authority will report back to City Council on an updated cost estimate and a financing strategy according to funding eligibility as part of stage gate 3, after the final decision from the Ministry of the Environment and Climate Change is received.

The Executive Committee:

1.  Referred the item, together with Motion 1 by Councillor Ainslie, to staff for consideration as part of the 2019 Budget Process.

City Council requested the City Manager to report on 311 response times and service levels in the downtown core; on service levels for the following operations - park maintenance, litter cleaning operations, graffiti removal, road operations, property standards and by-law enforcement; and on the amount of money being spent by the six largest Business Improvement Areas in downtown Toronto on cleaning and maintaining city streets, laneways, parks and city-owned buildings.

This report provides various response times and service levels as requested by City Council. 311 Toronto, Parks, Forestry and Recreation, Economic Development and Culture, Municipal Licensing and Standards, Transportation Services and Solid Waste Management Services were consulted in the preparation of this report.

The Executive Committee recommends that:

1.  City Council adopt the amended Human Rights and Anti-Harassment/Discrimination Policy contained in Attachment 1 to the report (April 30, 2018) from the Interim City Manager, which includes minor enhancements to Supervisors/Managers/Directors' responsibilities under the policy to ensure compliance with updated legislative requirements and additional minor clarifications to the definitions of "incivility" and "harassment".

This report analyzes data on harassment and discrimination inquiries/consultations and complaints filed in 2016 by City of Toronto employees and service recipients through the following complaint avenues: (1) the City's (internal) Human Rights Office (HRO); (2) the Human Rights Tribunal of Ontario (HRTO); (3) the City's grievance/arbitration procedures; and (4) the Ministry of Labour. The report discusses complaint trends as well as some activities that were undertaken to advance equity and minimize legislative breaches, penalties and risks to the City.

The following are some of the notable trends from an analysis of the 2016 data:

- The total number of inquiries and complaints filed in 2016 was about the same as in the previous year (Table 1)

- The vast majority of inquiries and complaints continue to be raised through the City's internal Human Rights Office, which administers an alternative dispute resolution process (Table 1)

- There was a notable increase in the number of complaints filed through the grievance arbitration process (Table 1)

- There was an almost 30 percent decrease in the number of complaints filed with the Human Rights Tribunal of Ontario (Table 1)

- As a result of changes to the Occupational Health and Safety Act which came into effect on September 8, 2016, employees who felt the City had not appropriately dealt with their harassment complaint could also file a complaint with the Ministry of Labour (MOL). There was one complaint filed with the Ministry of Labour in 2016 (Table 1)

- City employees filed 98 harassment/discrimination grievances in 2016, most frequently citing workplace harassment (Table 5)

- As in previous years, personal or non-Code harassment, disability, sex and creed/religion were the most often cited complaint grounds raised to the Human Rights Office (Table 3)

- There was a 7 percent  increase in the number of times sex (including pregnancy, breastfeeding, sex harassment) was cited to the Human Rights Office (Table 3)

- Although there was no change in the number of times 'race' was cited as a ground in a complaint or consultation there was an increase of almost threefold in the number of times each of colour, ethnic origin, place of origin and ancestry were cited to the Human Rights Office (Table 3)

- The number of times creed/religion was cited in an Human Rights Office complaint or consultation almost doubled from 2015 to 2016 (Table 3)

- A total of 54 grounds were cited in the 24 applications filed with the Human Rights Tribunal of Ontario by employees and service recipients in 2016. In those applications, disability, ethnic origin, colour, reprisal and race were the most often cited grounds (Table 7)

- There was a 20 percent increase in human rights related training participation

- The City's Human Rights Office remains the most utilised complaint avenue demonstrating that employees and service recipients continue to have confidence in the Human Rights Office. Typically, the advice and/or investigative services provided by the Human Rights Office effectively addresses the issue thereby avoiding resort to adversarial processes.

- The City incurred no penalties or damage awards from any adjudicators charged with addressing harassment and discrimination complaints (i.e., the Human Rights Tribunal of Ontario, grievance arbitrators, the Ministry of Labour, the Ontario Labour Relations Board or a court) in 2016 or in the five preceding years.
 

The City's Human Rights and Anti-Harassment/Discrimination Policy (HRAP) was amended to reflect consultation with the City's Occupational Health and Safety Coordinating Committee. The revised Human Rights and Anti-Harassment/Discrimination Policy attached as Attachment 1 reflects revisions made to bring the policy in line with legislative changes that came into effect on September 8, 2016.

Education remains an important focus of the Human Rights Office. In 2016, particular focus was given to equipping the Toronto Public Service with the skills required to ensure compliance with the City's new legislative obligations. Related activities included amending guidelines for employees and managers and, providing templates, resources and training to staff and management.

The Executive Committee:

1.  Received the report (April 30, 2018) from the Interim City Manager for information.

This report provides a summary of the status of recruitment processes to fill senior level vacancies in the Toronto Public Service.

The Executive Committee:

1.  Received the report (April 30, 2018) from the Executive Director, Financial Planning, the Executive Director, Social Development, Finance and Administration and the Director, Human Rights, Equity and Diversity for information.

The report provides an overview of the City of Toronto's progress on incorporating an equity and gender analysis into the City of Toronto's budget process. The report highlights how the use of the City's Equity Lens, which has a strong gender component, has been and will be used to support the City's budget process and Council's decision-making regarding equity priorities and resource allocation. Additionally, the report identifies three key City strategies that provide an opportunity to address gender inequity and specific needs of diverse women and girls in Toronto.

The Executive Committee recommends that:  

1.  City Council approve equity and human rights, privacy, and open government as the three key strategic principles that will be adhered to by a City of Toronto Disaggregated Data Strategy.

2.  City Council direct the Chief Information Officer, the Chief Transformation Officer, the Executive Director, Social Development, Finance and Administration and the Director, Equity, Diversity and Human Rights, in consultation with the City Clerk's Office, Corporate Information Management Services Section to report to City Council in 2019 with a detailed City of Toronto Disaggregated Data Strategy that identifies the specific processes and resources required by City divisions to incorporate disaggregated data collection, analysis and reporting to ensure equitable program planning and service delivery for Toronto residents that is also in accordance with the City of Toronto Open Data Master Plan.

This report seeks approval of the framework outlined in this report that proposes guidelines for the collection, analysis and reporting of disaggregated data. This framework will guide the City in developing and implementing an integrated City of Toronto Disaggregated Data Strategy (DDS).

The framework outlines three principle based objectives that the City must incorporate when using disaggregated population and place-based data to inform equitable program planning and service delivery in support of the City's equity goals.

The report recommends that staff report to Council in 2019 with the Disaggregated Data Strategy that will identify the specific processes and required resources that City divisions will use to incorporate disaggregated data collection, analysis and reporting in their operations.

The Executive Committee recommends that:  

1.  City Council amend City of Toronto Municipal Code Chapter 140, Lobbying, by:

a.  clarifying that no lobbyist or client of a lobbyist, or any parent, subsidiary, affiliate, officer or employee of any lobbyist or client of a lobbyist shall directly or indirectly offer, provide or bestow entertainment, gifts, meals, trips or favours of any kind to a public office holder;

b.  deleting Section 140-3C(3) and replacing it with the following:

"Persons making representations:

(a) On behalf of employee or labour groups, when representing employees of the City or a local board (restricted definition) in a manner permitted by a collective agreement or relationship protocol; or

(b) On behalf of employee or labour groups, when representing employees of the City or a local board (restricted definition) and communicating about the negotiation and administration of collective agreements or a relationship protocol."

c.  making housekeeping amendments to ensure the "blackout period" in Chapter 140 references the updates made to Municipal Code Chapter 195, Purchasing by adding reference to Chapter 195 of City of Toronto Municipal Code, Purchasing to Section 140-5 and Section 140-41.

2.  City Council receive for information, as requested by City Council (Item EX13.2), the following definition of not-for-profit organization: "A not-for-profit organization is a club, society, or association that is organized and operated solely for social welfare, civic improvement, pleasure or recreation, or any other purpose except profit."

This report responds to a number of outstanding City Council directions related to the City's Accountability Officers, including matters relating to Dr. Lorne Sossin's 2015 Review of Toronto's Accountability Offices Report.

As amendments to the City of Toronto Act, including Bill 68, Modernizing Ontario's Municipal Legislation Act, 2017 come into effect, the impact on the Offices of the Integrity Commissioner and Lobbyist Registrar will continue to be monitored by the City Manager's Office. The City Manager will report to City Council with recommended changes arising from these amendments as required.

The Executive Committee recommends that:  

1.  City Council, in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc., and for the purposes of satisfying the requirements of the Business Corporations Act (Ontario) to conduct the Annual General Meeting of the Shareholders of Toronto Pan Am Sports Centre Inc., adopt and authorize the Interim City Manager to sign the Resolution of Shareholders forming Attachment 1 to the report (April 26, 2018) from the Interim City Manager and the Interim Chief Financial Officer on behalf of the City as a shareholder and receive the "Toronto Pan Am Sports Centre Inc. 2017 Annual Report", forming Attachment 2 to the report (April 26, 2018) from the Interim City Manager and the Interim Chief Financial Officer.

2.  City Council adopt and authorize the Interim City Manager to sign the Resolution of Shareholders forming Attachment 3 to the report (April 26, 2018) from the Interim City Manager and the Interim Chief Financial Officer, approving the "Toronto Pan Am Sports Centre Budget for 2018" which forms Attachment 4 to the report (April 26, 2018) from the Interim City Manager and the Interim Chief Financial Officer.

3.  City Council direct the City Clerk to forward a copy of the "Financial Statements for Toronto Pan Am Sports Centre Inc. for year ended December 31, 2017", forming Attachment 5 to the report (April 26, 2018) from the Interim City Manager and the Interim Chief Financial Officer, to the Audit Committee for information.

The purpose of this report is to present two shareholder resolutions for approval by City Council, on behalf of the City in its capacity as one of the two Shareholders of Toronto Pan Am Sports Centre Inc. (TPASC Inc.).

The first resolution addresses the matters requiring Shareholder approval under the Business Corporations Act at the Annual Meeting of the Shareholders of Toronto Pan Am Sports Centre Inc. These matters include: the confirmation of the corporation's proceedings since the last annual meeting of the shareholders, the receipt of financial statements, and the appointment of the auditor. The second resolution provides the Shareholders' approval of the annual operating and capital budgets required under the unanimous shareholders' agreement between the two Shareholders of Toronto Pan Am Sports Centre Inc.

The Executive Committee recommends that:

1.  City Council authorize the establishment and implementation of a Home Dialysis Water Rebate Program in accordance with the terms of reference set out in Appendix 1 to the report (April 30, 2018) from the Interim Chief Financial Officer and Acting General Manager, Toronto Water.

2.  City Council authorize the Treasurer to establish and implement any further necessary administrative details and eligibility criteria of the Home Dialysis Water Rebate Program on terms and conditions satisfactory to the Treasurer and Acting General Manager, Toronto Water, in accordance with the terms of reference authorized by City Council in Recommendation 1 above, and to otherwise administer the Home Dialysis Water Rebate Program as the Treasurer considers appropriate.

3.  City Council authorize that the necessary amendments be made to Municipal Code Chapter 849, Water and Sewage Services and Utility Bill, and any other necessary Municipal Code Chapters as may be required to give effect to these recommendations.

4.  City Council authorize the City Solicitor to introduce any necessary Bills required to implement these recommendations, subject to any necessary refinements, including stylistic, format and organization, as may be identified by the City Solicitor, the Interim Chief Financial Officer and the Acting General Manager, Toronto Water.

The purpose of this report is to seek Council's approval of the terms of reference for the establishment and implementation of a Home Dialysis Water Rebate Program ("Rebate Program"). In December 2017, Council directed staff to establish and report back on a water consumption relief program that would provide either a discount, rebate, or grant to offset water consumption costs of in-home dialysis patients. This report outlines the proposed details and associated implementation process of the Rebate Program recommended by staff.

The Executive Committere recommends that:

1.  City Council approve a new School Land Properties Acquisition Capital Project with a total project cost of $15 million to be created within the 2018-2027 Council Approved Capital Budget and Plan for Facilities, Real Estate, Environment and Energy with cash flow approvals of $5 million in each of 2018, 2019 and 2020, to be fully funded from the Land Acquisition Reserve Fund (XR1012).

The purpose of this report is to seek City Council approval to establish a capital project with funding from the Land Acquisition Reserve Fund to serve as a primary funding source for the acquisition of future surplus school properties.  The creation of a project now, with incremental expenditures of $5 million per year from 2018 to 2020, will ensure that a portion of the Land Acquisition Reserve Fund is set aside and built up to a level that would prepare the City for the end of the provincial moratorium on declaration of surplus schools. The pending implementation of the new real estate decision model and plan will ensure that future decisions on how to expend the funds are made in accordance with City priorities.

The Executive Committee recommends that:

1.  City Council authorize the developments at 33 King Street and 22 John Street be exempt from the payment of development charges, planning and parkland dedication fees and building permit fees consistent with the City's Open Door Program.

 
2.  City Council exempt the 26 new affordable housing units at 33 King Street from taxation for municipal and school purposes for the term of 25 years, which tax exemption is to be effective from the date the tax exemption by-law is enacted.

 
3.  City Council exempt the 21 new affordable housing units at 22 John Street from taxation for municipal and school purposes for the term of 25 years, which tax exemption is to be effective from the date the tax exemption by-law is enacted.

 
4.  City Council authorize the City Solicitor to execute, postpone, confirm the status of and discharge any City security documents registered as required by normal business practices.

 
5.  City Council authorize City staff to cancel or refund any taxes paid from the by-law exempting the property from taxation.

This item was considered after Item EX34.4.

This report recommends that City Council approve Open Door incentives and relief from property taxes for a period of 25 years for an additional 47 new affordable rental homes at the Weston Community Hub in Ward 11 York South-Weston.

In December 2015, City Council approved the funding model and directed the Director, Affordable Housing Office, to implement actions to secure 32 rental units, including 26 live/work units for artists at the Weston Community Hub, as part of the revitalization of the Weston/Mount Dennis community near Weston Road and Lawrence Avenue West.

In early 2018, with available Federal/Provincial Investment in Affordable Housing Program funding, the Affordable Housing Office successfully negotiated an additional 47 units of affordable housing in 33 King Street and 22 John Street for a 25-year term. The value of the Open Door incentives for an additional 47 units is estimated at $644,927. The Net Present Value (NPV) of the requested property tax exemptions for the 25-year term is estimated at $658,499.

Together, this investment at the Weston Community Hub will provide 79 new affordable rental homes and contribute to the revitalization of the Weston/Mount Dennis community.

The Executive Committee:

1.  Received the report (April 30, 2018) from the Medical Officer of Health for information.

As a leading cause of premature death, suicide is an important public health issue. Suicide accounted for an average of 252 deaths per year in Toronto from 2004-2015. Suicide deaths have lasting health and other effects on family and friends of the deceased, as well as first responders. When these deaths occur as a result of a jump or fall from a bridge, they also pose a risk of injury to motorists, and pedestrians and cyclists using roadways and trails beneath the bridge.

Municipal authorities can play a key role in suicide prevention in public places. From 2004-2015, there were a total of 125 suicide deaths from bridges in Toronto, an average of 10 suicide deaths per year. Many jurisdictions have erected barriers at bridge locations and found them to be effective in preventing or reducing suicide deaths with little displacement of suicide deaths to other bridges or substitution to other methods of suicide. Other options to prevent suicide on bridges include crisis phones, signage and monitoring and surveillance of the bridge. However, there is insufficient evidence to determine the effectiveness of these interventions. This report provides an overview of the burden of suicide deaths from bridges in Toronto, the evidence of the effectiveness of interventions to prevent suicide from bridges, as well as information on interventions used by other jurisdictions.

As a next step, Transportation Services is planning to review the feasibility of implementing barriers and/or other interventions on priority bridge locations. This is a complex process that will involve engineering design and, in some cases, environmental assessments. These studies will be undertaken in conjunction with the Transportation Services state-of-good repair capital bridge program.

The Executive Committee recommends that:

1.  City Council accept an in-kind donation from Spin Master LTD., valued at $102,699.49 for Shelter, Support and Housing Administration and Toronto Community Housing Corporation.

This report seeks approval from City Council to accept an in-kind donation from Spin Master LTD. for 6250 units of toys with a value of $102,699.49. The toys will help support programs and reduce the cost of replacing existing toys.

Policy on Donations to the City for Community Benefits. Since the estimated value of this offer exceeds the $50,000 threshold for donation acceptance established in the policy, the Toronto Office of Partnerships requires City Council consent before proceeding with the initiative.

The Executive Committee recommends that:

1.  City Council authorize the reallocation of funds in Facilities, Real Estate, Environment and Energy's 2018 Council Approved Capital Budget in the amount of $1.675 million, as illustrated in Schedule A to the report (April 20, 2018) from the General Manager, Facilities Management, with zero gross and net debt impact.

2.  City Council authorize the deferral and acceleration of funds in Facilities, Real Estate, Environment and Energy's 2018 Council Approved Capital Budget and 2019‑2027 Capital Plan in the amount of $1.8 million, as illustrated in Schedule B  to the report (April 20, 2018) from the General Manager, Facilities Management, with zero gross and net debt impact.

The purpose of this report is to amend the Facilities, Real Estate, Environment and Energy (FREEE) 2018 Council Approved Capital Budget and 2019-2027 Capital Plan.  The amendments will have zero gross and net debt impact and will better align 2018 and future cash flows with Facilities, Real Estate, Environment and Energy program requirements.

The Executive Committee recommends that:  

1.  City Council authorize the reallocation of funds and revision to project costs within Parks, Forestry and Recreation's 2018 Council Approved Capital Budget and future year commitments in the amount of $1.219 million, as included in Appendix 1 to the report (April 30, 2018) from the General Manager, Parks, Forestry and Recreation, with no debt impact.

2.  City Council authorize the deferral and acceleration of projects in Parks, Forestry and Recreation's 2018 Council Approved Capital Budget and future year commitments in the amount of $0.218 million, as included in Appendix 1 to the report (April 30, 2018) from the General Manager, Parks, Forestry and Recreation, with no debt impact.

The purpose of this report is to request authority from City Council to amend the 2018 Council Approved Capital Budget and 2019-2027 Capital Plan for Parks, Forestry and Recreation (PFR) by adjusting project costs and cash flows contained within the Budget and Plan.  These adjustments will align cash flows and project costs in order to award a contract increase for Purchase Order No. 6041950 with Calian Ltd. that exceeds the current approved project cost and ensuring funds and cash flows are allocated to projects that are proceeding in 2018.

The Executive Committee recommends that:

1.  City Council request all City of Toronto agencies and corporations to:

a.  incorporate the City of Toronto's traditional Aboriginal land acknowledgement statement in their board meetings;

b.  require their board members and staff to participate in the City of Toronto's Indigenous Cultural Competency Training.

2.  City Council request the Toronto Police Service Board to:

a.  incorporate the City of Toronto's traditional Aboriginal land acknowledgement statement in their board meetings;

b.  participate in the City of Toronto's Indigenous Cultural Competency Training;

c.  request the Chief of Police to give consideration to providing all Toronto Police Service staff with the City of Toronto's Indigenous Cultural Competency Training.

The Executive Committee requested the City Manager to report back to Executive Committee in the first quarter of 2019 on the progress to achieve the objectives set out in the Recommendations from the Executive Committee to City Council.

At its meeting on April 20, 2018, the Aboriginal Affairs Committee considered a verbal presentation from the Aboriginal Affairs Consultant, Equity, Diversity and Human Rights, on the City of Toronto's Indigenous Cultural Competency Training.

The Executive Committee recommends that:

1.  City Council approve the revised eligibility criteria outlined in Attachment 1 to the report (May 10, 2018) from the General Manager, Economic Development and Culture on Refining Eligibility Criteria for the Creative Co-Location Facilities Property Subclasses in order to assess eligibility of properties for inclusion in the Creative Co-Location Facilities Property subclasses.  

The Executive Committee requested the General Manager, Economic Development and Culture to report directly to City Council at its meeting on May 22, 2018 identifying any necessary by-law amendments arising from the recent enactment of Ontario Regulation 384/18.

City Council recently approved detailed eligibility criteria for inclusion of properties in the new Creative Co-Location Facilities Property subclasses. Staff have since refined the eligibility criteria to ensure that the benefit is provided to the appropriate properties as presented in the attachment to this report. Changes to the eligibility criteria are based on new information provided to the City by stakeholders and on advice from the Municipal Property Assessment Corporation (MPAC). The refined criteria simplifies the calculation of eligible common space that can be included in the Creative Co-location Facilities Property subclasses.

The Executive Committee recommends that:

1.  City Council request the Acting Deputy City Manager, Cluster A and the Interim Deputy City Manager, Cluster B to undertake discussions with the School Boards with the objective of developing a more robust and deliberative planning process and capital investment plans to facilitate a coordinated approach to rehabilitating or replacing school and community recreation facilities, and report in the second quarter of 2019 with any recommendations.

2.  City Council request the General Manager, Parks, Forestry and Recreation to undertake further discussion with the school boards on the implementation report for the Parks, Forestry and Recreation Facilities Master Plan prior to the report being submitted to Committee and City Council and include an opportunity for elected officials to be included in the process for developing the parkland plan.

At its meeting on April 19, 2018, the City-School Boards Advisory Committee considered a presentation from the General Manager, Parks, Forestry and Recreation, on Parks, Forestry and Recreation Facilities Master Plan - Implications for School Boards.

The Executive Committee recommends that:

1.  City Council request the Acting General Manager, Children's Services, to consult with School Boards, and to report to the Community Development and Recreation Committee at its June 13, 2018 meeting on the current policies and practices related to supervision, space and nutrition programs for lunch room programs in Toronto schools.

At its meeting on April 19, 2018, the City-School Boards Advisory Committee considered a presentation from the Director, Service System Planning and Policy Development, Children's Services on Planning for Child Care in Schools.

The Executive Committee recommends that:

1.  City Council forward the report (March 26, 2018) from the Executive Director, Social Development, Finance and Administration to the four School Boards operating in Toronto and to the Minister of Education.

At its meeting on April 19, 2018, the City-School Boards Advisory Committee considered a report (March 26, 2018) from the Executive Director, Social Development, Finance and Administration on Final Progress Report: City-School Boards Advisory Committee Staff Workplan.

The Executive Committee recommends that:

1.  City Council request the City Clerk to use all reasonable efforts in election recruitment to achieve the goal of hiring a number of persons with disabilities for election work that is, at a minimum, reflective of representation in the general population.

2.  City Council request the City Clerk to review options for the creation of a dedicated fund to assist Toronto municipal candidates for the upcoming 2018 and future elections to provide accessibility accommodations for candidates, campaign volunteers, and the general public to promote greater civic participation and an enhanced democracy.

The Executive Committee requested the City Clerk to report directly to City Council at its meeting on May 22, 2018 on the plan to address linguistic barriers that might impede voters from understanding the processes and rules for voting in the polling stations.

At its meeting on April 19, 2018 the Toronto Accessibility Advisory Committee considered a presentation from the Deputy City Clerk, Elections Services, City Clerk's Office on 2018 Election Accessibility Plan.

The Executive Committee:

1.  Referred the comments and recommendations in the submission (April 18, 2018) from Walk Toronto, Steering Committee on the proposed design options for Bloor Street Bike Lanes to the General Manager, Transportation Services for consideration during the detailed design of the permanent Bloor Street Bike lanes.

At its meeting on April 19, 2018, the Toronto Accessibility Advisory Board considered a presentation from the Manager, Cycling Infrastructure and Programs, Transportation Services and the Project Manager, Infrastructure Planning, Cycling Infrastructure and Programs, Transportation Services on Accessibility - Blood Street Bike Lane, Shaw Street to Avenue Road.

The Executive Committee:

1.  Requested the General Manager, Transportation Services review the comments and recommendations in the submission (April 18, 2018) from Walk Toronto, Steering Committee and report to the Toronto Accessibility Advisory Committee in the first quarter of 2019 on the feasibility of implementing the recommendations.

At its meeting on April 19, 2018, the Toronto Accessibility Advisory Committee considered a presentation from the Manager, Traffic Operations, Transportation Services on Accessibility at Construction Sites.

The Executive Committee:

1.  Requested the Executive Director, Municipal Licensing and Standards and the General Manager, Transportation Services to expedite the studies requested by the Joint Committee of Licensing and Standards and Public Works and Infrastructure Committees on Toronto Sidewalk Cafés on December 4, 2017, so that this research can be conducted in the summer months of 2018 (when the café enclosures are in place) and staff can report on the results in January or as early as possible in 2019.

At its meeting on April 19, 2018, the Toronto Accessibility Advisory Committee considered a presentation from the Accessibility Consultant, Equity, Diversity and Human Rights on Toronto Accessibility Advisory Committee Outstanding 2017 Agenda Items.

The Executive Committee:

1.  Requested the General Manager, Transportation Services to:

a.  invite representatives from Metrolinx to provide an update to the Toronto Accessibility Advisory Committee on the construction of the Eglinton Crosstown Light Rail Transit;

b.  request representatives from the Toronto Transit Commission to provide an update to the Toronto Accessibility Advisory Committee on the construction of the Eglinton Crosstown Light Rail Transit.

At its meeting on April 19, 2018, the Toronto Accessibility Advisory Committee considered a letter from Monica Winkler, on behalf of the Transportation Working Group, Toronto Accessibility Advisory Committee on Accessibility During Construction - Eglinton Light Rail Transit (LRT).

The Executive Committee recommends that:

1.  City Council request the Toronto Transit Commission (TTC) to make a presentation to the Toronto Accessibility Advisory Committee on information on the Wheel-Trans appeals process, specifically, information regarding the amount of money spent by the Toronto Transit Commission and partner organizations (for example, Sunnybrook Health Sciences Centre) on Wheel-Trans appeals on an annual basis, average wait times for appeals to be heard, as well as how many appeals for Wheel-Trans are successful annually.

At its meeting on April 19, 2018, the Toronto Accessibility Advisory Committee considered a letter from Terri-Lynn Langdon, Member, Toronto Accessibility Advisory Committee on Wheel-Trans Appeals Process.

The Executive Committee recommends that:

1.  City Council amend Municipal Code Chapter 223, Remuneration for City Council Members to impose a lifetime maximum severance amount of 12 months salary per Member.

City Council on April 24, 25, 26 and 27, 2018, referred Motion MM39.2 to the Executive Committee.

As per Municipal Code Chapter 223, Council Members are entitled to severance remuneration equal to one month salary per year of service to a maximum of 12 months.

The intent of severance is to allow for time to seek another job. However, if the Council Member returns to serve in Council after a resignation it defeats the purpose of the severance. The return to service restarts the clock on the severance which is a potential unwarranted additional payment. Therefore, I recommend that severance be limited to a lifetime maximum of one year's salary.

The Executive Committee deferred consideration of the item indefinitely.

City Council on April 24, 25, 26 and 27, 2018, referred Motion MM39.14 to the Executive Committee.

Transit planning in Toronto is dysfunctional.

Our City has far too often neglected evidence-based transit priorities while approving proposals that serve the fewest people for the most money. The existing system has become overcrowded. The Spadina Extension and the Sheppard subway line have monopolized scarce resources, leaving most residents of Scarborough, North York and Etobicoke with long bus rides before being able to access rapid transit. These bloated projects are plagued by low ridership, requiring significant subsidies.

Now, City Council is on the verge of setting a new precedent by neglecting the public trust, and with such a gross misexpenditure of public finances.

In 2013 Council moved away from a 7-Stop Light Rail Transit line in Scarborough that would have the same top speed as a subway, travel in its own corridor, and be fully-funded by the Province. In its place, Council was presented with a Scarborough Subway Extension in July 2016 that is proposed to have 1-stop with an estimated cost of $3.35 billion dollars and is projected to serve only 7,300 residents during the morning rush hour – less than some bus routes.

Council decided to move forward with the Scarborough Subway Extension at the July 2016 meeting of Council based on information in a staff report and Toronto Transit Commission briefing note that appear to have contained inaccurate, misleading, or incomplete information.

Briefing Note

1.  On July 4, 2016, a briefing note produced by the Toronto Transit Commission appeared on CP24 regarding the possibility of moving forward with the Scarborough Light Rail Transit. The contents of the briefing note were cited numerous times by Staff and Councillors during the Council meeting of July 12, 2016.

2.  Against Council procedure, the Toronto Transit Commission only shared the note with the Office of the Mayor and the Toronto Transit Commission Chair. 

3.  The briefing note did not say that the Scarborough Light Rail Transit was a project of Metrolinx, nor did it say that Metrolinx would be responsible for the cost of the Scarborough Light Rail Transit as per the still in force Master Agreement.

4.  The Briefing note incorrectly inflated the cost of the Scarborough Light Rail Transit by assuming that the start of construction would have to wait until work on the Eglinton Crosstown was completed at Kennedy. However, an April 25, 2012 Metrolinx Board Report states that Metrolinx was explicitly planning to start at the north end of the line first to speed up construction time.

5.  The Toronto Transit Commission stated that they believed that construction required for the Scarborough Light Rail Transit at Kennedy Station was the "critical path" of the project, meaning that the construction would take longer at Kennedy then the rest of the other construction elements. The Toronto Transit Commission did not check this information with Metrolinx.

6.  The same 2012 Metrolinx Board Report, states that, at the time, the Eglinton Crosstown was expected to be completed in 2020 and the Scarborough Light Rail Transit's completion date was 2019. These construction timelines required that work occur simultaneously at Kennedy Station to facilitate both projects.

7.  Further, paragraph 90 of the Auditor General's report on the briefing note states that the Auditor General contacted Metrolinx staff during their investigative process to determine if changes could have been made to accommodate starting the build of an Scarborough Light Rail Transit at Kennedy Station. Metrolinx advised that:

"There would have been many critical path items on the project (e.g. tunneling, stations), therefore it is not accurate to say that it was a major element on the project. The Kennedy Station was designed to accommodate an extension into Scarborough. If the City decided to proceed with Light Rail Transit the design would need to be modified. The design was in early stages in 2016, and this likely could have been accommodated."

8.  Paragraph 100 of the Auditor General's report states that Bruce McQuaig, former Metrolinx Chief Executive Officer, emails Andy Byford, former Toronto Transit Commission Chief Executive Officer, on June 29 to ask him how the Toronto Transit Commission arrived at the $3 billion cost estimate for the Scarborough Light Rail Transit.

- Mr. McQuaig tells Mr. Byford that the starting figure of $1.8 billion should be reduced by $320 million. Despite the individual responsible for the Scarborough Light Rail Transit telling Mr. Byford that he was incorrect, Mr. Byford did not change the cost estimate to reflect this information despite ample opportunity.

- He didn't issue a correction when the briefing note was leaked to CP24.

- He didn’t change the figure when a revised copy of the note was sent to the Mayor's office almost a week later.

9.  There was no balancing information regarding the Scarborough Light Rail Transit in the briefing note. An objective analysis of the Scarborough Light Rail Transit should have included, at a minimum, information stating that:

- capital costs would be borne by Metrolinx;

- provides more stops for a lower cost;

- serves more priority neighbourhoods;

- could be built faster;

- more advanced stage of design than the subway; and

- would be in its own corridor and capable of travelling at the same top speed as a subway.

Misleading Scarborough Subway Extension Completion Timeline

10.  The chart from the July 2016 Scarborough Subway Extension staff report states that the construction completion date (2025) is contingent upon Council choosing an alignment at that meeting in the third bullet underneath the chart. (See Table 3 in Attachment 1 to this Motion.)

11.  The recommendation regarding the Scarborough Subway Extension before Council at the July 2016 meeting was: "3.  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 5 percent design cost estimates for the McCowan corridor and other possible express subway alignment options".

12.  The staff report presented a completion date and cost that assumed a choice not even available to Council. The recommendation regarding the subway does not provide the option to choose an alignment. The March 2017 Scarborough Subway Extension staff report states that the line will now be completed in mid-2026.

Design Completion

13.  During the Questions to Staff portion of the debate on EX16.1 Developing Toronto's Transit Network Plan to 2031 at the July 12, 2016 Council meeting, Councillor Colle asks the Chief Project Manager for the Scarborough Subway Extension a question regarding the design completion status of the project:

Councillor Colle: "And where would the subway be at design percentage of design completion? Around 5 (per cent) I think I've heard?"

Chief Project Manager: "Uh, we're currently at about 5 per cent, yes."

14.  The Chief Project Manager's answer is reinforced by the same chart provided in '11' from the staff report which states that the cost estimate provided was "developed at approximately 5 percent design." (See Table 3 in Attachment 1 to this Motion.)

15.  These statements from City Staff contradict information provided by consultants after the July meeting.

16.  In its Toronto Transit Commission Estimate Peer Review of the Scarborough Subway Extension dated November 4, 2016, Hanscomb provided the chart which shows the documentation that they used to base their peer review of the Toronto Transit Commission's work. Hanscomb notes that they were careful to base their review on the same documentation that the Toronto Transit Commission used.  (See Chart in Attachment 1 to this Motion.)

17.  The chart indicates that all of the documents were dated after the July 12, 2016 Council meeting except "Technical Memo + sketches 1-22" which relate only to the design of the station. Despite the name, the document only contains 3 sketches. All are hand-drawn.

18.  Hanscomb's report states that the Scarborough Subway Extension was at 2-5 percent design with all of the documents that were received. That statement conflicts with the statements from City and Toronto Transit Commission Staff cited above that the subway was at 5 percent at the July 12, 2016 Council meeting given that the single completed document at that time was related to the design of the station only.

Taken together, the evidence suggests that critical information presented to Council by Staff regarding the Scarborough Subway Extension and the Scarborough Light Rail Transit in staff reports, briefing notes, and on the floor of Council was at times inaccurate, misleading, or incomplete. This is deeply troubling given that a decision on a multi-billion dollar infrastructure project was based on the information provided.

Council must be able to rely on the City of Toronto's professional staff to provide advice and information that is neutral and accurate. It appears that these basic tests may not have been met when Councillors voted for the 1-stop Scarborough Subway on July 12, 2016. This Motion recommends that Council apply to the Superior Court of Justice under Section 215 of the City of Toronto Act to establish a Judicial Inquiry, similar to the Toronto Computer Leasing Inquiry presided over by Justice Bellamy, to investigate the information provided to Council regarding the Scarborough Subway Extension and the Scarborough Light Rail Transit project in the lead-up to, and at, the July 2016 meeting of Council.

The last time the City established a Judicial Inquiry, it was with regard to the MFP Financial Services computer leasing scandal. The Bellamy Report resulting from that inquiry led to the establishment of our 3 accountability officers and other measures to safeguard the City's contracting process. Torontonians deserve the same type of assurances that decisions affecting billions of their tax dollars are spent on transit projects that use our scarce resources to support the most residents possible in getting to work or school and back, quickly and comfortably, so they can have more time with their friends and family.

Announcements

The Chair advised that the Executive Committee gratefully acknowledges it is 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.

Mayor John Tory welcomed Deputy Mayor Stephen Holyday to the Executive Committee.