Executive Committee
The full agenda, as filed
All 7 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.
EX10.1amended
Toronto Poverty Reduction Strategy - 2019-2022 Action Plan
TO Prosperity - Toronto Poverty Reduction Strategy was approved by City Council on November 3, 2015, setting an ambitious 20-year plan (2015-2035) to mitigate the effects of poverty and reduce its incidence among Toronto residents, using various tools and resources available to the City as a local government. In addition to adopting the 20-year Poverty Reduction Strategy, City Council also approved the 2015-2018 Term Action Plan, and directed staff to bring forward an updated Term Action Plan every four years, coinciding with each term of Council over the 20-year life cycle of the Strategy. The 2019-2022 Term Action Plan recommended in this report includes a series of actions and activities aligned with the Strategy's original 17 recommendations and 6 thematic areas that focus on housing stability, service access, transportation equity, food access, quality jobs and livable incomes, and systemic change. The Term Action Plan recommended in this report is an evolution of the first term Action Plan, with a greater emphasis on impact and outcomes, continuous engagement, transparency and accountability, and leveraging non-traditional partners.
The Executive Committee recommends that: 1. City Council adopt the actions contained in the 2019-2022 Poverty Reduction Strategy Term Action Plan as outlined in Attachment A to the report (October 29, 2019) from the Deputy City Manager, Community and Social Services, as amended by Recommendation 2 below, as the City of Toronto's strategic poverty reduction priorities for this term of City Council. 2. City Council amend Action 16.2 of the 2019-2022 Poverty Reduction Strategy Term Action Plan in Attachment A to the report (October 29, 2019) from the Deputy City Manager, Community and Social Services so that it now reads as follows: 16.2. Implement a model of continuous engagement with stakeholders, including residents, the For Public Benefit sector, advocates, experts, private sector and all equity seeking groups and indigenous communities. 3. City Council direct the Executive Director, Social Development, Finance and Administration to report back to the Executive Committee in 2021 on progress made towards implementing activities contained in the work plan as outlined in Attachment B to the report (October 29, 2019) from the Deputy City Manager, Community and Social Services. 4. City Council direct the Executive Director, Social Development, Finance and Administration to report to the next meeting of the Economic and Community Development Committee on ways to accelerate the Youth Service Review. 5. City Council request the Deputy City Manager, Community and Social Services to report to the Executive Committee as part of the yearly Poverty Reduction Strategy update with an update on the progress of the implementation of the Human Services Integration. 6. City Council direct the City's Agencies and Corporations to share data, as permitted within various legislative authorities, to support the monitoring and evaluation of the Poverty Reduction Strategy shared outcomes. 7. City Council direct the Executive Director, Social Development, Finance and Administration, in partnership with the Indigenous Affairs Office to work with the Indigenous communities of Toronto to develop an Indigenous-led Toronto Poverty Reduction Action Plan and identify resource requirements that will be submitted to the 2021 budget process. 8. City Council request the Medical Officer of Health to release the tracking information on homeless deaths in the City of Toronto as an Open Data dataset including medical cause of death, date, gender, Indigenous status, cause of death, and location of death. 9. City Council request the Chief Technology Officer, Information and Technology and the General Manager, Shelter, Support and Housing Administration to create an Open Data dataset on individuals and families placed in time limited emergency housing during crisis or illness. 10. City Council request the General Manager, Shelter Support and Housing Administration to create an Open Data dataset which outlines unsheltered street homeless to general population as a ratio for Toronto and other major Canadian cities, after each Street Needs Assessment.
Staff recommendation as filed
The Deputy City Manager, Community and Social Services recommends that: 1. City Council adopt the actions contained in the 2019-2022 Poverty Reduction Strategy Term Action Plan as outlined in Attachment A as the City of Toronto's strategic poverty reduction priorities for this term of Council. 2. City Council direct the Executive Director, Social Development, Finance and Administration to report back to the Executive Committee in 2021 on progress made towards implementing activities contained in the work plan as outlined in Attachment B. 3. City Council direct the City's Agencies and Corporations to share data, as permitted within various legislative authorities, to support the monitoring and evaluation of the Poverty Reduction Strategy shared outcomes. 4. City Council direct the Executive Director, Social Development, Finance and Administration, in partnership with the Indigenous Affairs Office to work with the Indigenous communities of Toronto to develop an Indigenous-led Toronto Poverty Reduction Action Plan and identify resource requirements that will be submitted to the 2021 budget process.
EX10.2amended
Implementing Tenants First - A New Funding Model for Toronto Community Housing
In February 2018, through the annual budget approval process, City Council approved an interim funding model for Toronto Community Housing Corporation covering the 2018 and 2019 budget years, directing City staff to report on a recommended permanent funding model prior to the 2020 budget process. This report recommends a new, permanent funding model for Toronto Community Housing Corporation. When Toronto Community Housing Corporation was created in 2002, City Council approved a block subsidy funding model based upon actual operating costs at that point in time. The block funding model was not formally reviewed or updated until 2016 when the Mayor's Task Force on Toronto Community Housing Corporation, in their final report titled "Transformative Change for Toronto Community Housing", highlighted that the funding model was unsustainable and inadequate, and did not provide a sufficient level of funding to allow Toronto Community Housing to manage and maintain safe and good quality homes in a state of good repair. This position was reinforced by an independent review undertaken by City staff, with the support of an external third party financial consultant. Since the interim funding model was approved, staff from the Tenants First team, Shelter, Support and Housing Administration, and Toronto Community Housing Corporation have developed a recommended permanent funding model based on extensive research and analysis. Staff are recommending a rent supplement-based model to be implemented for the 2020 budget year establishing a baseline subsidy for annual consideration, comparable to what Toronto Community Housing received through the interim funding model in 2018 and 2019, that will allow the corporation to meet its landlord obligations and maintain its buildings in a state of good repair. In future years, an inflationary cost factor will also be applied to this baseline to calculate the subsidy to be considered. A rent supplement-based model will provide Toronto Community Housing Corporation with consistent, predictable funding each year as the City's subsidy will cover the difference between the baseline revenue requirement and actual tenant rental payments within Toronto Community Housing's subsidized portfolio. The City subsidy will be used to support both operating and capital costs as follows: Operating - Supplements revenue generated by the Toronto Community Housing Corporation to fund operational requirements (day-to-day expenses) as well as supporting interest and principle payments on mortgages; and loans such as the Federal Co-Investment program. Capital - Subject to annual review and Council approval, a portion of the recommended rent supplement-based subsidy, will be directly allocated to Toronto Community Housing's 10-year capital plan and funded through the City's capital budget. It is recommended that $160 million of the rent supplement based subsidy be directed to capital on an annual basis over the 10-year capital plan. It is critical that Toronto Community Housing Corporation have predictable annual capital funding to plan and execute their capital program. $160 million of annual capital funding from the City, combined with funding secured through the National Housing Strategy, allows Toronto Community Housing Corporation to bring their portfolio to a state of good repair and ensures no units are closed. It is estimated that 25 units would be subject to closure for every $10 million deviation from the proposed capital funding over the next three year. Council approval will demonstrate to Toronto Community Housing Corporation's residents and other orders of government that the City is committed to operating and maintaining the Toronto Community Housing Corporation housing portfolio. $160 million per year is also the estimated amount required annually, beyond the current 10 year capital plan, to ensure that the buildings continue to be maintained in a state of good repair for all future years. The recommended funding model follows the guiding principles adopted by City Council in 2018 (see 2018.EX34.3 "Implementing Tenants First - Creating a Seniors Housing Unit at Toronto Community Housing Corporation and Transitioning towards a Seniors Housing and Services Entity at the City") as baseline funding is predictable for Toronto Community Housing Corporation, easy to administer and allows for an inflationary increase. This funding model will also apply to the to-be-established Seniors Housing Corporation, which will operate Toronto Community Housing's seniors-designated portfolio. The recommended funding model fulfills the City's commitment to adequately fund its Local Housing Corporation. City staff will review the model regularly to ensure its continued relevance, adequacy and potential impacts associated with any annual surpluses or additional funding sources. Additionally, Council will approve Toronto Community Housing Corporation's subsidy on an annual basis through the City's budget process as the subsidy amount will form part of Shelter, Support and Housing Administration's annual budget submission.
The Executive Committee recommends that: 1. City Council adopt the rent supplement-based funding model, described in Attachment 1 to the report (November 5, 2019) from the Deputy City Manager, Community and Social Services as the new funding model for the Toronto Community Housing Corporation, with funding allocation to be subject to annual review and consideration through the budget process, ensuring that any operational surplus, realized through efficient and effective operational spending, be retained by Toronto Community Housing Corporation and its use be directed by the City through the budget process. 2. City Council direct the General Manager, Shelter, Support and Housing Administration, working in collaboration with Financial Planning, the future City Housing Corporation Relationship Unit approved by Council in 2019.EX7.1 and Toronto Community Housing, to review the adequacy of the new funding model at regular intervals according to the schedule listed in Table 1 in Attachment 1 to the report (November 5, 2019) from the Deputy City Manager, Community and Social Services. 3. City Council direct the General Manager, Shelter, Support and Housing Administration to develop an updated Operating Agreement and new accountability mechanisms for Toronto Community Housing Corporation based on the guidelines contained in Attachment 1 to the report (November 5, 2019) from the Deputy City Manager, Community and Social Services. 4. City Council request the General Manager, Shelter, Support and Housing Administration, in collaboration with the future City Housing Corporation Relationship Unit, to review the City's accountability and oversight resource requirements for Toronto Community Housing Corporation and incorporate any changes into future City operating and capital budgets.
Staff recommendation as filed
The Deputy City Manager, Community and Social Services, recommends that: 1. City Council adopt the rent supplement-based funding model, described in Attachment 1 of this report, as the new funding model for the Toronto Community Housing Corporation, with funding allocation to be subject to annual review and consideration through the budget process. 2. City Council direct the General Manager, Shelter, Support and Housing Administration, working in collaboration with Financial Planning, the future City Housing Corporation Relationship Unit approved by Council in 2019.EX7.1 and Toronto Community Housing, to review the adequacy of the new funding model at regular intervals according to the schedule listed in Table 1 in Attachment 1 of this report. 3. City Council direct the General Manager, Shelter, Support and Housing Administration to develop an updated Operating Agreement and new accountability mechanisms for Toronto Community Housing Corporation based on the guidelines contained in Attachment 1 of this report. 4. City Council request the General Manager, Shelter, Support and Housing Administration, in collaboration with the future City Housing Corporation Relationship Unit, to review the City's accountability and oversight resource requirements for Toronto Community Housing Corporation and incorporate any changes into future City operating and capital budgets.
EX10.3adopted
The City of Toronto's parks system is integral to its identity as a global, liveable city and contributes to health, quality of life, social cohesion and ecological sustainability. As the city continues to grow and intensify, the parks system will need to contend with the increased use of, and need for additional high-quality park space that is functional and accessible. The Parkland Strategy is Toronto's new city-wide strategic parks planning framework, which will ensure that Toronto's parks system grows and evolves to support the needs of a liveable city. It replaces the current "LPAC" approach, which is outdated because that methodology was based on Toronto's 1996 population, and did not account for the impact of growth or development intensity. This report recommends adoption of the Parkland Strategy, which provides the City with a long-term vision and framework to inform future parks planning, decision-making, land acquisition, and park investment and development for the enhancement of Toronto's parks system. The Parkland Strategy is guided by four principles and strategic objectives: - Expand - Ensure Toronto's system of parks expands as the city grows and evolves. - Improve - Invest in park improvements to support a range of functions and meet the changing needs of users. - Connect - Extend the park experience by connecting parks to each other and between other open spaces, to create a seamless public realm. - Include - The diversity of Toronto is reflected in its system of parks. The Strategy was informed by extensive public and stakeholder consultation that occurred over two phases between spring 2017 and fall 2018. An equity lens was applied throughout the planning and consultation process, so that under-served and equity-seeking communities were represented and issues understood. The Parkland Strategy undertook a thorough examination of parkland need by considering six lenses appropriate to Toronto's mature and evolving urban environment: - Parkland provision - a new methodology to measure total parkland supply available to residents within walkable access which will replace the current Local Parkland Assessment Cells (Official Plan Map 8A). - Impact of growth - considering population growth and the impacts on the capacity of parks to support new and existing residents. - Equity - improving use and activation in the parks system across the city to provide equitable access. - Distribution and diversity - understanding the relationship between the range of parks and programming has a direct bearing on the capacity of the parks system to meet needs. - Accessibility and connectivity - the ease of access to parks and the role of other open spaces to ensure a connected and versatile parks and open space network. - Climate change - recognition that parks play a crucial role as green infrastructure to assist in adapting to and mitigating climate change. The Parkland Strategy will provide direction for the City of Toronto to make informed decisions about how to expand, improve and connect the parks system so that it grows and evolves in an equitable manner. Twenty-five strategic actions have been identified through the Strategy's principles. Four strategic implementation tools will guide decision-making on parkland planning, acquisition and investment, they include: - The Park Catchment Tool, a new parkland provision measurement methodology which measures the total amount of parkland available to residents within a 500 metre walking distance and accounts for the impact of growth so that future parkland pressures are considered (Figure 2); - Updated city-wide and local parkland provision mapping (Attachment 2 and 3) that shows relative parkland need and defines low parkland provision as 12m2 and less per person; - Parkland Study and Acquisition Priority Areas mapping (Attachment 5) that is determined by low parkland provision plus three additional criteria of low existing parkland supply, high growth and high percentage of low income households; and - A Parkland Acquisition Assessment Tool that evaluates sites in a consistent, transparent manner and applies Parkland Strategy principles to guide investment decisions (Figure 5). There is no internationally recognized standard of parkland provision per person. The new parkland provision measurement methodology determines that Toronto's city-wide average parkland provision is 28 square metres of parkland per person, including all parks within ravines and the City's Environmentally Significant Areas. When the parks within ravines and Environmentally Significant Areas are excluded from the analysis, Torontonians have on average, 8.7 square metres of locally-serving parkland per person. Toronto's parkland provision rates vary significantly across the city, with some areas seeing average parkland provision as low as 2m2 of parkland per person. Toronto's parks are as diverse as the people who use them. There is not a one-size fits all solution to preserving, building and supporting Toronto's parks system across the city. Therefore, the Parkland Strategy provides a multi-faceted approach to addressing the range of parkland need, so that the City can ensure that the parks system remains sustainable in the face of increased development intensity and evolution of the urban environment. The Parkland Strategy is the City's new, strategic park planning framework that provides: - Park Catchment Tool - New methodology for measuring parkland provision and need that is responsive to growth and other factors, and replaces the current Local Planning Assessment Cells approach. - Parks Planning Priorities - priorities for the development of city-initiated local-level parks plans in areas of need. - Acquisition Prioritization - areas for parkland acquisition and shared-use agreements with other public agencies. - Development Review - a framework to support the review of development applications and assist in the implementation of the City's Official Plan. - Planning Studies - framework to inform studies including new and under review Secondary Plans and Site and Area Specific Studies. - Partnerships - Strategic development of partnerships to leverage opportunities to support Toronto's parks system. - Community Benefits Strategy - Support future community benefit strategy work as required through Bill 108. Amendments through the More Homes, More Choice Act (Bill 108), once proclaimed, will replace the mechanisms by which the City funds and acquires parkland, namely Sections 37 and 42 of the Planning Act and Development Charges. The implementation of the Parkland Strategy will evolve as the City begins to address these new legislative tools and requirements. As such, the Parkland Strategy does not make recommendations on an updated parkland dedication alternative rate given that the tool may no longer exist. Rather, the Parkland Strategy will inform the future development of a Community Benefit Strategy, which will be required in order for the City to collect Community Benefits Charge from new development. The Community Benefits Charge will likely be a key funding mechanism for parkland acquisition and improvement.
The Executive Committee recommends that: 1. City Council adopt the Parkland Strategy as Toronto's parks planning framework, as presented in Attachment 6 to the report (October 29, 2019) from the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning. 2. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, to use the principles, Park Catchment Tool methodology and framework developed through the city-wide Parkland Strategy to direct and inform: a. development of city-initiated local-level parks plans in Parkland Priority Areas; b. prioritization of land acquisition for parks purposes; c. review of development applications, and preparation of planning studies including new and under review Secondary Plans and Site and Area Specific Studies; and d. strategic development of partnerships to leverage opportunities to support Toronto's parks system. 3. City Council direct the General Manager, Parks, Forestry and Recreation to present the Parkland Strategy to school boards, other City Agencies including CreateTO, Toronto Region Conservation Authority, and other stakeholders, including the building and development industry, as appropriate for consideration in their facility and service planning and real estate strategies. 4. City Council direct the General Manager, Parks, Forestry and Recreation to report back to City Council on the advancement of the Parkland Strategy's objectives every five years. 5. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, to use the findings on parkland need through the city-wide Parkland Strategy to inform the future Community Benefits Strategy as required by Bill 108.
Staff recommendation as filed
The General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning recommend that: 1. City Council adopt the Parkland Strategy as Toronto's parks planning framework, as presented in Attachment 6 to this report. 2. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, to use the principles, Park Catchment Tool methodology and framework developed through the city-wide Parkland Strategy to direct and inform: a. development of city-initiated local-level parks plans in Parkland Priority Areas; b. prioritization of land acquisition for parks purposes. c. review of development applications, and preparation of planning studies including new and under review Secondary Plans and Site and Area Specific Studies; and d. strategic development of partnerships to leverage opportunities to support Toronto's parks system. 3. City Council direct the General Manager, Parks, Forestry and Recreation to present the Parkland Strategy to school boards, other City Agencies including CreateTO, Toronto Region Conservation Authority, and other stakeholders, including the building and development industry, as appropriate for consideration in their facility and service planning and real estate strategies. 4. City Council direct the General Manager, Parks, Forestry and Recreation to report back to City Council on the advancement of the Parkland Strategy's objectives every five years. 5. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, to use the findings on parkland need through the city-wide Parkland Strategy to inform the future Community Benefits Strategy as required by Bill 108.
EX10.4adopted
Property Taxes - 2020 Interim Levy By-Law
This report requests Council authority to adopt the necessary by-law to levy interim property taxes for all property classes for 2020 and to prescribe applicable interim bill payment due dates. The 2020 interim levy will raise approximately $2.21 billion for City purposes, and will provide for the cash requirements of the City until such time as the 2020 Operating Budget and 2020 final property tax levy are approved by Council.
The Executive Committee recommends that: 1. City Council authorize that the 2020 interim levy for all property classes be based on 50 percent of the total 2019 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2019 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) instalment pre-authorized tax payment plan be: February 18, March 16, April 15, May 15, and June 15, 2020; b. the interim bill payment due date for the two (2) instalment pre-authorized tax payment plan be March 2, 2020; and c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 2, April 1, and May 1, 2020. 4. City Council grant authority to introduce the necessary bill in Council on November 26 and 27, 2019, providing for the levying and collection of the 2020 interim taxes prior to the adoption of the estimates for 2020, which by-law, when enacted, will be effective as of January 1, 2020.
Staff recommendation as filed
The Controller recommends that: 1. City Council authorize that the 2020 interim levy for all property classes be based on 50 percent of the total 2019 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2019 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) instalment pre-authorized tax payment plan be: February 18, March 16, April 15, May 15, and June 15, 2020; b. the interim bill payment due date for the two (2) instalment pre-authorized tax payment plan be March 2, 2020; and c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 2, April 1, and May 1, 2020. 4. City Council grant authority to introduce the necessary bill in Council on November 26 and 27, 2019, providing for the levying and collection of the 2020 interim taxes prior to the adoption of the estimates for 2020, which by-law, when enacted, will be effective as of January 1, 2020.
EX10.5adopted
Implementing Accessibility Measures at the City of Toronto
In response to direction from the Executive Committee and City Council, this report addresses 1) the feasibility of implementing the Dynamic Symbol of Access at City-owned properties, and 2) the feasibility of piloting an accessibility certification program at a City facility. 1) Dynamic Symbol of Access In January 2018, City Council requested that the Province of Ontario amend the Ontario Building Code and the Ontario Highway Traffic Act to include reference to the Dynamic Symbol of Access, which has been proposed as an alternative to the currently-used International Symbol of Access to denote accessible spaces or features. Since the City Council request, the Province has not amended the Ontario Building Code to include a reference to the Dynamic Symbol of Access. Accordingly, while the Dynamic Symbol of Access could be implemented in some areas of City facilities where use of the International Symbol of Access is not required, its implementation would result in inconsistency in signage and could result in confusion around the use of accessible spaces. A decision regarding the implementation of the Dynamic Symbol of Access should be deferred until the Province makes changes to the Ontario Building Code and the Ontario Highway Traffic Act. 2) Accessibility Certification Program Accessibility certification has been proposed as a means of identifying improvements to buildings that would increase accessibility. Following consultation with stakeholders and a review of existing documentation pertaining to accessibility certification programs, staff have determined that an accessibility certification program may not enhance the accessibility of City buildings. Existing measures, including accessibility audits and planned capital upgrades in line with the Toronto Accessibility Design Guidelines, would exceed accessibility requirements established in the Ontario Building Code and achieve the proposed benefits of the accessibility certification assessment process. While independent assessments by certifying organizations may help identify required accessibility upgrades, they would not guarantee certification or ensure that buildings meet applicable codes or legislation. Furthermore, the introduction of an additional accessibility standard may complicate efforts to plan capital building upgrades and put the achievement of current capital accessibility program targets at risk. Accordingly, it is not advisable to implement an accessibility certification program at City facilities.
The Executive Committee: 1. Directed the Executive Director, Corporate Real Estate Management to report back on the implementation of the Dynamic Symbol of Access at City facilities to the Executive Committee with an update in the event that the Province updates the Ontario Building Code or the Highway Traffic Act to include references to the Dynamic Symbol of Access.
Staff recommendation as filed
The Executive Director, Corporate Real Estate Management recommends that: 1. The Executive Committee direct the Executive Director, Corporate Real Estate Management to report back on the implementation of the Dynamic Symbol of Access at City facilities to the Executive Committee with an update in the event that the Province updates the Ontario Building Code or the Highway Traffic Act to include references to the Dynamic Symbol of Access.
EX10.6adopted
Development Charge Complaint - 1251 Bridletowne Circle
This report responds to a complaint filed pursuant to Section 20 of the Development Charges Act, 1997 relating to a residential development project located at 1251 Bridletowne Circle. Section 20 of the Development Charges Act, 1997 allows a person required to pay development charges to file a complaint to the council of municipality under certain circumstances. The development consists of various forms of townhouses. The City's Development Charges Bylaw defines stacked townhouses and assigns to them an apartment unit rate, and also defines back-to-back and traditional townhouses and assigns to them a somewhat higher, multiple unit rate. The complaint asserts that townhouses deemed by the City to be 'back-to-back' meet the definition of 'apartment unit' and should therefore have been charged the associated lower, apartment unit rate. City staff has reviewed the complaint and is of the opinion that the Development Charges Bylaw was applied properly and no error was made in the calculation of the charges. This report recommends that the complaint be dismissed. A decision of Council to dismiss the complaint may be appealed to the Local Planning Appeal Tribunal. This report was prepared in consultation with the Chief Building Official and the City Solicitor.
The Executive Committee recommends that: 1. City Council determine that the Development Charges By-law has been properly applied to the residential land development project located at 1251 Bridletowne Circle. 2. City Council dismiss the complaint filed pursuant to Section 20 of the Development Charges Act, 1997.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council determine that the Development Charges By-law has been properly applied to the residential land development project located at 1251 Bridletowne Circle. 2. City Council dismiss the complaint filed pursuant to Section 20 of the Development Charges Act, 1997.
EX10.7adopted
Update on the Review of a Potential Vacant Property Tax in Toronto
On July 4th, 2017 Toronto City Council approved a motion directing City staff to undertake a thorough review and consultation process on the potential benefits of the implementation of a Vacant Home Tax in Toronto. The housing challenges facing our City are continuing and have been ongoing for some time. Limited periodic updates on this review of the Vacant Home Tax proposal do not effectively move this proposal forward and more decisive action is required including meaningful timelines and a more structured work plan. A full and thorough update to the Executive Committee would be beneficial at this stage in the City's review.
The Executive Committee: 1. Requested the City Manager and the Chief Financial Officer and Treasurer to bring forward a report with the 2020 Budget on "EX 26.4, Implementing a Vacant Home Tax in Toronto" which was approved at Toronto City Council on July 4th, 2017. Such report to include, but not be limited to the following: a. specific information on the consultation process to date; b. the public policy benefits as assessed to date; c. the potential tax design features of a vacant home tax; and d. the assessment of the Vancouver Approach.
Staff recommendation as filed
Councillor Ana Bailão recommends that: 1. Executive Committee request the City Manager and the Chief Financial Officer and Treasurer to bring forward a report with the 2020 Budget on "EX 26.4, Implementing a Vacant Home Tax in Toronto" which was approved at Toronto City Council on July 4th, 2017. Such update to include, but not be limited to the following: a. specific information on the consultation process to date; b. the public policy benefits as assessed to date; c. the potential tax design features of a vacant home tax; d. and the assessment of the Vancouver Approach.