Executive Committee
The full agenda, as filed
All 11 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.
EX12.1amended
Ravine Strategy Implementation
In October 2017, City Council adopted the Toronto Ravine Strategy, and directed the General Manager, Parks, Forestry and Recreation, the Chief Planner and Executive Director, City Planning, and the General Manager, Toronto Water, in consultation with the General Manager, Transportation Services and the Toronto and Region Conservation Authority to establish an interdivisional 10-year implementation strategy and capital plan for the Ravine Strategy. The Ravine Strategy provides, for the first time, an intentional and coordinated vision and approach to managing this natural resource on an ongoing basis through a series of 20 actions under five guiding principles: Protect, Invest, Connect, Partner, and Celebrate. The Strategy guides the management of the ravines and ensures the protection of these irreplaceable lands is balanced with their use and enjoyment, so that they continue to bring nature to people and flourish for the next 100 years and beyond. Toronto's ravine system extends over 300 km and covers 11,000 hectares, or 17 percent of Toronto's land area. Over half (5700 hectares) of ravine system land is publicly owned parkland. This includes over 1100 hectares within Rouge National Urban Park that is under Parks Canada jurisdiction. The remaining 40 percent is owned by a patchwork of landowners, including public institutions and private property owners, and includes approximately 30,000 private addresses. Ravines provide an exciting opportunity to connect people in the city with nature. Approximately 30 percent of Toronto's population lives within 500 metres of ravines, and some areas of the city in close proximity to ravines will see considerable population growth in the coming years, such as Don Mills and Eglinton, the Lower Don, and more. The ravine system provides significant opportunities to reflect the integral connection that continues today between the Indigenous communities that were the original inhabitants of the area and Toronto's natural spaces and waterways. Ravines provide essential access to urban greenspace and opportunities for passive and active recreation which contributes to the physical health, mental health and well-being of residents. Toronto's ravines provide over $800 million in services every year from nature-based recreation, avoided health care costs due to inactivity, and reduced rates of depression (see Attachment B). When people are engaged in Toronto's ravines, they can also be inspired to take responsibility for the natural environment and become involved in affecting positive change. Ravines are important natural refuges in the city and contain most of Toronto's Environmentally Significant Areas, forests and wetlands, and many varieties and significant species of plants and animals. Maximizing the value of ravines will benefit both human and environmental health. There are also billions of dollars of critical City and other infrastructure - from roads to water and sewer pipelines - in the ravines. The renewal of this infrastructure over time also provides a unique opportunity to improve and enhance the ravine system. The anticipated impacts of climate change, such as large scale storms, higher temperatures, flooding and erosion will also put stress on the system. The resiliency of the ravines will, in turn, increase the resiliency of the city to face the challenges of the 21st century. These factors require coordinated management and investment to protect, restore and maintain ravines and to improve the human-nature connection, which is why Toronto's Ravine Strategy was developed. The key next steps required to implement the Ravine Strategy over the next ten years, as outlined in this report and summarized in the figure below, are: Figure 1. Key Next Steps to implement the Ravine Strategy Use the preliminary assessment of the capital investment need in the ten Priority Investment Areas, as outlined in Section 4 of the report, to inform the 2021-2030 Capital Budget Continue to coordinate and integrate capital projects to leverage existing investments for the overall benefit of ravines through the established inter-divisional team Launch a Ravine Campaign to raise awareness and generate additional funds to protect, maintain and improve Toronto's ravine system, and Convene a multi-stakeholder Ravine Campaign Leadership Table to advise staff Undertake two initial projects to launch the Ravine Campaign, namely the: - Trail Loop Project that will connect 81 kilometers of ravine trails to create a seamless off-road, multi-use ring trail - 'InTO the Ravines: Nature at your doorstep' micro-grant program that will support community groups and organizations in engaging residents in ravine activities Make immediate investments in the ravine system to address urgent needs related to managing invasive species and enhancing litter collection Establish a dedicated Ravine Unit within Park, Forestry and Recreation responsible for coordinating three inter-divisional working groups to build cross-divisional leadership and implementation capacity Request funding from other orders of government to fund implementation of the Ravine Strategy Continue to advance and complete the 20 Actions identified in the Ravine Strategy Of the twenty Ravine Strategy Actions to date, two have been completed, sixteen are in progress, and the remaining two are not yet started. The work of protecting, managing, and improving the ravine system will always be ongoing, and require leadership and careful attention to balancing the needs of supporting public access to ravine areas, while protecting and restoring ecological areas. This report outlines steps taken by multiple Divisions to engage in that work. In addition to reporting out on the eight council motions, this report responds to a renewed interest and commitment in ravine conservation and engagement both within the City and with stakeholders and the public. The Ravine Strategy Implementation report also outlines a balanced approach to funding the ravine system over the long term. This includes recommending some immediate investments to address urgent needs and to ensure the system does not fall farther behind, including a substantial increase in the service levels of invasive species management and increased ravine litter collection.
The Executive Committee recommends that: 1. City Council adopt the items outlined in Figure 1 in the report (January 8, 2020) from the General Manager, Parks Forestry and Recreation, the Chief Planner and Executive Director, City Planning and the General Manager, Toronto Water as the key next steps to implement the Ravine Strategy over the next ten years. 2. City Council direct the General Manager, Parks, Forestry and Recreation, the General Manager, Toronto Water, the General Manager, Transportation Services and the Chief Engineer and Executive Director, Engineering and Construction Services, in consultation with the Toronto and Region Conservation Authority and the Chief Planner and Executive Director, City Planning, to report back as part of the 2021 budget process with a proposed plan, including funding options, to address the capital investment need for service improvements in the initial ten Priority Investment Areas as identified in Figure 4 in the report (January 8, 2020) from the General Manager, Parks Forestry and Recreation, the Chief Planner and Executive Director, City Planning and the General Manager, Toronto Water and other projects as appropriate, any staffing requirements to support the implementation of the Ravine Strategy and any associated operating impacts of capital. 3. City Council direct the General Manager, Parks, Forestry and Recreation, to advance a Ravine Campaign in consultation with ravine leadership advisors for the purpose of raising additional funds to support and accelerate implementation of the Ravine Strategy. 4. City Council authorize the General Manager, Parks, Forestry and Recreation, in coordination with the General Manager, Transportation Services, to negotiate and enter into the appropriate agreements with Evergreen and the Toronto and Region Conservation Authority regarding the advancement of the Loop Trail project as described in Section 5.1 of the report (January 8, 2020) from the General Manager, Parks Forestry and Recreation, the Chief Planner and Executive Director, City Planning and the General Manager, Toronto Water, on terms satisfactory to the City Solicitor. 5. City Council direct the General Manager, Parks, Forestry and Recreation to develop and implement the 'InTO Ravines: Nature at your doorstep' program, as described in Section 5.2 of the report (January 8, 2020) from the General Manager, Parks Forestry and Recreation, the Chief Planner and Executive Director, City Planning and the General Manager, Toronto Water. 6. City Council request the Chief Financial Officer and Treasurer and the General Manager, Parks, Forestry and Recreation to consider in the phased funding strategy, the implementation of items that emphasize the Protect and Restoration components in the early years. 7. City Council direct the General Manager, Parks, Forestry and Recreation in consultation with the Toronto Region Conservation Authority and other partners to: a. develop a student internship program for youth to engage in restoring Toronto's ravines as part of the Ravine Strategy Implementation Plan; b. work with Social Development, Finance and Administration and People and Equity to help develop a recruitment strategy focusing on Neighbourhood Improvement Areas; and c. report to the Economic and Community Development Committee with an update in the second quarter of 2020. 8. City Council direct the General Manager, Parks, Forestry and Recreation in partnership with the General Manager, Toronto Water and the General Manager, Transportation Services to seek funding from other levels of government to advance the Ravine Strategy Implementation. 9. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, General Manager, Toronto Water and the Toronto and Region Conservation Authority, to report on the advancement of the Ravine Strategy's objectives every five years.
Staff recommendation as filed
The General Manager, Parks, Forestry and Recreation, the Chief Planner and Executive Director, City Planning, and the General Manager, Toronto Water recommend that: 1. City Council adopt the items outlined in Figure 1 of this report as the key next steps to implement the Ravine Strategy over the next ten years. 2. City Council direct the General Manager, Parks, Forestry and Recreation to request as part of the 2021 Operating Budget process, for consideration, the following: a. the necessary operating funds to support the creation of a dedicated Ravine Litter Cleanup program, with an estimated annual cost of $0.657 million, including timelines for phasing in this service level increase; and b. operating funding to support enhanced invasive species management and ecological restoration in ravines, estimated at $2.050 million annually at full implementation. 3. City Council direct the General Manager, Parks, Forestry and Recreation, the General Manager, Toronto Water, the General Manager, Transportation Services and the Chief Engineer and Executive Director, Engineering and Construction Services, in consultation with the Toronto and Region Conservation Authority and the Chief Planner and Executive Director, City Planning, to report back as part of the 2021 budget process with a proposed plan, including funding options, to address the capital investment need for service improvements in the initial ten Priority Investment Areas as identified in Figure 4 of this report and other projects as appropriate, any staffing requirements to support the implementation of the Ravine Strategy and any associated operating impacts of capital. 4. City Council direct the General Manager, Parks, Forestry and Recreation, to advance a Ravine Campaign in consultation with ravine leadership advisors for the purpose of raising additional funds to support and accelerate implementation of the Ravine Strategy. 5. City Council authorize the General Manager, Parks, Forestry and Recreation, in coordination with the General Manager, Transportation Services, to negotiate and enter into the appropriate agreements with Evergreen and the Toronto and Region Conservation Authority regarding the advancement of the Loop Trail project as described in Section 5.1 of this report, on terms satisfactory to the City Solicitor. 6. City Council direct the General Manager, Parks, Forestry and Recreation to develop and implement the 'InTO Ravines: Nature at your doorstep' program, as described in Section 5.2 of this report. 7. City Council direct the General Manager, Parks, Forestry and Recreation in partnership with the General Manager, Toronto Water and General Manager, Transportation Services to seek funding from other levels of government to advance the Ravine Strategy Implementation. 8. City Council direct the General Manager, Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, General Manager, Toronto Water and the Toronto and Region Conservation Authority, to report on the advancement of the Ravine Strategy's objectives every five years.
EX12.2amended
Digital Infrastructure Plan - Update
The purpose of this report is to provide an update on the work that has been done to develop a Digital Infrastructure Plan for the City of Toronto. Specifically, the report includes: - initial results from public and stakeholder consultations initiated in November 2019 regarding Working Principles for digital infrastructure; and - a work plan to develop the Digital Infrastructure Plan. For the purposes of this report, Digital Infrastructure is defined as: infrastructure that creates, exchanges or uses data or information as a part of its operation. Digital infrastructure includes physical structures, cabling and network systems, software systems, data standards and protocols as well as the data itself. Some examples include sensors (cameras, GPS sensors, microphones, etc.), broadband and telephone networks, Wi-Fi, desktop software, web pages, and mobile apps and open data standards. Cities are at the forefront of technology innovation and the closest democratic institutions to the people. Toronto, long the economic engine of Canada, has more recently emerged as a global technology powerhouse. Toronto is also a growing city, facing many opportunities, challenges, and emerging issues in a shifting global and regional landscape. Both the Federal and Provincial governments are in the midst of their own policy development processes and public consultations with respect to digital infrastructure. The City has a number of internally focussed policies which regulate specific digital infrastructure topics. However, there is currently no cohesive policy or plan for the management of this infrastructure. Using existing policies as a foundation, Toronto can lead by developing a comprehensive plan that also serves as an outward evaluation tool for external proposals with digital elements. Creating a Digital Infrastructure Plan is a significant undertaking due to the scope of work and complexity of issues. The starting point to develop the Digital Infrastructure Plan is to build consensus around a set of clear ethical principles that articulate a vision for the use of digital infrastructure and guide decision-making. Throughout the latter half of 2019, staff conducted research and jurisdictional scans, including working with Federal and Provincial policy staff, to develop draft principles for Toronto's Digital Infrastructure Plan. The principles will provide guidance when deciding if a proposed use of digital infrastructure is necessary; complies with policies and regulations; and aligns with stated values. The digital infrastructure principles outlined within this report address the following key areas: 1. Equity and Inclusion; 2. A Well-run City; 3. Social, Economic and Environmental Benefits; 4. Privacy and Security; and 5. Democracy and Transparency. These draft principles were the focus of stakeholder and public consultations that were initiated in November 2019. Three public meetings were held in December 2019; one of the meetings was live-streamed. Approximately 75 people attended these consultations. An additional 218 people have viewed the live stream. An online questionnaire was developed to engage participants who may not have had the opportunity to participate at one of the in-person events. Fifty-four questionnaires were completed and ten unique emails were submitted to digitalfeedback@toronto.ca. Overall, participants of these meetings expressed support for the draft principles. The draft principles have been refined based on initial consultation feedback. The refined version are referenced as "Working Principles" in the recommendations within this report. Staff will continue to consult with stakeholders and the public on the Working Principles further into 2020. Other key tasks to be undertaken as part of the work plan to develop the Digital Infrastructure Plan are summarized in Attachment 1. These include: - implementing a Community Advisory Group; - researching matters related to data governance; - creating application and evaluation standards; - clarifying internal city processes; and - developing fine-grained implementation policies. Developing the Digital Infrastructure Plan will be an iterative process that will allow further guidelines and processes to be established as the plan evolves. The Working Principles and processes can also be applied to digital infrastructure proposals going forward and as additional details are created and further consultations conducted. The current stage, with the proposed Working Principles and existing supporting processes, sets for the foundation for this continued work. Development of the Digital Infrastructure Plan is being led by Information and Technology with the support of City Clerk's Office, City Planning, and Strategic Communication. In addition to Digital Infrastructure Plan development work, the Waterfront Secretariat has also been the lead on items having relevance to the Quayside project. Social Development, Finance and Administration, People and Equity, the Indigenous Affairs Office, Economic Development and Culture, People and Equity, Transportation Services, Toronto Water, Purchasing and Materials Management, Legal Services, and the City Manager's Office were consulted in the preparation of this report and in the development of project materials.
The Executive Committee recommends that: 1. City Council adopt the following Working Principles, and related vision statement, as the guiding framework for the City's Digital Infrastructure Plan: a. Equity and Inclusion Digital Infrastructure will be used to create and sustain equity, inclusion, accessibility, and human rights in its operations and outcomes. Digital Infrastructure will be flexible, adaptable, interoperable and responsive to the needs of all Torontonians, including equity-seeking groups, Indigenous people, those with accessibility needs and vulnerable populations; b. A Well-run City Digital Infrastructure will enable high quality, resilient and innovative public services, and support evidence-based decision-making; c. Social, Economic and Environmental Benefits Digital Infrastructure will contribute to positive social, economic and environmental benefits by supporting the success of Toronto's residents, businesses, academic institutions and community organizations; d. Privacy and Security Toronto's Digital Infrastructure will operate in a way that protects the privacy of individuals in accordance with legislative requirements, and be safe from misuse, hacks, theft or breaches; and e. Democracy and Transparency Decisions about Digital Infrastructure will be made democratically, in a way that is ethical, accountable, transparent and subject to oversight. Torontonians will be provided with understandable, timely, and accurate information about the technologies in their city, and opportunities to shape the digital domain. 2. City Council direct the City Manager to ensure that any proposal submitted to the City prior to such time as the Digital Infrastructure Plan has been adopted by City Council, must be in compliance with all five of the Digital Infrastructure Plan Working Principles, in addition to all existing policies, standards, and processes, as a condition of approval of the proposal. 3. City Council direct the Chief Technology Officer, Information and Technology, in the development and implementation of the Digital Infrastructure Plan, to use existing resources and limit the hiring of additional staff and external consultants.
Staff recommendation as filed
The Chief Technology Officer, Information and Technology, recommends that: 1. City Council adopt the following Working Principles, and related vision statement, as the guiding framework for the City's Digital Infrastructure Plan: a. Equity and Inclusion Digital Infrastructure will be used to create and sustain equity, inclusion, accessibility, and human rights in its operations and outcomes. Digital Infrastructure will be flexible, adaptable, interoperable and responsive to the needs of all Torontonians, including equity-seeking groups, Indigenous people, those with accessibility needs and vulnerable populations; b. A Well-run City Digital Infrastructure will enable high quality, resilient and innovative public services, and support evidence-based decision-making; c. Social, Economic and Environmental Benefits Digital Infrastructure will contribute to positive social, economic and environmental benefits by supporting the success of Toronto's residents, businesses, academic institutions and community organizations; d. Privacy and Security Toronto's Digital Infrastructure will operate in a way that protects the privacy of individuals in accordance with legislative requirements, and be safe from misuse, hacks, theft or breaches; and e. Democracy and Transparency Decisions about Digital Infrastructure will be made democratically, in a way that is ethical, accountable, transparent and subject to oversight. Torontonians will be provided with understandable, timely, and accurate information about the technologies in their city, and opportunities to shape the digital domain. 2. City Council direct that the Working Principles be applied, in addition to existing policies, standards, and processes, in the evaluation of any digital infrastructure proposal that is submitted to the City prior to City Council's adoption of the Digital Infrastructure Plan.
EX12.3amended
Toronto-Ontario Transit Partnership - Status Update
The purpose of this report is to provide an update to Council on the status of discussions with the Province through the 'Ontario-Toronto Executive Steering Committee'. The report includes an update on agreements, including the Memorandum of Understanding for Transit Oriented Development, and information related to measures and enabling authorities the Province plans to introduce in order to provide itself with an enhanced ability to accelerate transit delivery. With respect to agreements, recent discussions with the Province have resulted in: - the completion of a 'Memorandum of Understanding on Transit Oriented Development' which establishes a series of shared objectives for Transit Oriented Development and identifies the roles and responsibilities of the City and Province for Transit Oriented Development specific to the four provincial priority projects (Ontario Line, Line 2 East Extension, Yonge North Subway Extension, and Eglinton Crosstown West Extension); and - the upcoming finalization of the Preliminary Agreement, which will reflect and formalize the terms of the agreement approved by Council (EX9.1). This agreement is expected to be completed by the end of the first quarter of 2020. In parallel to the development of these agreements, City staff have also continued to work with the Province to identify opportunities to accelerate the delivery of their transit expansion projects. In the course of these discussions, the Province has identified the intent to bring forward a series of measures that will enhance the Province's ability to meet committed timelines. City staff understand these measures may require a combination of legislative changes, enabling authorities, and enforcement mechanisms. To this end, the Province has provided to the City a 'Statement of Intent', which provides a high-level overview of provincial objectives and goals, as well as a formal commitment to consultation and engagement with the City prior to and following the introduction of legislation in the first quarter of 2020.
The Executive Committee recommends that: 1. City Council advise the Province of Ontario of its expectation that consideration of inclusionary zoning in Major Transit Station Area's as articulated in Bill 108, is included in the review of Transit Oriented Development proposals.
Staff recommendation as filed
The Deputy City Manager, Infrastructure and Development Services recommends that: 1. City Council receive this report for information.
EX12.4adopted
Acquisitions and Expropriation of Air Space Related to Rail Deck Park
This report provides an update on the status of real estate matters related to the Rail Deck Park project, and seeks authority to initiate expropriation proceedings for just over 3 acres (1.2 hectares) of air space above the Union Station Rail Corridor, south of Front Street West between Spadina Avenue and Blue Jays Way (the "Property Interests"), as set out in Appendix A and shown approximately in Appendix B, for the purposes of the Rail Deck Park project. Negotiations for the acquisition of the Property Interests have been ongoing with the various owners with no success to date. Together with the City's existing 1-acre Northern Linear Park property, the Property Interests would support the development of the first 4 acres of Rail Deck Park. A 4-acre park provides a wide range of programming potential and is roughly the same size as Grange Park in Downtown Toronto. The Property Interests are also adjacent to the Oxford Properties Group Inc. Union Park proposal, which is located to the east of Blue Jays Way. The Union Park proposal provides approximately 3 acres of contiguous park and open space, including 2 acres to be built above the rail corridor. When both projects are completed, they will create a combined park area of approximately 7 acres. The opportunity to assemble a parkland parcel of this scale rarely arises in downtown Toronto, and aligning the design and implementation of a first phase of Rail Deck Park with the Union Park proposal would enhance the public benefits of each proposal. The Property Interests represent a strategic acquisition by the City of Toronto to guide the future development of this area of the rail corridor in a manner consistent with the City's Official Plan policies. Additional air space in the Rail Deck Park project area (ie: between Spadina Avenue and Bathurst Street) will be pursued at a time when staff are confident that they can be acquired at fair market value. The acquisition of the Property Interests by the City of Toronto is necessary to proceed with joint planning and delivery of Rail Deck Park and the GO Expansion project, as directed by Council in 2017. Agreement between the City and Metrolinx will be required in 2020 for the delivery of capital works related to the Rail Deck Park project that cannot be independently delivered by the City, to meet Metrolinx's procurement and delivery timelines. The City should only enter into an agreement for delivery of capital works if it has a reasonable prospect of acquiring the properties in which they are proposed to be built. This report is the first stage of the expropriation process and authorizes staff to continue negotiations to acquire the Property Interests and, if unsuccessful, to initiate expropriation proceedings, including associated administrative costs. This report does not authorize spending on the Rail Deck Park project beyond the budget approved through previous Council reports. Staff will bring forward a report to Council by the third quarter of 2020 to authorize the next stage of the Rail Deck Park project, including a funding and financing strategy for acquisition of the air space and capital delivery of the project.
The Deputy City Manager, Corporate Services recommends that: 1. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with CreateTO, to continue to negotiate an agreement with all applicable parties for the acquisition of the Property Interests, as set out in Appendix A to the report (January 9, 2020) from the Deputy City Manager, Corporate Services and shown approximately in Appendix B to the report (January 9, 2020) from the Deputy City Manager, Corporate Services, at fair market value and, if unsuccessful, to initiate expropriation proceedings for the Property Interests. 2. City Council authorize the Executive Director, Corporate Real Estate Management, and/or a designate, to serve and publish Notices of Application for Approval to Expropriate Land for the Property Interests, to forward any requests for hearings to the Chief Inquiry Officer, to attend any requested Hearings of Necessity in order to present the City's position and to report the Inquiry Officer's recommendations to City Council for consideration. 3. City Council request the Board of Directors of CreateTO to consider any proposed transaction(s) concerning the Property Interests and that the Board of Directors of CreateTO provide recommendations to the Executive Committee on any proposed transaction(s) involving the Property Interests and a strategy for the acquisition of remaining properties in the Rail Deck Park project area.
Staff recommendation as filed
The Deputy City Manager, Corporate Services recommends that: 1. City Council authorize the Executive Director, Corporate Real Estate Management, in consultation with CreateTO, to continue to negotiate an agreement with all applicable parties for the acquisition of the Property Interests, as set out in Appendix A and shown approximately in Appendix B, at fair market value and, if unsuccessful, to initiate expropriation proceedings for the Property Interests. 2. City Council authorize the Executive Director, Corporate Real Estate Management, and/or a designate, to serve and publish Notices of Application for Approval to Expropriate Land for the Property Interests, to forward any requests for hearings to the Chief Inquiry Officer, to attend any requested Hearings of Necessity in order to present the City's position and to report the Inquiry Officer's recommendations to City Council for consideration. 3. City Council request the Board of Directors of CreateTO to consider any proposed transaction(s) concerning the Property Interests and that the CreateTO Board of Directors provide recommendations to the Executive Committee on any proposed transaction(s) involving the Property Interests and a strategy for the acquisition of remaining properties in the Rail Deck Park project area.
EX12.5amended
Advancing a New Culture of Innovation and Partnership
The purpose of this report is to advise City Council about the creation of CivicLabTO and the Toronto Civic Accelerator Program, two key initiatives that advance strategic and innovative partnerships with public and private sector partners to support City priorities. Complex city challenges can benefit from collaborative and multidisciplinary solution development. Partnerships offer the City new opportunities to develop creative and innovative solutions and approaches to City businesses and services. Toronto Civic Accelerator Program and CivicLabTO, led by the Toronto Office of Partnerships, Information and Technology and the Customer Experience Transformation and Innovation Program, are two new unique opportunities to strengthen an environment of innovation and collaboration. CivicLabTO focuses on strategic alliances with the academic sector while Toronto Civic Accelerator Program focuses on business partnerships to address City challenges and opportunities through research, program development and the creation of new products and services. Customer Experience Transformation and Innovation and the Toronto Office of Partnership provide support and leadership in developing, supporting and embedding a culture of collaboration and innovation at the City. Toronto Office of Partnership develops and stewards strategic partnerships with corporate, philanthropic and institutional partners. These partnerships bring new expertise, knowledge, innovation and resources to address City challenges and explore new opportunities in support of programs that improve the lives of residents. Likewise, Customer Experience Transformation and Innovation works with programs and technology in an effort to apply a more outside-in and collaborative approach to the design and delivery of services and outcomes across the City. Whether a resident or a business operating in Toronto, Customer Experience Transformation and Innovation will look at interactions across these different segments and try to create more consistent and better experiences. The City will promote and support innovation through collaboration and the empowerment of multi-disciplinary teams that seek to understand, empathize and engage users through Human-Centred Design, iterative testing and prototyping, challenging existing business models and leveraging data and technology.
The Executive Committee recommends that: 1. City Council direct the Director, Toronto Office of Partnerships, the Chief Technology Officer and the Director, Customer Experience Transformation and Innovation to report back to the Executive Committee on the interim results of the Toronto Civic Accelerator Program and CivicLabTO in 2021. 2. City Council direct the Controller, the Chief Purchasing Officer and the Director, Toronto Office of Partnerships to consider the submission from Forrest Parlee, University of Toronto, Government Relations Office (EX.Supp.EX12.5.1) to determine a way to streamline the approval process for procuring services from the post-secondary community.
Staff recommendation as filed
The City Manager recommends that: 1. City Council direct the Director, Toronto Office of Partnerships, the Chief Technology Officer and the Director, Customer Experience Transformation and Innovation to report back to the Executive Committee on the interim results of the Toronto Civic Accelerator Program and CivicLabTO in 2021.
EX12.6amended
St. Lawrence Centre Redevelopment
At its meeting of December 17 and 18, 2019, City Council referred Item EX11.25 back to the Executive Committee for further consideration at its January 23, 2020 meeting. Speaker Nunziata also ruled that the Confidential Attachment on this Item was a public document.
The Executive Committee recommends that: 1. City Council endorse the replacement of the St. Lawrence Centre for the Arts, located at 27 Front Street East with a new re-imagined centre as a state-of-the-art cultural and civic hub for the City's creative communities and the community at large, in particular not-for-profit performing arts organizations, centred on its historic role as a landmark centre for economic and cultural activities, subject to satisfactory programmatic, community building, business and funding plans being developed. 2. City Council direct the Deputy City Manager, Corporate Services in consultation with the President and Chief Executive Officer, TO Live and the Chief Executive Officer, CreateTO, to engage in a facilitated, open consultation process with key stakeholders in the cultural community, the local St. Lawrence Market neighbourhood and implicated City divisions and agencies to develop a building program which reimagines the St. Lawrence Centre for the Arts as a new cultural and civic hub. 3. City Council direct the Deputy City Manager, Corporate Services in consultation with the President and Chief Executive Officer, TO Live and the Chief Executive Officer, CreateTO to prepare a Class D cost estimate, based on the building program which emerges from the engagement set out in Recommendation 2, such analysis to include the consideration of alternatives for legacy tenants should they not be accommodated in a new St. Lawrence Centre for the Arts 4. City Council direct the Deputy City Manager, Corporate Services in consultation with the President and Chief Executive Officer, TO Live and the Chief Executive Officer, CreateTO to develop a business model that may consider opportunities for potential existing and new partners in a new St. Lawrence Centre for the Arts. 5. City Council direct the Deputy City Manager, Corporate Services in consultation with the President and Chief Executive Officer, TO Live and the Chief Executive Officer, CreateTO to develop a project budget along with a funding strategy to facilitate the development of a new St. Lawrence Centre for the Arts based on a building program set out in Recommendation 2 above. 6. City Council direct the Deputy City Manager, in consultation with the President and Chief Executive Officer, TO Live and the Chief Executive Officer, CreateTO to report to the Board of Directors of TO Live and the Board of Directors of CreateTO in the third quarter of 2020, with the findings of Recommendations 1-5 above and to include a project plan and schedule to deliver a new St. Lawrence Centre for the Arts, for subsequent consideration and approval by City Council as soon as possible thereafter.
EX12.7adopted
Toronto Police Service - 2018 Annual Statistical Report
At its meeting held on November 21, 2019, the Toronto Police Services Board was in receipt of a report from Chief Mark Saunders dated October 24, 2019 with regard to the 2018 Annual Statistical Report of the Toronto Police Service.
The Executive Committee recommends that: 1. City Council receive the report (October 24, 2019) from the Chief of Police for information.
Staff recommendation as filed
The Toronto Police Services Board recommends that: 1. City Council receive the 2018 Annual Statistical Report of the Toronto Police Service for information.
EX12.8deferred
Toronto Police Service - Establishing Places of Worship Security Task Force
At its meeting held on November 21, 2019, the Toronto Police Services Board was in receipt of a report from Chief Mark Saunders dated October 31, 2019 with regard to the City of Toronto Council Decisions - Establish Places of Worship Security Task Force.
The Executive Committee deferred consideration of the item until the Executive Committee meeting on March 25, 2020.
Staff recommendation as filed
The Toronto Police Services Board recommends that: 1. Executive Committee receive the report (October 31, 2019) from the Chief of Police for information.
EX12.9adopted
The purpose of this report is to correct issues related to the delegation of authority for the delivery of emergency social services by granting the Director, Office of Emergency Management the authority to enter into a service agreement with the Canadian Red Cross for the provision of emergency social services. In 2010, City Council authorized the General Manager, Shelter, Support and Housing Administration to enter into an agreement with the Canadian Red Cross for the provision of emergency social services (formerly referred to as emergency human services). At the same time, City Council authorized the Deputy City Manager and Chief Financial Officer to establish a non-program account to fund and track costs related to providing emergency social services, as well as a reserve to receive annual surpluses from the non-program account and supplement funding in years that the non-program account has a deficit. In early 2013, the City transferred the Emergency Planning Unit within Shelter, Support and Housing Administration-which was responsible for delivering emergency social services-to the Office of Emergency Management. The City made this organizational change to consolidate emergency management services within Infrastructure and Development Services (formerly Cluster B). In October 2013, City Council authorized the transfer of staff and funding for salaries, benefits and administrative costs. As a result of this organizational change, formal authority now needs to be provided to the Director, Office of Emergency Management to negotiate agreements with the Canadian Red Cross and pay for the costs detailed in those agreements. This report recommends that authority be granted to the Director, Office of Emergency Management to enter into a service agreement with the Canadian Red Cross.
The Executive Committee recommends that: 1. City Council authorize the Director, Office of Emergency Management to provide emergency social services for curbside incidents and emergencies. 2. City Council authorize the Director, Office of Emergency Management to negotiate and enter into a service agreement with the Canadian Red Cross for the provision of emergency social services for curbside incidents and emergencies on the following terms: a. the Canadian Red Cross is responsible for costs within the first 72 hours of a curbside incident; b. the City is responsible for costs incurred by the Canadian Red Cross for curbside incidents that go longer than 72 hours and for emergencies; c. the City pays the Canadian Red Cross an annual contribution of up to $198,000 in order to build and maintain the organization's capacity to deliver emergency social services; d. the service agreement be for a one (1) year term, with an option to renew the agreement for four (4) additional 1 year periods (for a total of five (5) years) at the discretion of the Director, Toronto Office of Emergency Management; e. the total value of the agreement annually is $1.5 million; and f. on such other terms and conditions satisfactory to the Director, Office of Emergency Management and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Director, Office of Emergency Management and the Chief Purchasing Officer, Purchasing and Materials Management recommend that: 1. City Council authorize the Director, Office of Emergency Management to provide emergency social services for curbside incidents and emergencies. 2. City Council authorize the Director, Office of Emergency Management to negotiate and enter into a service agreement with the Canadian Red Cross for the provision of emergency social services for curbside incidents and emergencies on the following terms: a. the Canadian Red Cross is responsible for costs within the first 72 hours of a curbside incident; b. the City is responsible for costs incurred by the Canadian Red Cross for curbside incidents that go longer than 72 hours and for emergencies; c. the City pays the Canadian Red Cross an annual contribution of up to $198,000 in order to build and maintain the organization's capacity to deliver emergency social services; d. the service agreement be for a one (1) year term, with an option to renew the agreement for four (4) additional 1 year periods (for a total of five (5) years) at the discretion of the Director, Toronto Office of Emergency Management; e. the total value of the agreement annually is $1.5 million; and f. on such other terms and conditions satisfactory to the Director, Office of Emergency Management and in a form satisfactory to the City Solicitor.
EX12.10adopted
Waterfront Toronto Consent to Borrow and Encumber Assets Extension Request
The purpose of this report is to recommend City Council approval of an extension to the Consent to Borrow Money and Encumber Assets for Projects in the Designated Waterfront Area and for Bridge Financing (the "Consent to Borrow and Encumber Assets"), for Waterfront Toronto, also known as the Toronto Waterfront Revitalization Corporation. This Consent is required so that Waterfront Toronto can maintain an efficient, effective and financially-viable operation beyond March 31, 2020. The extension requires approval from the City, and the Federal and Provincial governments. Waterfront Toronto has requested an extension to its Consent to Borrow and Encumber Assets, executed by the City and the governments of Canada and Ontario on August 12, 2015, as authorized pursuant to Subsections 4(5) and 4(6) of the Toronto Waterfront Revitalization Corporation Act, 2002. The current Consent, which allows for up to $40 million in borrowing, expires on March 31, 2020. An extension to the Consent would allow Waterfront Toronto to continue to bridge cash flow gaps between infrastructure investments and revenues. Further, the extension would allow Waterfront Toronto to continue to use this financial tool to secure letters of credit for construction work, including work associated with the Port Lands Flood Protection project. City staff are of the view that Waterfront Toronto's request for an extension to its Consent to Borrow and Encumber Assets is reasonable.
The Executive Committee recommends that: 1. City Council amend the Consent to Borrow Money and Encumber Assets for Projects in the Designated Waterfront Area and for Bridge Financing substantially on the terms and conditions contained in the draft Amendment to Consent, attached as Appendix A to the report (January 9, 2020) from the Deputy City Manager, Infrastructure and Development Services, and authorize the Deputy City Manager to execute the Amendment to Consent with such modifications as the Deputy City Manager shall deem necessary or desirable and in a form approved by the City Solicitor. 2. City Council authorize the Deputy City Manager, Infrastructure and Development Services to further extend from time to time the term length contained in the draft Amendment to the Consent to Borrow Money and Encumber Assets for Projects in the Designated Waterfront Area and for Bridge Financing as the Deputy City Manager shall deem necessary or desirable but to no later than May 15, 2028, in a form approved by the City Solicitor.
Staff recommendation as filed
The Deputy City Manager, Infrastructure and Development Services recommends that: 1. City Council amend the Consent to Borrow Money and Encumber Assets for Projects in the Designated Waterfront Area and for Bridge Financing substantially on the terms and conditions contained in the draft Amendment to Consent, attached as Appendix A to the report (January 9, 2020) from the Deputy City Manager, Infrastructure and Development Services, and authorize the Deputy City Manager to execute the Amendment to Consent with such modifications as the Deputy City Manager shall deem necessary or desirable and in a form approved by the City Solicitor. 2. City Council authorize the Deputy City Manager, Infrastructure and Development Services to further extend from time to time the term length contained in the draft Amendment to the Consent to Borrow Money and Encumber Assets for Projects in the Designated Waterfront Area and for Bridge Financing as the Deputy City Manager shall deem necessary or desirable but to no later than May 15, 2028, in a form approved by the City Solicitor.
EX12.11adopted
Review of New Pregnancy and Parental Leave Policy for Members of Council
In May 2018, for the first time, City Council approved a Pregnancy and Parental Leave policy for Members of City Council. Adopting a policy was required following changes to the City of Toronto Act that received Royal Assent in May 2017, requiring that municipalities approved such a policy. However, as we work to ensure that our City Council is representative of our entire city, it is important that our Parental Leave policy for Members of Council does not discourage people from running for elected office, but in fact encourages it. Highlights of the policy include: Council Members are eligible for up to 20 weeks of pregnancy leave or parental leave without the need to be excused by Council, recognition that all rights and privileges associated with being a Member of Council continue during the leave, including salary and benefits, eligible Members notify the City Clerk of their intent to take leave approximately two weeks before the start of the leave, including the expected start and return dates, and that eligible Members may continue to manage their offices, or may delegate administrative matters to the City Clerk. As it has only recently been implemented, leave under the new policy has not yet been taken by any Member of Council. Despite this, questions remain regarding how this policy will work in practice, as it has yet to be tested. These questions include: the maintenance of quorum at Committees, Board appointments, how votes are recorded during the leave period, possibility of a proxy vote or parental leave replacement, and extra staffing support for the Council office during the leave period. Thus, it is incumbent on us to review the effectiveness of our policy in providing for parental leave, to ensure that it is appropriate and will be readily used in the future.
The Executive Committee: 1. Requested the City Clerk to review the current Pregnancy and Parental Leave Policy for Members of Council, and report back to the April 21, 2020 Executive Committee meeting with any recommended adjustments including but not limited to: a. maintaining Committee quorum during the leave period; b. notification and management of agency, board and commission appointments; c. possibility of a proxy vote or parental leave replacement; d. recording of votes during the leave period; and e. extra staffing support for the Council office during the leave period.
Staff recommendation as filed
Councillor Joe Cressy recommends that: 1. The Executive Committee request the City Clerk to review the current Pregnancy and Parental Leave Policy for Members of Council, and report back to the April 21, 2020 Executive Committee meeting with any recommended adjustments including but not limited to: a. maintaining Committee quorum during the leave period; b. notification and management of agency, board and commission appointments; c. possibility of a proxy vote or parental leave replacement; d. recording of votes during the leave period; and e. extra staffing support for the Council office during the leave period.