Executive Committee
The full agenda, as filed
All 8 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.
EX17.1adopted
Towards Recovery and Building a Renewed Toronto
This report is being brought to Council amidst an evolving pandemic. The report provides an update on the work undertaken by the Toronto Office of Recovery and Rebuild (TORR), information on the response to COVID-19 by the City including coordination with our federal and provincial partners, and a roadmap towards recovery and rebuild. As we continue to respond to the immediate needs of our residents, communities and businesses, we are also laying the foundation for our social and economic recovery. Protecting lives and livelihoods remains the City's top priorities. The disproportionate impacts COVID-19 has had on racialized, indigenous and equity-seeking communities have deepened the inequalities that are already experienced by residents, neighbourhoods and communities across our City. Uncertainty has become a prevalent characteristic of how COVID-19 has reshaped our lives, and this will continue to be the case for the foreseeable future. The City has an opportunity to address these inequities, as we focus on the critical needs of residents and businesses and the economic, health and social hardships they face, and as we tackle both resurgences of the virus and lay the foundation for a strong recovery together. Building back better also means learning from the past and starting sustainable improvements that make a difference for future generations. Our recovery efforts must take a long-term view towards building the city we want for those who will call Toronto home decades from now. This report has two primary objectives: The first objective is to affirm my commitment to deliver timely, informed advice and information to Council to support the challenging decisions that lie ahead as we continue to grapple with the impacts of COVID-19. This includes marshalling the Toronto Public Service to continue to provide responsive and effective services to Torontonians and applying what we know of the City's new reality and financial context. This report reinforces my commitment, and that of the Toronto Public Service, to maintain the trust of Toronto residents and of City Council at a time when confidence in government and with each other is critical. We must view the road to recovery from COVID-19 as more of a marathon than a sprint, and one we cannot travel alone - our community and government relationships have never mattered more. As such, this will be the first in a series of reports on updates and next steps for our recovery. The second objective is to respond to the report from the Toronto Office of Recovery and Rebuild (TORR), COVID-19: Impacts and Opportunities. The report, by Dr. David Mowat and Mr. Saäd Rafi (Attachment 1), considered the input from thousands of residents, businesses and organizations and includes 83 recommendations based on those consultations and their expertise. The accompanying report, COVID-19: Impacts and Opportunities Engagement Summary (Attachment 2) provides details about the consultations and the wide range of ideas and feedback from participants who added their voices to these issues at a time when many were experiencing personal challenges and difficult situations. Two additional attachments to this report outline preliminary disposition and analysis of the 83 recommendations made by Dr. Mowat and Mr. Rafi (Attachments 3 and 4). This report considers those recommendations as well as existing City services and programs, input from residents and community partners, advice from City divisions and what they have learned from the pandemic, the City's finances and 2021 budget projections, emerging research and plans from institutions and organizations, and commitments and plans from the federal and provincial governments. I wish to thank Dr. Mowat and Mr. Rafi for their work advising the City since April, bringing their insights and expertise to the City's restart, recovery and rebuild actions, decisions and plans. Their work with City divisions and our partners at a wide range of tables, discussions, and engagements resulted in guidance and advice on public health, the economy, equity, resilience, mobility, and increasing prosperity for Toronto. A list of the City's action in the first six months of the pandemic is provided in Attachment 5 to this report and summarized below. The expertise contributed by Dr. Mowat and Mr. Rafi supported the City's reopening efforts as well as our longer-term approaches and plans. I offer my sincere thanks to them for providing us with their comprehensive final report, COVID-19: Impacts and Opportunities, a rich document of findings from which we will continue to draw from and reference as we work to reopen, recover and rebuild our City.
The Executive Committee recommends that: 1. City Council direct the City Manager to initiate dialogue with Federal, Provincial and Regional Officials to convene a strategic Federal-Provincial-Municipal Intergovernmental Table on recovery and renewal, to take a whole of governments approach to addressing the challenges of the COVID-19 pandemic and social determinants of health. 2. City Council direct the City Manager to report to City Council by end of the first quarter of 2021 on progress to deliver a streamlined, coordinated and renewed intergovernmental strategy, including an examination of existing intergovernmental requests, tables, relationships and partnerships, roles and responsibilities, Toronto's priorities, relationships with Indigenous communities and methods for regular updates to advance shared priorities with government and regional partners for a strong recovery. 3. City Council request the Medical Officer of Health to review the recommendations and findings in the COVID-19: Impacts and Opportunities report from the Toronto Office of Recovery and Rebuild in Attachment 1 to the report (October 6, 2020) from the City Manager and bring forward to the Board of Health any recommendations as appropriate. 4. City Council direct the Chief People Officer, the Director Indigenous Affairs Office and the Executive Director, Social Development, Finance and Administration to report to the Executive Committee on options to strengthen the City's equity and reconciliation infrastructure in order to support City Divisions with the additional tools required to deliver on the unique needs of Toronto's diverse residents, including those who are part of Black, Indigenous and equity-seeking communities, given the disproportionate impacts of COVID-19 on these communities. 5. City Council direct City Officials to provide advice to City Council through the 2021 Budget process on options to prioritize identified needs arising from the COVID-19 pandemic and reallocate resources from services that can be modified or reduced to meet public health requirements. 6. City Council direct the City Manager to report to City Council as part of the 2021 Budget process, on an approach to respond to recommendations in the COVID-19: Impact and Opportunities report from the Toronto Office of Recovery and Rebuild in Attachment 1 to the report (October 6, 2020) from the City Manager related to improvements to public engagement, by developing an engagement strategy that promotes meaningful engagement with racialized communities and Indigenous peoples, and improved data and research coordination.
Staff recommendation as filed
The City Manager recommends that: 1. City Council direct the City Manager to initiate dialogue with federal, provincial and regional officials to convene a strategic federal-provincial-municipal intergovernmental table on recovery and renewal, to take a whole of governments approach to addressing the challenges of the COVID-19 pandemic and social determinants of health. 2. City Council direct the City Manager to report to City Council by end of Q1 2021 on progress to deliver a streamlined, coordinated and renewed intergovernmental strategy, including an examination of existing intergovernmental requests, tables, relationships and partnerships, roles and responsibilities, Toronto's priorities, relationships with Indigenous communities and methods for regular updates to advance shared priorities with government and regional partners for a strong recovery. 3. City Council request the Medical Officer of Health to review the recommendations and findings in the COVID-19: Impacts and Opportunities report from the Toronto Office of Recovery and Rebuild in Attachment 1 and bring forward to the Board of Health any recommendations as appropriate. 4. City Council direct the Chief People Officer, Director Indigenous Affairs Office and Executive Director of Social Development, Finance and Administration to report to Executive Committee on options to strengthen the City's equity and reconciliation infrastructure in order to support City divisions with the additional tools required to deliver on the unique needs of Toronto's diverse residents, including those who are part of Black, Indigenous and equity-seeking communities, given the disproportionate impacts of COVID-19 on these communities. 5. City Council direct City officials to provide advice to City Council through the 2021 budget process on options to prioritize identified needs arising from the COVID-19 pandemic and reallocate resources from services that can be modified or reduced to meet public health requirements. 6. City Council direct the City Manager to report to Council as part of the 2021 budget process, on an approach to respond to recommendations in the COVID-19: Impact and Opportunities report from the Toronto Office of Recovery and Rebuild in Attachment 1 related to improvements to public engagement, by developing an engagement strategy that promotes meaningful engagement with racialized communities and Indigenous peoples, and improved data and research coordination.
EX17.2adopted
Implementing Tenants First: 2020 Action Updates
Since 2016, City Council has approved a series of actions recommended through work of the Tenants First project to steer Toronto Community Housing Corporation ("TCHC") toward long-term, sustainable change in which TCHC focuses on being a social housing landlord, buildings are in a good state of repair, and tenants are connected to appropriate services. In July 2019, City Council approved the phased implementation of a new Integrated Service Model ("ISM") for tenants in TCHC's 83 seniors-designated buildings to improve housing services and to better coordinate access to health and housing services to support seniors aging in place. It also directed staff to develop an accountability framework for the ISM to provide stronger City oversight into TCHC's delivery of the new model. In addition, City Council approved in principle the creation of a stand-alone seniors housing corporation to operate these 83 buildings subject to the completion of a due diligence review. In conducting a due diligence review, City staff, working collaboratively with TCHC and supported through an external legal firm, examined financial, legal, and labour relations risks as well as the overall governance structure of the future corporation. Creating the seniors housing corporation will benefit from using a phased approach for start-up and implementation: Phase 1 - Establishing the corporation and appointing a board; Phase 2 - Start-up and Transition, including recruiting key corporate executives and transferring tenancies, staff and contracts from TCHC to the new corporation; Phase 3 - Full operations. Each of these three phases will require a varying amount of City resources. Since the due diligence review began in late 2019, the City has experienced the devastating impacts of the COVID-19 pandemic and has dedicated, and will continue to dedicate a significant amount of staffing and financial resources to its response and, going forward, its recovery and rebuilding efforts. Given that the ongoing pandemic and associated recovery and rebuild period is anticipated to extend into 2021, this report recommends that City Council delay launching the seniors housing corporation until the COVID situation has stabilized. An update will be provided to City Council by the spring of 2021 with recommended timing on creating the seniors housing corporation. Until a corporation is established, TCHC will continue to maintain a dedicated Seniors Housing Unit which reports directly the TCHC's Chief Executive Officer, and City staff will continue to do the preparatory work required for the establishment of a separate corporation. The City remains committed to improving service to senior tenants in social housing through the continued roll out of the ISM which was approved by City Council in July 2019. Additionally, the City will have increased oversight, ensuring that the ISM is being effectively implemented and is achieving its intended outcomes, through an ISM accountability framework recommended in this report (and described in Attachment 4). The ISM's key features include increased staff to tenant ratios, better coordinated access to health services and supports through the Local Health Integration Network and community partners, and seniors health and wellness hubs. Changes to the operations of TCHC's seniors housing portfolio through the creation of a new corporation necessitates a review in the Office of the Commissioner of Housing Equity's (OCHE) structure and function related to supporting senior and vulnerable TCHC tenants. This report recommends that the City Manager consider specific roles of the OCHE in the review and establishment of a Housing Commissioner role or function within the City, with a focus on aligning OCHE and Housing Commissioner functions if appropriate. Staff anticipate reporting to Committee and Council by the end of this year on the Housing Commissioner and the OCHE. This report also provides an update and makes recommendations with respect to an updated mandate for TCHC, and the transfer of TCHC's remaining 729-unit scattered house portfolio to the non-profit housing sector.
The Executive Committee recommends that: Updated Mandate for Toronto Community Housing Corporation 1. City Council adopt the 2021 Mandate Direction Document for Toronto Community Housing Corporation outlined in Attachment 1 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services and, as Shareholder, request the Board of Directors of Toronto Community Housing Corporation to work with the Deputy City Manager, Community and Social Services to carry out the actions described in the 2021 Mandate Direction document. 2. City Council direct the City Manager to amend the Shareholder Direction to make permanent the process for selecting Tenant Board members outlined in Attachment 2 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services and originally adopted by City Council in 2018.EX30.2 as an interim procedure to select Tenant Board members. 3. City Council direct the City Manager to report back to City Council in 2021 with an updated the Shareholder Direction for the Toronto Community Housing Corporation. Integrated Service Model Implementation 4. City Council approve the Integrated Service Model Accountability Framework in Attachment 4 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services. 5. City Council, as Shareholder, direct the Board of Directors of Toronto Community Housing Corporation to comply with the Integrated Service Model Accountability Framework requirements in Attachment 4 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services. 6. City Council, as Shareholder, direct the Board of Directors of Toronto Community Housing Corporation to support the successful implementation of the Integrated Service Model in the Seniors Housing Unit at Toronto Community Housing Corporation by completing the actions related to the Integrated Service Model in the 2021 Mandate Direction Document as listed in Attachment 1 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services. 7. City Council acknowledge and formally thank the leadership of the Toronto Central Local Health Integration Network for their involvement in the development and continued contribution to the Integrated Service Model for seniors-designated social housing in Toronto. Toronto Seniors Housing Corporation Timeline 8. City Council direct the Deputy City Manager, Community and Social Services to report to the Executive Committee by the Spring of 2021 with recommended timelines for the creation of the Seniors Housing Corporation and recommendations for related approvals. Office of the Commissioner of Housing Equity 9. City Council direct the City Manager to consider the investigation and process review functions of the Office of the Commissioner of Housing Equity in the City's development of the future Housing Commissioner role or function, with a focus on aligning roles between these two offices, if appropriate. Scattered Properties Request For Proposals Process and Transfers 10. City Council direct the Board of Directors of Toronto Community Housing Corporation to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, Community and Social Services, for the sale of the 623 scattered properties containing 729 units described in Attachment 6 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services to the selected non-profit proponent(s) identified in Confidential Attachment 1 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services based substantially on the terms and conditions outlined in the joint City-Toronto Community Housing Corporation Request for Proposals, the submission of the selected proponent(s), and such other terms and conditions that are satisfactory to both the Toronto Community Housing Corporation and the Deputy City Manager, Community and Social Services and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager, Community and Social Services. 11. City Council approve the reclassification of the properties listed in Attachment 7 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services that were originally identified as uninhabitable in Confidential Attachment of 2018.EX34.3 to be considered scattered houses and City Council direct the Board of Directors of Toronto Community Housing Corporation to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, Community and Social Services, of those addresses to the selected proponent(s) of the Request for Proposals process identified in Confidential Attachment 1 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services, based on the terms and conditions outlined in the joint City-Toronto Community Housing Corporation Request for Proposals and such other terms and conditions that are satisfactory to both Toronto Community Housing Corporation and the Deputy City Manager, Community and Social Services with pricing determined by the Deputy City Manager, Community and Social Services and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager, Community and Social Services. 12. City Council direct the Board of Directors of Toronto Community Housing Corporation to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, Community and Social Services, for any remaining uninhabitable or agency houses that the Deputy City Manager, Community and Social Services deems unallocated to the selected proponent(s) of the Request for Proposals identified in Confidential Attachment 1 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services or with other qualified proponents identified by the Deputy City Manager, Community and Social Services, at the direction of the Deputy City Manager, Community and Social Services based on the terms and conditions outlined in the joint City-Toronto Community Housing Corporation Request For Proposals and such other terms and conditions that are satisfactory to both the Toronto Community Housing Corporation and the Deputy City Manager, Community and Social Services with pricing determined by the Deputy City Manager, Community and Social Services, and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager, Community and Social Services. 13. City Council amend the previously approved lists of transfers of Toronto Community Housing Corporation Agency, Rooming and Uninhabitable Houses by: a. adding the following addresses to the list of Agency Houses approved by City Council and listed in Appendix 1 to the report (January 9, 2018) from the Deputy City Manager, Cluster A of Item 2018.EX30.2: 143A Stephenson Avenue, 143B Stephenson Avenue, and 143C Stephenson Avenue; b. adding 41 D'arcy Street to the list of Rooming Houses described in 2018.EX30.2; and c. deleting 127 Sackville Street from the list of Agency Houses. 14. City Council direct the Board of Directors of Toronto Community Housing Corporation to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, Community and Social Services, of any additional scattered housing not identified in the Request For Proposals but identified through forthcoming due diligence with the selected proponent(s) based on the terms and conditions outlined in the joint City-Toronto Community Housing Corporation Request For Proposals and such other terms and conditions that are satisfactory to both Toronto Community Housing Corporation and the Deputy City Manager, Community and Social Services with pricing determined by the Deputy City Manager, Community and Social Services, and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager, Community and Social Services. 15. City Council direct the Board of Directors of Toronto Community Housing Corporation to transfer ownership of any agency, uninhabitable or rooming house property approved by to non-profit corporations in each case at a below market transfer price determined by the City Manager. 16. City Council acting as Shareholder, approve the sale and transfer of all the properties referenced in the Recommendations 10, 11, 12, 13, 14, and 15 above pursuant to Section 7.4.1(b) of the Shareholder Direction. 17.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 pursuant to subsection 161(2) and 162(2) of the Housing Services Act, as required, to transfers by Toronto Community Housing Corporation described in Recommendations 10, 11, 12, 13, 14, and 15 above, 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 and standards, occupancy costs, the operation of the housing project, funding, reporting and accountability, the mandate and target tenants or residents for the housing project, and tenant supports. 18. City Council authorize the General Manager, Shelter, Support and Housing Administration, on behalf of the City, to enter into one or more operating agreements and other such agreements as may be required with the selected proponent(s) and the entities that may operate the properties referenced in Recommendations 10, 11, 12, 13, 14 and 15 above to ensure the housing assets are operated as affordable housing in perpetuity and to address compliance with the Housing Services Act and the Service Manager's local rules, occupancy costs, the operation of the housing project, funding, reporting and accountability, the mandate and target tenants or residents for the housing project, and tenant supports. 19. City Council authorize the General Manager, Shelter, Support and Housing Administration acting as Service Manager on behalf of the City of Toronto under the Housing Services Act, 2011, to adjust funding and rent-geared-to-income service levels for the operating agreement with the Toronto Community Housing Corporation to reflect its reduced operating costs as a result of the transfers approved in Recommendations 10, 11, 12, 13, 14 and 15 above. 20. City Council direct that Confidential Attachment 1 to the report (October 6, 2020) from the Deputy City Manager, Community and Social Services remain confidential in its entirety as it pertains to the pending disposition of property by the Toronto Community Housing Corporation until the Deputy City Manager, Community and Social Services authorizes its release.
Staff recommendation as filed
The Deputy City Manager, Community and Social Services ("Deputy City Manager") recommends that: Updated Mandate for TCHC 1. City Council adopt the 2021 Mandate Direction Document for TCHC outlined in Attachment 1 and, as Shareholder, request the Board of Directors of TCHC to work with the Deputy City Manager to carry out the actions described in the 2021 Mandate Direction Document. 2. City Council direct the City Manager to amend the Shareholder Direction to make permanent the process for selecting Tenant Board members outlined in Attachment 2 and originally adopted by City Council in 2018.EX30.2 as an interim procedure to select Tenant Board members. 3. City Council direct the City Manager to report back to City Council in 2021 with an updated the Shareholder Direction for TCHC. Integrated Service Model Implementation 4. City Council approve the Integrated Service Model Accountability Framework contained in Attachment 4 of this report. 5. City Council, as Shareholder, direct the Board of Directors of TCHC to comply with the Integrated Service Model Accountability Framework requirements in Attachment 4 of this report. 6. City Council, as Shareholder, direct the Board of Directors of TCHC to support the successful implementation of the Integrated Service Model in the Seniors Housing Unit at TCHC by completing the actions related to the Integrated Service Model in the 2021 Mandate Direction Document as listed in Attachment 1 to this report. 7. City Council acknowledge and formally thank the leadership of the Toronto Central Local Health Integration Network for their involvement in the development and continued contribution to the Integrated Service Model for seniors-designated social housing in Toronto. Toronto Seniors Housing Corporation Timeline 8. City Council direct the Deputy City Manager to report to Executive Committee by the spring of 2021 with recommended timelines for the creation of the seniors housing corporation and recommendations for related approvals. Office of the Commissioner of Housing Equity 9. City Council direct the City Manager to consider the investigation and process review functions of the Office of the Commissioner of Housing Equity in the City's development of the future Housing Commissioner role or function, with a focus on aligning roles between these two offices, if appropriate. Scattered Properties RFP Process and Transfers 10. City Council direct the Board of Directors of TCHC to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, for the sale of the 623 scattered properties containing 729 units described in Attachment 6 to the selected non-profit proponent(s) identified in Confidential Attachment 1 based substantially on the terms and conditions outlined in the joint City-TCHC Request for Proposals ("RFP"), the submission of the selected proponent(s), and such other terms and conditions that are satisfactory to both TCHC and the Deputy City Manager and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager. 11. City Council approve the reclassification of the properties listed in Attachment 7 that were originally identified as uninhabitable in Confidential Attachment of 2018.EX34.3 to be considered scattered houses and direct the Board of Directors of TCHC to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, of those addresses to the selected proponent(s) of the RFP process identified in Confidential Attachment 1, based on the terms and conditions outlined in the joint City-TCHC RFP and such other terms and conditions that are satisfactory to both TCHC and the Deputy City Manager with pricing determined by the Deputy City Manager, and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager. 12. City Council direct the Board of Directors of TCHC to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, for any remaining uninhabitable or agency houses that the Deputy City Manager deems unallocated to the selected proponent(s) of the RFP identified in Confidential Attachment 1 or with other qualified proponents identified by the Deputy City Manager, Community and Social Services, at the direction of the Deputy City Manager, based on the terms and conditions outlined in the joint City-TCHC RFP and such other terms and conditions that are satisfactory to both TCHC and the Deputy City Manager with pricing determined by the Deputy City Manager, and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager. 13. City Council amend the previously approved lists of transfers of Toronto Community Housing Corporation Agency, Rooming and Uninhabitable Houses by: a. Adding the following addresses to the list of Agency Houses approved by Council and listed in Appendix 1 to the report (January 9, 2018) from the Deputy City Manager, Cluster A of Item 2018.EX30.2: 143A Stephenson Avenue, 143B Stephenson Avenue, and 143C Stephenson Avenue. b. Adding 41 D'arcy Street to the list of rooming houses, described in 2018.EX30.2. c. Delete 127 Sackville Street from the list of agency houses. 14. City Council direct the Board of Directors of TCHC to negotiate an agreement of purchase and sale, with direction from the Deputy City Manager, of any additional scattered housing not identified in the RFP but identified through forthcoming due diligence with the selected proponent(s) based on the terms and conditions outlined in the joint City-TCHC RFP and such other terms and conditions that are satisfactory to both TCHC and the Deputy City Manager with pricing determined by the Deputy City Manager, and to complete such agreements of purchase and sale with any additional direction from the Deputy City Manager. 15. City Council direct the Board of Directors of TCHC to transfer ownership of any agency, uninhabitable or rooming house property approved by to non-profit corporations in each case at a below market transfer price determined by the City Manager. 16. City Council acting as Shareholder, approve the sale and transfer of all the properties referenced in the recommendations 10, 11, 12, 13, 14, and 15 above pursuant to Section 7.4.1(b) of the Shareholder Direction. 17.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 pursuant to subsection 161(2) and 162(2) of the Housing Services Act, as required, to transfers by TCHC described in recommendations 10, 11, 12, 13, 14, and 15, 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 and standards; occupancy costs; the operation of the housing project; funding; reporting and accountability; the mandate and target tenants or residents for the housing project; and tenant supports. 18. City Council authorize the General Manager, Shelter, Support and Housing Administration, on behalf of the City to enter into one or more operating agreements and other such agreements as may be required with the selected proponent(s) and the entities that may operate the properties referenced in the recommendations 10, 11, 12, 13, 14 and 15 above to ensure the housing assets are operated as affordable housing in perpetuity and to address compliance with the Housing Services Act and the Service Manager's local rules; occupancy costs; the operation of the housing project; funding; reporting and accountability; the mandate and target tenants or residents for the housing project; and tenant supports. 19. City Council authorize the General Manager of Shelter, Support and Housing Administration Division, acting as Service Manager on behalf of the City of Toronto under the Housing Services Act, 2011, to adjust funding and rent-geared-to-income service levels for the operating agreement with the TCHC to reflect its reduced operating costs as a result of the transfers approved in recommendations 10, 11, 12, 13, 14 and 15 above. 20. City Council direct that Confidential Attachment 1 to this report from the Deputy City Manager remain confidential in its entirety as it pertains to the pending disposition of property by TCHC until the Deputy City Manager authorizes its release.
EX17.3deferred
Update on Nathan Phillips Square Bike Station
In response to a request from City Council, the purpose of this report is to provide a summary on usage and revenue for the Nathan Phillips Square Bicycle Station. Information for the Union Station Bicycle Station is also provided. The Bicycle Station at Nathan Phillips Square opened in May 2019. The station has capacity for 175 bicycles and can serve approximately 200 people, since not every member parks every day. Since opening day, 172 people have registered to use the facility, 117 of whom maintained active member status as of March 17, 2020. Occupancy peaked at just over 50% of capacity early in March 2020, with 92 bicycles parked. Since March 17, the Bicycle Station counter-service has been closed as a result of COVID-19, and existing staff have been reassigned, and as such, the facility is temporarily closed to new members. Existing members with multi-month passes have continued to utilize the facility.
The Executive Committee deferred consideration of the Item to the November 18, 2020 meeting of the Executive Committee.
Staff recommendation as filed
The General Manager, Transportation Services recommends that: 1. The Executive Committee receive this report for information.
EX17.4amended
Drone Safety in the City of Toronto
City Council on September 30, October 1 and 2, 2020, referred Administrative Inquiry IA24.2 from Councillor James Pasternak, Ward 6, York Centre regarding Drone Safety in the City of Toronto and Answer 24.2a from the Executive Director, Municipal Licensing and Standards to the Executive Committee for consideration.
The Executive Committee: 1. Requested the Executive Director, Municipal Licensing and Standards to continue to monitor the federal regulatory framework for drone use in Toronto airspace and report back to the Executive Committee on any changes to the federal rules that might impact municipalities and/or if there is a surge of incidents and resident complaints of drone use in Toronto.
EX17.5deferred
CD6.6 TO Prosperity - Interim Poverty Reduction Strategy
City Council on September 30, October 1 and 2, 2020, referred Administrative Inquiry IA24.3 from Councillor James Pasternak, Ward 6, York Centre regarding CD6.6 TO Prosperity - Interim Poverty Reduction Strategy and Answer 24.3a from the Executive Director, Social Development, Finance and Administration to the Executive Committee for consideration.
The Executive Committee deferred consideration of the Item to the November 18, 2020 meeting of the Executive Committee.
EX17.6adopted
Federation of Canadian Municipalities (FCM) Cyber Security Update
As a member of the Federation of Canadian Municipalities (FCM) Standing Committee on Municipal Finance & Intergovernmental Arrangements, I have championed the need for a Canada-wide approach to ensure municipalities are protected from cyber threats. At the September 2020 meeting of the FCM Board of Directors, municipal leaders determined further work is required to address the cyber security threat to Canada's local governments. At my request, FCM will be calling on the federal government to create a municipally-focused cyber security certification program. This will be done in collaboration with municipal governments, and address the need for federal support. A municipal cyber security certification program is one step to help enable municipalities to further their cyber risk management, and overcome limited financial resources, and operational constraints. Program development, and sustainment, needs to have a cooperative, collaborative approach among municipalities, the FCM, and the federal government. This ensures its content, focus, and objectives, address cyber risk mitigation in the municipal government context, and on a united national basis. Considering the accelerated digital transition due to COVID-19, FCM will continue to work with municipal governments and others to further monitor incidents and identify possible supports required for municipal cybersecurity. FCM staff will continue to engage with the City of Toronto staff to advance this important work. I am sharing this work with the Executive Committee, as Chair of the General Government and Licensing Committee to highlight Toronto's leadership on this issue and recognize the efforts of the FCM which continues to adapt to serve the needs of the municipal sector.
The Executive Committee received the letter (October 6, 2020) from Councillor Paul Ainslie, Ward 24, Scarborough-Guildwood, for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. Executive Committee receive this item for information.
EX17.7adopted
As you know, the pandemic has forced us to think of ways to adapt to our new realities. We have had the difficult job of balancing the needs of health and safety with those of our business community. Last month, I moved a motion that we jointly approved to ask our City Staff to report back on the various successful programs implemented this summer, including CaféTO. That work is underway and will come back before the spring. But we know winter is coming and we need to support winter patios as much as possible now. As we move into the winter months, we want to find ways to help give our businesses as much adaptability as possible. We need to give businesses the flexibility to operate where safe and possible through the winter months. While we have some limitations with respect to patios in curb lanes and ensuring we can safely clear our roads from the snow, there are opportunities that allow us continue the success of winter patios in areas, such as sidewalks and private property including parking lots. In addition to the below recommendations, I have asked City Staff to continue working with BIAs on ideas or issues come forward this winter. Through recommendations at the Planning and Housing committee, City Council will be able to extend the zoning bylaw amendments we put in place earlier this year. These will continue to ease restrictions on private property for outdoor patios through the winter months and into the spring. This will also increase the maximum size of outdoor patios and remove restrictions that might prevent an outdoor patio located in front of buildings. In addition to those recommendations, I am proposing additional recommendations below that will ensure we allow for winter patios on our sidewalks.
The Executive Committee recommends that: 1. City Council authorize the General Manager, Transportation Services, in consultation with the Executive Director, Municipal Licensing and Standards, to extend the CafeTO program (including the authority with respect to liquor sales) to allow for the review, approval and installation of curbside cafés (sidewalk cafes adjacent to curblane) and frontage cafés from November 16, 2020 to April 14, 2021, inclusive, in accordance with the CafeTO program set out in section 742-2.1D of Chapter 742, Sidewalk Cafes, Parklets and Marketing Displays. 2. City Council waive fees required under Toronto Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, Chapter 743, Streets and Sidewalks, Use of, and Chapter 441, Fees and Charges, for any curbside café or frontage café approved by the General Manager, Transportation Services under the program described in Part 1 above. 3. City Council authorize the City Solicitor to introduce the necessary Bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor in order to give effect to the reasonable operation of the extension of the CafeTO program as described in Part 1 above. 4. City Council authorize the General Manager, Economic Development and Culture to work with Destination Toronto and all business improvement areas including Toronto Association of Business Improvement Areas and businesses in non-Business Improvement Areas to support safe winter economy initiatives and promote the winter economy including BYOB - Bring Your Own Blanket campaigns promoting winter patios.
Staff recommendation as filed
Mayor John Tory, recommends that: 1. City Council authorize the General Manager, Transportation Services, in consultation with Municipal Licensing and Standards, to extend the CafeTO program (including the authority with respect to liquor sales) to allow for the review, approval and installation of curbside cafés (sidewalk cafes adjacent to curblane) and frontage cafés from November 16, 2020 to April 14, 2021, inclusive, in accordance with the CafeTO program set out in section 742-2.1D of Chapter 742, Sidewalk Cafes, Parklets and Marketing Displays. 2. City Council waive fees required under Toronto Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, Chapter 743, Streets and Sidewalks, Use of, and Chapter 441, Fees and Charges, for any curbside café or frontage café approved by the General Manager, Transportation Services under the program described in Part 1 above. 3. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor in order to give effect to the reasonable operation of the extension of the CafeTO program as described in Part 1 above. 4. City Council authorize the General Manager, Economic Development and Culture, to work with Destination Toronto and all business improvement areas including TABIA and businesses in non-BIA areas to support safe winter economy initiatives and promote the winter economy including BYOB - Bring Your Own Blanket campaigns promoting winter patios.
EX17.8adopted
Toronto Water 2020 Capital Budget and 2021-2029 Capital Plan Adjustments
This report requests City Council's authority to amend Toronto Water's Approved 2020 Capital Budget and 2021-2029 Capital Plan by adjusting project cash flows contained within the Budget and Plan, respectively, to align forecasted project accelerations and deferrals. Additional reallocations to project cashflows and project costs are requested where additional project costs exceed the current approved cashflow. These reallocations will allow Toronto Water to continue to deliver projects within its capital plan. The adjustments will have a zero dollar impact on the 2020 Capital Budget and 2021-2029 Capital Plan and will align the budget and plan with Toronto Water's capital project delivery schedule and program requirements.
The Executive Committee recommends that: 1. City Council authorize the reallocation of cashflows within the Toronto Water Approved 2020 Capital Budget and 2021-2029 Capital Plan in the amount of $52.234 million, for acceleration and deferral of projects, as presented in Schedule A (Part A and B) to the report (September 24, 2020) from the General Manager, Toronto Water with a zero Budget impact. 2. City Council authorize the reallocation of project costs and cashflows in the Toronto Water Approved 2020 Capital Budget and 2021-2029 Capital Plan in the amount of $6.169 million from projects that have been awarded under budget or completed to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (September 24, 2020) from the General Manager, Toronto Water with a zero Budget impact.
Staff recommendation as filed
The Budget Committee recommends that: 1. City Council authorize the reallocation of cashflows within the Toronto Water approved 2020 Capital Budget and 2021-2029 Capital Plan in the amount of $52.234 million, for acceleration and deferral of projects, as presented in Schedule A (Part A and B) to the report (September 24, 2020) from the General Manager, Toronto Water, with a zero Budget impact. 2. City Council authorize the reallocation of project costs and cashflows in the Toronto Water approved 2020 Capital Budget and 2021-2029 Capital Plan in the amount of $6.169 million from projects that have been awarded under budget or completed to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (September 24, 2020) from the General Manager, Toronto Water, with a zero Budget impact.