Executive Committee
The full agenda, as filed
All 18 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
Building a Universal Student Food Program in Toronto
In my time as a City Councillor and Toronto's Child and Youth Advocate, I spoke with youth across the city - asking them what they would do if they were mayor for a day. One entry from Sylvia stood out above all the others. She submitted a drawing of a stick figure child holding up a shopping bag, her note read that she would ask God for money to buy groceries. This image and this need has haunted me ever since. That's why today I am taking the next step as Mayor to build a Universal Student Food Program in our city. I am committed to making this happen. It exists in cities around the world and Torontonians deserve it too. I am very proud to have helped establish Toronto's student food program when I was a school trustee and later a councillor. Today it helps to serve over 227,000 meals per day to kids across our city. But still there are over 100,000 kids across more than 220 public schools who do not have access to good food, including thousands in some of our lowest income neighbourhoods. In fact, we have 21 schools that have the infrastructure in place, that are eligible, that have applied in the last two years, and have been denied because of a lack of funding. That means 8,000 kids at these schools don't have the same opportunities, they're stuck trying to focus and learn on empty stomachs. My first recommendation below puts us on a path to feeding these students in January 2025. The rising cost of groceries is putting pressure on families in our City. In Toronto, nearly one in three food bank clients are children and youth. The reality is, in our city with so much wealth, we have thousands of kids going to school every single day hungry. When you're hungry, you can't learn. We need our kids to be able to focus on their teacher, not their hunger. We know that student meal programs increase attendance, improve math, science and reading scores, reduce dropouts, and create healthier communities. City Council and the Toronto Board of Health have a long history of offering nutritious meals at school through the Student Nutrition Program. This program is funded through municipal and provincial funding streams. The City of Toronto currently invests $19.16 million annually and the Province of Ontario nearly $9 million. School community contributions and fundraising alongside corporate donations also help to fund the program. And in its April 2024 Budget, the Federal Government announced the National School Food Program, where they committed hundreds of millions that we expect to soon flow here in Ontario. With this alignment across orders of government and, frankly, across political parties - we have a big opportunity to make a universal school food program a reality in our city. That's why I am recommending Executive Committee adopt the recommendations below.
The Executive Committee recommends that: 1. City Council request the City Manager, in coordination with the Medical Officer of Health, to report to the November 5, 2024 meeting of the Executive Committee on funding including intergovernmental contributions and operational considerations required to deliver student food programs by January 2025 in the schools that applied for the 2023/4 or 2024/5 school years, were deemed eligible, but were denied due to funding constraints. 2. City Council request the City Manager, in coordination with the Medical Officer of Health, in consultation with relevant stakeholders, to report back by the second quarter of 2025 on a vision and strategy for achieving a universal student food program where a universal mid-morning meal is provided in Toronto by the 2026/2027 school year; a clear strategic path to achieving a universal lunch program no later than 2030, and the decisions adopted under Item EX13.1 in April 2024 are included.
Staff recommendation as filed
Mayor Olivia Chow recommends that: 1. City Council request the City Manager, in coordination with the Medical Officer of Health, to report to the November 2024 Executive Committee the funding, including intergovernmental contributions, and operational considerations required to deliver student food programs by January 2025 in the schools that applied for the 2023/4 or 2024/5 school years, were deemed eligible, but were denied due to funding constraints. 2. City Council request the City Manager, in coordination with the Medical Officer of Health, in consultation with relevant stakeholders, to report back by Q2 2025 on a vision and strategy for achieving a universal student food program where a universal mid-morning meal is provided in Toronto by the 2026/2027 school year; a clear strategic path to achieving a universal lunch program no later than 2030, and the decisions adopted under EX13.1 in April 2024 are included.
EX17.2received
Ensuring Federal Safety Standards are Met or Exceeded on Toronto’s Ferries
Toronto's ferries carry 1.4 million passengers each year. They help people access our beautiful island to enjoy the parks and beaches. Millions of Torontonians have memories of riding the ferries, excited to spend a day on the island, taking in the beautiful views of our waterfront and skyline from the water. Unfortunately, we have seen a number of incidents that risk shaking people's faith in our ferries. Over the past few years, the ferries have experienced hard dock incidents, power outages, maintenance delays and other challenges. The City has taken action over the past year to ensure the safety of passengers and the good working order of our ferry system. These actions include hiring 70 deckhands to staff the ferries, and improving signage, pre-departure safety announcements, lighting and more. Further, recognizing the need to provide reliable access to the islands, I introduced a motion to explore leasing more ferries. Leasing ferries can help us run frequent and reliable service while we wait for our new ferries to arrive. Despite these commendable actions, we need to assure the public that our ferry system is safe, reliable and well-managed. I am requesting City staff provide an update on enhanced safety measures on our public ferries.
The Executive Committee: 1. Received the presentation from the General Manager, Parks Forestry and Recreation for information.
Staff recommendation as filed
Mayor Olivia Chow recommends that: 1. The Executive Committee receive for information an update from the General Manager, Parks, Forestry, and Recreation, on enhanced safety measures on our ferries, including steps taken by the City of Toronto meet federal safety regulations and standards on Toronto's ferries.
EX17.3amended
Electric Ferries Shoreside Infrastructure Work Plan
At its meeting on July 24, 2024, City Council approved the award of a contract to construct and deliver two new fully electric ferry vessels for operations to and from Toronto Island. This report in response to Council's request outlines the work plan to install shoreside infrastructure at Jack Layton Ferry Terminal ("Shoreside Infrastructure Project") to enable operation of new electric ferries, beginning with the vessels scheduled to arrive in Q4 2026 and Q2 2027 and including other electric replacement vessels to be added to the City's ferry fleet. No capital work is required at the Toronto Islands to enable operation of electric ferries. The work plan presents the tasks and associated timelines required to complete the shoreside infrastructure including the design, permits and approvals, procurement and construction phases. The report also presents the roles and responsibilities within City divisions, CreateTO and Toronto Hydro to effectively advance the project and ensure oversight regarding project budget, timelines, quality control and integration with parallel projects and with ferry operations. The shoreside infrastructure is scheduled to be installed by Q3 2026 in advance of the delivery of the first new ferry, the passenger and vehicle vessel, in Q4 (November) 2026 and the new passenger vessel in Q2 (April) 2027. The upgrades to Jack Layton Ferry Terminal will include charging and electrical infrastructure and modifications to the ferry berths to support the new ferries.
The Executive Committee recommends that: 1. City Council authorize the City Manager to negotiate, enter into, and execute a Delivery Agreement with CreateTO's managed corporation, Toronto Port Lands Company, for the project management, design, build and commissioning on the City's behalf of the City's Shoreside Infrastructure Project for a period of three years, with a base budget of $42,535,680, and to report back on any adjustments through the 2025 budget process following completion of detailed design for the Project and an assessment of the existing dockwall condition, and the detailed design for the Project to give consideration to the docking and terminal plan from the 2015 winning team (KPMB Architects + West 8 + Greenberg consultants) of the Jack Layton Ferry Terminal Innovative Design Competition conducted by the Waterfront Toronto; and the Delivery Agreement will be on terms and conditions acceptable to the City Manager. 2. City Council direct that funding be provided to CreateTO's managed corporation, Toronto Port Lands Company, for the delivery of the project management, design, construction and commissioning on the City's behalf of the City's Shoreside Infrastructure Project from the Parks, Forestry and Recreation Capital Budget and Plan, with a base budget of $42,535,680, and to report back on any adjustments through the 2025 budget process following completion of detailed design for the Project and an assessment of the existing dockwall condition. 3. City Council direct the City Manager to conduct a review of the organizational structure best suited to address the asset planning, management and maintenance, and operations and user experience of the City's ferries, the Jack Layton Ferry Terminal and the Island ferry docks and to report back to Executive Committee in the first quarter of 2025. 4. City Council authorize the public release of Confidential Attachment 1 to the report (September 17, 2024) from the City Manager once the purchase transactions related to the Shoreside Infrastructure Project have been completed.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the City Manager and their designate, as appropriate, to negotiate, enter into, and execute a delivery agreement with CreateTO or its managed corporations, Toronto Port Lands Company and Build Toronto, for the project management, design, build, and commissioning on the City's behalf of the City's Shoreside Infrastructure Project for a period of three years, for an amount not to exceed $42,535,680, on terms and conditions acceptable to the City Manager and the General Manager, Parks, Forestry and Recreation and in a form satisfactory to the City Solicitor. 2. City Council direct that funding be provided to CreateTO and its managed corporations, Toronto Port Lands Company and Build Toronto, for the delivery of the project management, design, construction and commissioning on the City's behalf of the City's Shoreside Infrastructure Project from the Parks, Forestry and Recreation Capital Budget and Plan, to a maximum of $42,535,680. 3. City Council authorize the public release of Confidential Attachment 1 to the report (September 17, 2024) from the City Manager once the purchase transactions related to the Shoreside Infrastructure Project have been completed.
EX17.4adopted
Redesigning the Vacant Home Tax Program and Supporting Housing Supply
In 2021, City Council approved the Vacant Home Tax (VHT) as a policy tool to help address the housing crisis that exists in Toronto. The primary objective of the VHT is to improve housing availability by reducing the number of residential properties that would otherwise be left vacant. The VHT program creates a disincentive for property owners to leave residential properties vacant and encourages them to bring these homes into the active rental or ownership housing market. Where property owners choose to keep a property vacant, revenues collected from the program are invested in initiatives that increase or preserve housing supply, such as the City's Multi-Unit Residential Acquisition (MURA) Program. While the VHT program is still relatively new in Toronto, evidence from other jurisdictions has shown that it is an effective policy tool to increase housing supply. As seen in Vancouver, their equivalent policy tool to the VHT has directly resulted in an increase in housing stock in the rental market. While the VHT program is an important policy tool to support housing supply in the City, the 2023 declaration process that culminated last April was incredibly challenging for residents who received a Vacant Home Tax charge for a property they continued to reside in, as well as Members of Council, their teams and City staff that fielded countless calls from distressed residents. During a report to Council in April 2024 , staff acknowledged the challenging 2023 VHT declaration process and immediately identified actions to address those challenges. Staff committed to undertaking a full review of the program and reporting back with a completely redesigned VHT process effective for the 2024 taxation year. Since then, Revenue Services, in collaboration with Strategic Public & Employee Communications, Technology Services, Customer Experience (311), Legal Services, Office of the Chief Information Security Officer (CISO) and Office of the Chief Financial Officer & Treasurer have completed a full review and redesign of the program, focusing on improvements to the following four key areas, all with a customer centred approach: 1. Process and timelines, 2. Ease of declaration, 3. Communications strategy, and 4. Technology and customer interface. Together, these improvements aim to make the declaration process as simple and accessible as possible based on feedback from discussions and consultations with various target audiences. The recommended changes outlined in this report will ensure that homeowners are able to declare their occupancy status in a format that works best for them, whether online, in-person or over the phone, over an extended period of time with access to a dedicated customer care team should additional support be needed. The revised program will ensure a smoother and more efficient experience for Torontonians who, through annual declarations, are a key part of helping the City address its current housing crisis. These changes will also ensure that no homeowner will receive any billing related to VHT, unless they are specifically determined as vacant in accordance with the VHT program by-law.
The Executive Committee recommends that: 1. City Council approve the following changes to the Vacant Home Tax program and timeline, effective for the 2024 Taxation Year unless specified otherwise, and amend City of Toronto Municipal Code Chapter 778, Taxation, Vacant Home Tax, accordingly: a. extend the declaration due date to the last business day of April of the year following the Taxation Year in respect of which the declaration is made; b. change the deadline for the issuance of the Notice of Tax to June 1; should June 1 fall on a weekend, the Bill will be issued the first business day following June 1; c. change the payment due dates to the 15th of September, October, and November, from the 15th of May, June and July, or such other date as may be indicated on a notice of assessment; d. delegate authority to the Chief Financial Officer and Treasurer to alter the declaration due date, date of Notice of Tax issuance, payment due dates and Notice of Complaint deadline, if required; and subsequently report to City Council, in consultation with the City Solicitor, as soon as practical with a Bill to amend Chapter 778; e. add a new exemption for Secondary Residence for Medical Reasons; f. change the requirement for the exemption occupancy for full-time employment from "the Vacant Unit is required for occupation for employment purposes for an aggregate of at least six months in the Taxation Year, by its Owner who has a Principal Residence outside of the Greater Toronto Area" to: "The Vacant Unit is required for residential purposes by the Owner or their spouse and the following conditions have been met: (a) Owner or their spouse was employed full-time during the taxation year and the nature of the employment required their physical presence in Toronto; (b) the employment term(s) was an aggregate of at least six months during the taxation year; and (c) the unit occupant (owner or their spouse) has a Principal Residence outside of the Greater Toronto Area."; g. change the definition of Self-Contained Unit from "a dwelling unit which includes a dedicated washroom and kitchen" to "a dwelling unit that is classified as a residential unit by the Municipal Property Assessment Corporation, which includes a dedicated washroom and kitchen even if in disrepair"; h. remove section 778-7.2. Demand for information subsection (A)(3); i. change section 778-7.2 Demand for information subsection (A)(4) to "Income tax notices of assessment of any Occupant and Owner"; and j. change the definition of Appellate Authority from the City's Controller to the City's Deputy Treasurer. 2. City Council amend City of Toronto Municipal Code Chapter 441, Fees And Charges, Appendix C, Schedule 5, Revenue Services, effective January 1, 2025, to suspend the issuance of the user fee for failing to provide a Declaration of Occupancy Status by the declaration due date.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve the following changes to the Vacant Home Tax program and timeline, effective for the 2024 Taxation Year unless specified otherwise, and amend City of Toronto Municipal Code Chapter 778, Taxation, Vacant Home Tax, accordingly: a. extend the declaration due date to the last business day of April of the year following the Taxation Year in respect of which the declaration is made; b. change the deadline for the issuance of the Notice of Tax to June 1. Should June 1 fall on a weekend, the bill will be issued the first business day following June 1; c. change the payment due dates to the 15th of September, October, and November, from the 15th of May, June, and July, or such other date as may be indicated on a notice of assessment; d. delegate authority to the Chief Financial Officer and Treasurer to alter the declaration due date, date of Notice of Tax issuance, payment due dates and Notice of Complaint deadline, if required; and subsequently report to Council, in consultation with the City Solicitor, as soon as practical with a bill to amend Chapter 778; e. add a new exemption for Secondary Residence for Medical Reasons; f. change the requirement for the exemption occupancy for full-time employment from "the Vacant Unit is required for occupation for employment purposes for an aggregate of at least six months in the Taxation Year, by its Owner who has a Principal Residence outside of the Greater Toronto Area" to: "The Vacant Unit is required for residential purposes by the Owner or their spouse and the following conditions have been met: (a) Owner or their spouse was employed full-time during the taxation year and the nature of the employment required their physical presence in Toronto; (b) the employment term(s) was an aggregate of at least six months during the taxation year; and (c) the unit occupant (owner or their spouse) has a Principal Residence outside of the Greater Toronto Area."; g. change the definition of Self-Contained Unit from "a dwelling unit which includes a dedicated washroom and kitchen" to "a dwelling unit that is classified as a residential unit by the Municipal Property Assessment Corporation, which includes a dedicated washroom and kitchen even if in disrepair"; h. remove section 778-7.2. Demand for information subsection (A)(3); i. change section 778-7.2 Demand for information subsection (A)(4) to "Income tax notices of assessment of any Occupant and Owner"; and j. change the definition of Appellate Authority from the City's Controller to the City's Deputy Treasurer. 2. City Council amend City of Toronto Municipal Code Chapter 441, Fees And Charges, Appendix C, Schedule 5, Revenue Services, effective January 1, 2025, to suspend the issuance of the user fee for failing to provide a Declaration of Occupancy Status by the declaration due date.
EX17.5amended
Billy Bishop Toronto City Airport - Runway End Safety Areas
PortsToronto must meet a federal regulatory requirement to have Runway Safety End Areas (RESA) at Billy Bishop Toronto City Airport (BBTCA) by July 12, 2027. RESAs are level ground past the ends of a runway created to mitigate the impact when an airplane over or under shoots either end of a runway. Airports in Canada are now required to have a minimum of 150 meters of safety length beyond runway ends. The City is hosting a public meeting on this issue on September 24, 2024. A supplementary report will be provided to the Executive Committee after the public meeting. This supplementary report will provide an overview of the federal requirement and the RESA options at BBTCA. It will also provide City staff comments on PortsToronto's RESA options and requests, and the decisions and approvals that may be required as a result of these requests. Further, City staff will summarize public consultation on this matter.
The Executive Committee recommends that: 1. City Council authorize the Deputy City Manager, Development and Growth Services, working with the Director, Waterfront Secretariat, to consider the detailed Runway End Safety Areas designs provided by PortsToronto and based on those designs, to negotiate and execute an amendment to the Tripartite Agreement to permit a landmass extension that meets the Runway End Safety Areas compliance requirements consistent with Runway End Safety Areas Option 1 and as substantially outlined in Attachment 2 to the supplementary report (September 27, 2024) from the Deputy City Manager, Development and Growth Services, in a form satisfactory to the City Solicitor. 2. City Council direct that the execution of the amendment to the Tripartite Agreement authorized by Recommendation 1 above be subject to PortsToronto fulfilling the following conditions, to the satisfaction of the Deputy City Manager, Development and Growth Services, working with the Director, Waterfront Secretariat and the City Solicitor: a. completing the Runway End Safety Areas Environmental Assessment; b. engaging Toronto and Region Conservation Authority to leverage their shoreline expertise throughout detailed design and implementation and present detailed Runway End Safety Areas designs to Aquatic Habitat Toronto for input and advice on habitat compensations strategies that advance the objectives of the Toronto Waterfront Aquatic Habitat Restoration Strategy; c. developing a Runway End Safety Areas construction management plan that minimizes community impacts including overnight work; and d. developing a traffic management plan related to construction activities. 3. City Council direct the City Manager and/or delegate(s) to participate in discussions with PortsToronto and Transport Canada on a process to update the 2018 Airport Master Plan in advance of the 2033 expiry of the Tripartite Agreement, and to report to the Executive Committee in the second quarter of 2025 with a framework to guide this process, including funding requirements, which takes into consideration the City's overall vision for waterfront revitalization, economic development and the City's housing targets.
Staff recommendation as filed
The Deputy City Manager, Development and Growth recommends that: 1. City Council receive this report for information.
EX17.6adopted
Casa Loma Corporation - Annual General Meeting and 2023 Audited Financial Statements
The Board of Directors of Casa Loma Corporation ("CLC") recommend to City Council actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of CLC, including receipt of its Annual Report and Audited Financial Statements ("Statements") for 2023 and appointment of the auditor for 2024. CLC's 2023 Statements were audited by Welch LLP and received an opinion stating that the financial statements present fairly, in all material respects, the financial position of the CLC as of December 31, 2023, and the results of operations and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.
The Executive Committee recommends that: 1. City Council treat that portion of the City Council meeting at which the report (September 16, 2024) from the Chief Executive Officer, Casa Loma Corporation is considered as the Annual General Meeting of the Shareholder for Casa Loma Corporation; and a. receive the Board-approved "Casa Loma Corporation 2023 Annual Report" and the "Casa Loma Corporation 2023 Audited Financial Statements", forming Attachments 1 and 2 to the report (September 16, 2024) from the Chief Executive Officer, Casa Loma Corporation, respectively; and b. appoint Welch LLP as the Auditor of Casa Loma Corporation for fiscal year 2024.
Staff recommendation as filed
The Board of Directors of Casa Loma Corporation recommends that: 1. City Council treat that portion of the City Council meeting at which this Report is considered as the Annual General Meeting of the Shareholder for Casa Loma Corporation, and: a. receive the Board-approved "Casa Loma Corporation 2023 Annual Report", and the "Casa Loma Corporation 2023 Audited Financial Statements", forming Attachments 1 and 2 to this Report, respectively; and b. appoint Welch LLP as the Auditor of Casa Loma Corporation for fiscal year 2024.
EX17.7adopted
Fair Wage Office - 2023 Annual Report
This report provides an overview of the activities of the Fair Wage Office for 2023. Under Municipal Code, Chapter 67, Fair Wage, the Manager, Fair Wage Office is responsible for preparing an annual report containing the names of Contractors and Sub-Contractors that have violated the Fair Wage Policy or settled Labour Trades Contractual Obligations in the Construction Industry Policy grievances, and any other necessary information. The annual report is transmitted to the appropriate standing committee by the Chief Procurement Officer.
The Executive Committee: 1. Received the report (September 17, 2024) from the Chief Procurement Officer for information.
Staff recommendation as filed
The Chief Procurement Officer recommends that: 1. The Executive Committee receive this report for information.
EX17.8adopted
Under section 201 of the City of Toronto Act, 2006, a record of the City or of its Local Boards, other than a copy of the original record, may only be destroyed if the retention period for the record has expired, or except as otherwise provided. The City Clerk's Office assists its city or agency clients with storage, retention, and disposition in order to meet their record keeping obligations under the City of Toronto Act, 2006 and the Toronto Municipal Code, Chapter 217, Records, Corporate (City), and may also provide limited record keeping support to some Local Boards, including advice and recommendations on the development of records retention schedules. Cecil Community Centre engaged staff at the City Clerk's Office Corporate Information Management Services (CIMS) unit for consultative advice to aid in the development and review of their records retention schedules. This report recommends that Council formally approve the inclusion of a records retention policy and schedule for the records of the Cecil Community Centre, by adding it to the other records retention schedules for the various Local Boards of the City contained in Municipal Code Chapter 219, Records, Corporate (Local Boards) as approved by the Board of Management (the "Board") and as requested in the Executive Director's Report in Attachment 1 to this report.
The Executive Committee recommends that: 1. City Council approve the Records Retention Policy for the Cecil Street Community Centre Board of Management set out in Appendix A to the report (June 25, 2024) from the Executive Director, Cecil Street Community Centre, and City Council amend Toronto Municipal Code Chapter 219, Records, Corporate (Local Boards) to incorporate the Records Retention Policy for Cecil Street Community Centre Board of Management as a new Article VIII. 2. City Council further amend Toronto Municipal Code Chapter 219, Records, Corporate (Local Boards), to add Schedule J, Article VIII, Records Retention Schedule (Board of Management of Cecil Street Community Centre), as set out in Appendix B to the report (June 25, 2024) from the Executive Director, Cecil Street Community Centre.
Staff recommendation as filed
The City Manager recommends that: 1. City Council approve the records retention policy for the Cecil Street Community Centre Board of Management set out in Appendix A to the report (June 25, 2024) from the Executive Director, Cecil Street Community Centre, and amend Toronto Municipal Code Chapter 219, Records, Corporate (Local Boards) to incorporate the records retention policy for Cecil Street Community Centre Board of Management as a new Article VIII. 2. City Council further amend Toronto Municipal Code Chapter 219, Records, Corporate (Local Boards), to add Schedule J, Article VIII, Records Retention Schedule (Board of Management of Cecil Street Community Centre), as set out in Appendix B to the report (June 25, 2024) from the Executive Director, Cecil Street Community Centre.
EX17.9adopted
Overview of the Social Procurement Program and Policy - Accessibility Feedback
At its meeting on September 6, 2024, the Toronto Accessibility Advisory Committee considered Item DI8.5 and made recommendations to the Executive Committee. Summary from the Toronto Accessibility Advisory Committee: The Purchasing and Materials Management Division will present on the City's Social Procurement Program and proposed program and policy improvements for the Committee's feedback in advance of a report to Executive Committee on December 10, 2024.
The Executive Committee recommends that: 1. City Council direct the Chief Procurement Officer to: a. include businesses owned by people with disabilities specifically in the mandate of the Social Procurement Program and Policy; b. develop certification and procurement policies that will make it easier for businesses owned by people with disabilities; c. track the number of business owned by people with disabilities participating in the social procurement program; d. track the number of contracts awarded to businesses owned by people with disabilities participating in the Social Procurement Program; and e. investigate and report to the Executive Committee on the feasibility of collecting disaggregated business ownership data for City suppliers, including businesses owned by people with disabilities, to improve tracking and reporting.
Staff recommendation as filed
The Toronto Accessibility Advisory Committee recommends that the Executive Committee recommend that: 1. City Council direct the Chief Procurement Officer to: a. include businesses owned by people with disabilities (PWD) specifically in the mandate of the Social Procurement Program and Policy; b. develop certification and procurement policies that will make it easier for businesses owned by people with disabilities; c. track the number of business owned by people with disabilities participating in the social procurement program; d. track the number of contracts awarded to businesses owned by people with disabilities participating in the Social Procurement Program; and e. investigate and report to the Executive Committee on the feasibility of collecting disaggregated business ownership data for City suppliers, including businesses owned by people with disabilities, to improve tracking and reporting.
EX17.10adopted
Sewer Line Block Service Standards and Improving Response
At its meeting on July 19, 2024, the Service Excellence Committee considered Item SE4.2 and made recommendations to the Executive Committee. Summary from the report (July 5, 2024) from the General Manager, Toronto Water: At its meeting on April 9, 2024, the Executive Committee requested that Infrastructure Services divisions provide updates regarding service standards and opportunities for improving responses and response times to service requests. In response to this request, Toronto Water has prepared a brief presentation that highlights the Division's strategic customer service objectives, Key Performance Indicators used to monitor progress towards these goals and provides a discussion of Toronto Water's most frequently requested service, "Sewer Line Block Service," as well as work conducted to improve the response service standard.
The Executive Committee: 1. Requested the General Manager, Toronto Water to consider developing additional information and communications products regarding sewer back-ups, including a checklist to assist citizens, before, during and after, and to make these materials available through various channels.
Staff recommendation as filed
The Service Excellence Committee recommends that: 1. The Executive Committee request the General Manager, Toronto Water to consider developing additional information and communications products regarding sewer back-ups, including a checklist to assist citizens, before, during, and after, and to make these materials available through various channels.
EX17.11adopted
Capital Variance Report for the Six Months Ended June 30, 2024
The purpose of this report is to provide City Council with the City of Toronto capital spending for the six-month period ended June 30, 2024, as well as the projected 2024 year-end expenditures. Furthermore, this report seeks Council's approval for in-year budget adjustments to previous approved Capital Budget and Plan as outlined in Appendix 3 of this report. Table 1 below summarizes the City's 2024 actual capital expenditures compared with the 2024 Approved Capital Budget for the six-month period ended June 30, 2024, and the projected expenditures by year-end, December 31, 2024. Table 1: Capital Variance Summary Table 1 Corporate Capital Variance Summary for the Period Ended June 30, 2024 2024 Budget* 2024 Q2 Year-to-Date Expenditures 2024 Projected Year-End Expenditures $M $M % $M % City Operations 3,226.4 661.2 20.5% 2,355.5 73.0% Agencies 1,643.1 676.6 41.2% 1,608.4 97.9% Tax Supported: 4,869.5 1,337.8 27.5% 3,963.9 81.4% Rate Supported: 1,446.2 343.2 23.7% 1,200.7 83.0% TOTAL 6,315.7 1,681.0 26.6% 5,164.6 81.8% *Note: Includes 2023 carry forward funding The City's actual capital spending through the first six months of 2024 is $1.681 billion or 26.6% of the 2024 Approved Capital Budget. This is slightly better than prior year's experience. The projected year-end spending rate is 81.8% based on estimates provided by City Programs and Agencies, which is largely in line with last year's projection at the same reporting period. Capital spending will continue to be reviewed with updates provided in future variance reports that will benefit from actual experience in the months where capital expenditures are more intense. As more actual delivery materialized over the course of the year, the Programs and Agencies will provide updated spending projections.
The Executive Committee recommends that: 1. City Council approve in-year budget adjustments to the 2024-2033 Approved Capital Budget and Plan, as well as reallocations of funding sources for prior Approved Capital Budgets, as detailed in Appendix 3 to the report (September 17, 2024) from the Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve in-year budget adjustments to the 2024-2033 Approved Capital Budget and Plan, as well as reallocations of funding sources for prior Approved Capital Budgets, as detailed in Appendix 3.
EX17.12adopted
Operating Variance Report for the Six Months Ended June 30, 2024
The purpose of this report is to provide City Council with the Operating Variance for the six months ended June 30, 2024, as well as projections to the year-end, December 31, 2024. This report also requests City Council's approval for amendments to the 2024 Approved Operating Budget that have no impact on the City's Net Budget. The following table summarizes the year-to-date financial position and year-end projections for the City's Tax-Supported Operations as of June 30, 2024. Table 1: Tax-Supported Operating Variance Summary Variance ($ in Millions) June 30, 2024 (Year-to-Date) December 31, 2024 (Year-End) Projection Favourable / (Unfavourable) Budget Actual Var Budget Actual Var Tax-Supported Operating Variance Summary City Operations 1,615.4 1,525.7 89.6 3,012.3 2,957.2 55.1 Agencies 1,504.0 1,438.4 65.6 2,745.3 2,709.1 36.2 Corporate Accounts (44.8) (138.9) 94.1 (453.7) (511.0) 57.4 Total 3,074.6 2,825.3 249.3 5,303.9 5,155.3 148.7 Less Toronto Building (TB) (2.4) (9.5) 7.1 (16.1) (34.2) 18.0 Less City Planning (CP) 6.5 11.1 (4.5) 10.5 18.2 (7.7) Total Variance Excluding TB and CP 3,070.4 2,823.7 246.7 5,309.6 5,171.3 138.3 % of Gross Budget 8.0% 2.6% As detailed in Table 1 above, for the six-month period, Tax-Supported Operations experienced a favourable net variance of $246.7 million. A favourable net variance is projected at year-end of $138.3 million. These figures are adjusted for Toronto Building, City Planning, which have surplus allocated to reserves by legislation or reserve draws if a deficit is experienced. It is important to note that the financial information presented is as of June 30, which is a snapshot in time and the year-end projection is based on current and expected future activities as known and anticipated as at June 30, 2024. Of the $138.3 million year-end net favourable variance, $117.0 million or 84.6% of the overall variance can be attributed to net favourable variances arising from the following three key drivers: -Toronto Shelter and Support Services whose expenditures are projected to be $34.6 million lower than budgeted primarily due to reduced costs for the temporary hotel program, driven by negotiated longer-term contracts; - Toronto Transit Commission (Conventional Service) that is projecting a $54.1 million positive net variance that is largely driven by increased passenger revenue from more leisure trips; and - Interest/Investment Income which are expected to be $28.3 million greater than budgeted earning estimates. - The remaining $21.3 million reflects the consolidated favourable variance projection across all other Divisions and Agencies. The funding provided by the New Deal struck with the Province of Ontario makes significant contributions towards transit and shelter related services. To date, $300.0 million has been received for Subway and Transit Safety, Recovery and Sustainable Operations, $200.0 million for Shelters and Homelessness, and $6.9 million related to operating costs of the Gardner Expressway and Don Valley Parkway, which are all reflected in the City's year-to-date results. The City continues to advocate to the Federal government for ongoing funding for the refugee claimants in the City's shelter system. Included in the 2024 Operating Budget, Toronto Shelter and Support Services has a budgeted recovery of $250 million in the Interim Housing Assistance Program (IHAP) funding. Projection to year-end indicates that the actual costs for refugee claimants in 2024 will increase above $250 million in 2024 due to ongoing refugee arrivals. The City has submitted claims for expenses incurred through June 30, 2024 and will submit reimbursement claims for the final yearend actuals costs. As of today, Immigration, Refugees and Citizenship Canada (IRCC) has provided the City with $47.6 million in reimbursements for expenses incurred in 2024 Q1. Rate-Supported Programs: Rate-Supported Programs reported a favourable year-to-date net variance of $16.6 million. At year-end, Rate-Supported Programs are projecting a favourable variance of $38.1 million. Table 2: Rate-Supported Operating Variance Summary Variance ($ in Millions) June 30, 2024 (Year-to-Date) December 31, 2024 (Year-End) Projection Favourable / (Unfavourable) Budget Actual Var Budget Actual Var Rate-Supported Operating Variance Summary Solid Waste Management Services (22.1) (24.3) 2.2 0.0 (8.5) 8.5 Toronto Parking Authority (13.1) (22.3) 9.2 (31.9) (41.1) 9.2 Toronto Water 8.0 2.8 5.2 (0.0) (20.3) 20.3 Total Variance (27.2) (43.8) 16.6 (31.9) (70.0) 38.1 While the favourable year-to-date variance was driven by all three programs, Toronto Parking Authority accounts for over fifty percent of the variance. The year-end projection of $41.1 million is the net revenue amount from the Toronto Parking Authority. Of this amount, a dividend of $30.8 million would be paid to the City based on the new Income Share Agreement, adopted by City Council on June 26, 2024 ( https://secure.toronto.ca/council/agenda-item.do?item=2024.EX15.9 ), which changed the dividend contribution rate from 85 percent to 75 percent. The year-end projections forecast all programs seeing a favourable net variance with Toronto Water accounting for over fifty percent of the variance. Rate-Supported Programs are funded entirely by user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water's respective year-end surpluses, if any, must be transferred to the Waste Management Reserve Fund and the Wastewater and Water Stabilization Reserves respectively, to finance capital investments and ongoing capital repairs and maintenance.
The Executive Committee recommends that: 1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (September 17, 2024) from the Chief Financial Officer and Treasurer to amend the 2024 Approved Operating Budget, with no impact on the Net Operating Budget of the City.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to amend the 2024 Approved Operating Budget, with no impact on the Net Operating Budget of the City.
EX17.13adopted
Deferred Revenue Report at June 30, 2024
This report provides an update of the deferred revenue balances as at June 30, 2024, and earned revenue for the six months ended June 30, 2024, which is included in the City of Toronto's (City) Statement of Operations and Accumulated Surplus. The City receives monies from external parties and is obligated to set these monies aside for specific purposes outlined in Provincial legislation or third-party agreements. When these monies are received, they are recognized on the City's Statement of Financial Position as a liability called deferred revenue. The deferred revenue amounts are recognized as earned revenue only when the committed investment is completed, and expenditures are recognized as tangible capital assets in the Statement of Financial Position or as operating expenses in the Statement of Operations and Accumulated Surplus. As at June 30, 2024, the City recorded $7,241.0 million in deferred revenues, as compared to $6,301.7 million recorded at December 31, 2023. The increase of $939.3 million results from the City receiving more monies ($994.1 million) than amounts recognized as revenue ($54.8 million) in the period.
The Executive Committee: 1. Received the report (September 17, 2024) from the Chief Financial Officer and Treasurer for information.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. Executive Committee receive the Deferred Revenue Report as at June 30, 2024 for information.
EX17.14adopted
City of Toronto Reserve and Reserve Fund Balances as at June 30, 2024
This report summarizes the activities of the City's Reserves and Reserve Fund balances for the six months ended June 30, 2024, and recommends Council approval to establish three obligatory reserve funds to hold provincial funding contributions from the Ontario-Toronto New Deal Agreement. Reserves and Reserve Funds established by Toronto City Council (Council) are key to support the financial management and operations of the City of Toronto (City). These funds are set aside to help offset future capital needs, future obligations such as employee expenses, fiscal pressures from ongoing programs and unforeseen costs or to offset revenue shortfalls, in order to minimize annual tax rate fluctuations. Reserves and Reserve Funds balances as at June 30, 2024 totaled $5,530.0 million, an increase of $238.3 million from December 31, 2023 ($5,291.7 million). This net increase is the result of deliberate contributions for capital investments in housing, transit, capital infrastructure, and vehicle and equipment replacement as authorized by Council. The majority of the City's reserve and reserve fund balances ($5,303.3 million, or 95.9%) are committed to future Council directed activities that include capital and operating expenditures and rate-based activities. Only the remaining balance of $226.7 million, or 4.1% of total reserves and reserve funds is uncommitted and available to respond to various unanticipated costs, stabilize funding sources, including the tax base, or for emergency purposes such as extreme weather events. Of the $5,303.3 million in committed reserve and reserve funds, there are approximately $15,720.8 million in future commitments and obligations against the existing reserves and discretionary reserve fund balances, which are consistent with Council approved plans over the 2024-2033 capital planning period. These commitments and obligations are nearly 3 times greater than the current reserve and discretionary reserve fund balances, requiring continued reserve contributions to support planned expenditures.
The Executive Committee recommends that: 1. City Council approve the establishment of an obligatory reserve called the New Deal - Building Faster Fund Reserve Fund in City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds; the purpose of this reserve fund is to hold funds provided by the Provincial government under the Toronto-Ontario New Deal Agreement, aimed at supporting the building targets of new rental and affordable housing supply set in the HousingTO 2020-2030 Action Plan in Toronto. 2. City Council approve the establishment of an obligatory reserve called the New Deal - Subway and Transit Operations Reserve Fund in City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds; the purpose of this reserve fund is to hold funds from the Provincial government under the Toronto-Ontario New Deal Agreement to support subway and transit safety, recovery, and sustainable operations. 3. City Council approve the establishment of an obligatory reserve called the New Deal - Gardiner Expressway and Don Valley Parkway Upload Reserve Fund in City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds; the purpose of this reserve fund is to hold funds from the Provincial government under the Toronto-Ontario New Deal Agreement to support the rehabilitation, operations, and maintenance of the Gardiner Expressway and Don Valley Parkway while the due diligence assessment for the upload of these assets to the Province is underway. 4. City Council authorize that the City's policy concerning the allocation of investment earnings to reserve accounts be amended as follows: a. delete the paragraph under the section Determination of Quantum of Earnings and replace with: The amount to be assigned to each reserve fund account be the lesser of the (i) 3-month treasury bill rate as estimated at the time of the preparation of the annual operating budget or (ii) 1 percent, credited on November 30th each year based on the account's average balance.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve the establishment of an obligatory reserve called the New Deal - Building Faster Fund Reserve Fund in City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds. The purpose of this reserve fund is to hold funds provided by the Provincial government under the Toronto-Ontario New Deal Agreement, aimed at supporting the building targets of new rental and affordable housing supply set in the HousingTO 2020-2030 Action Plan in Toronto. 2. City Council approve the establishment of an obligatory reserve called the New Deal - Subway and Transit Operations Reserve Fund in City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds. The purpose of this reserve fund is to hold funds from the Provincial government under the Toronto-Ontario New Deal Agreement to support subway and transit safety, recovery, and sustainable operations. 3. City Council approve the establishment of an obligatory reserve called the New Deal - Gardiner Expressway and Don Valley Parkway Upload Reserve Fund in City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds. The purpose of this reserve fund is to hold funds from the Provincial government under the Toronto-Ontario New Deal Agreement to support the rehabilitation, operations, and maintenance of the Gardiner Expressway and Don Valley Parkway while the due diligence assessment for the upload of these assets to the Province is underway. 4. City Council authorize that the City's policy concerning the allocation of investment earnings to reserve accounts be amended as follows: a. delete the paragraph under the section Determination of Quantum of Earnings and replace with: The amount to be assigned to each reserve fund account be the lesser of the (i) 3-month treasury bill rate as estimated at the time of the preparation of the annual operating budget or (ii) 1 percent, credited on November 30th each year based on the account's average balance.
EX17.15adopted
Annual Report on City Loans and Loan Guarantees
This report provides information and makes recommendations in relation to the City loans and loan guarantees. Recommendations include adoption of amended Direct Capital Loan and Loan Guarantee Policies (Appendices 1 and 2) which address financial due diligence assessments in support of new loan and loan guarantee requests, and ongoing financial monitoring of active loans and loan guarantees. The amended policies address eligibility in the same manner as previous policies, with City agencies and corporations eligible for direct capital loans for the purpose of contributing to the financing of a capital project which would create or enhance a municipal capital facility. Entities eligible for loan guarantees continue to be non-profit cultural and community organizations or recreational and sports-based organizations, each of which must have an existing financial relationship with the City. This report also recommends that investigation of requests for a new or extended loans or loan guarantees from eligible entities must include a financial due diligence assessment, to be undertaken by the Chief Financial Officer and Treasurer, who would also be responsible for ongoing financial monitoring of existing loans and loan guarantees. This report also provides regular annual update reporting on an existing portfolio of City direct loans, capital loan and line of credit guarantees. The portfolio of loans included in this report is separate and apart from other internal City loan programs (e.g., Home Ownership Assistance Program, Sustainable Energy Plan Financing Program) which are covered under other City policies. This report also seeks approval for the renewal of the line of credit guarantee issued by the City on behalf of Toronto Symphony Orchestra to its lender, in the amount of $5 million for a three-year period commencing on November 1, 2024 and expiring on October 31, 2027. Lastly, this report recommends the adoption of an amended repayment formula for Lakeshore Arena Corporation's Shareholder Capital Contribution, which better aligns with estimated annual cash flows and supports Lakeshore Arena Corporation in continuing to operate and make outstanding debt repayments while making Shareholder Capital Contribution repayments. As at December 31, 2023, the City had authorized line of credit guarantees amounting to approximately $5.995 million, provided capital loan guarantees for underlying loans of $72.5 million, and had outstanding direct loans of $43.4 million, as identified in this report and as outlined in more detail in Appendix 4.
The Executive Committee recommends that: 1. City Council adopt the amended Direct Capital Loan and Loan Guarantee Policies as set out in Appendices 1 and 2 to the report (September 17, 2024) from the Chief Financial Officer and Treasurer, replacing any previously existing direct loan, loan and line of credit guarantee policies. 2. City Council direct that: a. any investigation of a potential request for a new or extended loan request or a loan guarantee by an eligible entity under the amended policies referenced above must include a financial due diligence assessment, to be undertaken by the City Chief Financial Officer and Treasurer; b. the Chief Financial Officer and Treasurer undertake ongoing financial monitoring of existing loans and loan guarantees; and c. the above be undertaken in conjunction with capital project assessments or monitoring, as may be deemed appropriate, to be undertaken by the Deputy City Manager of the relevant program areas. 3. City Council direct the City Solicitor to work together with the Chief Financial Officer and Treasurer to develop standard terms and conditions to be included in Loan and Loan Guarantee Agreements. 4. City Council amend the Unanimous Shareholder Declaration for Lakeshore Arena Corporation, as set out in Appendix 3 to the report (September 17, 2024) from the Chief Financial Officer and Treasurer, with such amendments to include the following: a. Lakeshore Arena Corporation to provide the City with its annual audited financial statements, to be delivered to the Chief Financial Officer and Treasurer within 120 days after the end of each fiscal year; b. Lakeshore Arena Corporation shall not undertake any additional borrowings without the approval of the City, with the exception of equipment leases as may be required in support of operations; c. Lakeshore Arena Corporation to make an annual shareholder capital contribution to the City, due by the end of each fiscal year, and based on its prior year audited financial statements, with the contribution equal to 65 percent of net revenues in excess of expenses before amortization and depreciation and after debt principal repayments, to be deposited into the Lakeshore Arena Capital Reserve Fund; this revised formula is intended to replace any previous formulas relating to the return of capital contributions, commencing in in 2025 in relation to the 2024 fiscal year; and together with amounts deposited between 2016 and 2023, the total amount shall be to a limit of $8.1 million; d. the Chief Financial Officer and Treasurer, upon request from Lakeshore Arena Corporation, may consider temporary adjustments to the contribution rate, on an annual case by case basis, which shall be supported by an explanation and supporting materials, to the satisfaction of the Chief Financial Officer and Treasurer, with such requests limited to two times over any ten-year period; and e. the Chief Financial Officer and Treasurer will review the contribution percentage in the revised formula every three years to determine whether further adjustments should be recommended to the City. 5. City Council approve the renewal of the line of credit guarantee issued by the City on behalf of Toronto Symphony Orchestra to its lender, in the amount of $5 million, inclusive of all interest payable by Toronto Symphony Orchestra, for a three-year period, commencing on November 1, 2024 and expiring on October 31, 2027.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council adopt the amended Direct Capital Loan and Loan Guarantee Policies, as set out in Appendices 1 and 2 to this report, replacing any previously existing direct loan, loan and line of credit guarantee policies. 2. City Council direct that: a. any investigation of a potential request for a new or extended loan request or a loan guarantee by an eligible entity under the amended policies referenced above must include a financial due diligence assessment, to be undertaken by the City Chief Financial Officer and Treasurer; b. the Chief Financial Officer and Treasurer undertake ongoing financial monitoring of existing loans and loan guarantees; and c. the above be undertaken in conjunction with capital project assessments or monitoring, as may be deemed appropriate, to be undertaken by the Deputy City Manager of the relevant program areas. 3. City Council direct the City Solicitor to work together with the Chief Financial Officer and Treasurer to develop standard terms and conditions to be included in Loan and Loan Guarantee Agreements. 4. City Council amend the Unanimous Shareholder Declaration for Lakeshore Arena Corporation, as set out in Appendix 3, with such amendments to include the following: a. Lakeshore Arena Corporation to provide the City with its annual audited financial statements, to be delivered to the Chief Financial Officer and Treasurer within 120 days after the end of each fiscal year; b. Lakeshore Arena Corporation shall not undertake any additional borrowings without the approval of the City, with the exception of equipment leases as may be required in support of operations; c. Lakeshore Arena Corporation to make an annual shareholder capital contribution to the City, due by the end of each fiscal year, and based on its prior year audited financial statements, with the contribution equal to 65 percent of net revenues in excess of expenses before amortization and depreciation and after debt principal repayments, to be deposited into the Lakeshore Arena Capital Reserve Fund. This revised formula is intended to replace any previous formulas relating to the return of capital contributions, commencing in in 2025 in relation to the 2024 fiscal year. Together with amounts deposited between 2016 and 2023, the total amount shall be to a limit of $8.1 million; d. the Chief Financial Officer and Treasurer, upon request from Lakeshore Arena Corporation, may consider temporary adjustments to the contribution rate, on an annual case by case basis, which shall be supported by an explanation and supporting materials, to the satisfaction of the Chief Financial Officer and Treasurer, with such requests limited to two times over any ten-year period; and e. the Chief Financial Officer and Treasurer will review the contribution percentage in the revised formula every three years to determine whether further adjustments should be recommended to the City. 5. City Council approve the renewal of the line of credit guarantee issued by the City on behalf of Toronto Symphony Orchestra to its lender, in the amount of $5 million, inclusive of all interest payable by Toronto Symphony Orchestra, for a three-year period, commencing on November 1, 2024 and expiring on October 31, 2027.
EX17.16adopted
Toronto Water 2024 Capital Budget and 2025-2033 Capital Plan Adjustments
This report requests City Council's authority to amend Toronto Water's 2024 Capital Budget and 2025-2033 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 project expenditures exceed the current approved cashflows and project costs. These reallocations will allow Toronto Water to continue to deliver projects within its 10-Year Capital Plan. The adjustments will have a zero-dollar impact on the 2024 Capital Budget and 2025-2033 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 and corresponding funding within Toronto Water's 2024 Capital Budget and 2025-2033 Capital Plan in the amount of $17.283 million, for acceleration and deferral of projects, as presented in Schedule A (Parts A and B) to the report (September 13, 2024) from the General Manager, Toronto Water, with a zero Budget impact. 2. City Council authorize the reallocation of project costs, cashflows and corresponding funding in Toronto Water's 2024 Capital Budget and 2025-2033 Capital Plan in the amount of $9.550 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 13, 2024) from the General Manager, Toronto Water, with a zero Budget impact.
Staff recommendation as filed
The General Manager, Toronto Water recommends that: 1. City Council authorize the reallocation of cashflows and corresponding funding within Toronto Water's 2024 Capital Budget and 2025-2033 Capital Plan in the amount of $17.283 million, for acceleration and deferral of projects, as presented in Schedule A (Part A and B) to the report, with a zero Budget impact. 2. City Council authorize the reallocation of project costs, cashflows and corresponding funding in Toronto Water's 2024 Capital Budget and 2025-2033 Capital Plan in the amount of $9.550 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), with a zero Budget impact.
EX17.17amended
Update on the St. Lawrence Centre for the Arts Redevelopment Project
At its meeting on September 12, 2024, Board of Directors of TO Live considered Item CT11.2 and made recommendations to City Council. Summary from the report (August 28, 2024) from the President and Chief Executive Officer, TO Live: The purpose of this report is to provide an update on the redevelopment of the St. Lawrence Centre for the Arts ("STLC") project, as directed by the Board of Directors of TO Live (Item CT9.9) and City Council (Item CC15.1), on the refined project cost estimates upon completion of a schematic design with appropriate Class Estimates and status on the financing strategies. Included in this report is information regarding the completion of the schematic design phase and associated Class D estimate, with project management and oversight from Corporate Real Estate Management (CREM), as well as TO Live's fundraising strategy and the established project stage gate process. This report seeks approval from the TO Live Board and City Council to progress from the schematic design phase into the detailed design phase. Included in the detailed report will be: 1. Recommendations for approval 2. Financial Impact outlining costs for the associated Stage Gate 3. Decision History 4. Background: a) About TO Live b) About the STLC c) Process Outline (How we got here) d) Stage Gate Process Outline e) Schematic Design Phase Process; cost estimates, valuation and cost management f) Design Development Phase Progress Outline g) Major Design Milestones h) Funding Model i) Next Steps Confidential Attachment: Funding Update.
The Executive Committee recommends that: 1. City Council advise the Board of Directors of TO Live that the St. Lawrence Centre for the Arts Redevelopment Project will not proceed to the detailed design phase. 2. City Council direct the Chief Financial Officer and Treasurer to include funding in the 2025 Budget for the Mayor's consideration, that will enable TO Live to fully address the State of Good Repair and accessibility requirements at the St. Lawrence Centre for the Arts, to be informed by the Building Condition Assessment once completed. 3. City Council direct that Confidential Attachment 1 to the report (September 6, 2024) from the President and Chief Executive Officer, TO Live, remain confidential in its entirety as it contains financial information supplied in confidence to the Board of Directors of TO Live which, if disclosed, could reasonably be expected to significantly prejudice the competitive position, or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.
Staff recommendation as filed
The Board of Directors of TO Live recommends that: 1. City Council request the Board of Directors of TO Live to direct the President and Chief Executive Officer, TO Live, in consultation with the Executive Director, Corporate Real Estate Management and the Executive Director, Financial Planning: a. to proceed with the detailed design phase, in accordance with the established stage gate process as outlined in this report page 9 and page 10 entitled Stage Gate Process, and b. to amend the 2024-2033 Capital Budget and Plan for TO Live to reallocate $8.779 million in funding commitment from the remaining cash flow funding originally intended for state of good repair to advance the Detailed Design phase. 2. City Council direct that Confidential Attachment 1 to the report (September 6, 2024) from the President and Chief Executive Officer remain confidential in its entirety because it contains financial information supplied in confidence to the Board of Directors of TO Live which, if disclosed, could reasonably be expected to significantly prejudice the competitive position, or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization..
EX17.18adopted
Establishing a Labour Relations Subcommittee
As the City prepares for collective bargaining, I recommend that the Executive Committee establish a subcommittee to provide direction to the City's bargaining teams. Establishing a subcommittee will allow direction and mandates to be provided quickly, and for City officials to be able to provide updates and receive further direction as the bargaining process requires.
The Executive Committee: 1. Established a Labour Relations Subcommittee as follows: a. the mandate of the Labour Relations Subcommittee is to provide direction and bargaining mandates to the City's bargaining teams in negotiating collective agreements relating to the City. b. the responsibilities of the Labour Relations Subcommittee are to: 1. to consider updates on the progress of collective bargaining; and 2. to provide direction and bargaining mandates to the City's bargaining teams in negotiating agreements relating to the City; c. the Labour Relations Subcommittee consists of 3 members of the Executive Committee; and d. the Labour Relations Subcommittee makes recommendations to the Executive Committee on matters requiring a final decision by City Council. 2. Appointed the following Members of the Executive Committee to the Labour Relations Subcommittee: Councillor Shelley Carroll, as Chair Deputy Mayor Ausma Malik, as Vice Chair Deputy Mayor Mike Colle
Staff recommendation as filed
That the Executive Committee: 1. Establish a Labour Relations Subcommittee as follows: a. the mandate of the Labour Relations Subcommittee is to provide direction and bargaining mandates to the City's bargaining teams in negotiating collective agreements relating to the City. b. the responsibilities of the Labour Relations Subcommittee are to: 1. to consider updates on the progress of collective bargaining; and 2. to provide direction and bargaining mandates to the City's bargaining teams in negotiating agreements relating to the City; c. the Labour Relations Subcommittee consists of 3 members of the Executive Committee; and d. the Labour Relations Subcommittee makes recommendations to the Executive Committee on matters requiring a final decision by City Council. 2. Appoint the following Members of the Executive Committee to the Labour Relations Subcommittee: Councillor Shelley Carroll, as Chair Deputy Mayor Ausma Malik, as Vice Chair Deputy Mayor Mike Colle