Executive Committee
The full agenda, as filed
All 17 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.
EX18.1amended
Surface Transit Network Plan Update
The purpose of this report is to provide an update on the draft Surface Transit Network Plan (STNP) and seek Council feedback and endorsement on the proposal for conducting public consultation on the draft STNP. Following this consultation, the final STNP will come forward to Executive Committee and City Council for approval in June 2021. In 2018 Transportation Services Division, City Planning Division and the Toronto Transit Commission (TTC) jointly initiated the Surface Transit Network Implementation Study (STNIS) through a consulting assignment. The study aims to provide a roadmap of policies, governance, evaluation and prioritization along with an actionable implementation plan - the Surface Transit Network Plan (STNP) - for enhancing surface transit priority across the City. In 2019, TTC launched its "5-Year Service Plan and 10-Year Outlook" (The Plan), which identified opportunities to improve its service in 2020-2024 and beyond. One key principle of The Plan - "Prioritize Surface Transit" - overlaps with STNIS. The STNP brings these two initiatives together to form a consolidated program for delivering surface transit projects in the City of Toronto over the short and long term. The objectives of the STNP are to: Develop a framework for evaluating and prioritizing all surface transit priority corridors identified in the City's Official Plan Map 5 and the TTC's 5-Year Service Plan and 10-Year Outlook; Identify new opportunities for enhanced surface transit priority corridors not identified in the City's Official Plan; Set out public and stakeholder consultations to align the findings from STNIS with community needs and priorities; and, Develop an implementation program and funding framework for the top-20 corridors. The Surface Transit Network Plan aims to create a comprehensive network of surface transit priority corridors along arterial roads through the use of tools such as reserved lanes, intersection and signal improvements and customer comfort improvements at transit stops to provide priority to public transit in the City's road network. Transit priority corridors have been assessed based on five criteria: Existing Transit Ridership, Equity, Connectivity to Higher Order Transit, Population and Employment Growth, and Ease of Implementation. Corridors with higher cumulative scores will be considered for the implementation program. The evaluation and prioritization process, findings and recommendations from STNIS will be the starting point to guide and plan for future environmental assessments and engineering studies. Following public consultation, and as part of the report seeking City Council approval of the final STNP, a 2021-2024 implementation program will be developed to bring forward specific surface transit priority projects for subsequent Council approval. A three-year project cycle is envisioned for each set of projects: Year 1 - Engineering studies of two corridors; alternatives analysis Year 2 - Detailed design and public consultations Year 3 - Council approval and project delivery The proposed public consultation plan would involve two rounds of consultations for each community district. The first round consists of plan presentation and solicitation of community input on the draft plan. City/TTC staff will incorporate input and revise the plan accordingly to report back to the public in the second round of consultations, then will bring forward recommendations for plan implementation to Council.
The Executive Committee recommends that: 1. City Council authorize the General Manager, Transportation Services to use the draft Surface Transit Network Plan as detailed in Attachment 2 to the report (November 3, 2020) from the General Manager, Transportation Services as the basis for initiating local Councillor briefings and community consultations. 2. City Council direct the General Manager, Transportation Services to bring the consultation plan for the Surface Transit Network Plan to the Executive Committee in the first quarter of 2021, such consultation plan should include: a. options for local Councillors to request an additional consultation meeting; b. presentations on the impact to traffic times, using pre-covid traffic, arising from the proposed changes; c. consultation through multiple media including in person if possible (consideration of bus stop consultation); and d. notice of consultations issued to all residents within 500 metres of the route where transit priority improvements are proposed. 3. City Council direct the General Manager, Transportation Services, when consulting on the Surface Transit Network plan, to consider options which increase the speed and reliability of transit vehicles on routes that do not include removing lanes of traffic such as transit signal priority at intersections, Advanced Transit Signal Priority Systems, right turn lanes, HOV lanes, bus queue jump and receiving lanes, and transit-only turn lanes. 4. City Council direct the General Manager, Transportation Services to analyze impacts of proposed road designs including travel speed, modal splits, pedestrian and cycling safety, and traffic change impact analysis, and present the results during public consultations for full transparency with residents. 5. City Council request the General Manager, Transportation Service to report on the additional transit users who will be expected to take the TTC and get out of their cars as a result of the implementation of the Surface Transit Network Implementation Study in each district.
Staff recommendation as filed
The General Manager, Transportation Services recommends that: 1. City Council authorize the General Manager, Transportation Services to use the draft Surface Transit Network Plan as detailed in Attachment 2 as the basis for initiating local Councillor briefings and community consultations.
EX18.2amended
ModernTO - Workplace Modernization Program Business Case and Implementation Plan Update
The purpose of this report is to provide City Council with an update on one of ModernTO key transformation initiatives, the Workplace Modernization Program ("the Program"), currently focused on the City's office portfolio. A report with final recommendations for the proposed visions for the eight unlocked properties will be brought to CreateTO Board and City Council in the second quarter of 2021. The investment required for the Program implementation will be included in the capital request through the 2021 annual budget process for Council consideration. The COVID-19 pandemic has had a significant impact on the Program, acting as a catalyst for change and accelerating the transition toward remote working. This resulted in further optimization of the office portfolio and reduction in the City's office footprint from what was presented to City Council in October 2019. Over the past year staff completed due diligence to review and validate implementation costs, potential savings, and employee and functional information from in-scope Divisions, Agencies and Corporations. The work completed to date confirmed that the Program can consolidate the 14,900 office employees from City Divisions, Agencies and Corporations in 15 locations from the current 55 leased-in and City-owned locations, reducing the City office floor area by 1 million square feet or 33 percent (compared to 750,000 square feet or 25 percent of portfolio projected in 2019). The Program will generate annual savings of $30.5 million from operating costs and reduction of the City's State of Good Repair ("SOGR") obligations. This represents savings of $2,100 per year per employee in workplace accommodation costs, and an annual return on investment of 12 percent. To achieve these outcomes, an investment of $225 million is required to renovate primary office facilities in order to make the office environment more efficient and to invest in key business transformation, which will enable the relocation of staff from leased and owned office locations. Once the Program is fully implemented, it will free up eight properties, generating an estimated $450 million in land value (subject to market conditions) that can be leveraged for city building purposes, including housing, and community and environmental initiatives. The Program is aligned with the City's efforts to modernize government and will bring additional benefits to the City including smaller environmental impacts and reduction in the City's greenhouse gas emissions ("GHG"), improved talent attraction and retention, better employee engagement and opportunities to provide additional accessible public and community space on the ground floor of the Civic Centres. The focus on employee mobility and the redistribution of office capacity outside of the downtown core, and in particular to Etobicoke and Scarborough, will also reduce commute times and frequency, contributing to the reduction in GHG emissions as well as improved work-life balance for employees. The Program will deliver modernized City office space that support increased occupancy and space utilization. The new workplace design will fundamentally change the city's office environment from one primarily filled with dedicated individual work spaces into a collaborative environment with a range of unassigned work spaces. Overall employee mobility will increase, and most employees will have the ability to allocate a portion of their work time to working remotely, at home or from a satellite City office location. The Program is supported by business process transformation to enable a resilient and safe workplace that will position the City well to meet the demands of a productive workforce in the future, as well as provide the flexibility to respond better to future emergencies, like the COVID-19 pandemic. This transformation will support employees in the new workplace with the appropriate tools, policies and technologies to be mobile, connected and engaged. The next steps is to procure services from the right partners to work closely with the City to support the detailed design and pre-construction preparatory work that will proceed in 2021. Renovation of the primary office locations are scheduled to take place between 2021 and 2026. Additionally, 2021 will see the completion of the public engagement process and the completion of a report on final recommendations for the proposed visions for the eight unlocked properties, with the expectation that these sites will be unlocked for new City building opportunities between 2021 and 2026.
The Executive Committee: 1. Received the report (November 3, 2020) from the Deputy City Manager, Corporate Services for information. 2. Requested the City Clerk to forward a copy of the Item to the CreateTO Board of Directors for information.
Staff recommendation as filed
The Deputy City Manager, Corporate Services, recommends that: 1. Executive Committee receive this report for information.
EX18.3amended
Update on Metrolinx Transit Expansion Projects - Fourth Quarter 2020
The purpose of this report is to provide an update on two Metrolinx Bus Rapid Transit (BRT) projects. This report also responds to several City Council directives related to Metrolinx's Ontario Line (which is part of the Province's Subway Program) and the Metrolinx GO Expansion Program. Over the past several years, City and TTC staff have worked with Metrolinx and neighbouring municipalities on two regional BRT projects: Durham-Scarborough BRT and Dundas BRT. The projects are consistent with TTC and Council direction aimed at improving surface transit. The planning of the BRT projects, including the Transit Project Assessment Processes (TPAPs) and business case analysis, is funded by Metrolinx. As directed by City Council in 2020.EX16.5, this report also provides information on various aspects of the Ontario Line, focusing specifically on the portion between the Don Yard and Gerrard, including information on the Environmental Assessment (EA) process, public consultation and engagement, noise and vibration, impacts on parks and an update on a road operations study, among other topics. Finally, this report includes a section on Metrolinx's proposed Don Valley Layover Facility, as directed by City Council in 2020.EX16.4.
The Executive Committee recommends that: 1. City Council direct the Chief Planner and Executive Director, City Planning and the Executive Director, Transit Expansion Office to work with Metrolinx on the Durham-Scarborough Bus Rapid Transit project to identify and evaluate design alternatives that would minimize and mitigate impacts to the neighbourhood areas on Ellesmere Road between Military Trail and Kingston Road. 2. City Council direct the Chief Planner and Executive Director, City Planning and the Executive Director, Transit Expansion Office to report back with the final recommended design for the Durham-Scarborough Bus Rapid Transit project prior to the completion of Transit Project Assessment Process. 3. City Council request Metrolinx to consult with the Mayor's Office and local Toronto City Councillors prior to alterations of roadways, issuance of notices to local residents, or commencement of negotiations with private developers for transit oriented developments. 4. City Council forward this report to the Toronto Transit Commission Board for its information.
Staff recommendation as filed
The Chief Planner and Executive Director, City Planning and the Executive Director, Transit Expansion Office recommend that: 1. City Council direct the Chief Planner and Executive Director, City Planning and the Executive Director, Transit Expansion Office to work with Metrolinx on the Durham-Scarborough Bus Rapid Transit project to identify and evaluate design alternatives that would minimize and mitigate impacts to the neighbourhood areas on Ellesmere Road between Military Trail and Kingston Road. 2. City Council direct the Chief Planner and Executive Director, City Planning and the Executive Director, Transit Expansion Office to report back with the final recommended design for the Durham-Scarborough Bus Rapid Transit project prior to the completion of Transit Project Assessment Process. 3. City Council forward this report to the Toronto Transit Commission Board for its information.
EX18.4adopted
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 received the report (October 6, 2020) from the General Manager, Transportation Services for information.
Staff recommendation as filed
The General Manager, Transportation Services recommends that: 1. The Executive Committee receive this report for information.
EX18.5adopted
Property Taxes: 2021 Interim Levy By-Law
This report requests Council authority to adopt the necessary by-law to levy interim property taxes for all property classes for 2021 and to prescribe applicable interim bill payment due dates. The 2021 interim levy will raise approximately $2.3 billion for City purposes, and will provide for the cash requirements of the City until such time as the 2021 Operating Budget and 2021 final property tax levy are approved by Council.
The Executive Committee recommends that: 1. City Council authorize that the 2021 interim levy for all property classes be based on 50 percent of the total 2020 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2020 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) installment pre-authorized tax payment plan be: February 16, March 15, April 15, May 17 and June 15, 2021; b. the interim bill payment due date for the two (2) installment pre-authorized tax payment plan be March 1, 2021; and c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 1, April 1 and May 3, 2021. 4. City Council authorize the introduction of the necessary Bill in City Council on November 25 and 26, 2020, providing for the levy and collection of the 2021 interim taxes prior to the adoption of the estimates for 2021, which By-law, when enacted, will be effective as of January 1, 2021.
Staff recommendation as filed
The Controller recommends that: 1. City Council authorize that the 2021 interim levy for all property classes be based on 50 per cent of the total 2020 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2020 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) installment pre-authorized tax payment plan be: February 16, March 15, April 15, May 17, and June 15, 2021; b. the interim bill payment due date for the two (2) installment pre-authorized tax payment plan be March 1, 2021; c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 1, April 1, and May 3, 2021. 4. City Council grant authority to introduce the necessary bill in Council on November 25 and 26, 2020, providing for the levy and collection of the 2021 interim taxes prior to the adoption of the estimates for 2021, which by-law, when enacted, will be effective as of January 1, 2021.
EX18.6adopted
The purpose of this report is to describe and seek approval of the Data for Equity Strategy. The proposed strategy responds to several Council directions regarding disaggregated data[1] from 2017 to 2020 and builds on the recent Toronto Public Health experience of collecting and analyzing socio-demographic data related to COVID-19 cases in Toronto. The Data for Equity Strategy will support City divisions to collect, analyze, report and apply disaggregated population and place-based data[2] to inform program planning and service delivery in support of the City's equity and prosperity[3] goals. The Data for Equity Strategy includes a goal, objectives, guiding principles and guidelines on how City programs and services should collect, manage and share data that is broken down by socio-demographic groups such as Indigenous communities, racialized groups, gender identities, and neighbourhoods. It also proposes pilot projects and a phased implementation approach. The Strategy advises that socio-demographic data collection should be voluntary except where required for program eligibility. It is also consistent with the City's Access to City Services for Undocumented Torontonians[4] policy. The Strategy will enable the provision of excellent service and advancement of equity and inclusion strategies by the City of Toronto by supporting the collection of socio-demographic data and use of disaggregated data to identify equity and prosperity goals, monitor progress, and assess impacts. Section 8 of the City of Toronto Act, 2006 provides the City with a broad authority to provide necessary or desirable services or things to the public. The Data for Equity Strategy aligns with other City of Toronto equity initiatives and allows for a City program to collect, use, analyze and report socio-demographic and disaggregated data in an appropriate manner for the purposes of identifying and addressing inequities in City services for the public's benefit.
The Executive Committee recommends that: 1. City Council approve the Data for Equity Strategy as outlined in Attachment 1 to the report (October 29, 2020) from the Executive Director, Social Development, Finance and Administration, the Chief People Officer, the Chief Technology Officer and the Director, Indigenous Affairs Office, including authorizing the collection, use, sharing, analysis, and reporting of socio-demographic and disaggregated data in accordance with the Data for Equity Strategy as contained in Attachment 1 and the Data for Equity Guidelines contained in Attachment 7 to the report (October 29, 2020) from the Executive Director, Social Development, Finance and Administration, the Chief People Officer, the Chief Technology Officer and the Director, Indigenous Affairs Office. 2. City Council express its support for establishing a Data for Equity Unit in 2021 and acknowledge the intention of the City Manager to request $314,252.84 gross and net for the establishment of a Data for Equity Unit with four permanent full-time staff positions within the People and Equity Division and $75,000 gross and net for Indigenous community consultations and program support, for a total of $389,252.84 gross and net in the City Manager's Office 2021 Budget Submission for consideration as part of the 2021 Operating Budget process. 3. City Council request the City Manager to submit funding applications, as appropriate, to Federal and Provincial Governments, to non-profit organizations and to private sector organizations to support the establishment and work of the Data for Equity Unit, and City Council authorize the City Manager to enter into such agreements in a form satisfactory to the City Manager and the City Solicitor. 4. City Council direct the General Manager, Children's Services, the Executive Director, Social Development, Finance and Administration and the General Manager, Toronto Employment and Social Services, and request the Medical Officer of Health, upon establishment of Data for Equity Unit in 2021, to develop, implement and evaluate the Phase One pilot projects and provide relevant findings to be included in a progress report to the Executive Committee in the first quarter of 2023. 5. City Council direct the Chief People Officer to make the Data for Equity Guidelines publicly available to help support shared equity priorities and promote consistent approaches across sectors, including community organizations. 6. City Council direct the Chief Technology Officer and the City Clerk to include an update on the alignment of the Data for Equity Strategy with the Digital Infrastructure Plan, Open Data Master Plan, and Information Management Policies and Guidelines in the Digital Infrastructure Plan progress report to the Executive Committee in the third quarter of 2021. 7. City Council direct the Chief People Officer to report to the Executive Committee in first quarter of 2023 with key findings from Phase One of the Data for Equity Strategy including recommendations for implementation of Phase Two of the Strategy.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration, the Chief People Officer, the Chief Technology Officer and the Director, Indigenous Affairs Office recommend that: 1. City Council approve the Data for Equity Strategy as outlined in Attachment 1, including authorizing the collection, use, sharing, analysis, and reporting of socio-demographic and disaggregated data in accordance with the Data for Equity Strategy as contained in Attachment 1 and the Data for Equity Guidelines contained in Attachment 7 to this report. 2. City Council express its support for establishing a Data for Equity Unit in 2021 and acknowledge the intention of the City Manager to request $314,252.84 gross and net for the establishment of a Data for Equity Unit with four permanent full-time staff positions within the People and Equity Division and $75,000 gross and net for Indigenous community consultations and program support, for a total of $389,252.84 gross and net in the City Manager's Office 2021 Budget Submission for consideration as part of the 2021 Operating Budget process. 3. City Council request the City Manager to submit funding applications, as appropriate, to federal and provincial governments, to non-profit organizations and to private sector organizations to support the establishment and work of the Data for Equity Unit, and authorize the City Manager to enter into such agreements in a form satisfactory to the City Manager and City Solicitor. 4. City Council direct the General Manager, Children's Services, Executive Director, Social Development, Finance and Administration, and General Manager, Toronto Employment and Social Services and request the Medical Officer of Health to, upon establishment of Data for Equity Unit in 2021, develop, implement and evaluate the Phase One pilot projects and provide relevant findings to be included in a progress report to the Executive Committee in Q1 of 2023. 5. City Council direct the Chief People Officer, People and Equity Division to make the Data for Equity Guidelines publicly available to help support shared equity priorities and promote consistent approaches across sectors, including community organizations. 6. City Council direct the Chief Technology Officer and City Clerk to include an update on the alignment of the Data for Equity Strategy with the Digital Infrastructure Plan, Open Data Master Plan, and Information Management Policies and Guidelines, in the Digital Infrastructure Plan progress report to Executive Committee in Q3 of 2021. 7. City Council direct the Chief People Officer to report to Executive Committee in Q1 of 2023 with key findings from Phase One of the Data for Equity Strategy including recommendations for implementation of Phase Two of the Strategy.
EX18.7adopted
Proactive Response to Support Indigenous Children, Youth, and Families in Crisis
At the invitation of the Indigenous Affairs Office, a community member will provide a presentation on the Proactive Response to Support Indigenous Children, Youth, and Families in Crisis, including a discussion on creating after-hours Indigenous children and youth mobile crisis response team.
The Executive Committee: 1. Requested the Director, Indigenous Affairs Office to report back to the next meeting of the Aboriginal Affairs Advisory Committee on how to foster better dialogue between Toronto divisions, agencies and committees, and Toronto's Indigenous communities.
Staff recommendation as filed
The Aboriginal Affairs Advisory Committee recommends that: 1. The Executive Committee request the Director, Indigenous Affairs Office, to report back to the next meeting of the Aboriginal Affairs Advisory Committee on how to foster better dialogue between Toronto divisions, agencies and committees, and Toronto's Indigenous communities.
EX18.8adopted
Indigenous Community Safety and Mental Health Responses in Toronto
Within the context of current discussions related to persistent structural racism within police service nationally and discussions about the reallocation of funds to enable community responses, we, as the Co-Chairs of the Aboriginal Affairs Advisory Committee, would like to table a discussion on possibilities for Indigenous community safety and mental health responses in Toronto. We recognize that a variety of programs and responses may be necessary to improve community safety and responses to mental health concerns for Indigenous communities across Toronto. We would like to have a discussion with the Committee and receive presentations from organizations working with Indigenous communities to develop pilots, programs, and/or other potential responses. We would also like to have a presentation from the Indigenous Affairs Office on how it will support the Committee to work with City staff and City Council to identify the resources necessary to fund Indigenous-led responses to community safety and mental health in Toronto.
The Executive Committee recommends that: 1. City Council request the Director, Indigenous Affairs Office to work with the Chief Financial Officer and Treasurer and other relevant City staff and divisions, and report to the Aboriginal Affairs Advisory Committee at its next meeting on a process to identify funding needs and sources to fund Indigenous-led responses to community safety and mental health in Toronto.
Staff recommendation as filed
The Aboriginal Affairs Advisory Committee recommends to the Executive Committee that: 1. City Council request the Director, Indigenous Affairs Office, to work with the Chief Financial Officer and Treasurer and other relevant City staff and divisions, and report to the Aboriginal Affairs Advisory Committee at its next meeting on a process to identify funding needs and sources to fund Indigenous-led responses to community safety and mental health in Toronto.
EX18.9adopted
Waterfront Neighbourhood Centre Revised Records Retention Schedule Report
This report requests approval from Toronto City Council for a revised records retention schedule for records owned by and in the custody and control of Waterfront Neighbourhood Centre. These revisions reflect the change from Toronto Municipal Code Chapter 217 (City) to Toronto Municipal Code Chapter 219 (Local Boards) as was required by City of Toronto Corporate Information Management Services. Highlights of the changes include formatting to be consistent with the City of Toronto's records retention schedule layout, changes to administrative responsibility to reflect Waterfront Neighbourhood Centre's organizational structure, the addition of categories, and the elimination of categories that are unrelated to the operation of Waterfront Neighbourhood Centre to improve clarity and efficiency of the organization of records.
The Executive Committee recommends that: 1. City Council approve the revised record schedule of the agency as set out in Attachment 1 to the report (November 2, 2020) from the Executive Director, Waterfront Neighbourhood Centre.
Staff recommendation as filed
The Executive Director, Waterfront Neighbourhood Centre recommends that: 1. City Council approve the revised record schedule of the agency as set out in Attachment 1 to this report.
EX18.10amended
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: 1. Requested the Executive Director, Social Development, Finance and Administration to report back by the first quarter of 2021 on a plan to incorporate the following Poverty Reduction Recommendations that were not included in the City Council adopted 2015-2018 Poverty Reduction Strategy Action Plan in future Poverty Reduction Strategy iterations: 5. Identify based on existing studies medical conditions that are prevalent in low income or racialized groups and identify "code blue" strategies that can be implemented on a local basis for early detection, education and medical intervention, including EMS and fire response to heart attacks and strokes; and 8. Create or designate and furnish quiet work spaces in Toronto Community Housing buildings for students to do their homework and/or distance education. The program could include a mentoring and/or volunteer tutoring program for at risk youth in TCHC buildings with the local high school and universities.
EX18.11forwarded without recommendation
Preserving Ranked Ballot Elections
On October 20, 2020, the Provincial government tabled Bill 218, Supporting Ontario's Recovery and Municipal Elections Act, 2020. This Bill revokes the framework in place as part of the Municipal Elections Act to allow municipalities to elect Council members using ranked ballots. As the level of government that most directly interacts with residents everyday lives, municipalities are best positioned to decide whether ranked ballots make sense in their jurisdiction. Several Ontario municipalities have already completed significant work to proceed with ranked ballots. The Government of Ontario should respect that work and the will of those people and their elected representatives. In Toronto, Council has voted several times on the matter of ranked choice voting, most recently, to proceed with the consultations required under the current framework for the use of ranked ballots for the 2026 election. The rationale that ranked ballots will interfere with the recovery from the COVID-19 pandemic surely does not apply.
The Executive Committee submits the Item to City Council without recommendation.
Staff recommendation as filed
Councillor Shelley Carroll, seconded by Councillor Joe Cressy, recommends that: 1. City Council request the Government of Ontario to withdraw its amendment to the Municipal Elections Act as it relates to ranked ballot elections.
EX18.12amended
Manual for Stewardship in Public Ravines and Natural Areas
The health of Toronto's ravines and natural areas has been declining, suffering under the pressures of invasive species, climate change, overuse by people, land development including public infrastructure, and excessive amounts of litter. Ravine health is now at an ecological tipping point. The City and the TRCA have a number of strategy documents that commit to addressing ravine health, including: Toronto Ravine Strategy Toronto Pollinator Protection Strategy Toronto's Biodiversity Strategy TRCA Living City Report Cards Each of these strategies calls for Toronto's citizens to have an expanded role in taking action to restore the health of our ravines and natural areas. The City, alone, is not equipped to handle the threats of invasive plants, improving biodiversity and litter. Existing Community Stewardship Programs don't have the scope to support the needed work. Toronto City Council passed several motions on January 29th, 2020, that addressed ravine strategy implementation. In Motion 14, City Council directed the creation of: a. natural-areas stewardship programs to deal with invasive species that will permit qualified volunteers to lead volunteer groups without City supervision; b. a user-friendly and cost-effective protocol that will support and encourage citizen volunteer engagement in both ravine clean-up and stewardship to help restore the City's ravines and other natural areas; Additional motions were passed to address the role of schools and youth in helping Toronto's natural environment. Stewardship of Toronto's natural areas aligns well with other specific City initiatives, such as Live Green Toronto, in TORavines, Clean Toronto Together, Youth equity progams, Resilience Strategy, etc. This manual supports the implementation of the Council motions by describing the activities that stewards will undertake (litter cleanup, invasive plant removal, native species planting, monitoring) and by defining two programs for independent stewardship (Adopt-a-Patch and Pop-Up Events). These programs will be led by volunteer stewards who have completed a Lead Steward training program, instructed by experts and professionals in ecological restoration. A web enabled portal is being developed to support recruitment and registration of stewards for stewardship events. This portal will be hosted on the University of Toronto, Daniels Faculty's Forestry web site. This stewardship initiative is premised on the General Manager of Parks, Forestry and Recreation providing a comprehensive permit to allow Lead Stewards to supervise groups of stewards in performing the activities described in the manual.
The Executive Committee recommends that: 1. City Council direct the General Manager, Parks, Forestry and Recreation to review the Manual for Stewardship in Public Ravines and Natural Areas, and after consultation with Manual authors, report back to the Executive Committee by the second quarter of 2021 on how this Manual can be implemented as the template for expanding ravine and natural areas stewardship in Toronto without City supervision. 2. City Council request the General Manager, Parks, Forestry and Recreation to report back to the Executive Committee by the second quarter of 2021 on the following: a. does the City have staff to administer the by-laws or future by-laws in regards to Section 3, Regulatory Context of the Manual; b. the action that will be taken to ensure the community groups stay on task with the same projects in regard to Section 4, Stewardship Programs, of the Manual as coordination with all community groups will be necessary and difficult; c. providing further attention and clarity with respect to Litter Removal regulations in Section 5, Stewardship Activities, of the Manual to avoid volunteers damaging native plants; d. whether the nylon fencing in Section 5.3, Litter Prevention and Control, of the Manual will be well received by residents for wildlife, as the fencing prohibits animals to move around and some may not like the aesthetics; e. the requirement for a budget for continuous training in Section 7, Training, of the Manual as the turnover for volunteer Stewards is eminent and ongoing training will be required; f. separating out Section 8, Best Management Practices for Ecological Restoration, of the Manual as this section does not address Stewardship but with deals with maintenance and a "how to" on ravine management; g. clarifying the term "Native Plant", as with climate change, we have an abundance of plants migrating north into southern Ontario and will these plants eventually become part of our native collection; h, how will the management of invasive plants be monitored and will the plants on the invasive shift to native in time, as invasive plants have presented problems with some residents doing their best to dispose of them, for example "dog weed plants", and some are using the weed to cover their fences creating additional spread; i. how many stewards are projected to be needed and how will they be managed to ensure an distribution across the ravine network; j. as each area of the City would need its own managers of stewards, will the City commit to this layer of management; k. will the lead for this program be the City's Park, Forestry and Recreation Division or will the Toronto and Region Conservation Authority be responsible; l. the communication strategy with property owners abutting the ravine lands as well as the local community associations, Friends groups and other stakeholders, as many may not support having volunteers in the ravine areas surrounding their homes; homeowners are accustomed to having Toronto and Region Conservation Authority staff addressing the area by spraying chemicals, planting in areas that may flood; on occasions some of the planting surpasses the property line and takes place on private property; and as these individuals are part of an organization, residents feel comfortable, and having volunteer stewards is a different matter which will require advanced notice and planning if agreed by the property owners, as many residents have been living in these homes for over 25 years and have been maintaining the ravine area behind their homes; and m. including in the Manual: 1. a description of the management that will be required for the program to succeed; 2. a budget for program or seed funding; 3. a budget to train Stewards; 4. how the number of volunteers per activity will be sustained or achieved; and 5. a staff budget to find the necessary stewards and volunteers.
Staff recommendation as filed
Councillor James Pasternak recommends that: 1. City Council direct the General Manager, Parks, Forestry and Recreation to review the Manual for Stewardship in Public Ravines and Natural Areas, and after consultation with Manual authors, report back to the Executive Committee in January 2021 on how this Manual can be implemented as the template for expanding ravine and natural areas stewardship in Toronto without City supervision.
EX18.13adopted
Transportation Services 2020 Capital Budget and 2020-2029 Adjustments
This report requests City Council authority to amend the Transportation Services Approved 2020 Capital Budget and 2021-2029 Capital Plan by reallocating cash flows within the ten year Capital Plan. These reallocations will have a zero budget impact to the Transportation Services Approved 2020-2029 Capital Budget and Plan and will align program requirements and project delivery schedules resulting in improved spending rates.
The Executive Committee recommends that: 1. City Council amend the Approved 2020-2029 Capital Budget and Plan for Transportation Services to reallocate cash flows in the amount of $107.765 million gross to 2020 from 2021 and beyond, with a zero overall impact to the approved ten year budget and plan, as described in Attachment 1 to the report (September 28, 2020) from the General Manager, Transportation Services.
Staff recommendation as filed
The Budget Committee recommends that: 1. City Council amend the Transportation Services Approved 2020-2029 Capital Budget and Plan to reallocate cash flows in the amount of $107.765 million gross to 2020 from 2021 and beyond, with a zero overall impact to the approved ten year budget and plan, as described in Attachment 1 to the report (September 28, 2020) from the General Manager, Transportation Services.
EX18.14adopted
Arena Boards of Management 2018 Operating Surpluses / Deficits Settlement
This report recommends settlements with the eight Arena Boards of Management (Arenas) of their 2018 cash-based operating surpluses and deficits for the year ended December 31, 2018, with operating surpluses payable to the City and operating deficits funded by the City upon Council's approval. City Staff report annually on the Arena Boards operating surpluses and deficits once their respective Boards financial statements have been audited and approved by City Council. While normally the prior year end settlement reports for both Association of Community Centres and Arena Boards are submitted together to Council in the following year, the 2018 Settlement reports were delayed due to delays in completing the 2018 audits, and further delayed by the impact of COVID-19 on the City's priorities.
The Executive Committee recommends that: 1. City Council direct that the 2018 operating surpluses totaling $86,659 from three Arenas (Forest Hill Memorial, North Toronto Memorial and Ted Reeve) be paid to the City of Toronto and be used, in part, to fund the cumulative operating deficit of $183,074 for four Arenas (George Bell, William H. Bolton, McCormick Playground, and Moss Park), resulting in a net operating deficit of $96,415 to be funded by the City, as described in Appendix A, column (g), to the report (September 24, 2020) from the Chief Financial Officer and Treasurer. 2. City Council direct that the excess of $100,143 between the funding provision in the 2018 Final Year-End Operating Budget Variance report of $196,558 and the $96,415 required to settle the actual 2018 deficits be applied to the 2019 Final Year-End Operating Budget variance for the Arena Boards, as shown in Appendix A - 2018 Program Summary attached to the report (September 24, 2020) from the Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Budget Committee recommends that: 1. City Council direct that the 2018 operating surpluses totaling $86,659 from three Arenas (Forest Hill Memorial, North Toronto Memorial and Ted Reeve) be paid to the City of Toronto and be used, in part, to fund the cumulative operating deficit of $183,074 for four Arenas (George Bell, William H. Bolton, McCormick Playground, and Moss Park), resulting in a net operating deficit of $96,415 to be funded by the City, as described in Appendix A, column (g), to the report (September 24, 2020) from the Chief Financial Officer and Treasurer. 2. City Council direct that the excess of $100,143 between the funding provision in the 2018 Final Year-End Operating Budget Variance report of $196,558 and the $96,415 required to settle the actual 2018 deficits be applied to the 2019 Final Year-End Operating Budget variance for the Arena Boards, as shown in the attached Appendix A - 2018 Program Summary, as attached to the report (September 24, 2020) from the Chief Financial Officer and Treasurer.
EX18.15adopted
Association of Community Centres Settlement of Operating Results for Year Ended 2018
This report recommends settlement with the 10 Community Centres (Association of Community Centres or AOCCs) on their Core Administration Operations for 2018 based on audited financial results. While normally the prior year end settlement reports for both Association of Community Centres and Arena Boards are submitted together to Council in the following year, the 2018 Settlement reports were delayed due to delays in completing the 2018 audits, and further delayed by the impact of COVID-19 on the City's priorities.
The Executive Committee recommends that: 1. City Council direct that the 2018 operating surpluses totalling $87,469 from four Community Centres (Cecil Street Community Centre, Central Eglinton Community Centre, Eastview Neighbourhood Community Centre, and Swansea Town Hall Community Centre) be paid to the City of Toronto and be used to fund the cumulative operating deficit of $35,946 for five Community Centres (Applegrove Community Complex, Community Centre 55, Ralph Thornton Community Centre, Scadding Court Community Centre, and Waterfront Community Centre), resulting in a net operating surplus of $51,523 to be received by the City, as illustrated in Table II of the report (September 24, 2020) from the Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Budget Committee recommends that: 1. City Council direct that the 2018 operating surpluses totalling $87,469 from four Community Centres (Cecil Street Community Centre, Central Eglinton Community Centre, Eastview Neighbourhood Community Centre, and Swansea Town Hall Community Centre) be paid to the City of Toronto and be used to fund the cumulative operating deficit of $35,946 for five Community Centres (Applegrove Community Complex, Community Centre 55, Ralph Thornton Community Centre, Scadding Court Community Centre, and Waterfront Community Centre), resulting in a net operating surplus of $51,523 to be received by the City, as illustrated in Table II of the report (September 24, 2020) from the Chief Financial Officer and Treasurer.
EX18.16adopted
Voluntary Separation Program - Toronto Public Library
At its meeting on August 21, 2020, Toronto Public Library Board unanimously adopted the report (August 21, 2020) from the City Librarian on the Toronto Public Library - Voluntary Separation Program. The report is submitted, as requested by City Council, for consideration at the October 8, 2020 Budget Committee meeting and by Executive Committee on October 21, 2020. At the August 21, 2020 Toronto Public Library Board Special meeting, the following motion was unanimously adopted by the Board: That the Toronto Public Library Board: 1. Approve the implementation of a Voluntary Separation Program, which has the same terms and conditions as the City of Toronto Voluntary Separation Program, and will be extended to staff who are eligible for retirement with an unreduced pension to provide for: a. a lump-sum payment of one-month's salary per completed year of service to a maximum of three months; b. payment for ancillary vacation and sick leave; and c. a proposed departure date of no later than December 31, 2020. 2. If the Toronto Public Board approves the Voluntary Separation Program then this be reported to the City's Executive Committee through the Budget Committee.
The Executive Committee received the letter (October 8, 2020) from the Budget Committee for information.
Staff recommendation as filed
The Budget Committee recommends that: 1. The Executive Committee receive the item for information.
EX18.17adopted
Deer Park Library - Potential Turnover Agreement
At its meeting on June 22, 2020, Toronto Public Library Board considered the report (June 22, 2020) from the City Librarian on the Deer Park Library - Potential Turnover Agreement. The Board adopted the following motion: That the Toronto Public Library Board: 1. Approves the City Librarian to enter into negotiations with CreateTO and the Developer regarding a Turnover Agreement for 40 St. Clair Avenue East, subject to the following: a. a suitable replacement facility, in accordance with the Service Delivery Model and Branch Development Strategy, capable of delivering modern and improved library service as described in this report; b. Satisfactory resolution to the financial and operational issues that could arise from a redevelopment/relocation including: i. the potential loss of annual tenant net rental revenue; ii. the cost for relocating 17 staff to another Toronto Public Library property; and iii. a satisfactory facility occupancy agreement for the new library. c. On-going consultation and communication with the community, local Councillor, and other stakeholders regarding the potential redevelopment/relocation of the Deer Park library; d. Board approval for any negotiated Turnover Agreement. 2. Forwards this report to CreateTO and the City of Toronto requesting that excess funds from the development be directed towards addressing the Toronto Public Library state of good repair backlog subject to the cost of delivering other city building opportunities as may be identified through the public consultation process and discussions with the local Councillor. 3. Requests that the City recognize contribution to city building through maximizing the value of real estate holdings, when approving budget funding to address the Toronto Public Library serious and growing state of good repair backlog.
The Executive Committee recommends that: 1. City Council direct that excess funds from the development be directed towards addressing the Toronto Public Library state of good repair backlog, subject to the cost of delivering other City building opportunities as may be identified through the public consultation process and discussions with the local Councillor. 2. City Council recognize Toronto Public Library's contribution to City building through maximizing the value of real estate holdings, when approving budget funding to address Toronto Public Library's serious and growing state of good repair backlog.
Staff recommendation as filed
The Budget Committee recommends that: 1. City Council direct that excess funds from the development be directed towards addressing the Toronto Public Library state of good repair backlog, subject to the cost of delivering other city building opportunities as may be identified through the public consultation process and discussions with the local Councillor. 2. City Council recognize Toronto Public Library's contribution to City building through maximizing the value of real estate holdings, when approving budget funding to address Toronto Public Library's serious and growing state of good repair backlog.