Executive Committee
The full agenda, as filed
All 28 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.
Items 26 to 28 of 28Show 2550100all
EX19.26received
Guild Park and Gardens Revenue New Source
I am writing to express my support increase the Parks, Forestry, and Recreation Capital Budget as I believe that reinvesting the revenues generated from the Guild Inn Estates sublease back into Guild Park and Gardens is a sustainable approach to ensuring the long-term vitality of this cherished community asset. Guild Park and Gardens is a significant cultural and historical landmark that offers numerous benefits to our community, including: - Preservation of Heritage: The park preserves important historical buildings fragments and landscapes. - Environmental Stewardship: It provides essential green space and supports biodiversity. - Community Engagement: It hosts a variety of cultural events and educational programs. - Economic Benefits: It attracts visitors and contributes to local tourism through the Clark Centre for the Arts, Guild Inn Estates and Significant photography and park permits. By reinvesting the sublease revenues, we can: - Fund Critical Repairs and Improvements: Provides a dedicated funding source for future projects, including the construction of public washrooms, the implementation of Parks, Forestry, and Recreation's three-year plan for Guild Park's trails, gardens, and management, and the installation of wayfinding signage. - Arts Services - Public Art: Additional funding will accelerate plans to restore the log cabin, assess the Greek Theatre's structural integrity, remediate public art and architectural features, install surplus stones, and advance preparations for the Guild of All Arts' 100th-anniversary celebration. - Enhance Visitor Experience: Improving the performance and backstage facilities at the Greek Theatre to match contributions to future provincial and federal performance funding. - Protect Natural Environment: Invests in ecological restoration and conservation efforts by securing sustainable funding for increasingly popular urban parks. Thank you for your time and consideration in considering this recommendation as you develop the 2025 budget. By doing so, you will not only strengthen Guild Park and Gardens but also demonstrate a commitment to preserving our city's heritage and fostering vibrant public spaces.
The Executive Committee: 1. Received the Item for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council request the Mayor to consider as part of her development of the 2025 budget, increasing the Parks Forestry and Recreation Capital Budget to include the revenues generated from Guild Inn Estates sublease to be reinvested back into Guild Park and Gardens as a new source of long-term funding for site capital projects.
EX19.27adopted
311 Toronto - Framework for Reporting and Dashboards: Update
At its meeting on November 25, 2024, the Service Excellence Committee considered Item SE6.1 and made recommendations to the Executive Committee. Summary from the report (November 4, 2024) Report from the Interim Executive Director, Customer Experience: The purpose of this report is to provide an update to the Service Excellence Committee on work undertaken by the Customer Experience Division since May 2024. This work supports requests from the Committee to report back on a prototype report ward dashboard and to consider whether additional features could be added (e.g., multi-year data, predictive trends, etc.), where feasible. The Customer Experience Division has been working on the concept of ward dashboards since March 2024. Multiple options were considered and Customer Experience Division and Technology Services Division have determined that the City's existing 311 Business Intelligence reporting tool, is the best option to deliver Ward Dashboards. The 311 Business Intelligence tool has the required functionality to deliver the data Council members have requested be included in ward dashboards. The 311 Business Intelligence tool is preferred as it is a cost-effective solution that is already integrated with key systems. As 311 Business Intelligence is already used by the City, there is no additional cost to add data to this platform or to add users to provide more access to this data. Additionally, 311 Business Intelligence is integrated with the 311 Customer Relationship Management tool as well as with integrated divisional work management systems. While other technologies may provide more powerful visualizations, 311 Business Intelligence offers a more comprehensive, end-to-end solution that better aligns with the City's needs for data consolidation, analysis, and reporting. The 311 Business Intelligence tool's flexibility in integrating with existing data sources, such as Salesforce, and other divisional work management systems, is crucial for long-term scalability. 311 Business Intelligence captures service request information for the following Integrated Service Divisions: Solid Waste Management, Municipal Licensing & Standards (including Toronto Animal Services), Toronto Water, Transportation Services, and Urban Forestry (within Parks, Forestry and Recreation). Integrated Service Division staff currently have access to this platform and service request data along with some Councillor offices. Customer Experience Division staff will work with councillor offices to offer training and grant access to 311 Business Intelligence for those interested in viewing this data.
The Executive Committee: 1. Requested the Executive Director, Customer Experience to review extending access and training to the offices of Mayor and all Councillors for the 311 Business Intelligence Tool, and to consult with those offices on potential modifications or enhancements to reporting features, and to report back to the Service Excellence Committee in 2025 on progress.
Staff recommendation as filed
The Service Excellence Committee recommends that: 1. The Executive Committee request the Executive Director, Customer Experience, to review extending access and training to the offices of Mayor and all Councillors for the 311 Business Intelligence Tool, and to consult with those offices on potential modifications or enhancements to reporting features, and to report back to the Service Excellence Committee in 2025 on progress.
EX19.28adopted
Summary At its meeting on November 25, 2024, the Service Excellence Committee considered Item SE6.3 and made recommendations to the Executive Committee. Summary from the report (November 8, 2024) Report from the City Manager: In support of service excellence and continuous improvement, the City Manager initiated a public opinion poll to gather feedback from Torontonians on a number of topics including City services (such as parks and social services), quality of life (such as cleanliness and public safety), and priorities for the City's budget. The Listening to Toronto survey was conducted by Ipsos LP and in the field between August 28, 2024, to September 18, 2024. The insights from the survey will serve as baseline benchmarks against which future polling results can be measured. The results will augment data available via 311 and data collection initiatives led by City divisions. Taken together, these data sets will provide an understanding of service performance and guide City decision-making to better meet the needs of Toronto residents.
The Executive Committee: 1. Requested the Executive Director, Customer Experience, in collaboration with the City Manger's Office, to analyse, compare and report to the Service Excellence Committee on alignments or contrasts between 311/Customer Experience data and the Listening to Toronto Survey results, and provide recommendations on any enhanced communication opportunities.
Staff recommendation as filed
The Service Excellence Committee recommends that: 1. The Executive Committee request the Executive Director, Customer Experience, in collaboration with the City Manger's Office, to analyse, compare and report to the Service Excellence Committee on alignments or contrasts between 311/Customer Experience data and the Listening to Toronto Survey results, and provide recommendations on any enhanced communication opportunities.