Executive Committee
The full agenda, as filed
All 13 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.
EX22.1amended
COVID-19 Recovery and Rebuild Update
This report is the eighth COVID-19 Response and Recovery Update from the City Manager since April 2020. The City Manager's reports have detailed public health responses, emergency operations and services put in place since the beginning of the pandemic to support Toronto's residents, business and communities and set the foundation for longer-term recovery planning. Over the past year, City divisions, agencies and the Board of Health have provided Council with additional reports, recommendations and information on programs and services that have been modified and introduced or amended by-laws required to respond to the pandemic. Deputy City Managers, the Chief Financial Officer and Treasurer and their staff have provided information, reports and presentations to Council's standing committees and the public outlining the impacts of COVID-19 and their division's response actions and recovery strategies. This report provides information and updates from the first quarter of 2021 on: Public Health and Emergency Response Actions - The status of COVID-19 cases, including information on the variants of concern. - Continued public health actions since the start of the year, including immunization planning and deployment. - Emergency actions taken by the City in response to COVID-19 since the start of 2021. - Information provided in a Board of Health report that will come forward to City Council in the same Council cycle. Recovery Actions - Status of recovery actions since the start of 2021 on a range of matters presented under broad themes, and with reference to recommendations from the COVID-19: Impact and Opportunities report, the Economic and Culture Recovery Advisory Group, and the City Manager's recovery reports, building on information included in previous reports. - Highlights and links to related Council reports issued during the first quarter of 2021 that provide more detailed updates on specific recovery actions, as well as noting any upcoming reports on specific recovery actions. - The City's finances related to COVID-19 recovery since the 2021 Budget was adopted by Council on February 18, 2020. Renewed Intergovernmental Strategy - Progress on a renewed strategy that will ensure a coordinated, unified approach to engage and advocate to all levels of government to achieve the City's strategic objectives. - The intergovernmental strategy's foundational pillars update the following: - Roles and responsibilities; - Priority issues for Toronto and aligning shared outcomes with other governments; - Intergovernmental networks, tables and agreements; - Intergovernmental partnerships with community/stakeholders ("whole of community"); and - Transparency and accountability. Recovery Communications Strategy - Information about a communications strategy that includes the development of a Recovery Portal for ongoing updates and information to City Council and the public on recovery actions. Building Back Better Aside from these important updates, information is also provided in this report on how the City's senior leadership are looking ahead to how to coordinate all recovery actions in order to build a better City, rather than focus on a return to the normal that we knew before the pandemic. This imperative was illustrated across the issues identified during the Budget Committee and Council discussions on the 2021 budget, and the discussions held by the City's senior leadership team and Division heads on how to implement priorities for the next two years efficiently and effectively. The focus of the City Manager and his senior leadership team includes how best to coordinate across functions to build capacity in the city's neighbourhoods and communities, strengthen partnerships with local groups and organizations and more effectively respond to evolving issues and advance equity. In future reports, the City Manager will provide additional updates and information on organizational and administrative strategies to support the City as we Build Back Better.
The Executive Committee recommends that: 1. City Council receive the report (March 16, 2021) from the City Manager for information.
Staff recommendation as filed
The City Manager recommends that: 1. City Council receive this report for information.
EX22.2adopted
Update on Targeted COVID-19 Equity Measures and Community Mobilization for Immunization
This report responds to Council direction, HL23.1 in November 2020, to the Deputy City Manager, Community and Social Services, to provide a progress report to the Executive Committee in the first quarter of 2021 on the success of the TO Supports Targeted COVID-19 Equity Measures program and funding levels received from other governments to supports its delivery. Launched in late November, the targeted and enhanced equity measures focused on working with strategic partners to expand COVID-19 testing sites, intensify resident education and engagement, provide necessary wrap around supports, and advocate for those who test positive for COVID-19 and are unable to work due to mandatory isolation. Based on Public Health data, this work prioritizes equity-deserving communities disproportionately impacted by COVID-19 in northwest and northeast Toronto, and the Thorncliff neighbourhood. Between the roll out of the Targeted COVID-19 Equity Measures on December 1, 2020 and March 11, 2021, 135,979 residents have been engaged and served, including: 22,353 seniors; 75,549 adults between the ages 30 and 64; 20,521 young people between the ages of 15 to 29; and 20,556 children. Among many supports, the program ensured: A steady increase in testing clinics: such as the 383 pop-up clinics in community centres; Wellness checks, peer supports, counselling and other formal and informal mental supports to 26,138 residents; Culturally-relevant and fresh food options, food hampers and meal delivery to 56,465 residents; and Emergency income support to 71 residents who are otherwise ineligible for existing federal and provincial benefits. This report also responds to Council direction, HL24.1 in December 2020, requesting Toronto Public Health and Social Development, Finance and Administration work to support community groups and other stakeholders to build knowledge and support for the City's COVID-19 immunization plan. The Community Immunization Engagement and Mobilization Plan builds on the City's Targeted COVID-19 Equity Measures by also leveraging community expertise and partnerships to facilitate and promote vaccine uptake across all of Toronto. The plan includes both a place-based approach to support residents in all 140 neighbourhoods of the city and a population-specific approach to reach specific communities hardest hit by the pandemic with the least structural access. For example, the work of the Black Scientists' Task Force on Vaccine Equity, for example, established as a targeted equity measure to support Black Torontonians, has created a 16-25% reduction in hesitancy to COVID-19 vaccination after town hall meetings throughout February and early March 2021. The work of the Community Immunization Engagement and Mobilization Plan is a key part of the City's efforts to ensure every resident in every corner of Toronto can access a COVID-19 vaccine.
The Executive Committee received the report (March 16, 2021) from the Deputy City Manager, Community and Social Services for information.
Staff recommendation as filed
The Deputy City Manager, Community and Social Services recommends that: 1. Executive Committee receive this report for information.
EX22.3amended
Surface Transit Network Plan - Consultation Plan
This report details the proposed approach for public consultation of the Surface Transit Network Plan (STNP) and responds to Recommendation #2 of EX18.1 - Surface Transit Network Plan Update, adopted by City Council with amendments on November 25-26, 2020. The Surface Transit Network Plan is a roadmap to guide the planning, implementation, operation, maintenance, and monitoring of Toronto's transit priority measures. The development and delivery of the Surface Transit Network Plan will involve a three-phased consultation approach. Consultation in Phases 1 and 2 will focus on the evaluation framework used to identify and prioritize surface transit corridors and develop the plan. Once Council approves the Surface Transit Network Plan, City staff will undertake corridor-specific studies to determine the feasibility, benefits and impacts of various transit priority measures, informed by community consultation (Phase 3). In this third phase of consultation, more localized and targeted consultation will be undertaken along individual corridors to gather public input on the proposed transit priority measures for all road users and any potential relocation or removal of bus stops in conjunction with the TTC. The form and frequency of these corridor-specific consultations will be determined at a later stage of the project.
The Executive Committee recommends that: 1. City Council direct the General Manager, Transportation Services to add one consultation meeting in the north west area of the City to the four District-based Virtual Public Meetings outlined in the revised report (March 23, 2021) from the General Manager, Transportation Services, in both Phase 1 and 2, in consultation with the local Councillors. 2. City Council amend the Consultation Plan by: a. deleting the word "five" and inserting the word "eight" under the bullet Feedback Survey on page five of the revised report (March 23, 2021) from the General Manager, Transportation Services so that it now reads as follows: Feedback survey: An online survey will be the primary tool used to gather public opinion on the focus and weighting of evaluation criteria and input on additional evaluation criteria. The survey will remain open for a total of eight weeks. The comment period will close two weeks after the final district-based meeting; b. amending the bullet One-window contact on page six of the revised report (March 23, 2021) from the General Manager, Transportation Services so that it now reads as follows: One-window contact: The public and stakeholders will have the option to submit questions and comments by phone, email, mail and petitions. Staff will track and respond to all comments and questions. 3. City Council request the General Manager, Transportation Services to: a. report on the number of participants per ward as part of the consultation and public meeting process; and b. ask residents if they are in favour, opposed or need more information on busways in general and specific bus ways under consideration, as part of the public consultation process. 4. City Council direct the General Manager, Transportation Services to report back to City Council on the outcome of the consultation and final Surface Transit Network Plan program in the fourth quarter of 2021.
Staff recommendation as filed
The General Manager, Transportation Services recommends that: 1. City Council direct the General Manager, Transportation Services, to report back to Council on the outcome of the consultation and final Surface Transit Network Plan program in Q4 2021.
EX22.4adopted
At its meeting on February 10, 2021, the TTC Board considered the attached report titled "Transit Expansion Network". The Board adopted the recommendations in the report, as follows: It is recommended that the TTC Board: 1. Authorize the Chief Executive Officer to execute a Subway Program Resource Agreement between the TTC and Metrolinx, including terms to have Metrolinx fund temporary staff positions in support of the Subway Program for the period from 2020 to 2025 and renewable in subsequent years. 2. Request City Council authorization to amend the 2021 TTC Operating Budget to: a. Increase authorized complement by 34 temporary positions representing fully dedicated core resourcing for the Metrolinx subway expansion program, with 2021 gross expenses up to $7.78 million and $0 net, with these roles and associated costs fully funded by Metrolinx. b. Delegate authority to the Interim Chief Financial Officer, to authorize additional temporary positions in order to flexibly respond to the resource requirements of the Metrolinx Subway Program, subject to the following conditions: 1. Confirmation is received that the 2021 subway expansion program work requires the addition of net new complement to support the work; 2. Metrolinx agrees to fully fund all costs associated with the additional positions; and, 3. Changes to authorized complement and gross expenses under this delegated authority are reported throughout 2021 as part of quarterly variance reports. 3. Authorize the Chief Executive Officer, in consultation with the City Manager, City of Toronto where applicable, to negotiate a Master Agreement and/or other applicable Agreements with the Province and/or any other relevant provincial agency for the purposes of the planning, procurement, construction, operations, and maintenance of the Subway Program, in accordance with Board and City Council direction, and to report back to the Board on the results of such negotiations. 4. Request Metrolinx to conduct meaningful engagement with the TTC's Advisory Committee on Accessible Transit (ACAT) as part of the Project Specific Output Specification (PSOS) review and design review for all projects within the provincial programs. 5. Direct staff to ensure all Members of City Council receive a copy of the report. 6. Direct staff to report back to the Board on the outcome of Operating and Maintenance roles and responsibilities discussions for the Provincial Subway Program.
The Executive Committee recommends that: 1. City Council amend the 2021 Toronto Transit Commission Operating Budget to: a. increase authorized complement by 34 temporary positions representing fully dedicated core resourcing for the Metrolinx Subway Expansion Program, with 2021 gross expenses up to $7.78 million and $0 net, with these roles and associated costs fully funded by Metrolinx; and b. delegate authority to the Interim Chief Financial Officer to authorize additional temporary positions in order to flexibly respond to the resource requirements of the Metrolinx Subway Program, subject to the following conditions: 1. confirmation is received that the 2021 Subway Expansion Program work requires the addition of net new complement to support the work; 2. Metrolinx agrees to fully fund all costs associated with the additional positions; and 3. changes to authorized complement and gross expenses under this delegated authority are reported throughout 2021 as part of quarterly variance reports.
Staff recommendation as filed
The Toronto Transit Commission Board request City Council authorization to amend the 2021 TTC Operating Budget to: a. Increase authorized complement by 34 temporary positions representing fully dedicated core resourcing for the Metrolinx subway expansion program, with 2021 gross expenses up to $7.78 million and $0 net, with these roles and associated costs fully funded by Metrolinx. b. Delegate authority to the Interim Chief Financial Officer, to authorize additional temporary positions in order to flexibly respond to the resource requirements of the Metrolinx Subway Program, subject to the following conditions: 1. Confirmation is received that the 2021 subway expansion program work requires the addition of net new complement to support the work; 2. Metrolinx agrees to fully fund all costs associated with the additional positions; and, 3. Changes to authorized complement and gross expenses under this delegated authority are reported throughout 2021 as part of quarterly variance reports.
EX22.5adopted
Recommendations to Toronto Hydro on Climate Action
This report responds to City Council direction from October 27, 2020 that the City Manager, in consultation with the Environment and Energy Division (EED) and the Toronto Atmospheric Fund (TAF), develop recommendations for Toronto Hydro to achieve greater outcomes for energy efficiency, demand management and renewable energy. The City of Toronto's climate goals are outlined in its TransformTO Climate Action Strategy adopted unanimously by Council in 2017. In 2019, Council declared a Climate Emergency and updated its greenhouse gas (GHG) emission reduction targets to achieve net zero emissions by 2050 or sooner. Accelerating climate action is essential for the health and prosperity of Toronto and requires all City divisions, agencies and corporations to advance this work. Toronto Hydro, as the City's wholly-owned electrical distribution company, is uniquely placed to enable TransformTO goals, given the significant GHG reductions that can be realized through electrification. This report recommends that Toronto Hydro report back by the end of Q3 2021 with an action plan on several key opportunities. Toronto Hydro, TAF and EED have been engaged in preparing this report. Additional input provided by Hydro in a communication dated March 4, 2021 has been referenced in the body of this report and included as Attachment 1.
The Executive Committee recommends that: 1. City Council request Toronto Hydro to report to the City Manager by the end of the third quarter of 2021 on current work and an action plan, including opportunities for acceleration, investments, reporting and collaboration with City divisions and agencies to achieve outcomes in the following areas: a. electric vehicle-charging infrastructure; b. modernization of outdoor lighting, including street lighting; c. implementation and facilitation of renewable energy and energy storage; and d. attracting revenue through non-rate sources of capital funding, such as grants, funding and financing from governments and agencies, and revenues generated through unregulated affiliates. 2. City Council direct the City Manager to report to City Council by the end of the fourth quarter of 2021 with respect to the report from Toronto Hydro referred to in Part 1 above.
Staff recommendation as filed
The City Manager recommends that: 1. City Council request Toronto Hydro to report to the City Manager by the end of Q3 2021 on current work and an action plan, including opportunities for acceleration, investments, reporting and collaboration with City divisions and agencies to achieve outcomes in the following areas: a. electric vehicle-charging infrastructure; b. modernization of outdoor lighting, including street lighting; c. implementation and facilitation of renewable energy and energy storage; and d. attracting revenue through non-rate sources of capital funding, such as grants, funding and financing from governments and agencies, and revenues generated through unregulated affiliates. 2. City Council direct the City Manager to report to Council by the end of Q4 2021 with respect to the report from Toronto Hydro referred to in recommendation 1 of this report.
EX22.6adopted
Toronto Police Services Board Implementation of a Human Rights Tribunal Order
This report transmits a letter from the Executive Director and Chief of Staff, Toronto Police Services Board, regarding the implementation of remedies ordered by the Human Rights Tribunal of Ontario in the application involving Ms. Heather McWilliam and the Toronto Police Services Board.
The Executive Committee received the report (March 16, 2021) from the City Manager for information.
Staff recommendation as filed
The City Manager recommends that: 1. Executive Committee receive this report for information.
EX22.7adopted
Reviews of Proxy Voting and the Pregnancy and Parental Leave Policy for Members of Council
The purpose of this report is to provide information on the merits of proxy voting and on options to strengthen Council's Pregnancy and Parental Leave Policy, both requested by the Executive Committee.
The Executive Committee recommends that: 1. City Council amend the Pregnancy and Parental Leave Policy for Members of Council to: a. provide that if a Member does not intend to attend any committee or board meetings during the leave, Council may take steps to fill the Member's vacancies on committees and boards on a temporary basis during the leave, subject to the Member resuming their seat at the end of the leave; and b. authorize the use of the Council staff replacement budget to pay for one additional staff Member for the duration of the leave.
Staff recommendation as filed
The Interim City Clerk recommends that: 1. City Council amend the Pregnancy and Parental Leave Policy for Members of Council to: a. provide that if a Member does not intend to attend any committee or board meetings during the leave, Council may take steps to fill the Member's vacancies on committees and boards on a temporary basis during the leave, subject to the Member resuming their seat at the end of the leave; and b. authorize the use of the Council staff replacement budget to pay for one additional staff Member for the duration of the leave.
EX22.8adopted
Review of Codes of Conduct for Members of Council, Local Boards and Adjudicative Boards
The Integrity Commissioner is mandated to provide advice on policy matters dealing with issues of ethics and integrity under the City of Toronto Act, 2006 and Chapter 3 of the Toronto Municipal Code. The Code of Conduct for Members of Council (the "Code of Conduct") is the embodiment of the ethical principles and rules of conduct which Council has decided its members are required to observe. In addition to the Code of Conduct, the Municipal Conflict of Interest Act ("MCIA") sets out rules regarding pecuniary interests. The City of Toronto Act, 2006 and Chapter 3 of the Toronto Municipal Code set out many of the operational procedures relating to these rules. Collectively, these documents define the ethical framework governing members of Council. Council adopted the Code of Conduct in 2008. It has not been substantively reviewed and updated since then. It was adopted following a judicial inquiry conducted by Justice Denise Bellamy that investigated serious conflicts of interests, abuses of power and financial maladministration following the amalgamation of the City of Toronto. Justice Bellamy recommended that the City's codes of conduct should go beyond the minimum standards of behaviour and set out the highest ideals and values for all public servants. She also specifically recommended that Council be vigilant in reviewing and updating the City's codes of conduct. The 2019 Annual Report from the Integrity Commissioner recommended that the Code of Conduct be reviewed and updated. Since that recommendation was made: - The Government of Ontario has announced consultations, and a private members bill amending the City of Toronto Act, 2006 has been introduced, to specifically address workplace harassment and discrimination committed by members of Council. - The Collingwood Judicial Inquiry recommended in November 2020 that municipal codes of conduct across Ontario, and related provincial legislation, be updated to improve transparency in local government. The Integrity Commissioner recommends that Council request the Integrity Commissioner (in consultation with the City Clerk, City Manager and City Solicitor) to review, consult and report back to Council with proposed changes to the Code of Conduct and related legislation. As their provisions are mostly identical, the Codes of Conduct for local boards (restricted definition) and adjudicative tribunals need to be included in this review.
The Executive Committee recommends that: 1. City Council request the Integrity Commissioner to individually consult with Members of Council regarding potential changes to the Codes of Conduct, the City of Toronto Act, 2006, Chapter 3 of the Toronto Municipal Code and the Municipal Conflict of Interest Act, and to report back to City Council with a range of options for their consideration including, but not limited to, recommendations addressing workplace harassment and discrimination and other conduct-related issues. 2. City Council request the Integrity Commissioner to conduct, with the advice of the City Manager, public and stakeholder consultations about potential changes to the Codes of Conduct, the City of Toronto Act, 2006, Chapter 3 of the Toronto Municipal Code and the Municipal Conflict of Interest Act, and to report back with these findings when making final recommendations to City Council. 3. With respect to these matters, City Council request the Integrity Commissioner to: a. report back directly to City Council, on an interim basis, as needed in the opinion of the Integrity Commissioner; b. report back directly to City Council with recommendations no later than January 2022; and c. prior to any reports being submitted to City Council, to consult with the City Clerk, the City Manager and the City Solicitor.
Staff recommendation as filed
The Integrity Commissioner recommends that: 1. City Council request the Integrity Commissioner to individually consult with members of Council regarding potential changes to the Codes of Conduct, the City of Toronto Act, 2006, Chapter 3 of the Toronto Municipal Code and the MCIA and report back to Council with a range of options for their consideration including, but not limited to, recommendations addressing workplace harassment and discrimination and other conduct-related issues. 2. City Council request the Integrity Commissioner to conduct, with the advice of the City Manager, public and stakeholder consultations about potential changes to the Codes of Conduct, the City of Toronto Act, 2006, Chapter 3 of the Toronto Municipal Code and the MCIA and report back with these findings when making final recommendations to Council. 3. With respect to these matters, City Council request the Integrity Commissioner to: a. report back directly to City Council, on an interim basis, as needed in the opinion of the Integrity Commissioner; b. report back directly to City Council with recommendations no later than January 2022; and c. prior to any reports being submitted to City Council, to consult with the City Clerk, City Manager and City Solicitor.
EX22.9adopted
Toronto For All - Addressing Anti-Semitism
Since 2016, the City of Toronto has collaborated with community partners through the Toronto For All initiative to create public awareness campaigns challenging implicit biases, negative attitudes, stereotypes, and prejudices that contribute to systemic barriers to respect, inclusion, and equity. Each campaign has resulted in a transit shelter poster, social media engagement, web-based resources and community information for the general public as well as internal learning resources for City staff. There have been ten campaigns to date. This report responds to Council decision, MM28.23. It provides a brief update on the Toronto For All initiative and indicates a commitment to address anti-Semitism as part of the Toronto For All initiative through a 2021 campaign. Across Canada, including Toronto, recorded increased incidents of anti-Semitism, including harassment, vandalism and violence against the Jewish Canadians.[1] In doing so, this report responds to Council decision, MM28.23.
The Executive Committee: 1. Requested the Executive Director, Social Development, Finance and Administration, the Chief People Officer and the Chief Communications Officer to deliver a Toronto For All campaign focussed on Anti-Semitism in third quarter of 2021.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration, the Chief People Officer and the Chief Communications Officer recommend that: 1. The Executive Committee request the Executive Director, Social Development, Finance and Administration, the Chief People Officer, and the Chief Communications Officer to deliver a Toronto For All campaign focussed on Anti-Semitism in Q3 2021.
EX22.10adopted
Enacting an Updated TO Live Procedures By-law
At its meeting of November 13, 2020, the Board gave notice that at its next regular meeting, it would consider amendments and stylistic changes to the TO Live Procedures By-law to so that the By-law can be re-enacted to incorporate recent By-law amendments, and changes to legislation and organization structures. This report recommends that the Board, subject to approval by City Council, repeal By-law 1- 2016 as amended, and enact a new Procedures By-law. The new Procedures By-law will come into effect on the date it is approved by City Council.
The Executive Committee recommends that: 1. City Council approve the By-law to Govern the Proceedings of the Board of Directors, TO Live, in Attachment 1 to the report (January 17, 2021) from the Interim City Clerk, such by-law to come into force on the date it is approved by City Council.
Staff recommendation as filed
The Board of Directors of TO Live recommends that: 1. City Council approve the By-law to Govern the Proceedings of the Board of Directors, TO Live, in Attachment 1 to the report (January 17, 2021) from the City Clerk, such by-law to come into force on the date it is approved by City Council.
EX22.11adopted
Procedures By-law for the Board of Directors of Toronto Parking Authority
The Board of Directors of Toronto Parking Authority currently conducts its meetings according to the procedures in Toronto Municipal Code Chapter 27, as they apply to Committees of Council.
The Executive Committee recommends that: 1. City Council approve the Toronto Parking Authority Procedures By-law in Attachment 1 to the report (January 25, 2021) from the Interim City Clerk, amended by the Board as follows: Subsection 12. (5) (b) (9) is amended, with the words "Motion to resolve into Committee of the Whole" deleted and replaced with "Motion to meet in closed session".
Staff recommendation as filed
The Board of Directors of Toronto Parking Authority recommends that: 1. City Council approve the Toronto Parking Authority Procedures By-law in Attachment 1 to the report (January 25, 2021) from the Interim City Clerk, amended by the Board as follows: Subsection 12. (5) (b) (9) is amended, with the words "Motion to resolve into Committee of the Whole" deleted and replaced with "Motion to meet in closed session".
EX22.12amended
With the second largest Francophone population in Ontario, the City of Toronto is home to 63,000 members of the Francophone community. Prior to 2018, the City maintained a 28-year membership in the Association française des municipalités de l'Ontario (AFMO). AFMO advocates for improved linguistic support tools and French-language municipal services and programs, within the province's 25 bilingual regions. The Association also provides a forum for sharing, training and professional development, among municipal staff and elected officials. The City of Toronto's AFMO membership fee would be approximately $20,000, annually. In 2018, as a consequence of Provincial Bill 5, Toronto City Council accepted staff's recommendation that the City should relinquish its membership in AFMO, due to a reduction in the number of municipal officials and an attempt to reduce the number of external bodies they serve on. AFMO has been negatively impacted by the loss of Toronto's membership. To AFMO's own admission, other smaller municipalities question why they should join if a large city like Toronto is no longer a member. Rejoining AFMO would signal the City's commitment to the Francophone community, and would encourage collaboration with other municipalities, to ensure that the unique needs of the Francophone community are incorporated into plans for economic restart and recovery. Locally, the Francophone community continues to seek out improved access to French healthcare, education and social services throughout our City. While the Francophone Affairs Advisory Committee provides a local forum to take action, renewing the City's membership in AFMO, would help affirm Toronto's commitment as a leader in the ongoing preservation of the French language.
The Executive Committee recommends that: 1. City Council agree to join the Association française des municipalités de l'Ontario (AFMO) on terms satisfactory to the City Manager.
Staff recommendation as filed
The Toronto Francophone Affairs Advisory Committee recommends that: 1. The Executive Committee instruct the City Manager to report to the July 8, 2021 meeting of the Toronto Francophone Affairs Advisory Committee on the City of Toronto rejoining L'Association française des municipalités de l'Ontario (AFMO).
EX22.13adopted
Open Data Requirement at All City of Toronto Standing Committees Boards and Agencies
As Chair of the General Government and Municipal Licensing Committee, I am requesting that all city Standing Committees, Boards and Committees participate in the Open Data Master Plan by ensuring that all tabled items incorporate text allowing for the Open Data Portal Team to support the City's commitment to Open Government. The data is to be provided in the suitable format to be utilized by the Open Data Team.
The Executive Committee recommends that: 1. City Council direct the City Manager to implement mandatory open data requirements in all reports submitted to standing committees for the purposes of ensuring the City can continue to build its open data platform, and City Council request Standing Committee Chairs to monitor their agendas for compliance with this requirement.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council direct the City Manager to implement mandatory open data requirements in all reports submitted to standing committees for the purposes of ensuring the City can continue to build its open data platform, and City Council request Standing Committee Chairs to monitor their agendas for compliance with this requirement.