Executive Committee
The full agenda, as filed
All 11 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.
EX24.1amended
Report back on Accessing Justice - New Toronto Courthouses
This report responds to City Council's request for the City Manager, in consultation with the City Solicitor, to report to the Executive Committee by June 1, 2021 on the impacts of the closure of local court houses, such report to include how the court amalgamation will impact local businesses and access to justice for those living with disabilities.
The Executive Committee: 1. Requested the City Manager to explore with the Province the feasibility of retaining neighbourhood court houses due to their local economic and social importance.
Staff recommendation as filed
The City Manager and the Deputy City Manager, Community and Social Services recommend that: 1. Executive Committee receive this report for information.
EX24.2adopted
Election Related Information Requests
The purpose of this report is to provide information on a number of City Council requests, including: - information about the New York City Matching Funds Program; - a comparison of the number of Toronto-area voting places used in Federal, Provincial and Municipal elections; - information related to the calculation of spending limits for candidates; and - research of alternative voting methods used in other jurisdictions during the pandemic.
The Executive Committee recommends that: 1. City Council receive the report (May 11, 2021) from the City Clerk for information.
Staff recommendation as filed
The City Clerk recommends that: 1. City Council receive this report for information.
EX24.3adopted
Ontario Place Redevelopment Update
This report provides an update on staff's engagement with the Province to date, as directed by Council, on the Province's multi-year process to redevelop Ontario Place, and recommends entering into a "Province of Ontario - City of Toronto Engagement on the Future of Ontario Place and Exhibition Place Terms of Reference" (ToR) to set up a structured engagement process on a go forward basis. Through this process, the City will work with the Province in a cooperative and coordinated manner on the next phases of the Ontario Place redevelopment to optimize the potential of the Ontario Place and Exhibition Place sites and to achieve outcomes that are consistent with the City's legacy of careful waterfront planning. The full ToR is attached as Appendix 1 to this report. On January 18, 2019, the Province, led by the Ontario Ministry of Heritage, Sport, Tourism and Culture Industries (MHSTCI) and supported by Infrastructure Ontario (IO), declared its intention to identify potential private sector partners to support the comprehensive redevelopment of Ontario Place. Subsequently, on May 28, 2019, the Province launched a request for development concepts, the "Call for Development", requesting ideas from a potential partner (or partners) to deliver transformational change aligned with the Province's vision for the site as a "world-class, year-round destination with global appeal that would attract local, provincial and international visitors". The original deadline for submissions was September 3, 2019, later extended by the Province until September 24, 2019 (see Appendix 2 for documents issued by the Province). The Province has advised that it has concluded its Call for Development process and will soon be announcing the outcome. On March 5, 2021, the Province also appointed former Toronto Police Chief Mark Saunders as a special advisor to Ontario Place, with a mandate to "work closely with the City of Toronto and Indigenous communities, as well as stakeholders and businesses involved in the redevelopment project" and indicated that the Province would be sharing additional information this spring (see Provincial news release at: https://news.ontario.ca/en/release/60584/province-appoints-mark-saunders-as-ontario-place-special-advisor ). At its May 14, 2019 meeting, City Council directed the City Manager and the Deputy City Manager, Infrastructure and Development Services to engage with the Province on their plans to redevelop Ontario Place. Specifically, City Council adopted a series of Guiding Principles for the Revitalization of Ontario Place that were recommended by Toronto-East York Community Council on April 24, 2019. The Guiding Principles were based on the Central Waterfront Secondary Plan themes of: Removing Barriers/Making Connections, Building a Network of Spectacular Waterfront Parks and Public Spaces, Promoting a Clean and Green Environment, Creating Dynamic and Diverse New Communities, and Openness and Transparency. Key elements of the Guiding Principles include (see Appendix 3 for the full list of Guiding Principles): - Exploring opportunities to reduce the barrier effect of Lake Shore Boulevard West between Exhibition Place and Ontario Place. - Exploring opportunities to consolidate surface parking in order to create a more walkable and transit-supportive environment.- Securing and enhancing public access to the Ontario Place shoreline. - Retaining Trillium Park and William Davis Trail as key place-making features. - Consulting with Indigenous peoples on opportunities for Indigenous placemaking.- Improving transit and access to, from and between Ontario Place and Exhibition Place. - Including a mix of non-residential uses and activities that reflect Ontario Place's waterfront location and its status as a showcase and destination. - Making decisions through a public process with full transparency of government decision-making processes. In addition, Council requested staff to: - Engage the Province of Ontario to develop a strategy to "jointly plan the future of Ontario Place and Exhibition Place in a collaborative, co-operative, and consultative manner with all stakeholders". - In developing the joint strategy, consider the following matters, including: the Central Waterfront Secondary Plan and Festival Plaza Master Plan, Exhibition Place's Strategic Plan and emerging Master Plan, public transit initiatives and traffic congestion concerns, utility infrastructure capacity, cooperative approaches and operating efficiencies for both sites, and Heritage Statements of Significance. - In consultation with the Province, develop a robust consultation process to engage residents of Toronto in the evaluation of potential options to revitalize Exhibition Place and Ontario Place. Based on Council direction, City staff entered into discussions, under the parameters of the Toronto-Ontario Cooperation and Consultation Agreement, with staff from MHSTCI and IO, resulting in the development of draft Terms of Reference to govern engagement between the two parties on the future of the Ontario Place and Exhibition Place sites. The Province's Ontario Place Call for Development was overseen by IO, an independent agency of the Government of Ontario and structured as a three-phase process: 1. In-market period and receipt of submissions to the Province; 2. Assessment of submissions; and 3. Confidential commercial negotiations and selection of a partner (or partners). City staff did not participate in this process and have not, to date, had the opportunity to review the submissions of the participants that have been selected by the Province. To date, staff have taken every opportunity to convey Council's direction and interests and inform the process, although ultimately it has been up to the Province to decide how to use the City's input. Staff have approached engagement to date with consideration for the Guiding Principles that Council adopted with respect to Ontario Place and Exhibition Place revitalization. Preliminary discussions have focused on: - Development of the "Province of Ontario - City of Toronto Engagement on the Future of Ontario Place and Exhibition Place Terms of Reference." - Municipal planning approvals and related permitting processes. - Opportunities to align Ontario Place redevelopment with adjacent opportunities at Exhibition Place, including site servicing, joint programming, last-mile transit solutions, and ongoing master planning at Exhibition Place. - The need for the site's public realm to be planned holistically, to set the context for the site's islands and heritage, as well as waterfront access and connectivity. - Management of cultural heritage resources, including buildings, landscapes and archaeological resources. - Engagement of treaty and territorial partners as well as urban Indigenous communities, and opportunities for Indigenous design and programming. - The importance of public and stakeholder engagement, review and input to support the planning and redevelopment of the site. On a go forward, staff recommend entering into the "Province of Ontario - City of Toronto Engagement on the Future of Ontario Place and Exhibition Place Terms of Reference" (ToR) to set up a structured engagement process to work with the Province on the next phases of Ontario Place redevelopment with a view to optimizing the potential of the Ontario Place and Exhibition Place sites. The proposed ToR sets out a framework for cooperation, coordination and engagement; it identifies opportunities for collaboration, detailing objectives, principles, roles and responsibilities, and outlines a governance structure to facilitate working together. The ToR would provide the City with a vehicle for structured engagement with the Province and set out an ongoing role for the City, including City and Exhibition Place staff. Early issues that have been identified by MHSTCI staff as priority areas for collaboration in this next phase include: - Site Planning, Permitting and Approvals - Site Readiness / Conditions - Land Requirements - Ontario Place / Exhibition Place Linkages - Communications and Stakeholder Engagement - Other strategic opportunities related to joint priorities identified by the parties during the engagement process Discussions are anticipated to result in an agreement between the City and Province on an approach to addressing these issues in a manner consistent with the shared objective and principles established through the ToR. Staff will report to Executive Committee and Council in the fourth quarter of 2021 with an update on City-Ontario engagement and a formal Toronto-Ontario agreement to optimally support the implementation of the Ontario Place redevelopment, while also advancing the long-term framework for physical change, and economic and program development at Exhibition Place. The agreement would include established responsibilities and commitments of the Province and City, including the process that will be utilized for Planning Act and Heritage Act approvals.
The Executive Committee recommends that: 1. City Council approve the proposed "Province of Ontario - City of Toronto Engagement on the Future of Ontario Place and Exhibition Place Terms of Reference" in Appendix 1 to the report (May 17, 2021) from the Deputy City Manager, Infrastructure and Development Services as a means to continue and advance discussions with the Province of Ontario on the Ontario Place redevelopment. 2. City Council authorize the City Manager, in consultation with the City Solicitor, to enter into and execute the "Province of Ontario - City of Toronto Engagement on the Future of Ontario Place and Exhibition Place Terms of Reference" in Appendix 1 to the report (May 17, 2021) from the Deputy City Manager, Infrastructure and Development Services. 3. City Council request the Deputy City Manager, Infrastructure and Development Services to report back to the Executive Committee in the fourth quarter of 2021 on a formal Toronto-Ontario agreement on the priority areas for collaboration on the Ontario Place redevelopment. 4. City Council request the Chief Planner and Executive Director, City Planning to report back to the Executive Committee in the fourth quarter of 2021 on the process that will be utilized for Planning Act and Heritage Act approvals for the Ontario Place redevelopment.
Staff recommendation as filed
The Deputy City Manager, Infrastructure and Development Services recommends that: 1. City Council approve the proposed "Province of Ontario - City of Toronto Engagement on the Future of Ontario Place and Exhibition Place Terms of Reference" as a means to continue and advance discussions with the Province of Ontario on the Ontario Place redevelopment. 2. City Council authorize the City Manager, in consultation with the City Solicitor, to enter into and execute the "Province of Ontario - City of Toronto Engagement on the Future of Ontario Place and Exhibition Place Terms of Reference" contained in Appendix 1. 3. City Council request the Deputy City Manager, Infrastructure and Development Services to report back to Executive Committee in the fourth quarter of 2021 on a formal Toronto-Ontario agreement on the priority areas for collaboration on the Ontario Place redevelopment. 4. City Council request the Chief Planner and Executive Director, City Planning Division to report back to Executive Committee in the fourth quarter of 2021 on the process that will be utilized for Planning Act and Heritage Act approvals for the Ontario Place redevelopment.
EX24.4adopted
Bill 197 and Growth-Related Funding Tools Update
This report provides an update on the City's approach to legislative changes to the City's growth-related funding tools enacted through the COVID-19 Economic Recovery Act, 2020 (Bill 197) and outlines a work plan to deliver updated City bylaws for Council consideration in Q2 2022. The sweeping changes originally introduced in Bill 108 were largely rolled back in September 2020. The new legislation addresses many of concerns raised by municipalities during the consultation period, and in general, is more aligned with the "growth pays for growth" principle. This will be evaluated and reported on as part of this initiative. At a high level, the City's three growth-related funding tools are impacted by the legislative changes as follows: - Development Charges Act (DCA) - The legislation now has a prescriptive list of eligible services and most of the City's current development charges services remain eligible under this tool. The mandatory 10% deduction has been removed for soft services, resulting in a higher recovery for eligible services. The legislation also introduces new exemptions. - Alternative Parkland Dedication Bylaw (Planning Act, Section 42) - Parkland dedication remains largely unchanged, including the ability to levy alternative rates. In addition to new reporting requirements, a park plan must be in place before a bylaw is passed, which can now be appealed to the Local Planning Area Tribunal (LPAT). - Planning Act, Section 37 - This tool has the most significant changes. The current "density bonusing" regime is replaced with the new Community Benefit Charges (CBC) that is capped at 4% of land value. A CBC strategy must be prepared and the bylaw for this tool, like the others, can be appealed to LPAT. As a result of the above changes, the City is required to update its bylaws to meet the two year transition timeline set out in the provincial legislation (i.e. by September 2022). Given the municipal election in October 2022, the plan is to bring forward bylaws for Council consideration in Q2 2022. Without new bylaws in place by the deadline, the City's ability to collect growth-related funding will be restricted to development charges for eligible services and the fulfillment of executed density bonus agreements. Work on this initiative is currently underway. In addition to an inter-divisional City team, a professional consulting team - Hemson Consulting Ltd., N. Barry Lyon Consultants and O2 Planning + Design - has been retained to lead the technical components of the project, notably the required background studies and strategies that underpin the determination of reasonable and defensible charges as required by provincial legislation, as well as an impact analysis. The review will include a comprehensive stakeholder engagement process that is supported by an external consultant. This review is a collaborative effort and is supported by staff leads and teams in all impacted agencies, boards, commissions and divisions across the City. The requirement to update all three bylaws concurrently over the next 12 months makes this initiative significantly more complex and time consuming than similar efforts in the past. This will be a large undertaking for divisions across the City and particularly for the core team advancing this work. An interim report will be brought forward to Council in fall of 2021, including updates on the engagement efforts and technical studies, prior to the statutory public meeting and Council consideration in 2022.
The Executive Committee received the report (May 17, 2021) from the Chief Financial Officer and Treasurer, the Deputy City Manager, Community and Social Services and the Deputy City Manager, Infrastructure and Development Services for information.
Staff recommendation as filed
The Chief Financial Officer and Treasurer, the Deputy City Manager, Community and Social Services and the Deputy City Manager, Infrastructure and Development Services recommend that: 1. The Executive Committee receive this report for information.
EX24.5adopted
Approval for External Funding to Toronto Atmospheric Fund for Electric Vehicle Charging Project
The Board of Directors of the Toronto Atmospheric Fund (TAF) requests City Council authorization to receive $2 million in funding from Natural Resources Canada's Zero Emission Vehicle Infrastructure Program. TAF will use the funding to provide grants to eligible stakeholders throughout the Greater Toronto and Hamilton Area to install electric vehicle charging infrastructure. The funding will support deployment of approximately 300 electric vehicle chargers, including 15 fast chargers, in public places, on streets and in multi-unit residential buildings. The TAF project aligns with the City's strategic priorities, including those of the TransformTO Climate Action Strategy and the Electric Vehicle Strategy. Additional details are provided as Attachment 1 of this report. A letter from Natural Resources Canada confirming conditional funding approval is provided as Attachment 2. Council approval is sought in accordance with the TAF's Relationship Framework with the City, which requires Council approval for any grant exceeding $500,000.
The Executive Committee recommends that: 1. City Council authorize the Toronto Atmospheric Fund to receive $2 million from Natural Resources Canada's Zero Emission Vehicle Infrastructure Program, subject to the negotiation and execution of a Contribution Agreement between the Toronto Atmospheric Fund and Natural Resources Canada, the terms and conditions of which shall not result in unreasonable risk to the City nor to the City's endowment to the Toronto Atmospheric Fund. 2. City Council request the Toronto Atmospheric Fund to share updates on the implementation of this project with the Environment and Energy Division and Toronto Hydro as appropriate to inform and help advance the City's TransformTO Climate Action Strategy and Electric Vehicle Strategy.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the Toronto Atmospheric Fund to receive $2 million from Natural Resources Canada's Zero Emission Vehicle Infrastructure Program, subject to the negotiation and execution of a Contribution Agreement between the Toronto Atmospheric Fund and Natural Resources Canada, the terms and conditions of which shall not result in unreasonable risk to the City nor to the City's endowment to the Toronto Atmospheric Fund. 2. City Council request the Toronto Atmospheric Fund to share updates on the implementation of this project with the Environment and Energy Division and Toronto Hydro as appropriate to inform and help advance the City's TransformTO Climate Action Strategy and Electric Vehicle Strategy.
EX24.6adopted
Toronto Atmospheric Fund TowerWise Direct Investment Request
In June 2018, City Council authorized the Toronto Atmospheric Fund (TAF), pursuant to the City's Relationship Framework with TAF, to receive a loan of up to $5 million and a grant of up to $750,000 from the Federation of Canadian Municipalities (FCM) for the next phase of its TowerWise Project. TowerWise supports deep energy retrofits in multi-residential buildings, aiming for a minimum of 40% reductions in greenhouse gases through the use of high-efficiency heat pump systems and other measures. At the time of Council's approval, TAF outlined a funding arrangement for the use of these funds, which included seeking additional capital from other government funding programs and potentially third-party investors. The four multi-residential buildings to be retrofitted with these funds were not yet determined. On February 5, 2021, the TAF Board of Directors approved funding of $2,841,800 net and $3,363,600 gross from the FCM loan to support the planned energy retrofits in a Toronto multi-residential building. The building owner and project details are outlined in a Confidential Attachment included with the TAF Board decision. Under the City's Relationship Framework with TAF, Council must authorize "loans, guarantees or security on loans or lines of credit in excess of $2,000,000." Although Council approved TAF's receipt of the original FCM loan and grant in 2018, the full arrangements and specific buildings to benefit from this funding were unknown at that time. Now that such details are available, TAF's Board has requested Council approval if deemed necessary by the Chief Financial Officer and Treasurer.
The Executive Committee recommends that: 1. City Council authorize the Toronto Atmospheric Fund loan of up to $2,841,800 net and $3,363,600 gross in the TowerWise project, subject to the terms and conditions approved by the Toronto Atmospheric Fund Board of Directors in Attachment 1 to the report (May 17, 2021) from the Chief Financial Officer and Treasurer. 2. City Council direct the Toronto Atmospheric Fund to provide detailed annual reporting to the Chief Financial Officer and Treasurer on the status of this loan and the remaining loan and grant from the Federation of Canadian Municipalities. 3. City Council direct that Confidential Attachment 1 to the report (January 22, 2021) from the Vice President, Impact Investing, Toronto Atmospheric Fund, included as Confidential Attachment 1 to the report (May 17, 2021) from the Chief Financial Officer and Treasurer, remain confidential in its entirety as it contains commercial and financial information, supplied in confidence to the Toronto Atmospheric Fund, which, if disclosed, could reasonably be expected to significantly prejudice the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council authorize the Toronto Atmospheric Fund loan of up to $2,841,800 net and $3,363,600 gross in the TowerWise project, subject to the terms and conditions approved by the Toronto Atmospheric Fund Board of Directors (Attachment 1). 2. City Council direct the Toronto Atmospheric Fund to provide detailed annual reporting to the Chief Financial Officer and Treasurer on the status of this loan and the remaining loan and grant from the Federation of Canadian Municipalities. 3. City Council authorize that the confidential attachment to the January 22, 2021 report from the Toronto Atmospheric Fund, included in this report as Confidential Attachment 1, remain confidential in its entirety as it contains commercial and financial information, supplied in confidence to the Toronto Atmospheric Fund, which, if disclosed, could reasonably be expected to significantly prejudice the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.
EX24.7adopted
This report seeks Council's authority to amend Contract No. 47021814 to exercise the City's option to extend the contract with the Greater Toronto Hotel Association (GTHA) to provide collection of the Municipal Accommodation Tax - Hotel on behalf of the City of Toronto. Revenue Services is requesting an amendment to this contract to exercise the second one-year optional extension of the term as permitted under the contract, and to add funds of $391,037 inclusive of HST and third party audit fees associated with this agreement. The closure of Revenue Services' operations and reduced IT capacity at the beginning of the COVID-19 pandemic delayed the development of an internal collection system for Municipal Accommodation Tax - Hotel Tax (MAT) remittances directly from hotel operators. An amendment to this purchase order and extension to this contract will provide the additional time and resources required to complete the development, testing and implementation of the City's remittance and payment portal by Technology Services, and the transition of this service from the GTHA to the City. The contract with the GTHA can be cancelled upon implementation of the internal system, upon 60 days notice to the GTHA. The original agreement specified a term of two years, ending on March 31, 2020, but allows the option for the City to renew for up to two (2) additional one-year terms. Exercising the option to renew for a second one-year term would extend the agreement from April 1, 2021 to March 31, 2022 on the same terms. The GTHA has continued to provide services under the contract in good faith since April 1, 2021 to the present.
The Executive Committee recommends that: 1. City Council authorize the Director, Revenue Services to exercise the option to renew the agreement (Contract 47021814) with the Greater Toronto Hotel Association for the collection and remittance of the Municipal Accommodation Tax from hotels for an additional year effective from April 1, 2021 to March 31, 2022.
Staff recommendation as filed
The Controller recommends that: 1. City Council grant authority to the Director, Revenue Services to exercise the option to renew the agreement (Contract No. 47021814) with the Greater Toronto Hotel Association for the collection and remittance of the Municipal Accommodation Tax from hotels for an additional year effective from April 1, 2021 to March 31, 2022.
EX24.8amended
2019-2022 Poverty Reduction Strategy Action Plan Mid-Term Status
The ways in which COVID-19 has impacted Torontonians is a reflection of how poverty impacts Torontonians. Inadequate and unaffordable housing prevents many residents from being able to follow physical distancing protocols. The shutdown of many necessary services and supports, many of which are operated by the City and its partners, means that the vulnerabilities that residents are experiencing due to poverty are exacerbated further. A deficit of quality jobs and livable incomes places residents in economic precarity and reliant on low-wage, precarious work, roles which have been deemed essential in many cases. To travel to these jobs, these residents are disproportionately dependent on a public transit system that is more reliant on fare revenue than other systems making transit more unaffordable. The high cost of living in Toronto also includes the high cost of food, placing many in danger of going hungry. And much of this is due to systemic barriers that are increasingly gendered, racialized and geographically concentrated that places certain communities, including Indigenous and Black residents and people with disabilities, in higher social and economic precarity than others. This dynamic illustrates the importance of the City's Poverty Reduction Strategy in achieving its broader COVID-19 recovery and rebuild goals. This report outlines the City's progress to date in implementing the current 2019-2022 Poverty Reduction Strategy Action Plan, and highlights the ways in which staff are adjusting and prioritizing next steps to advance both the objectives of poverty reduction and equitable, inclusive recovery and rebuilding. The report also makes specific recommendations to improve supports for residents during and after the current public health emergency.
The Executive Committee recommends that: 1. City Council receive the 2019-2022 Poverty Reduction Strategy Action Plan Status Update outlined in Attachment 1 to the report (May 17, 2021) from the Executive Director, Social Development, Finance and Administration for information. 2. City Council request the Medical Officer of Health to transfer responsibility of the Toronto Food Strategy to the Social Development, Finance and Administration Division, and City Council direct the Executive Director, Social Development, Finance and Administration to report to the Economic and Community Development Committee in the first quarter of 2022 on actions required to fully incorporate the City's food security objectives into the Poverty Reduction Strategy. 3. City Council request the Toronto Transit Commission Board to request the Chief Executive Officer, Toronto Transit Commission, to explore the feasibility of improving access to the Fair Pass Program, in consultation with the City's Poverty Reduction Strategy Office, and to expedite any ongoing work, including but not limited to: a. explore the feasibility of in-person registration in accordance with public health guidelines; b. expedite extending the Fair Pass program to residents who already receive other means-tested supports such as rent geared to income housing; and c. explore the feasibility of mailing programmed, validated PRESTO cards to facilitate and ensure access; and to report back to the Toronto Accessibility Advisory Committee on the results of the review by the fourth quarter of 2021.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council receive the 2019-2022 Poverty Reduction Strategy Action Plan Status Update, outlined in Attachment 1, for information. 2. City Council request the Medical Officer of Health transfer responsibility of the Toronto Food Strategy to Social Development, Finance and Administration Division and direct the Executive Director, Social Development, Finance and Administration to report to Economic and Community Development Committee in the first quarter of 2022 on actions required to fully incorporate the City's food security objectives into the Poverty Reduction Strategy.
EX24.9adopted
CreateTO 2020 Financial Results
As the City of Toronto's real estate agency, CreateTO manages the City's real estate portfolio, develops City lands and buildings for municipal purposes, and delivers client-focused real estate solutions to City divisions, agencies and corporations. 2020 marked an unprecedented year with the COVID-19 pandemic. While this required some adjustments as an organization, there was no significant impact to the financial statements of CreateTO. Staff adapted to the new working environment and continued to move forward key city initiatives such as Housing Now, Modular Housing and ModernTO. Please refer to attachment 1 for further details on these initiatives and our 2020 highlights. For the year ending December 31, 2020, KPMG LLP came on as our new auditors and delivered a clean audit opinion. Please refer to attachment 2 for KPMG LLP's audit findings report and attachment 3 for the audited financial statements.
The Executive Committee recommends that: 1. City Council receive the CreateTO 2020 Highlights in Attachment 1 to the report (April 26, 2021) from the Chief Executive Officer, CreateTO for information. 2. City Council approve the CreateTO 2020 Audited Financial Statements in Attachment 3 to the report (April 26, 2021) from the Chief Executive Officer, CreateTO.
Staff recommendation as filed
The Board of Directors of CreateTO recommends that: 1. City Council receive for information CreateTO 2020 Highlights, in Attachment 1 of the report (April 26, 2021) from the Chief Executive Officer, CreateTO. 2. City Council approve the 2020 Audited Financial Statements, in Attachment 3 of the report (April 26, 2021) from the Chief Executive Officer, CreateTO.
EX24.10adopted
Parkdale Hub Project - 1303, 1313 and 1325 Queen Street West and 220 Cowan Avenue
The purpose of this report is to introduce the Parkdale Hub project to the Board of CreateTO and to advise of the ongoing work that CreateTO staff are leading, at the direction of City Council, to advance city-building opportunities through the Parkdale Hub project feasibility study. This project was initiated through a Motion to Council in 2017 which directed the three Deputy City Managers to convene an inter-divisional agency table to determine the feasibility of a coordinated plan for the City-owned properties located at 1303, 1313 Queen Street West and 220 Cowan Avenue. The facilities at each of these properties are in need of significant capital investment over the next ten years in order to maintain their state of good repair. This provides a unique opportunity to plan and build the City's assets in a coordinated manner, leveraging existing adjacencies to create spaces that more efficiently and effectively serve the Parkdale community. Since 2017, CreateTO staff have been collaborating with a wide range of City divisions and agencies on a feasibility study that assesses the potential redevelopment of these sites to better serve the Parkdale community, which has been designated by City Council as a Neighbourhood Improvement Area. In December 2019, pursuant to a report on the findings of the Phase 1 feasibility study, City Council directed CreateTO to lead Phase 2 of the Parkdale Hub feasibility study. This project represents a strong opportunity for CreateTO to lead a transformational city-building initiative that will deliver wide-ranging social, cultural and economic benefits to the Parkdale community, including: - The creation of new affordable housing; - The revitalization and expansion of a Community Recreation Centre; - The reconstruction and expansion of the Parkdale Library branch; - The ongoing delivery of Artscape's cultural hub program, which includes affordable live-work residences for artists; - The creation of new community space and design elements that will strategically connect programs, services and people - creating an integrated "Hub"; and - Significant enhancements to the public realm through the adaptive re-use of heritage buildings and improved connectivity with the adjacent properties. CreateTO staff are mid-way through the completion of the Phase 2 feasibility study scope of work, which is outlined further in this report. Further to the Council direction received in the staff report dated December 2019, it is recommended that the Board forward this report to Council's Executive Committee as a Phase 2 update report. Staff will report back to CreateTO Board and Council in Q4 2021 with a final report on the Phase 2 feasibility study, including a business case.
The Executive Committee: 1. Directed that Confidential Attachments 1 and 2 to the report (April 27, 2021) from the Vice President, Land and Development Planning, CreateTO remain confidential until released by the Board of Directors of CreateTO as they pertain to a proposed or pending acquisition or sale of land for municipal or local board purposes and a position, plan, or instruction to be applied to negotiations carried on or to be carried on by or on behalf of the City of Toronto.
Staff recommendation as filed
The Board of Directors of CreateTO: 1. Forwards the report (April 27, 2021) from the Vice President, Land and Development Planning, CreateTO, including the Confidential Attachments, to Executive Committee for information with the request that the Committee maintain the confidentiality of Confidential Attachments 1 and 2 until released by the Board of Directors of CreateTO.
EX24.11forwarded without recommendation
Recommendations to Consult and Amend Bill 251, Combating Human Trafficking Act
In March 2020, the Ontario government announced a $307 million investment into a five-year anti-trafficking strategy. On February 22, 2021, Bill 251, Combating Human Trafficking Act, 2021 was introduced by Solicitor General Sylvia Jones in the Legislative Assembly of Ontario. The stated purpose of the Act is to combat human trafficking and provide support for survivors by adopting a law enforcement model, increasing surveillance powers for police and Ministerially appointed inspectors, and imposing charges and hefty fines for violations. Anti-trafficking experts are concerned about the Act's reliance on a law enforcement model that has been ineffective and oftentimes counterproductive to efforts to tackle human trafficking. These adverse impacts include the ongoing false conflation of sex work with human trafficking which incentivizes police and a whole new category of inspectors to surveil and interrogate Asian, Black and Indigenous communities and migrant communities. There are serious privacy and human rights concerns with extending surveillance powers for police and Ministerially appointed inspectors. The Act authorizes the Minister to appoint inspectors for the purposes of this law, who "may, without a warrant or notice, and at any time, enter and inspect any place" to determine compliance with the Ministers' regulations. The Act authorizes the Minister to appoint inspectors for the purposes of this law, who "may, without a warrant or notice, and at any time, enter and inspect any place" to determine compliance with the Ministers' regulations. Inspectors are also granted unfettered powers to examine, demand, remove or copy any "thing that is or may be relevant to the inspection" and to "question a person on any matter that is or may be relevant to the inspection, including questioning a person separate from others." A person who is suspected of committing an offence is also compelled to answer questions in breach of their constitutionally protected right to silence. Non-compliance is a punishable offence, subject to a fine of $50,000 or $100,000 for an individual or corporation, respectively. The Bill will likely impose requirements on municipal divisions and agencies to surveil/racially profile people suspected of being involved in human trafficking, alienating them from vital municipal supports that the City is mandated to provide and in some cases directly support. The City of Toronto is currently undertaking a review of police services, and proposing community led response units in four neighbourhoods. This outcome of this Bill may increase unbudgeted costs to city agencies and divisions and undermine the pending work, and other reform initiatives the City of Toronto has committed to undertaking. While we share the Provincial government's concerns about the exploitation of vulnerable people, the Act would have multiple, adverse impacts on sex workers and particularly BIPOC, LGBTQ2S and migrant sex workers by increasing barriers to safe work and further alienating sex workers from health, social and legal supports, without meaningfully addressing human trafficking. Considering the role Toronto Police and By-law enforcement could be required to play, City Council should denounce Bill 251 in its current force and urge the Government of Ontario to work collaboratively with all parties and in deep consultation with those most vulnerable and likely to be impacted, including sex workers.
The Executive Committee submits the Item to City Council without recommendation.
Staff recommendation as filed
Councillor Kristyn Wong-Tam recommends that: 1. City Council forward a copy of this recommendation to the Government of Ontario and call of them to amend Bill 251 and immediately consult with sex workers and other affected vulnerable communities to ensure that any new legislation will include an anti-human trafficking strategy that is rooted in human rights, including labour rights and migrant rights, and that it addresses the numerous structural barriers including poverty, precarious immigration status, and lack of access to affordable housing, health and social services that contribute to the risks of human trafficking.