Executive Committee
The full agenda, as filed
All 15 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.
EX29.1adopted
2022 Launch of Community Crisis Support Service Pilots and Policing Reform Updates
In February 2021, City Council unanimously approved the Community Crisis Support Service to be piloted in four areas of the City. These pilots will test a new community-led approach to mental health crisis calls to 911, including those involving persons in crisis and wellness checks. The pilots respond to City Council's direction to staff in June 2020 for changes to policing in Toronto and for the City Manager to develop a non-police led, alternative community safety response model for calls involving Toronto residents in mental health crisis. All of the pilots will be implemented in areas where there is a demonstrated need and calls for people in crisis are the highest. One of the four pilots will be Indigenous-led, to advance the City's commitments to the Truth and Reconciliation Commission and the Missing and Murdered Indigenous Women and Girls (MMIWG) Calls for Justice. The Community Crisis Support Service pilots are also one of SafeTO's first year priority actions contributing to reducing vulnerability in Toronto through proactive mental health support strategies and community-led crisis support models. The pilots will seek to better support community health, wellness and safety by introducing an alternative model of crisis response that is community-led, person-centred, trauma-informed and focused on harm reduction. The pilots will provide a place-based health response, informed by an understanding of systemic racism and the ongoing impact of colonialism, to deliver consent-based care and ongoing follow-up support to those in crisis. The service will launch in two phases, with two pilots anticipated to be active in the northeast and downtown east by March 2022 and the northwest and downtown west by June 2022. A third-party evaluator will be engaged to develop an outcomes and evaluation framework and publish an independent yearly review of the pilots to help guide implementation and on-going decision-making. To date, staff have worked to ensure all elements are in place for a successful launch of the service. Key actions taken include: - Developing the necessary partnerships to implement the pilots; - Building call triage and diversion processes for mental health crisis calls with Toronto Police Service and FindHelp Information Services; - Securing technology and radios required to support mobile crisis team communication and dispatching; - Selecting community anchor partners through four distinct call for proposals processes; - Retaining third-party evaluators to develop an evaluation framework for the program; - Developing a public education and service identity strategy; - Coordinating community advisory tables to inform the pilots; - Building a robust training program for mobile crisis teams informed by best practices in other jurisdictions; - Engaging community anchor partners to better coordinate and plan for implementation of pilots; and - Developing new data collection systems. This report will provide an update on: - The status of work related to the Community Crisis Support Service pilots, including community anchor partner selection, evaluation and knowledge mobilization, and pilot implementation; - Key considerations for pilot expansion and next steps; - A summary of work completed by the City of Toronto, Toronto Police Services Board, and Toronto Police Services on the 36 decisions from CC22.2 and updates on additional non-police interventions requested in EX21.2; and - Update from the Toronto Police Services Board on the status of 81 decisions adopted at its August 18 meeting related to policing reform.
The Executive Committee recommends that: 1. City Council authorize the Executive Director, Social Development, Finance and Administration to build an expansion list of community partners and potential pilot areas through a Request for Expressions of Interest process, and to report back on the budgetary impacts and considerations to City Council. 2. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into or amend any agreements with FindHelp Information Services, providing for the pilot funds, on the terms and conditions satisfactory to the Executive Director, Social Development, Finance and Administration and in a form acceptable to the City Solicitor.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the Executive Director, Social Development, Finance and Administration to build an expansion list of community partners and potential pilot areas through a Request for Expressions of Interest process, and to report back on the budgetary impacts and considerations to City Council. 2. City Council authorize the Executive Director of Social Development, Finance and Administration to enter into or amend any agreements with FindHelp Information Services, providing for the pilot funds, on the terms and conditions satisfactory to the Executive Director, Social Development, Finance and Administration and in a form acceptable to the City Solicitor.
EX29.2adopted
SafeTO, Toronto's Ten Year Community Safety and Well-being Plan was unanimously adopted by City Council at its July 14, 2021 meeting. In approving Safe TO, the City of Toronto continues its legacy of taking bold actions to address complex challenges by reimagining core elements of community safety and well-being to shift from a reliance on reactive emergency response to a culture of prevention. To pursue this vision, City Council adopted a comprehensive long-term plan that aims to: i) expand the definition of community safety beyond crime and/or enforcement to include prevention and well-being; ii) leverage and strengthen partnerships across sectors and communities to enhance our shared ability to act early, and iii) use multi-sector data to inform planning and decision-making. City staff, working with Toronto Public Health, Toronto Police Service, Toronto Community Housing, and partners in community and other institutions, have developed the SafeTO Implementation Plan that build a strong foundation to advance the 7 goals and 26 priority actions of the Community Safety and Well-Being Plan over the next decade. The SafeTO Implementation Plan, outlined in this report, focuses on building a strong foundation in year one. The plan is informed by findings from research and community consultations conducted during the development of SafeTO, advice from the SafeTO Advisory, and lessons learned from our ongoing collaboration with the Toronto Police Service. The plan identifies where existing City strategies and programs are advancing SafeTO goals and where critical new priority actions and structures are necessary. The year one 2022 work plan for SafeTO centres on four priority actions: Action 1.3: Embed the community crisis support service as a well-resourced first-response service city-wide Action 2.1: Develop a comprehensive multi-sector gun violence reduction plan Action 2.3: Strengthen community crisis response protocols to better support victims and communities impacted by violence, and; Action: 7.1 Develop a comprehensive strategy to share, integrate and analyze data across multiple institutions for the purpose of informing real-time policy development and service planning. These four priority actions are foundational to advancing the 7 goals and 26 priority actions of the Community Safety and Well-Being Plan. This report recommends that in 2022, Social Development, Finance and Administration Division, as the coordination lead for SafeTO implementation, will: work with partners through a multi-sector SafeTO Advisory Table to guide and support implementation; identify and leverage existing programs that can advance SafeTO goals and actions; invest in community leadership and action oriented collaborative approaches; and develop and implement an intergovernmental strategy to achieve policy and investment alignment. SafeTO is a transformative endeavour that requires innovation to respond to urgent immediate challenges and shape the long-term changes needed to improve policies, initiatives, and practices across institutions. The recommended plan will enable the City of Toronto to continue leading dialogue to advance SafeTO goals, identify shared outcomes across governments and institutions, leverage community networks and advocacy groups, and prioritize place-based and community-based subject matter expertise. Now endorsed by the Toronto Police Services Board, SafeTO also provides an important opportunity for the City, the Toronto Police Service and the Toronto Police Services Board Office to collaborate more strategically on ongoing police reform actions and systemic transformation.
The Executive Committee recommends that: 1. City Council request the Executive Director, Social Development, Finance and Administration, in partnership with the Toronto Police Service, the Toronto Police Services Board and all other implicated City Divisions, Agencies, and Corporations to form and participate in the SafeTO Advisory with key community and institutional partners to lead the internal system change work of SafeTO. 2. City Council adopt the key actions and deliverables in the SafeTO 2022 Work Plan as outlined in Attachment 1 to the report (January 12, 2022) from the Executive Director, Social Development, Finance and Administration; and City Council authorize the Executive Director, Social Development, Finance and Administration to modify, adapt and innovate implementation of the actions and deliverables in the Plan as required, in response to the changing needs of community, subject to funding approval as part of the 2022 budget process. 3. City Council request the Executive Director, Social Development, Finance and Administration, in collaboration with relevant City Divisions, Agencies, Corporations and partners, to report annually on the progress of implementation and the next year's work priorities and any financial impacts. 4. City Council request the Executive Director, Social Development, Finance and Administration to report annually on the Community Youth Violence Prevention Grants and the expanded Community Crisis Response Funds as part of the standard delegated authority report to Economic and Community Development Committee. 5. City Council request City Divisions, Agencies and Corporations to share data, as permitted by law, to support the operations, monitoring and evaluation of SafeTO; and City Council request the Executive Director, Social Development Finance and Administration to report on the status of data sharing approaches. 6. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate and enter into agreement(s) with other governments, institutions, agencies and vendors as required to advance SafeTO including: partnership agreements, information sharing, data sharing, information and privacy agreements and request for proposals processes in a form acceptable to the City Solicitor. 7. City Council request the Province of Ontario and Government of Canada to financially support the implementation of SafeTO Actions and align its related investments in Toronto in a manner which advances SafeTO goals. 8. City Council request the Province of Ontario (Ministries of Children, Community and Social Services, Health, the Solicitor General, the Attorney General, Education and Municipal Affairs and Housing), and the Government of Canada (Department of Justice Canada, Public Safety Canada, the Public Health Agency of Canada, Indigenous Services Canada and Statistics Canada) to collaborate and directly partner with the City and other partners to establish and implement the following priority actions from the SafeTO Plan: a. the Community Crisis Support Service pilots to better support community health and wellness by introducing an alternative, community-based health model of crisis response that is community-led, client-centred, trauma-informed and focused on reducing harm; b. the multi-sector Toronto Office to Prevent Gun Violence as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board, Toronto Community Housing, and other partners to integrate investments and operationalize a cross-government approach to reduce violence; and c. the Multi-sector Data Centre as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board and other partners to enhance the collation, interpretation, use and harmonization of relevant data from across sectors to promote evidence informed decision making in real-time, robust monitoring, evaluation and public reporting. 9. City Council reiterate its request to the Province of Ontario to provide funding to support the continued operation of the Sunnybrook Breaking the Cycle of Violence with Empathy Program (BRAVE), the creation of a St. Michael's Hospital violence intervention program and work in the long-term to create a network of hospital violence intervention programs to support gun violence reduction in Toronto. 10. City Council request the Toronto District School Board and the Toronto Catholic District School Board to collaborate and directly partner with the City to establish and implement the following priority actions from the SafeTO Plan: a. the multi-sector Toronto Office to Prevent Gun Violence as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board, Toronto Community Housing, and other partners to integrate investments and operationalize a cross-government approach to reduce violence; and b. the Multi-sector Data Centre as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board and other partners to enhance the collation, interpretation, use and harmonization of relevant data from across sectors to promote evidence informed decision making in real-time, robust monitoring, evaluation and public reporting.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council request the Executive Director, Social Development, Finance and Administration, in partnership with the Toronto Police Service, the Toronto Police Service Board and all other implicated City Divisions, Agencies, and Corporations to form and participate in the SafeTO Advisory with key community and institutional partners to lead the internal system change work of SafeTO. 2. City Council adopt the key actions and deliverables in the SafeTO 2022 Work Plan as outlined in Attachment 1 to the report; and City Council authorize the Executive Director, Social Development, Finance and Administration to modify, adapt and innovate implementation of the actions and deliverables in the Plan as required, in response to the changing needs of community, subject to funding approval as part of the 2022 budget process. 3. City Council request the Executive Director, Social Development, Finance and Administration, in collaboration with relevant City Divisions, Agencies, Corporations and partners, to report annually on the progress of implementation and the next year's work priorities and any financial impacts. 4. City Council request the Executive Director, Social Development, Finance and Administration to report annually on the Community Youth Violence Prevention Grants and the expanded Community Crisis Response Funds as part of the standard delegated authority report to Economic and Community Development Committee. 5. City Council request City Divisions, Agencies and Corporations to share data, as permitted by law, to support the operations, monitoring and evaluation of SafeTO. City council further request the Executive Director of Social Development Finance and Administration Division report on the status of data sharing approaches. 6. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate and enter into agreement(s) with other governments, institutions, agencies and vendors as required to advance SafeTO including: partnership agreements, information sharing, data sharing, information and privacy agreements and request for proposals processes in a form acceptable to the City Solicitor. 7. City Council request the Province of Ontario and Government of Canada to financially support the implementation of SafeTO Actions and align its related investments in Toronto in a manner which advances SafeTO goals. 8. City Council request the Province of Ontario (Ministries of Children, Community and Social Services, Health, the Solicitor General, the Attorney General, Education and Municipal Affairs and Housing), and the Government of Canada (Department of Justice Canada, Public Safety Canada, the Public Health Agency of Canada, Indigenous Services Canada and Statistics Canada) collaborate and directly partner with the City and other partners to establish and implement the following priority actions from the SafeTO Plan: a. the Community Crisis Support Service pilots to better support community health and wellness by introducing an alternative, community-based health model of crisis response that is community-led, client-centred, trauma-informed and focused on reducing harm; b. the multi-sector Toronto Office to Prevent Gun Violence as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board, Toronto Community Housing, and other partners to integrate investments and operationalize a cross-government approach to reduce violence; and c. the Multi-sector Data Centre as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board and other partners to enhance the collation, interpretation, use and harmonization of relevant data from across sectors to promote evidence informed decision making in real-time, robust monitoring, evaluation and public reporting. 9. City Council reiterates its request to the Province of Ontario to provide funding to support the continued operation of the Sunnybrook Breaking the Cycle of Violence with Empathy Program, the creation of a St. Michael's Hospital violence intervention program and work in the long-term to create a network of hospital violence intervention programs to support gun violence reduction in Toronto. 10. City Council requests the Toronto District School Board and the Toronto Catholic District School Board collaborate and directly partner with the City to establish and implement the following priority actions from the SafeTO Plan: a. the multi-sector Toronto Office to Prevent Gun Violence as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board, Toronto Community Housing, and other partners to integrate investments and operationalize a cross-government approach to reduce violence; and b. the Multi-sector Data Centre as a partnership between the City of Toronto, Toronto Public Health, Toronto Police Service, Toronto Police Services Board and other partners to enhance the collation, interpretation, use and harmonization of relevant data from across sectors to promote evidence informed decision making in real-time, robust monitoring, evaluation and public reporting.
EX29.3amended
Update on the Metrolinx GO Expansion Program - First Quarter 2022
Metrolinx's GO Expansion Program, formerly known as Regional Express Rail, will expand and improve service on the GO rail network to meet the needs of a growing region. The GO Expansion Program will provide faster and more efficient trains, two-way all-day service, accessible stations, and 15-minute or better service on core portions of the GO rail network. The GO Expansion Program is one part of a multi-billion, Government of Ontario, investment in transit expansion that includes light rail transit, subway and bus projects across the Greater Toronto and Hamilton Area. Portions of the GO Expansion Program's improvements to rail infrastructure have been happening incrementally in and around Union Station and along the eight GO corridors that serve 19 stations within the City of Toronto. The purpose of this report is to provide a status update on components of Metrolinx's GO Expansion Program that have achieved significant milestones since City staff last reported to City Council in September 2020.
The Executive Committee recommends that: 1. City Council request the Executive Director, Transit Expansion Office, to request Metrolinx to investigate and provide alternative proposals to the City that reduce the impact to the ravine ecosystem due to Small's Creek project, including the approach for how the pedestrian connection from Merrill Bridge Road Park to Williamson Park Ravine will be included in the scope of the project, as referenced in the report (January 12, 2022) from the Executive Director, Transit Expansion Office. 2. City Council request the Executive Director, Transit Expansion Office to request Metrolinx, in consultation with relevant City Divisions and Agencies including the Toronto and Region Conservation Authority, to provide a publicly available ecological restoration and stewardship plan for the entirety of the Small's Creek ravine area, which: a. includes a walking path that maintains connection across the east and west sides of the ravine, in keeping with the 'connecting' goal of the Council-endorsed Toronto Ravine Strategy; b. explores the addition of a tiered retaining wall in the Small's Creek ravine to provide both better visual as well as improved environmental outcomes; c. provides an outline for improved noise mitigation measures that address increased vibration, sound frequency, and decibel noise levels and confirmation of measures that will be implemented prior to and as part of future expansion or Regional Express Rail work in the area; d. outlines the roles and responsibilities for all agencies and divisions involved in the scope of work; and e. includes consultation with community and stakeholders, including the Toronto and Region Conservation Authority, and receives Toronto and Region Conservation Authority approval in advance of requesting further project approvals or beginning any significant early work construction that impacts mature trees and the wooded ravine slope.
Staff recommendation as filed
The Executive Director, Transit Expansion Office recommends that: 1. The Executive Committee receive this report for information.
EX29.4referred
Assessment of the East Harbour Transit Oriented Communities Proposal
In April 2021, the Province announced a Transit Oriented Communities commercial partnership with Cadillac Fairview for the East Harbour site. The Transit Oriented Communities partnership proposes to add 302,000 square metres (3.25 million square feet) of residential development, or approximately 4,300 residential units, to the 926,000 square metres (10 million square feet) of employment development previously approved in the Unilever Precinct Secondary Plan and relevant Zoning By-laws. Materials submitted by Cadillac Fairview in May 2021 propose nine residential towers, nine office towers, and a street network similar to the 2018 East Harbour Master Plan. As part of the commercial agreement between Cadillac Fairview and the Province, the two parties negotiated a capital contribution toward matters they expected the City would require for the East Harbour site, including affordable housing, community services and facilities, and hard infrastructure. The Province is targeting Spring 2022 to issue a Minister's Zoning Order to provide zoning certainty for this Transit Oriented Communities development. The Province has indicated that this timeline is linked to the construction timelines for the East Harbour Transit Hub, which includes station platforms for the Ontario Line and SmartTrack. In July 2021, City Council provided direction to staff confirming the City's objectives and priorities for negotiation with the Province and Cadillac Fairview. City staff have engaged with the Province and Cadillac Fairview based on these objectives, which include the objectives and policies in the Council approved Unilever Precinct Secondary Plan. Negotiations have dealt only with matters deemed necessary to conclude the Province's TOC commercial transaction and ensure essential City interests are addressed by the Province and Cadillac Fairview. It is understood that subsequent reviews and approvals will be required given the scale and complexity of the proposal, and the time and engagement required to advance a well-considered plan. This report reviews the Revised Master Plan for East Harbour and outlines the principles and positions City staff have advanced in the negotiation process with the Province and Cadillac Fairview. Negotiations were ongoing at the time this report was written. The City's fundamental goal is to protect East Harbour as a major employment area on the east "shoulder" of the Downtown. If residential uses are to be permitted at East Harbour through the Ministerial Zoning Order then the Transit Oriented Communities proposal must ensure the core parameters for a complete mixed-use community, while protecting this major office function and employment uses within the broader South of Eastern Employment Area. The Province has stated its goal to develop East Harbour as a major employment area and has indicated its agreement with these parameters. Retention of East Harbour as core employment and securing the development of office uses in tandem with residential uses is critical to both ensuring employment uses are predominate on site and preventing further conversions in the broader South of Eastern Employment Area, which plays a key role in supporting the film industry in the City. Staff are anticipating that a supplementary report to Executive Committee or Council will summarize the negotiated conditions proposed by City staff, including financial terms to address City interests related to the East Harbour Revised Master Plan Transit Oriented Communities proposal. It is critical that negotiated terms are secured in a manner that protects the City's interests. The partnership between the City and the Province on the development of the East Harbour Transit Hub and SmartTrack station, as well as the significant scale, complex enabling infrastructure, unique partnerships and development timing of the East Harbour Transit Oriented Communities proposal distinguish it from other Transit Oriented Communities sites. East Harbour is a 15 hectare brownfield site that forms a significant portion of the 25 hectare Unilever Precinct, with multiple development blocks and new public streets and parks to be delivered throughout the site. In addition, East Harbour is also subject to a draft plan of subdivision process. By comparison, other Transit Oriented Communities proposals in the City of Toronto will see redevelopment of predominately individual parcels within the existing urban structure of streets, blocks, and related infrastructure, with developer partners to be secured after the development permissions are established and through an open market offering process. The East Harbour Transit Oriented Communities proposal also incorporates an extensive enabling infrastructure program. As a brownfield site within an existing floodplain, the East Harbour site requires many infrastructure investments, including flood protection landforms, streets, transit, and underground servicing; all with the appropriate approvals and securities necessary to unlock its full City building and development potential. A supplementary report to Executive Committee or City Council will detail the outcomes of negotiations for East Harbour and will bring forward recommendations for City Council consideration.
The Executive Committee: 1. Referred Item EX29.4 to the Deputy City Manager, Infrastructure and Development Services for further consideration.
Staff recommendation as filed
The Deputy City Manager, Infrastructure and Development Services recommends that: 1. City Council receive this report for information.
EX29.5adopted
Ontario Place Redevelopment - Priority Areas for Collaboration and Development Approvals Process
The purpose of this report is to address two June 2021 City Council directions for reports related to the Ontario Place redevelopment: - A report on a formal Toronto-Ontario agreement on the priority areas for City and Provincial collaboration related to the Ontario Place redevelopment. - A report on the process that will be utilized for Planning Act and Ontario Heritage Act approvals for the Ontario Place redevelopment. This staff report summarizes City staff activity since June 2021 and outlines how City staff, including staff of Exhibition Place, will approach working with the Province on finalizing an agreement and reviewing project-related development applications. Descriptions of the three forthcoming development proposals, key dates and City priorities for the development of Ontario Place are also provided. On July 30, 2021, the Province announced further details of its plans to redevelop Ontario Place, including the preferred participants from their 2019 Call for Development process (Therme Group, Live Nation and Écorécréo Group), that have been identified to develop new and/or expanded major attractions on the site. The Province is also continuing to work with the City and the Ontario Science Centre to explore opportunities to deliver science-related tourism and educational programming at the Cinesphere and Pod complex at Ontario Place. Toronto-Ontario Major Terms and Conditions Further to the Terms of Reference adopted by City Council on June 8, 2021, staff entered into a structured engagement process with the Province to work on the next phase of the Ontario Place redevelopment, with a view to optimizing the potential of both the Ontario Place and Exhibition Place sites and other nearby City assets. The June Terms of Reference set out a framework for cooperation, coordination and engagement, and identified the following areas for further collaboration between the City and Province: site planning, permitting and approvals; site servicing; land requirements; and Ontario Place / Exhibition Place linkages. The attached document titled "Toronto-Ontario Major Terms and Conditions" (Attachment 1) reflects the work done to date through the tables established under the Terms of Reference, and is intended to confirm the ongoing collaboration in more detail. It deals with a number of issues, all of which are described below: - A process for Planning Act and Ontario Heritage Act approvals. - The approach that the Province will take to servicing the site, working with the City, Exhibition Place and relevant utilities. - The status of negotiations of the proposed real estate transactions between the City and the Province. - Enhanced integration between Ontario Place and Exhibition Place sites related to issues such as 'last mile' transit, joint programming, parking, parks and public realm connections and improvements, and other issues as identified. Planning Act and Ontario Heritage Act Approvals It is proposed that Planning Act and Ontario Heritage Act approvals by City Council be sought and processed in two phases. In phase one, the Province, working through Infrastructure Ontario, will submit an application for a site-wide Official Plan and Zoning By-law Amendment. The amendments are intended to seek development permissions for various uses to be described in full, in forthcoming planning applications. The Province is working through the procurement process to retain consultant teams to advance this work. Following the Official Plan and Zoning By-law Amendment application submissions, in phase two, the three proposed tenants will submit site plan applications for their individual projects as required. The proposed process for Planning Act and Ontario Heritage Act approvals is described in some detail below, including in Attachment 2. The process will follow the City's established standard review process for high-profile and complex development applications. This process is well understood by all commenting partners. Recognizing the short timelines, resourcing discussions are ongoing with the Province to enable an efficient and thorough review. The majority of Ontario Place is owned by the Province and the site is considered a Provincial Heritage Property of Provincial Significance. As such, the development review process will consider heritage as part of the approval process. Provincial standards under the authority of the Ontario Heritage Act require that a Strategic Conservation Plan be prepared in accordance with the property's Statement of Cultural Heritage Value to provide guidance on the appropriate management and conservation of Provincial Heritage Properties. The Strategic Conservation Plan will include an assessment of the cultural heritage resources on the Ontario Place site and details how the property will be conserved consistent with the Standards and Guidelines for the Conservation of Provincial Heritage Properties. The Province has retained a consultant team that is currently engaged in this work; City staff will be consulted on this work at key milestones. In addition, the development review process will emphasize the importance of a comprehensive and holistic public realm. Development proposals and public realm concepts will be reviewed through the lens of inclusivity and accessibility, ensuring that public access to the shoreline is secured and enhanced. The Province recently retained a public realm design team, led by a landscape architect, to develop a public realm master plan and establish design standards to apply across the Ontario Place site to create a unified experience for the public, and to ensure integration between government and privately leased lands and to also ensure an integrated and comprehensive landscape approach is taken across the entire site. This work will also include soil management and remediation, engineering, grading and, shoreline repair works. This work will be guided by a number of considerations, including: ensuring continuous public access to the waterfront; a high-quality, cohesive and consistent public realm; and respect for the unique character of the original Zeidler/Hough design. Consistent with Official Plan (OP) policies contained in the Central Waterfront Secondary Plan, throughout the development review process the City will explore mechanisms to secure improved public access and a continuous waterfront park system. Throughout the development review process, City staff will make use of the Guiding Principles for the Revitalization of Ontario Place that were recommended by Toronto-East York Community Council and approved at the May 14, 2019 meeting of City Council. 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 - Openness and Transparenc Real Estate Matters To facilitate the redevelopment of Ontario Place, the Province has indicated that it requires some City-owned land and water at Ontario Place. The Province is interested in acquiring approximately six acres of City-owned land and approximately ten acres of City-owned water at Ontario Place. City staff are supportive of investigating opportunities for a potential transaction with the Province of Ontario related to City-owned land and water at Ontario Place, subject to a review of conformity with the Official Plan and appropriate compensation to the City. City staff would investigate the use of covenants or other mechanisms to ensure that any transferred lands would continue as publicly-accessible parkland and water. The City would maintain ownership of the majority of water to the west of the Ontario Place islands, known as the Western Water Course. Discussions with the Province are ongoing. City Council authority will be further sought in the event that a final real estate transaction is negotiated with the Province. Public Engagement The City is leading a public and stakeholder engagement program specific to its role as planning approval authority. Engagement activities will be robust and similar in format to other high-profile and complex applications. Public and stakeholder input will be vital to inform the review of the forthcoming applications. City staff will seek the advice and guidance of the Indigenous Affairs Office in a parallel consultation approach early in the process. The Province has also initiated a public engagement process including its duty to consult; the process will include engagement with Indigenous rights holders -- with people and organizations that represent First Nations, Inuit and Métis peoples and all urban Indigenous communities, including Treaty and Territorial partners such as the Mississaugas of the Credit. Key Dates It is expected that ground leases with the tenants will be executed by the Province in the first quarter of 2022, recognizing that these lease agreements will not preclude substantive changes, revisions and addressing issues identified by the City through the development review process. The timelines outlined in this report, including all appendices, reflect this expectation. Should lease executions be delayed for any reason, the timelines contained herewith may also need to shift accordingly. The City and Province commit to continued collaboration prior to lease execution. It is expected that the Province will submit a formal and complete development application for a site-wide Official Plan and Zoning By-law Amendment in October 2022. In the lead up to this formal submission, City staff will continue to engage the Province in a rigorous pre-submission consultation period, with City input to be assisted and informed by each of: a robust consultation program that includes a City-led Stakeholder Advisory Committee; numerous Design Review Panel presentations; and an internal Technical Working Group to be co-chaired by dedicated full-time City staff members from the City Planning Division's Community Planning and Waterfront Secretariat sections. A preliminary report on the Province's October 2022 planning applications is anticipated for presentation at the first Toronto and East York Community Council meeting of the next Council term. This preliminary report will provide detailed feedback on the application materials submitted to date, and will summarize the various stakeholder and technical input recorded throughout the pre- and post-submission period for the planning applications. The three proponents, stakeholder groups and the public will also have the opportunity to make a public deputation on the preliminary report at Toronto and East York Community Council. Following publication of the preliminary report, the applicant will undertake necessary revisions to their application before a formal resubmission is filed in June 2023. Applications for site plan control may be filed as early as summer 2023, potentially in conjunction with the anticipated June 2023 resubmission of the Official Plan Amendment and Zoning By-law Amendment applications. A preliminary report on the land use planning applications is anticipated to be presented to Toronto and East York Community Council for the first meeting of the next City Council term; a final report will proceed to City Council by the end of 2023. Next Steps and Reporting Back City staff will continue to use the current pre-submission consultation period to engage with the Province and their tenants in collaborative and productive issues identification. This will include identifying and addressing technical questions and concerns ahead of receipt of formal planning applications and will continue to engage various waterfront and project stakeholders in order to ensure a broad representation of interests and voices throughout this process.
The Executive Committee recommends that: 1. City Council authorize the Deputy City Manager, Infrastructure and Development Services, in consultation with the City Solicitor, to negotiate and execute an "Ontario Place Redevelopment Agreement" based substantially on the Toronto-Ontario Major Terms and Conditions document contained in Attachment 1 to the report (January 12, 2022) from the Deputy City Manager, Infrastructure and Development Services, and including such other terms and conditions as are satisfactory to the Deputy City Manager, Infrastructure and Development Services, in consultation with the Deputy City Manager, Corporate Services, Executive Director, Corporate Real Estate Management, Chief Executive Officer, Exhibition Place, and any other relevant Official, in a form acceptable to the City Solicitor. 2. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Chief Planner and Executive Director, City Planning and the General Manager, Parks, Forestry and Recreation to continue negotiations with the Province of Ontario on a potential transaction with the Province of Ontario related to City-owned lands and water at Ontario Place, subject to a review of conformity with the Official Plan and appropriate compensation to the City. 3. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, in consultation with the Chief Planner and Executive Director, City Planning, the General Manager, Parks, Forestry and Recreation and Chief Executive Officer, Exhibition Place where the matters referred to in this Recommendation affect Exhibition Place lands, to approve, execute and administer temporary access agreements, licenses, easements or similar permissions over City-owned lands and water in favour of the Province in order to facilitate the required servicing, site preparation, preliminary testing and design for the redevelopment of the Ontario Place property, at nominal value, and on such other terms and conditions deemed appropriate by the Executive Director, Corporate Real Estate Management, and in a form acceptable to the City Solicitor. 4. City Council direct the Executive Director, Corporate Real Estate Management, to report back to City Council for the necessary approval prior to the execution of any real estate transaction with permanent impact on City-owned real estate interest. 5. City Council request that the Chief Planner and Executive Director, City Planning, in consultation with appropriate City Divisions, as well as stakeholders and the public, reinforce the "Guiding Principles for the Revitalization of Ontario Place" adopted by City Council on May 14, 2019, including the importance of heritage preservation and expansion of publicly accessible open spaces and parks, in all matters of municipal interest and authority with respect to redevelopment of the Ontario Place property. 6. City Council request the Chief Planner and Executive Director, City Planning, working with other Divisions and Exhibition Place, to continue a robust public consultation and stakeholder engagement process to inform the City's review of the Ontario Place redevelopment including engagement with The Board of Governors of Exhibition Place and the Canadian National Exhibition Association. 7. City Council request the Chief Planner and Executive Director, City Planning to prepare a comprehensive preliminary report on the detailed planning applications anticipated to be submitted by the Province, along with a general update on progress of the Ontario Place redevelopment, for the first scheduled meeting of the Toronto and East York Community Council in the next term of City Council.
Staff recommendation as filed
The Deputy City Manager, Infrastructure and Development Services recommends that: 1. City Council authorize the Deputy City Manager, Infrastructure and Development Services in consultation with the City Solicitor, to negotiate and execute an "Ontario Place Redevelopment Agreement" based substantially on the Toronto-Ontario Major Terms and Conditions document contained in Attachment 1, and including such other terms and conditions as are satisfactory to the Deputy City Manager, Infrastructure and Development Services, in consultation with the Deputy City Manager, Corporate Services, Executive Director, Corporate Real Estate Management, Chief Executive Officer, Exhibition Place, and any other relevant Official, in a form acceptable to the City Solicitor. 2. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Chief Planner and Executive Director, City Planning and the General Manager, Parks, Forestry and Recreation to continue negotiations with the Province of Ontario on a potential transaction with the Province of Ontario related to City-owned lands and water at Ontario Place, subject to a review of conformity with the Official Plan and appropriate compensation to the City. 3. City Council authorize the Executive Director, Corporate Real Estate Management, or their designate, in consultation with the Chief Planner and Executive Director, City Planning, the General Manager, Parks, Forestry and Recreation and Chief Executive Officer, Exhibition Place where the matters referred to in this Recommendation affect Exhibition Place lands, to approve, execute and administer temporary access agreements, licenses, easements or similar permissions over City-owned lands and water in favour of the Province in order to facilitate the required servicing, site preparation, preliminary testing and design for the redevelopment of the Ontario Place property, at nominal value, and on such other terms and conditions deemed appropriate by the Executive Director, Corporate Real Estate Management, and in a form acceptable to the City Solicitor. 4. City Council direct the Executive Director, Corporate Real Estate Management, to report back to City Council for the necessary approval prior to the execution of any real estate transaction with permanent impact on City-owned real estate interest. 5. City Council request that the Chief Planner and Executive Director, City Planning, in consultation with appropriate City Divisions, as well as stakeholders and the public, reinforce the "Guiding Principles for the Revitalization of Ontario Place" adopted by City Council on May 14, 2019, including the importance of heritage preservation and expansion of publicly accessible open spaces and parks, in all matters of municipal interest and authority with respect to redevelopment of the Ontario Place property. 6. City Council request the Chief Planner and Executive Director, City Planning, working with other Divisions and Exhibition Place, to continue a robust public consultation and stakeholder engagement process to inform the City's review of the Ontario Place redevelopment including engagement with The Board of Governors of Exhibition Place and the Canadian National Exhibition Association. 7. City Council request the Chief Planner and Executive Director, City Planning to prepare a comprehensive preliminary report on the detailed planning applications anticipated to be submitted by the Province, along with a general update on progress of the Ontario Place redevelopment, for the first scheduled meeting of the Toronto and East York Community Council in the next term of City Council.
EX29.6referred
Implementation of an E-Petition Platform at the City of Toronto
In 2021, it has become clear an e-petition platform is necessary for the City of Toronto to engage with our residents. During COVID-19, it was clear e-petitions were necessary as stay at home orders prevented the collection of hard copy signatures in person. This delay in democracy could have been averted if an e-petitions platform was available to Toronto residents. It has been proven, specifically during the 2020-2021 pandemic period we can ensure the implementation of an electronic platform. Several governments, for several years, including the Federal government of Canada have made e-petitions a legal and acceptable method to collect residents stand on issues in the form of petitions. The link to the Federal government e-petition website, https://petitions.parl.gc.ca/en/Home/Index . It is clearly evident we are in need of a City of Toronto e-petition platform. I look forward to everyone's support and the implementation of this electronic platform.
The Executive Committee: 1. Referred Item EX29.6 to the City Clerk for further consideration.
Staff recommendation as filed
Councillor Paul W. Ainslie recommends that: 1. City Council adopt an electronic petition (e-petition) system: a. the e-petition system be a neutral e-petition platform integrated into the City of Toronto website; b. the City Clerk report to the Executive Committee at the December 7, 2021 meeting on the e-petition system, process and prerequisites required for the e-petition to be supported on the City of Toronto Web site; and c. the City Clerk implement an e-petition system for public use by December 31, 2021.
EX29.7amended
Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Drug Strategy
At its meeting on December 8, 2021, the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee considered a presentation from the Associate Director, Toronto Drug Strategy Secretariat on Actions to Respond to the Drug Poisoning Crisis in Toronto and made recommendations to the Executive Committee.
The Executive Committee recommends that: 1. City Council direct the Board of Health to direct the Medical Officer of Health and the Associate Director, Toronto Drug Strategy Secretariat to: a. create a specific Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Drug Strategy as a component of the Toronto Drug Strategy; b. incorporate the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee's feedback into the creation of the strategy and consult with Sherbourne Health, AIDS service organizations, The 519 and other Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer health service providers; c. create educational materials and campaigns with the objective of promoting sexual health as it relates to the strategy and ending the stigma and discrimination that members of the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer community face; and d. request the Provincial and Federal Governments to invest in the development and implementation of the strategy. 2. City Council direct the Board of Health to direct the Associate Director, Toronto Drug Strategy Secretariat, to present an update on implementation of the Toronto Drug Strategy to the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee in 2022.
Staff recommendation as filed
The Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee recommends that: 1. The Executive Committee direct the Medical Officer of Health and the Associate Director, Toronto Drug Strategy Secretariat to: a. create a specific Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Drug Strategy as a component of the Toronto Drug Strategy; b. incorporate the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee's feedback into the creation of the strategy and consult with Sherbourne Health, AIDS service organizations, The 519 and other Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer health service providers; c. create educational materials and campaigns with the objective of promoting sexual health as it relates to the strategy and ending the stigma and discrimination that members of the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer community face; and d. request the Provincial and Federal Governments to invest in the development and implementation of the strategy. 2. The Associate Director, Toronto Drug Strategy Secretariat, present an update on implementation of the Toronto Drug Strategy to the Two-Spirit, Lesbian, Gay, Bisexual, Transgender and Queer Advisory Committee in 2022.
EX29.8adopted
City Council on December 15, 16 and 17, 2021, referred Motion MM38.1 to the Executive Committee. Summary from Member Motion: Given the out of control, hyper escalation of home prices in Toronto, making housing affordability impossible for most Torontonians, and given that these out of control housing prices are fueled by real estate speculators and home flippers ("investors") who are buying multiple properties other than their primary residence, it's time for the Ontario Government to stop out-of-control housing prices by re-imposing a Land Speculation Tax to stop home speculators from unfairly driving up the cost of housing in Toronto to unprecedented levels. Recent data from the Toronto Regional Real Estate Board shows that home prices in the City rose by an alarming 22 percent over the last year making the average selling price for a resale house or condo $1.16 million (up from $955,889 which was last November's average). This explosion in housing costs is being fueled in large part by home speculators who are purchasing multiple homes and flipping them for huge profits. According to Teranet, an unprecedented 25 percent of all property sales in Toronto are now to land speculators (so called "investors") up from 16 percent in 2011. According to research by the Canadian Mortgage and Housing Corporation, home prices in Canada have risen 30 percent since the start of the COVID-19 pandemic and land speculation is partially to blame. Canadian Mortgage and Housing Corporation Chief Economist, Brad Dugan says that's "something that worries [him] because that adds extra froth to the market, pushes home prices higher and can create a harder landing if and when the market turns and prices correct." When Toronto was facing a similar problem in the early 1970s, Ontario Premier Bill Davis implemented a 50 percent Land Speculation Tax on people buying and selling homes that were not their principal residence. This tax is credited with slowing the extreme increase in property values in Toronto in the 1970s. Urgent action is needed to help stop the extreme increase in home prices in Toronto, driven by home flippers and land speculators who treat housing like a Bitcoin-type commodity.
The Executive Committee recommends that: 1. City Council request the Government of Ontario to introduce a Home Speculation and Home Flipping Tax to help stop the extreme increases in home prices driven by land speculators and home flippers in the City of Toronto.
Staff recommendation as filed
Councillor Mike Colle, seconded by Councillor John Filion, recommends that: 1. City Council request the Government of Ontario to introduce a Home Speculation and Home Flipping Tax to help stop the extreme increases in home prices driven by land speculators and home flippers in the City of Toronto.
EX29.9deferred indefinitely
Budgeting for the City of Toronto’s Future
City Council on December 15, 16 and 17, 2021, referred Motion MM38.4 to the Executive Committee. Summary from Member Motion: COVID-19 has laid bare systemic inequalities and has left the City of Toronto scrambling to fill services gaps. Chronic underfunding of necessary services is rampant and leaves residents without essential services. In order to adequately address service gaps, and chronic underfunding, the City of Toronto needs to re-evaluate how we determine the tax-supported budget. Historically, the City of Toronto evaluated budgetary needs and then determined the tax-supported rate for residents. In 2010, Mayor Rob Ford changed this process. Since then, the City of Toronto has determined the tax-supported budget rate and then discussed which services get funded through the budget. As we recover from COVID-19, it is critical that this process be re-evaluated. The Federal and Provincial governments have not sufficiently responded to the City's continued calls for financial support around integral services like supportive, affordable, and transitional housing and mental health and addictions services. In order to support the needs of the residents of Toronto, we need to consider how we can better address underserved City divisions. If we truly wish to have a recovery for all, we each need to invest in our future and the vision of our City.
The Executive Committee: 1. Deferred Item EX29.9 indefinitely.
Staff recommendation as filed
Councillor Kristyn Wong-Tam, seconded by Councillor Gord Perks, recommends that: 1. City Council direct the City Manager and the Chief Financial Officer and Treasurer to prepare a report of outstanding Council approved budget requests, operational costs, and capital improvements in advance of determining the tax-supported budget. 2. City Council direct the City Manager and Chief Financial Officer and Treasurer to recommend options for additional revenue streams to support meeting the above budget necessities in advance of determining the tax support budget, including, but not limited to, options for: a. Sales Revenue Tax; and b. Vehicle Registration Tax.
EX29.10adopted
The City Clerk has continually worked to improve the municipal election experience by providing reliable digital services that assist City staff in effectively administering the election while also simplifying election participation for voters and candidates. To reach this objective, the City Clerk uses the DataFix platform, an externally hosted solution that provides both public facing web applications and internal back-end election administration components to conduct municipal elections in the City. The purpose of this report is to seek authority to amend Purchase Order Number 6044628 issued to DataFix, Division of Comprint Systems Incorporated by $563,035, net of all applicable taxes and charges ($572,944, net of Harmonized Sales Tax (HST) recoveries), revising the current purchase order value from $2,036,200, net of all applicable taxes and charges ($2,072,037, net of HST recoveries) to $2,599,235, net of all taxes and applicable charges ($2,644,981, net of HST recoveries), and to extend the purchase order validity date to June 1, 2023. City Council approval is required in accordance with Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five year commitment limit for each vendor under Article 7, Section 195-7.3(D) of the Purchasing By-law and exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71, Financial Control, Section 71-11.1(C).
The Executive Committee recommends that: 1. City Council authorize the City Clerk to amend Purchase Order Number 6044628 with DataFix, Division of Comprint Systems Incorporated, and increase the value of the contract by $563,035, net of all taxes and applicable charges ($572,944, net of HST recoveries), increasing the total contract value from $2,036,200, net of all applicable taxes and charges ($2,072,037, net of HST recoveries) to $2,599,235, net of all taxes and applicable charges ($2,644,981, net of HST recoveries), and to extend the validity date until June 1, 2023, under the same pricing, terms and conditions of the existing agreement and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The City Clerk and the Chief Procurement Officer recommend that: 1. City Council authorize the City Clerk to amend Purchase Order Number 6044628 with DataFix, Division of Comprint Systems Incorporated, and increase the value of the contract by $563,035, net of all taxes and applicable charges ($572,944, net of HST recoveries), increasing the total contract value from $2,036,200, net of all applicable taxes and charges ($2,072,037, net of HST recoveries) to $2,599,235, net of all taxes and applicable charges ($2,644,981, net of HST recoveries), and to extend the validity date until June 1, 2023, under the same pricing, terms and conditions of the existing agreement and in a form satisfactory to the City Solicitor.
EX29.11adopted
City of Toronto Environmental, Social, and Governance Annual Performance Report
The City of Toronto proactively leads with a sense of purpose and makes positive impacts across key Environment, Social, and Governance priorities through commitment, innovation, and transparency. The City has demonstrated its commitment and accountability through proper performance disclosure and consideration of Environmental, Social, and Governance risks and opportunities. It was the first government in Canada to issue an annual Environmental, Social, and Governance performance report in early 2021. As part of the commitment contained in the inaugural issue, Attachment 1 provides the second annual Environmental, Social, and Governance performance report. The objective of this report is to communicate the City's environmental, social, and governance commitments; define targeted outcomes; and report on the City's progress towards sustainability and positive socioeconomic outcomes. Climate action and Environmental, Social, and Governance factors have continued to gain importance domestically and internationally in both private and public sectors. The disclosure and consideration of Environmental, Social, and Governance risks and opportunities in the Environmental, Social, and Governance performance report not only demonstrates the City's commitment and accountability, but also offers a chance to reflect and improve on the City's plans, actions, and outcomes. A majority of international and domestic private corporations are now increasingly being rated on their Environmental, Social, and Governance impact and performance with public entities just starting to follow this practice. Going forward, both private and public organizations will be defined by how well they handle Environmental, Social, and Governance-related risks and opportunities. This report provides several key highlights and achievements from the annual ESG performance report from an environmental, social, and governance perspective. Toronto will continue to build and implement an integrated Environmental, Social, and Governance approach, with responsible practices embedded across the organization to build a sustainable, transparent and resilient foundation. This approach will ensure progress is demonstrated on the commitments made to achieve the City's Environmental, Social, and Governance priorities.
The Executive Committee: 1. Received the report (January 12, 2022) from the Chief Financial Officer and Treasurer for information.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. The Executive Committee receive this report for information.
EX29.12amended
Development Charge Complaint - 55 Mac Frost Way
This report responds to a complaint filed pursuant to Section 20 of the Development Charges Act, 1997, relating to a development project located at Cedar Brae Golf Club at 55 Mac Frost Way in Scarborough. The development project consists of a storage building at Cedar Brae Golf Club that is used by club members for seasonal storage of their golf clubs. While the complainant recognizes that a building permit would be required, they claim that development charges should not be applied because the storage building replaces prior seasonal storage that was in the clubhouse, and no additional need or demand for municipal services would be required as a result of the construction of the new storage facility. The complainant believes that there was an error in the application of the Development Charges By-law as this project does not meet the plain and ordinary definition of a development, and additionally should be exempt based on the definition of industrial uses under the Development Charges By-law, which includes self-storage facilities. City staff have reviewed the complaint and is of the opinion that the Development Charges By-law was applied properly and no error was made in determination of the applicable development charges. City staff believe the project falls within the definition of development under the Development Charges By-law, and required one or more of the actions referred to in section 415-5, namely the issuing of a permit under the Building Code Act. Where a building permit is being issued for construction of a building, it is considered a development and development charges are applicable unless an exemption applies. The Development Charges By-law provides certain exemptions from development charges, such as industrial uses as defined in the By-law, and includes land, buildings or structures used or designed or intended for use for or in connection with self-storage facilities. The exemption for industrial use as a self-storage facility is intended to capture self-storage facilities offered to the public in order to store all manner of goods. As the proposed building is intended to be used exclusively by club members to store their golf clubs and not to store all manner of goods in a facility that is accessible to the general public, the storage use is considered an accessory use to the primary use which is that of a golf course. This report recommends that the complaint be dismissed. A decision of Council to dismiss the complaint may be appealed to the Ontario Land Tribunal. This report was prepared in consultation with the Chief Building Official and the City Solicitor.
The Executive Committee recommends that: 1. City Council partially grant the complaint dated April 23, 2021, with respect to 55 Mac Frost Way filed pursuant to Section 20 of the Development Charges Act, 1997. 2. City Council direct City staff to refund 50 percent of the development charges paid.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council determine that the Development Charges By-law have been properly applied to the development project located at 55 Mac Frost Way. 2. City Council dismiss the complaint dated April 23, 2021, with respect to 55 Mac Frost Way filed pursuant to Section 20 of the Development Charges Act, 1997.
EX29.13adopted
I would like to share with Toronto City Council the Federation of Canadian Municipalities (FCM) latest Report for municipal councils, FCM-Report-to-Council-Nov2021.pdf. As a committee member, I am pleased to serve on the Social-Economic Development Standing Committee with Deputy Mayor Ana Bailão and the Municipal Finance and Intergovernmental Arrangements Standing Committee with Councillor Nick Mantas. The City's other members on FCM are Councillors Lai, who serves on the Board, and Councillors Bradford and Perruzza who sit as committee members. I am continuing to work with FCM and the City Manager's Office in my determination to advance digital affordability across all municipalities in Canada. This issue was heard at the September 2021 Municipal Infrastructure and Transportation Policy Standing Committee, which requested that FCM staff develop a policy position on digital affordability for the Committee's consideration in March 2022. I have also put forward a recommendation for FCM to investigate a federal leadership role in the collection of Canada-wide data related to homeless deaths, a practice the City of Toronto has implemented through the homeless death database. This is to be tabled at the upcoming FCM meeting in March 2022. The City of Toronto posts the reports on the FCM Board of Directors meetings at https://www.toronto.ca/city-government/accountability-operations-customer-service/city-administration/city-managers-office/intergovernmental-affairs/federation-of-canadian-municipalities-translate/
The Executive Committee recommends that: 1. City Council receive for information, the Federation of Canadian Municipalities Summary Report from the November 2021 Board of Directors Meeting.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive for information, the Federation of Canadian Municipalities Summary Report from the November 2021 Board of Directors Meeting.
EX29.14adopted
Toronto Seniors Housing Corporation - Phase One
As a member of the Board of the Toronto Seniors Housing Corporation (TSHC) I have been engaged in the establishment of the city's new Seniors' Corporation and I am very pleased to know that on June 1st, 2022 a total of 83 seniors' buildings and the approximately 14,000 tenants who call these buildings home, will be transferred from Toronto Community Housing Corporation (TCHC) to TSHC. All of the staff that support these buildings will also be transferred to the new TSHC. In anticipation of this transfer to TSHC, "Phase 1" work is underway with a focus on governance, hiring the CEO, and the detailed preparation for the transfer of staff and tenants on June 1st, 2022. We were all proud that the city's new signature corporation for seniors was approved by Council to provide a stronger focus on seniors' health and wellbeing to allow them to age in place. A robust tenant engagement model will also be developed and implemented to ensure that TSHC is able to be very responsive to the needs of seniors. As part of the preparation for the final transfer, it would be good if we can get a status update on the set up and operations of this phase of the work prior to the June 1st transfer date. It would confirm for the Executive Committee and Council that a seamless transition is underway, the new corporation is proceeding as anticipated and that it is on a firm footing. It could also allow the Shareholder to recommend any changes if necessary to ensure the future success of this exciting new venture in advance of the June 1st transfer date.
The Executive Committee: 1. Requested the Deputy City Manager, Community and Social Services to provide a status report on the progress of the Phase 1 activities of the Toronto Seniors Housing Corporation to the March 30, 2022 meeting of the Executive Committee.
Staff recommendation as filed
Councillor Ainslie recommends that the Executive Committee: 1. Request the Deputy City Manager, Community and Social Services to provide a status report on the progress of the Phase 1 activities of the Toronto Seniors Housing Corporation to the Executive Committee meeting on March 30th, 2022.
EX29.15adopted
Major Snow Event Post-Operational Report
On January 17 one of the largest snowstorms in decades hit the city of Toronto. A total of 55 cm of snow fell in 15 hours. Major expressways - the Don Valley Parkway and Gardiner Expressway - were closed and many local streets and sidewalks were rendered impassible. Since that time, City crews have undertaken the largest snow removal operation in the City's history and have been working to remove the snow from curb lanes, sidewalks, bike lanes, and pathways. Enormous efforts have been made with more than 30,000 tonnes of snow removed already and there is still more work to do. As with any major event, a post-operational report is a worthwhile endeavour. I am asking that we examine how City Divisions reacted to this challenge and discover whatever lessons can be learned to ensure that in future we can continue to react quickly and efficiently as possible.
The Executive Committee: 1. Directed the General Manager, Transportation Services to present to the March 29, 2022 meeting of the Infrastructure and Environment Committee a post-operational report on the January 2022 major snow event.
Staff recommendation as filed
Mayor John Tory recommends that: 1. The Executive Committee direct the General Manager, Transportation Services to present to the March 29, 2022 meeting of the Infrastructure and Environment Committee a post-operational report on the January 2022 major snow event.