Executive Committee
The full agenda, as filed
All 16 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.
EX32.1amended
At its February 2, 3 and 5, 2021 meeting, City Council approved the phased implementation of ConnectTO, a collaborative program that aims to centralize stewardship of municipal resources and assets to deliver on the City's equity and connectivity goals. This report provides an update on the first phase of the ConnectTO program, and seeks City Council's endorsement of the proposed next steps for the creation of a City of Toronto Municipal Broadband Network (MBN). The intention is that the Municipal Broadband Network will be a City-owned, high-speed fibre broadband internet network that will support municipal operation and services, connect City-owned facilities, and that will be accessible to Internet Service Providers (ISPs) in order to provide high-speed internet services directly to Toronto residents and businesses. This report also seeks City Council's support for proposed requests to other levels of government to improve infrastructure and address the digital divide. Since February 2021, staff have executed the ConnectTO Phase 1 work plan as directed by Council and built on the momentum of 2020 to continue expanding internet connectivity in several Neighbourhood Improvement Area communities. Specific updates and outcomes included in this report are: - Expanded Free Wi-Fi in Community Centres and Toronto Community Housing common areas, as well as launching a Youth Learning & Work Placement Program through the Digital Canopy initiative in Tower Neighbourhoods; - Continued partnerships with Higher Education Institutions (HEIs) to research and analyse digital access, responsible data collection and management, and the social impacts of ConnectTO; Initiated development of a Digital Equity Policy for the City of Toronto; - Continued monitoring of Federal and Provincial initiatives, including activities of the Canadian Radio-television and Telecommunications Commission (CRTC); - Continued leading regular dialogue with other big cities coast-to-coast, in the Greater Toronto and Hamilton Area (GTHA), and with the Federation of Canadian Municipalities (FCM), seeking alignment on broadband priorities; and - Conducted ConnectTO Municipal Broadband Network Phase 1 pre-tender information-gathering and issued a Negotiated Request for Proposals (nRFP) seeking suppliers to deploy fibre and provide low-cost high-speed internet access to 6,700 residential and business units in several Neighbourhood Improvement Areas. No responses to the Negotiated Request for Proposals were received. It is clearer than ever that access to broadband, also known as high-speed internet service, is necessary for Torontonians to equitably participate in the economy and day-to-day life. Through 2020 and 2021, the experiences of Torontonians have highlighted the presence of a digital divide in our city, and that high-speed internet access is essential to the resiliency of our city and its residents. Toronto has the opportunity to leverage its assets and expertise in public service delivery to create an Municipal Broadband Network. The Municipal Broadband Network will not situate the City of Toronto as an Internet Service Provider, but will instead enhance local competition by bringing more capacity to Toronto's internet service market for a broader range of private or public Internet Service Providers. These efforts will also help the City of Toronto leverage its assets in partnerships with Internet Service Providers to make high quality and reliable internet more accessible for all residents, regardless of their financial means or circumstances. Based on research, review of relevant jurisdictions, lessons learned from the Phase 1 Negotiated Request for Proposals, consideration of sustainable business models and expert advice, Technology Services is seeking City Council support for the proposed approach and high-level planning, administration, and governance activities required over the next three years to facilitate longer-term deployment of a City of Toronto Municipal Broadband Network. In following this approach, staff anticipate Municipal Broadband Network construction may be able to commence by 2024 and proceed longer-term by deploying fibre infrastructure assets in parallel with planned construction projects. Once fully implemented, the Municipal Broadband Network would enhance the City's high-speed fibre broadband capacity, lower costs incurred by the City for its own network services, and provide the necessary infrastructure to support more robust competition in Toronto's internet service market. The City aims to achieve these outcomes by: - Connecting City buildings, facilities and public spaces through a City-owned, high-capacity fibre broadband network (i.e. "the middle mile"); - Collaborating with private ISPs to provide affordable, high-quality internet services to residents and businesses (i.e. the "last mile"); - Creating opportunities for private Internet Service Providers to access City-wide fibre network infrastructure; and - Ensuring that revenue or savings realized through the Municipal Broadband Network is re-invested to support connectivity in communities with a priority focus on Indigenous, Black and equity-deserving communities. Given the long-term nature of an Municipal Broadband Network implementation, this report also outlines several opportunities to help bridge connectivity gaps in the shorter-term for communities in need. This report aligns with, and supports the report from the Chief Technology Officer entitled City of Toronto Digital Infrastructure Strategic Framework: A new Principles-based approach for the planning and use of technology and data in Toronto which is also being considered by the Executive Committee on March 30, 2022. Engineering and Construction Services, Social Development, Finance and Administration, Toronto Employment and Social Services, Purchasing and Materials Management, Toronto Public Health, People and Equity, Economic Development and Culture, City Planning, Parks, Forestry and Recreation, Transportation Services, Corporate Real Estate Management, Legal Services, and the City Manager's Office were consulted in the preparation of this report. In addition, Toronto Community Housing, Toronto Public Library, and CreateTO were consulted on this report.
The Executive Committee recommends that: 1. City Council request the Province of Ontario to: a. ensure that incremental investments in broadband from other orders of government are made in urban areas and directed to fill gaps in the Greater Toronto and Hamilton Area; b. identify provincially-owned fibre assets that can be leveraged to help close the digital divide - such as in schools, hospitals and traffic corridors; and c. review existing legislation to include provisions on open access to telecommunications cabling and trenching activities for all developments. 2. City Council request the Government of Canada to: a. ensure that incremental investments in broadband from other orders of government are made in urban areas and directed to fill gaps in the Greater Toronto and Hamilton Area; b. recognize that high-speed internet is an essential service, and formalize a definition of affordability that combines fixed and mobile internet costs as a percentage of household income; c. collect and share local level data on fibre infrastructure assets, internet speeds, and internet service terminations/collection activities, where permissible and in cooperation with Internet Service Providers; and d. request that the Canadian Radio-television and Telecommunications Commission examine supports for municipal carriers who wish to promote access to their fibre broadband networks for public and private service providers. 3. City Council forward this report for information to appropriate Federal Departments, Provincial Ministries, the Federation of Canadian Municipalities and the Association of Municipalities of Ontario. 4. City Council direct the Chief Technology Officer, Technology Services to explore the specific opportunities outlined in the report (March 16, 2022) from the Deputy City Manager, Corporate Services and Chief Technology Officer, Technology Services as well as other opportunities in continued consultation with Toronto's tech community, anti-poverty groups and potential end users, to help bridge connectivity gaps in the shorter-term for communities in need. 5. City Council direct the Chief Planner and Executive Director, City Planning, to examine the inclusion of broadband access as a matter of public interest in appropriate sections within the City of Toronto Official Plan, as well as the identification of opportunities to integrate the provision of broadband infrastructure into the land use and development process in order to complement and advance the Plan's social, economic and environmental goals, with this work to start in 2023 as part of the ongoing Municipal Comprehensive Review. 6. City Council discontinue the Prudent Avoidance Policy for Siting Telecommunication Towers and Antennas, recognizing that evidence as outlined in the report (March 16, 2022) from the Deputy City Manager, Corporate Services and Chief Technology Officer, Technology Services shows that the policy is no longer required, and that removing this policy will assist the City of Toronto in maximizing opportunities to extend high-speed internet access across Toronto. 7. City Council request the Chief Technology Officer, Technology Services to report back to the Executive Committee in 2023 to provide a further progress update on the ConnectTO program.
Staff recommendation as filed
The Deputy City Manager, Corporate Services, and the Chief Technology Officer, Technology Services recommend that: 1. City Council endorse the proposed creation of a City-owned high-speed Municipal Broadband Network that will, in the long term: a. support municipal services; b. connect City-owned facilities and assets; c. be accessible for Internet Service Providers; and d. help ensure equitable access to broadband internet for residents regardless of their financial means or circumstances. 2. City Council direct the Chief Technology Officer, Technology Services supported by the Chief Engineering and Executive Director, Engineering and Construction Services, the General Manager, Transportation Services, the General Manager, Toronto Water, the Executive Director, Corporate Real Estate Management, and appropriate staff in other Divisions as required to centralize and administer the deployment and management of City-owned fibre broadband infrastructure. 3. City Council request the Province of Ontario to: a. ensure that incremental investments in broadband from other orders of government are made in urban areas and directed to fill gaps in the Greater Toronto and Hamilton Area; b. identify provincially-owned fibre assets that can be leveraged to help close the digital divide - such as in schools, hospitals and traffic corridors; and c. review existing legislation to include provisions on open access to telecommunications cabling and trenching activities for all developments. 4. City Council request the Government of Canada to: a. ensure that incremental investments in broadband from other orders of government are made in urban areas and directed to fill gaps in the Greater Toronto and Hamilton Area; b. recognize that high-speed internet is an essential service, and formalize a definition of affordability that combines fixed and mobile internet costs as a percentage of household income; c. collect and share local level data on fibre infrastructure assets, internet speeds, and internet service terminations/collection activities, where permissible and in cooperation with Internet Service Providers; and d. request that the Canadian Radio-television and Telecommunications Commission examine supports for municipal carriers who wish to promote access to their fibre broadband networks for public and private service providers. 5. City Council forward this report for information to appropriate Federal Departments, Provincial Ministries, the Federation of Canadian Municipalities and the Association of Municipalities of Ontario. 6. City Council direct the Chief Technology Officer, Technology Services to explore the specific opportunities outlined in this report as well as other opportunities in continued consultation with Toronto's tech community, anti-poverty groups and potential end users, to help bridge connectivity gaps in the shorter-term for communities in need. 7. City Council direct the Chief Planner and Executive Director, City Planning, to examine the inclusion of broadband access as a matter of public interest in appropriate sections within the City of Toronto Official Plan, as well as the identification of opportunities to integrate the provision of broadband infrastructure into the land use and development process in order to complement and advance the Plan's social, economic and environmental goals, with this work to start in 2023 as part of the ongoing Municipal Comprehensive Review. 8. City Council discontinue the Prudent Avoidance Policy for Siting Telecommunication Towers and Antennas, recognizing that evidence as outlined in the report shows that the policy is no longer required, and that removing this policy will assist the City of Toronto in maximizing opportunities to extend high-speed internet access across Toronto. 9. City Council request the Chief Technology Officer, Technology Services to report back to the Executive Committee in 2023 to provide a further progress update on the ConnectTO program.
EX32.2adopted
Implementing Tenants First: Toronto Seniors Housing Corporation
In May 2021, City Council directed the incorporation of Toronto Seniors Housing Corporation (TSHC) as well as the adoption of a shareholder direction and recruitment of a Chief Corporate Officer and Transition Lead. Council also provided principles to guide negotiations between TSHC and Toronto Community Housing Corporation (TCHC) for the transition of operations. This report recommends a path forward through the transitional period in 2022 and includes the following: 1. Request for the allocation of one-time funding from the City of Toronto for 2022 transitional costs; 2. Report back on the activities of the Senior Tenant Advisory Committee (STAC) as directed by MM38.51; 3. Report back on the newly appointed CEO of TSHC and the Board-approved executive compensation policy; and 4. Update on key activities related to the upcoming transition of operations from TCHC, With approval of the recommendations in this report, TSHC will be well positioned to successfully take on the operations and responsibility for the seniors housing portfolio.
The Executive Committee recommends that: 1. City Council, as Shareholder, direct the Board of Directors of Toronto Community Housing Corporation to flow all necessary existing net operational funding to Toronto Seniors Housing Corporation in 2022 to support their operations, including funding for the Integrated Service Model, as approved by the Deputy City Manager, Community and Social Services in consultation with the Chief Financial Officer and Treasurer. 2. City Council approve one-time funding of $4.804 million in 2022 from 2021 funding temporarily allocated to the Tax Rate Stabilization Reserve Fund to fund incremental transitional costs for Toronto Seniors Housing Corporation, and City Council request that future ongoing costs be submitted for City Council's consideration through the annual budget process. 3. City Council receive the letter from the Vice-Chair of the Board of Directors of Toronto Seniors Housing Corporation regarding the appointment of the Corporation's Chief Executive Officer. 4. City Council direct that Confidential Attachment 1 to the report (April 20, 2022) from the Deputy City Manager, Community and Social Services, remain confidential in its entirety as it contains labour relations information supplied in confidence to the City of Toronto, which, if disclosed, could reasonably be expected to prejudice significantly 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 Deputy City Manager, Community and Social Services, recommends that: 1. City Council, as Shareholder, direct the Board of Directors of Toronto Community Housing Corporation to flow all necessary existing net operational funding to Toronto Seniors Housing Corporation in 2022 to support their operations, including funding for the Integrated Service Model, as approved by the Deputy City Manager, Community and Social Services in consultation with the Chief Financial Officer and Treasurer. 2. City Council approve one-time funding of $4.804 million in 2022 from 2021 funding temporarily allocated to the Tax Rate Stabilization Reserve Fund to fund incremental transitional costs for Toronto Seniors Housing Corporation, and City Council request that future ongoing costs be submitted for City Council's consideration through the annual budget process. 3. City Council receive the letter from the Vice-Chair of the Board of Directors of Toronto Seniors Housing Corporation regarding the appointment of the Corporation's Chief Executive Officer. 4. City Council direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety as it contains labour relations information supplied in confidence to the City of Toronto, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.
EX32.3amended
Removal of Harbour Lead Line and Keating Rail Yard
The purpose of this report is to request City Council approval for the removal of the Harbour Lead Line and Keating Rail Yard in the Port Lands. As shown in Attachment 1, the Harbour Lead Line runs southeast from Metrolinx's Wilson Yard and over the Don River; it then runs east along Lake Shore Boulevard East, south along Leslie Street and west on Unwin Avenue; in sum, it connects the Port Lands to the Union Station Rail Corridor. The Keating Rail Yard is located on the north side of Lake Shore Boulevard East, east of the Don Roadway. As this report describes in further detail below, removing the Harbour Lead Line would produce a number of benefits for the City and its partners. In addition to both capital and operational cost savings, immediate cycling and Pedestrian safety and public realm improvements could be obtained within the Lake Shore Boulevard East corridor between the Don Roadway and Carlaw Avenue. Waterfront Toronto is currently overseeing the implementation of the Lake Shore Boulevard East Bridge and Public Realm project within this section, and, provided that Council approves the recommendations below, there is a time-limited opportunity to modify Waterfront Toronto's proposed designs to reallocate space made available by removing the Harbour Lead Line to implement cycling and pedestrian safety, and public realm design enhancements. Over the past 10 to 15 years, the main user of the Harbour Lead Line has been Toronto Water, with deliveries to the Ashbridges Bay Treatment Plant. The last shipment to PortsToronto's 8 Unwin Avenue facility was in 2010. The last shipment to the CanRoof facility at 560 Commissioners Street was in 2014. In 2018, a portion of the Harbour Lead Line along Leslie Street was removed to facilitate the sale of 675 Commissioners Street (at Leslie Street) to Canada Post, effectively shutting down the line. Prior to this shutdown, overall rail volumes saw a general decline from a monthly volume of 1,100 cars per month in 1985, to less than 200 per month in the late 1990s, to only 13 cars per month in the 2010s (three cars ran at night once weekly for Toronto Water). Within this context, City and CreateTO staff, analyzed the costs and benefits of the removal versus reinstatement of the Harbour Lead Line. Apart from the line's declining use and 2018 shutdown, staff are of the view that there are a number of reasons for recommending the removal of the Harbour Lead Line and Keating Rail Yard: - The benefits of reinstatement do not justify the associated capital, operational, and maintenance costs needed to bring the rail spur to contemporary industrial standards; and - The typical port operations and current and emerging industrial/commercial activities within the Port Lands primarily depend on efficient truck and marine access, as opposed to rail service, to service local supply chains. Although the Port handled about 2.2 million tonnes of cargo in 2021 the vast majority of material was in the form of bulk goods such as salt, sugar, aggregate and construction steel, the vast majority of which are intended for immediate local use and as such are best transported by truck. Furthermore, the removal of the Harbour Lead Line and Keating Rail Yard would generate a variety of potential benefits to the City, its waterfront partners and the public, including: - As noted above, the removal would benefit future redevelopment projects in the Port Lands and enable several roadway, public realm, pedestrian and cyclist safety improvement opportunities along Lake Shore Boulevard East, the Don Roadway, and the Broadview Avenue extension, among others; and - The removal would result in significant capital and future operating cost savings for the City, CreateTO and PortsToronto. Consultants retained by the City estimated that the cost of reinstating the Harbour Lead Line to operational use to be approximately $50 million. In addition to reconstructing and lengthening the rail bridge over the Don River, these costs would include reconstructing the entire line and signals to reflect contemporary rail operational/regulatory requirements and a new modernized rail yard. The City completed a study related to rail access, referred to as the Toronto Port Lands - Rail Access Assessment Review. The study undertaken in response to the Local Planning Appeal Tribunal settlement requirement for Official Plan Amendment 387, concluded the costs of retaining and modernizing the Harbour Lead Line and Keating Rail Yard far exceeded the benefits. The study included consultation with Port Area businesses/industries. Given the local nature of the shipping activity that occurs in the Port Lands, long distance rail service is not considered optimal for present and future distribution needs. Transportation Services is also advancing the development of a Port Lands-wide Truck Access Management Strategy intended to identify the recommended approach for ensuring continued truck access for goods movement, including identifying reliable and redundant truck routes in and out of the Port Lands. The Strategy is being advanced in accordance with the September 2020 executed Goods Movement Minutes of Settlement from the Port Lands Phase 1 hearing and is anticipated to be completed by the end of this year. The Strategy will be used to inform completion of further Environmental Assessments and detailed design exercises. Following the Harbour Lead Line's operational suspension in March 2018, Toronto Water eliminated rail deliveries to the Ashbridges Bay Treatment Plant and instituted deliveries by truck. As a result, operations at the Ashbridges Bay Treatment Plant no longer rely on deliveries by rail. In November 2021, Metrolinx signaled their intent to proceed with Wilson Yard Expansion project but has recently deferred implementing the project until further notice. As planned, the scope of the project includes the decommissioning and removal of the Metrolinx owned portion of the Harbour Lead Line. To date, Metrolinx has not shared timelines associated with removal of the Harbour Lead Line with the City. As seen in Attachment 2, the removal of this 750 metre portion of the line would effectively sever the Harbour Lead Line's only practical connection to the Union Station Rail Corridor. PortsToronto has confirmed that the competitive advantage of the Port of Toronto does not depend on rail access. PortsToronto relies on truck and marine access, and the Port's proximity to downtown Toronto, which enables the efficient servicing of local supply chains. Noting the significant capital expenditures that would be required to restore the Harbour Lead Line to operational status, as well as ongoing operational costs, PortsToronto has indicated that there is no business case for the line and it is of the view that public funds would be better spent on improvements to the Port Lands transportation network. These improvements, including the reconstruction and re-alignment of Unwin Avenue from Leslie St. to Cherry Street, including the replacement of the existing single lane Bailey Bridge, have also been identified by the City as important capital investments in both the Port Lands Planning Framework and Port Lands and South of Eastern Transportation and Servicing Masterplan. One key improvement, the full restoration of the Bascule Bridge approach and bridge spans over the Ship Channel, will be partially funded by the City and is underway. Discussions regarding the other identified capital improvements, described above and in the Comments section below, are ongoing between the City and PortsToronto. Moving forward, City and CreateTO staff will develop an implementation plan for removing the Harbour Lead Line and Keating Rail Yard, and study the implications and opportunities resulting from their removal. Given the potential heritage significance of the Harbour Lead Line to the legacy of the Port Lands and its cultural heritage landscape, City staff will investigate cost-effective measures for commemorating and/or conserving elements of the Harbour Lead Line and Keating Rail Yard in consultation with Heritage Planning staff, integrated with current public realm projects along Lake Shore Boulevard East being advanced by the City working with Waterfront Toronto.
The Executive Committee recommends that: 1. City Council authorize the Deputy City Manager, Infrastructure and Development Services to negotiate and enter into any necessary agreements and to seek the necessary approvals to remove the Harbour Lead Line and Keating Rail Yard on terms and conditions satisfactory to the Deputy City Manager and in a form satisfactory to the City Solicitor. 2. City Council request the Deputy City Manager, Infrastructure and Development Services to, in consultation with the Chief Executive Officer, CreateTO, and other relevant stakeholders, develop an implementation plan for removing the Harbour Lead Line and Keating Rail Yard. 3. City Council request the Board of Directors of CreateTO to request the Chief Executive Officer, CreateTO working in partnership with City staff, to report to the Board of Directors of CreateTO with a summary of the implications and opportunities resulting from the removal of the Harbour Lead Line and Keating Rail Yard. 4. City Council direct that Confidential Attachment 1 to the supplementary report (May 2, 2022) from the Deputy City Manager, Infrastructure and Development Services and the City Solicitor remain confidential in its entirety as it is about potential litigation and contains advice which is subject to solicitor-client privilege.
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 to negotiate and enter into any necessary agreements and to seek the necessary approvals to remove the Harbour Lead Line and Keating Rail Yard on terms and conditions satisfactory to the Deputy City Manager and in a form satisfactory to the City Solicitor. 2. City Council request the Deputy City Manager, Infrastructure and Development Services to, in consultation with the Chief Executive Officer, CreateTO, and other relevant stakeholders, develop an implementation plan for removing the Harbour Lead Line and Keating Rail Yard. 3. City Council request the Board of Directors of CreateTO to request the Chief Executive Officer, CreateTO working in partnership with City staff, to report to the Board of Directors of CreateTO with a summary of the implications and opportunities resulting from the removal of the Harbour Lead Line and Keating Rail Yard.
EX32.4adopted
2022 Education Property Tax Levy and Clawback Rate By-Law
This report recommends adoption of the 2022 education tax rates and education property tax levy for school purposes, as required by legislation. The City of Toronto levies and collects education taxes on behalf of the Province of Ontario, based on the education tax rates set out in Ontario Regulation 400/98. This report also recommends continuing the policy of limiting (capping) allowable tax increases in 2022 to a maximum of 10 percent of a property's prior year's taxes, for any property in the commercial, industrial and multi-residential tax classes that would otherwise experience a property tax increase of greater than 10 percent and where the tax increase is greater than $500. The costs of capping protection will be funded by withholding (clawing-back) a portion of the tax decreases that would otherwise be experienced by other properties within each class, as has been the City's practice since 1998, and for 2022 for the first time since capping policies were adopted in 1998, by a one-time draw from the Tax Rate Stabilization Reserve to fund a shortfall in available clawback within the multi-residential tax class. This report recommends the percentage of the tax decreases that must be withheld (the 'clawback' rates) in order to fund the capping limit on properties in the commercial, industrial and multi-residential property classes, as provided for by legislation.
The Executive Committee recommends that: 1. City Council adopt the 2022 tax rates for school purposes, as shown in column II, which will generate an education tax levy on rateable properties for 2022 of $2,128,186,311 in accordance with Ontario Regulation 400/98 as amended, prescribing such rates for the City of Toronto, of which $4,783,977 is to be retained by the City pursuant to Ontario Regulation 121/07: Column I Column II Property Class 2022 Tax Rates for Education Levy Residential 0.153000 percent Multi-Residential 0.153000 percent New Multi-Residential 0.153000 percent Commercial 0.880000 percent Commercial Shared Payment-in-Lieu 0.980000 percent Industrial 0.880000 percent Industrial Shared Payment-in -Lieu 1.0672200 percent Pipelines 0.880000 percent Farmlands 0.038250 percent Managed Forests 0.038250 percent 2. City Council adopt the following property tax capping polices for the 2022 taxation year: a. limit tax increases for the commercial, industrial, and multi-residential property classes by capping taxes at 10 percent of the preceding year's annualized taxes, by opting to have subsection 292(1), paragraph 1, of the City of Toronto Act, 2006, apply for the 2022 taxation year; b. continue to provide that the 10 percent cap on tax increases apply to any property within the commercial, industrial and multi-residential classes, regardless of whether the property had reached full Current Value Assessment taxation levels in a prior year, subject to the threshold adopted in Part c. below. c. for the purposes of subsection 292(1), paragraphs 3 and 4 of the City of Toronto Act, 2006, adopt a threshold limit of $500 to determine the taxes for municipal and school purposes, such that properties that are within $500 (plus or minus) of their full Current Value Assessment level of taxation in the current year are taxed at full Current Value Assessment taxation levels for the year, and are therefore excluded from capping/claw-back provisions for that year. 3. City Council adopt reductions in tax decreases for the 2022 taxation year on properties in the commercial, industrial and multi-residential property classes by the percentage of the tax decrease set out in Column II in order to recover the revenues foregone as a result of capping, and to allow the decrease percentages set out in Column III: Column I Column II Column III (Property Class) (Clawback Percentage) (Allowable Decrease) Commercial 81.187053 percent 18.812947 percent Industrial 70.963057 percent 29.036943 percent Multi-residential 100.00 percent 0.00 percent 4. City Council authorize a one-time draw from the Tax Rate Stabilization Reserve in 2022 to maintain Council's previously approved 2022 municipal tax levy and the education levy set out in Recommendation 1 above, in an amount sufficient to fully offset any shortfall in the clawback amount for the Multi-Residential property tax class for the 2022 taxation year, in order to maintain consistency with Council's tax capping policies from prior years, in an amount not to exceed $47,000. 5. City Council authorize the introduction of the necessary bills in Council to give effect to Council's decision.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council adopt the 2022 tax rates for school purposes, as shown in column II, which will generate an education tax levy on rateable properties for 2022 of $2,128,186,311 in accordance with Ontario Regulation 400/98 as amended, prescribing such rates for the City of Toronto, of which $4,783,977 is to be retained by the City pursuant to Ontario Regulation 121/07: Column I Column II Property Class 2022 Tax Rates for Education Levy Residential 0.153000 percent Multi-Residential 0.153000 percent New Multi-Residential 0.153000 percent Commercial 0.880000 percent Commercial Shared Payment-in-Lieu 0.980000 percent Industrial 0.880000 percent Industrial Shared Payment-in -Lieu 1.0672200 percent Pipelines 0.880000 percent Farmlands 0.038250 percent Managed Forests 0.038250 percent 2. City Council adopt the following property tax capping polices for the 2022 taxation year: a. limit tax increases for the commercial, industrial, and multi-residential property classes by capping taxes at 10 percent of the preceding year's annualized taxes, by opting to have subsection 292(1), paragraph 1, of the City of Toronto Act, 2006, apply for the 2022 taxation year; b. continue to provide that the 10 percent cap on tax increases apply to any property within the commercial, industrial and multi-residential classes, regardless of whether the property had reached full Current Value Assessment taxation levels in a prior year, subject to the threshold adopted in Part c. below. c. for the purposes of subsection 292(1), paragraphs 3 and 4 of the City of Toronto Act, 2006, adopt a threshold limit of $500 to determine the taxes for municipal and school purposes, such that properties that are within $500 (plus or minus) of their full Current Value Assessment level of taxation in the current year are taxed at full Current Value Assessment taxation levels for the year, and are therefore excluded from capping/claw-back provisions for that year. 3. City Council adopt reductions in tax decreases for the 2022 taxation year on properties in the commercial, industrial and multi-residential property classes by the percentage of the tax decrease set out in Column II in order to recover the revenues foregone as a result of capping, and to allow the decrease percentages set out in Column III: Column I Column II Column III (Property Class) (Clawback Percentage) (Allowable Decrease) Commercial 81.187053 percent 18.812947 percent Industrial 70.963057 percent 29.036943 percent Multi-residential 100.00 percent 0.00 percent 4. City Council authorize a one-time draw from the Tax Rate Stabilization Reserve in 2022 to maintain Council's previously approved 2022 municipal tax levy and the education levy set out in Recommendation 1, in an amount sufficient to fully offset any shortfall in the clawback amount for the Multi-Residential property tax class for the 2022 taxation year, in order to maintain consistency with Council's tax capping policies from prior years, in an amount not to exceed $47,000. 5. City Council authorize the introduction of the necessary bills in Council to give effect to Council's decision.
EX32.5adopted
This report is submitted for information purposes as required under Section 223 (1) of the City of Toronto Act, 2006. It provides an itemized statement on remuneration and expenses of Members of Council and of Council appointees to agencies, corporations and other bodies for the year ended December 31, 2021.
The Executive Committee 1. Received the report (March 31, 2022) from the Chief Financial Officer and Treasurer and the City Clerk for information.
Staff recommendation as filed
The Chief Financial Officer and Treasurer and the City Clerk recommend that: 1. Executive Committee receive this report for information.
EX32.6amended
Since early 2020 to March 2022, the City of Toronto and its partners across various sectors have made significant progress advancing the HousingTO 2020-2030 Action Plan (HousingTO Plan), while at the same time, continuing to manage COVID-19 related challenges. This includes moving over 10,000 people previously experiencing homelessness into permanent housing (including private rental, supportive, and rent- geared-to income housing); opening approximately 770 new supportive homes; and expanding renter support programs such as the Eviction Prevention in the Community (EPIC), Rent Bank and housing benefit programs. Additionally, in large part due to the federal Rapid Housing Initiative, plus City capital and financial incentives and the Canada-Ontario Housing Benefit, the City is on track to exceed the targets in the 24-Month COVID-19 Housing and Homelessness Response Plan (24-Month Plan). The 24-Month Plan, which aimed to expedite delivery of the HousingTO Plan as an urgent response to the ongoing COVID-19 pandemic, requested federal and provincial investments to deliver 2,000 new supportive and 1,000 affordable homes by end of 2022. In addition to the new homes mentioned above, there are over 17,000 other affordable rental and supportive homes in the City's development pipeline. Maintaining our homelessness services, and concurrently creating new supportive housing opportunities for people experiencing homelessness are key priorities for the City of Toronto. For 2022, the City requested $288 million in COVID-19 related emergency operating funding for shelters (part of $1.4 billion in COVID-19 pressures included in the 2022 Operating Budget) plus $27 million in one-time operating funding for supportive housing from the federal and provincial governments. As reported to City Council (Item MM42.33), as of April 2022, the remaining COVID-19 funding shortfall for shelters was estimated at $248 million; the $27 million in supportive housing requested from the province also remains outstanding ($275 million in total). The Province recently announced that, in partnership with the federal government, it will allocate a combined $127 million through a fifth round of the Social Services Relief Fund (SSRF) province-wide. While the City awaits further details on its allocation amount and how it can be used, additional funding commitments will be required to manage the 2022 operating pressures. An ongoing commitment of $48 million per year (beginning in 2023) for the 2,000 supportive housing opportunities created through the 24-Month Plan is also needed. On November 9, 2021, through Item EC25.5, City Council directed staff to report back with an estimated breakdown of the costs necessary to ensure everyone living in shelters, including hotels as well as 24-hour respite sites could receive a one-year rental subsidy to enable independent living, and cost analysis for additional funding needed for housing supports for individuals who are unable to live independently, affirming housing as a human right and providing a housing-first approach to end homelessness. On November 25, 2021, through Item PH29.6, staff were directed to develop a broad public educational and advocacy campaign, in consultation with interested Councillors, on the funding needed from the Federal and Provincial governments required to end homelessness and to meet the targets and timelines in the HousingTO Plan. This report responds to Council's requests. It also highlights that although access to a deeply affordable home/rent subsidy will help some people exit homelessness, an estimated 47% of people (4,508 individuals) using Toronto's shelter system are chronically homelessness, and also need access to a range of wraparound health and social services. These supports are necessary to help them achieve and maintain housing stability, and improve their health and socio-economic outcomes long term. Recognizing that the lack of available rental supply in the city has also made it challenging to secure housing to move people out of homelessness, it is vital that all orders of government invest in creating new housing supply. To increase the supply of new rental homes and support the overall delivery of the HousingTO Plan, this report recommends that City Council re-iterate its request the Province of Ontario and the Government of Canada to commit to funding the HousingTO Plan, in part by allocating the funds collected (from Toronto) through the Non-resident Speculation Tax and the Underused Housing Tax, respectively, to the City of Toronto to create new affordable and supportive housing. The funds collected through these tools, which are designed to reduce "unaffordability" and lack of supply brought on by market speculation, could be used to support public and non-profit housing acquisitions and development projects, and increase the supply of permanently affordable and supportive homes across Toronto. Additional funding tools and programs will be required from all orders of government to fully fund the HousingTO Plan by 2030. Additionally, this report recommends that Council re-iterate its previous requests to the Province of Ontario to revise social assistance rates, based on data and evidence including housing market conditions and increases to the overall cost of living. This change is urgently needed to prevent more households from falling into deep poverty, housing precarity or homelessness. The report also recommends that City Council request the Province of Ontario to adjust the social assistance rent scales for those Torontonians living in social housing who are in receipt of Ontario Works (OW) or Ontario Disability Support Program (ODSP) supports, and make them equal to the rent scales applied for OW/ODSP recipients who live in private rental housing. Equalizing the rent scales for OW/ODSP recipients would allow the City to direct the $80 million it currently spends each year shoring up the provincial benefit programs, to the City's own housing priorities. Homelessness is a complex systemic problem that cannot be solved by any one organization or sector, and therefore, requires integrated system responses. Addressing the converging homelessness and opioid challenges in Toronto will require new and enhanced investments in housing and healthcare by all orders of government. It will also require strong coordination with community health and hospital partners, Indigenous organizations and non-profit and private sector housing organizations.
The Executive Committee recommends that: 1. City Council authorize the Chief Financial Officer and Treasurer to enter into and execute any agreements, including any amendments and extension of such agreements, with the Province of Ontario for funding to support the City's delivery of supportive housing units on terms and conditions satisfactory to the City Manager, and in a form satisfactory to the City Solicitor. 2. City Council request the Province of Ontario and the Government of Canada to support the City's 2023-2024 Housing Recovery and Resilience Plan outlined in this report, to deliver 4,000 additional affordable rental and supportive homes by end of 2024, composed of: a. 2,500 supportive housing opportunities through acquisitions, modular housing, re-purposing existing stock and investments in operating costs for support services; and b. 1,500 affordable housing through housing benefits (including the Canada-Ontario Housing Benefit). 3. City Council re-iterate its requests to the Province of Ontario and the Government of Canada to fully fund the amount needed, as outlined in the 2022 Operating Budget, to address COVID-19 related financial impacts including in shelters and to provide support services for people moving out of homelessness to permanent housing. 4. City Council re-iterate its requests to the Province of Ontario to provide $7 billion in outstanding capital and operating funding by 2030, to support delivery of the HousingTO 2020-2030 Action Plan, and allocate funds collected from Toronto through the Non-resident Speculation Tax, to the City of Toronto as one funding tool to help partially fund this outstanding commitment. 5. City Council re-iterate its requests to the Government of Canada to provide $6.5 billion in outstanding capital and operating funding by 2030, to support delivery of the HousingTO 2020-2030 Action Plan, and to allocate funds collected from Toronto through the Underused Housing Tax, to the City of Toronto as one funding tool to help partially fund this outstanding commitment. 6. City Council re-iterate its request to the Province of Ontario to address the adequacy and structure of social assistance by implementing a new standard flat rate structure for both the Ontario Works and Ontario Disability Support Program that: a. uses a data-informed and evidence-based approach to annual social assistance rate increases, equalizes the benefit rate across the Ontario Works and Ontario Disability Support Program, and better supports recipients to meet their basic needs, including the cost of housing; and b. equalizes the Ontario Works and Ontario Disability Support Program rent scales paid to Torontonians living in social housing with the housing benefit paid to Ontario Works and Ontario Disability Support Program recipients living in private market rentals.
Staff recommendation as filed
The Executive Director, Housing Secretariat and the General Manager, Shelter, Support and Housing Administration recommend that: 1. City Council request the Province of Ontario and the Government of Canada to support the City's 2023-2024 Housing Recovery and Resilience Plan outlined in this report, to deliver 4,000 additional affordable rental and supportive homes by end of 2024, composed of: a. 2,500 supportive housing opportunities through acquisitions, modular housing, re-purposing existing stock and investments in operating costs for support services; and b. 1,500 affordable housing through housing benefits (including the Canada-Ontario Housing Benefit). 2. City Council re-iterate its requests to the Province of Ontario and the Government of Canada to fully fund the amount needed, as outlined in the 2022 Operating Budget, to address COVID-19 related financial impacts including in shelters and to provide support services for people moving out of homelessness to permanent housing. 3. City Council re-iterate its requests to the Province of Ontario to provide $7 billion in outstanding capital and operating funding by 2030, to support delivery of the HousingTO 2020-2030 Action Plan, and allocate funds collected from Toronto through the Non-resident Speculation Tax, to the City of Toronto as one funding tool to help partially fund this outstanding commitment. 4. City Council re-iterate its requests to the Government of Canada to provide $6.5 billion in outstanding capital and operating funding by 2030, to support delivery of the HousingTO 2020-2030 Action Plan, and to allocate funds collected from Toronto through the Underused Housing Tax, to the City of Toronto as one funding tool to help partially fund this outstanding commitment. 5. City Council re-iterate its request to the Province of Ontario to address the adequacy and structure of social assistance by implementing a new standard flat rate structure for both the Ontario Works and Ontario Disability Support Program that: a. uses a data-informed and evidence-based approach to annual social assistance rate increases, equalizes the benefit rate across the Ontario Works and Ontario Disability Support Program, and better supports recipients to meet their basic needs, including the cost of housing; and b. equalizes the Ontario Works and Ontario Disability Support Program rent scales paid to Torontonians living in social housing with the housing benefit paid to Ontario Works and Ontario Disability Support Program recipients living in private market rentals.
EX32.7adopted
CivicLabTO: Advancing a Culture of Innovation and Collaboration
This report responds to City Council's request on January 29, 2020, for an update on item EX 12.5, "Advancing a New Culture of Innovation and Partnership", and provides information on CivicLabTO and the Toronto Civic Accelerator Program (TCAP), two key initiatives that advance strategic and innovative partnerships between the City and public and private sector partners. The report offers details on the current status of the Toronto Civic Accelerator Program and summarizes the accomplishments of CivicLabTO, including the progress made in streamlining the approval process of procuring research services from academic institutions. Strategic Partnerships and the Purchasing and Materials Management Division (PMMD) continue to consult on opportunities to leverage the procurement process in support of CivicLabTO with additional work to be completed over the second and third quarters of 2022, and a report back to City Council planned for early 2023. This report recommends that the City Manager be given authority to negotiate and enter into new non-binding Memorandums of Understanding with each Toronto Higher Education Institution to replace the existing Memorandums of Understanding that are now expiring. The Memorandums of Understanding provide a framework for research, innovation, and other projects as part of the CivicLabTO program by setting out shared goals and opportunities for collaboration. Though delayed by the COVID-19 pandemic, Strategic Partnerships and Technology Services have consulted on the design and development of the Toronto Civic Accelerator Program (TCAP) to allow the City to strategically engage sector partners in the co-development of innovative solutions to City challenges. In addition to other procurement and partnership opportunities, TCAP is meant to leverage the talent and innovation of Toronto's strong technology and start-up sector. This report highlights some key guiding principles and program updates. Led by Strategic Partnerships, CivicLabTO is a long-term strategic program that creates a more systematic approach to post-secondary collaborations. CivicLabTO connects students, faculty, researchers, and City staff to advance city-building goals through research, program design and evaluation, student learning opportunities, and expert problem-solving opportunities. This report highlights the achievements of CivicLabTO and the program's impact on strengthening the culture of collaboration and innovation in the City of Toronto.
The Executive Committee recommends that: 1. City Council authorize the City Manager to negotiate and enter into non-binding Memorandums of Understanding with post-secondary institutions collaborating with the City in order to provide a framework for research, innovation and other projects as part of the CivicLabTO program by setting out shared goals and opportunities for collaboration.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the City Manager to negotiate and enter into non-binding Memorandums of Understanding with post-secondary institutions collaborating with the City in order to provide a framework for research, innovation and other projects as part of the CivicLabTO program by setting out shared goals and opportunities for collaboration.
EX32.8adopted
Toronto Water 2021 Year End Capital Budget and 2022-2031 Capital Plan Adjustments
At its meeting on April 13, 2022, the Budget Committee considered Item BU46.1 and made recommendations to City Council. Summary from the report (March 30, 2022) from the General Manager, Toronto Water: This report requests City Council's authority to amend Toronto Water's Approved 2021 Capital Budget by adjusting project costs and cash flows to align with year-end expenditures and project progress. The adjustments will have a zero dollar impact on the 2021 Capital Budget. This report requests City Council's authority to amend Toronto Water's Approved 2022 Capital Budget and 2023-2031 Capital Plan by adjusting project costs and cashflows contained within the Budget and Plan, respectively, to align the 2022 Capital Budget and 2023-2031 Capital Plan with the final 2021 capital expenditures and project progress. The adjustments will have a zero dollar impact on the 2022 Capital Budget and 2023-2031 Capital Plan and will align the budget and plan with Toronto Water's capital project delivery schedule and program requirements.
The Executive Committee recommends that: 1. City Council authorize the reallocation of cashflows in the amount of $51.708 million in 2021 for acceleration and deferral of projects within Toronto Water's approved 2021 Capital Budget and 2022-2030 Capital Plan, with offsetting acceleration and deferral cashflow reallocation adjustments in the equal amount in 2022, 2023 and 2024 within Toronto Water's Approved 2022 Capital Budget and 2023-2031 Capital Plan to align with project delivery, as presented in Schedule A (Part A and B) to the report (March 30, 2022) from the General Manager, Toronto Water, with a zero Budget impact. 2. City Council authorize the reallocation of 2021 cashflows and project costs in Toronto Water's approved 2021 Capital Budget and 2022-2030 Capital Plan in the amount of $2.772 million from projects that have been completed under budget to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (March 30, 2022) from the General Manager, Toronto Water, with a zero Budget impact.
Staff recommendation as filed
The Budget Committee recommends that: 1. City Council authorize the reallocation of cashflows in the amount of $51.708 million in 2021 for acceleration and deferral of projects within Toronto Water's approved 2021 Capital Budget and 2022-2030 Capital Plan, with offsetting acceleration and deferral cashflow reallocation adjustments in the equal amount in 2022, 2023 and 2024 within Toronto Water's Approved 2022 Capital Budget and 2023-2031 Capital Plan to align with project delivery, as presented in Schedule A (Part A and B) to the report (March 30, 2022) from the General Manager, Toronto Water, with a zero Budget impact. 2. City Council authorize the reallocation of 2021 cashflows and project costs in Toronto Water's approved 2021 Capital Budget and 2022-2030 Capital Plan in the amount of $2.772 million from projects that have been completed under budget to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (March 30, 2022) from the General Manager, Toronto Water, with a zero Budget impact.
EX32.9adopted
Adjustments to Capital Budget, Carry Forward Funding and Future Year Commitments
At its meeting on April 13, 2022, the Budget Committee considered Item BU46.2 and made recommendations to City Council. Summary from the report (April 5, 2022) from the Chief Financial Officer and Treasurer: During the 2022 tax and rate supported budget processes, City Council approved a combined $1.082 billion of previously approved unspent capital projects to be carried forward to 2022-2026. The approved carry forward amount was based on an initial estimate based on projections available at the time of budget development, prior to 2021 year-end closing. With the 2021 fiscal year closed in March 2022, City Programs and Agencies have finalized the 2021 actual project spending as well as the total carry forward request. As a result, the purpose of this report is to seek Council's approval for an additional $545.2 million of tax and rate supported carry-forward funding, of which $163.7 million to be carried to 2022 and $381.5 million to 2023 to 2026, to enable staff to complete 2021 and prior year approved capital projects. The increased carry forward funding was mainly driven by lower 2021 actual expenditures compared to budget due to sustained impacts from public health measures and supply chain disruption throughout 2021, which were more adverse than anticipated particularly due to the emergence of the Omicron wave at year-end. With the additional carry forward request, the total capital carry forward funding will be $1.627 billion, and the total Council approved 2022 tax and rate supported Capital Budgets including previously approved carry forward amount will be $5.683 billion. The revised total carry forward funding is equivalent to 28.6 percent of the total tax and rate supported Capital Budget. This report also brings forward in-year rate and tax supported Capital Budget adjustment requests for 2021 and future years. Approval of these requests are needed as City Council's authority is required to continue with the project delivery.
The Executive Committee recommends that: 1. City Council approve additional carry forward funding of $545.2 million from unspent capital projects funding as detailed in Appendix 1a and 1b to the report (April 5, 2022) from the Chief Financial Officer and Treasurer, in order to continue work on previously approved capital projects in 2022 and beyond, and that the 2022 Approved Tax and Rate Supported Capital Budgets for respective City Programs and Agencies be adjusted accordingly. 2. City Council approve year-end budget adjustments to the 2021 Approved Tax and Rate Supported Capital Budgets as detailed in Appendix 2 to the report (April 5, 2022) from the Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Budget Committee recommends that: 1. City Council approve additional carry forward funding of $545.2 million from unspent capital projects funding as detailed in Appendix 1a and 1b to the report (April 5, 2022) from the Chief Financial Officer and Treasurer, in order to continue work on previously approved capital projects in 2022 and beyond, and that the 2022 Approved Tax and Rate Supported Capital Budgets for respective City Programs and Agencies be adjusted accordingly. 2. City Council approve year-end budget adjustments to the 2021 Approved Tax and Rate Supported Capital Budgets as detailed in Appendix 2 to the report (April 5, 2022) from the Chief Financial Officer and Treasurer.
EX32.10adopted
St. Lawrence Centre for the Arts Redevelopment - CreateTO
At its meeting on April 12, 2022, the Board of Directors, CreateTO considered Item RA30.2 and made recommendations to City Council. Summary from the report (March 23, 2022) from the Chief Executive Officer, CreateTO: At its meeting of January 20, 2020, City Council adopted EX12.6 which directed CreateTO, in consultation with TO Live, to prepare a building program, Class D cost estimate, business model and funding strategy for a reimagined St. Lawrence Centre for the Arts ("STLC") a civic asset, managed by TO Live, located at 27 Front Street East in the heart of the St. Lawrence Neighbourhood. The purpose of this report is to provide the Board of Directors of CreateTO (the "Board") with an update on the work, directed by City Council and recommendations for next steps. The report will also be considered by the TO Live St. Lawrence Centre for the Arts Redevelopment Board Committee and the TO Live Board on April 5 and April 14 respectively. The work completed to date reflects Phase 1 of the City's Major Capital Project Approval Process, (Preliminary Assessment/Feasibility) which includes: - Development of a building program, informed by a robust consultation process with a broad range of representatives in the arts, culture and creative spaces and the St. Lawrence Market Neighbourhood Association and BIA; - Development of a heritage approach and principles to guide the future reimaging of the STLC; - A test fit of the building program, to ensure the cultural heritage of the site can be celebrated, while providing the new spaces to support the evolving and changing needs of the arts, culture and creative sector for the next 60 years; - A Class D cost estimate to inform a preliminary project budget, - A financial model that operationalizes the new vision for the STLC; and - A funding strategy to support the construction of a new reimaged STLC. The STLC has played an important role in the evolution of the City's cultural fabric. Constructed by the City of Toronto as a Canadian centennial project, the STLC opened its doors in February 1970. For 52 years the building, along side its counterpart, Meridian Hall, has served performers and hosted performances that have entertained citizens and visitors. Today, following the impacts of the pandemic, a new cultural landscape is emerging that calls for a reimagining of the STLC that builds upon the renewed values and themes heard through the consultation process, and which aligns with the TO Live five year Strategic Plan - programing priorities; flexible spaces; equity, access and affordability; creative process; and delivery systems that will support the next generation of artists, performers, creatives and the local community. The reimagined STLC will create a cultural ecosystem where renewed cultural spaces, innovative spaces and gathering spaces will anchor the STLC as a cultural and civic hub along the important Front Street cultural corridor. A reimagined STLC will support the following key objectives: - Reimagine an aging, outdated facility that no longer serves the functional needs of the cultural and creative sector and the local community; - Create a new state-of-the-art cultural hub and community asset for the City that will be fitted out with cutting-edge broadcast technology and livestreaming equipment, virtual and augmented reality technology and high speed connectivity to support the next generation of creatives and generate economic activity in Toronto; - Create flexible spaces that will: - Serve the dynamic needs of artists (local or otherwise) and contribute to their artistic development, innovation and collaboration; - Provide flexible theatre spaces, rehearsal hall, studios and workshops, lobbies and outdoor spaces that will be used and animated throughout the day and night; - Enable the versatility of spaces to serve performance and presentation, creation and incubation to best serve the local artistic community as well as enable TO Live to showcase the world's most innovative artistic programs through presentation; and - Bring together, a variety of partners - local artists and organizations, performers, educational partners, anchor tenants and the local community in open and accessible spaces; - Build cultural capacity in the City, that will secure longevity of space for the creative community; - Support the cultural and retail importance of Front Street East as a "Cultural Corridor and Retail Priority Street" in the City's Downtown Plan; - Contribute to the enhancement of the Front Street public realm with improved connections to Berczy Park, Scott Street and Meridian Hall; - Target Toronto Green Standards, Version 3, Tier 4 and establish new sustainable performance standards for this architype; - Develop a business model that will provide affordable access to the performing arts sector, communities and neighbourhood that will be representative of the citizens of Toronto; and - Develop a funding strategy that will draw support from federal and provincial governments and fundraising to minimize the capital requirements from the City. The next steps will require City Council's approval to advance to Phase 2 of City's Major Capital Project Approval Process, (exploring options for design, site investigation and due diligence, to inform a project budget and schedule).
The Executive Committee recommends that: 1. City Council endorse the building program for the new reimagined St. Lawrence Centre for the Arts, as more particularly itemized in Attachment 2 to the report (March 30, 2022) from the Chief Executive Officer, CreateTO. 2. City Council direct the Chief Executive Officer, CreateTO and the Chief Executive Officer, TO Live, along with the Executive Director, Corporate Real Estate Management and the Chief Planner and Executive Director, City Planning to: a. explore options for and complete the schematic design process to reimagine the St. Lawrence Centre for the Arts, informed by the existing, secured funding as outlined in the TO Live State of Good Repair budget and the building program outlined in Attachment 2 and the heritage approach and principles outlined in Attachment 1 to the report (March 30, 2022) from the Chief Executive Officer, CreateTO; b. complete an updated Class D cost estimate; c. provide an update to the project budget and funding strategy; d. explore the opportunity for a renovation budget for the existing building. 3. City Council direct the Chief Executive Officer, CreateTO, and the Chief Executive Officer, TO Live, along with the Executive Director, Corporate Real Estate Management and the Chief Planner and Executive Director, City Planning, to report back to the Executive Committee and City Council in the second quarter of 2023 with updates including: the completed schematic design, the project costs based on a Class D estimate, the business model and funding strategy.
Staff recommendation as filed
The Board of Directors of CreateTO recommends that: 1. City Council endorse the building program for the new reimagined St. Lawrence Centre for the Arts, as more particularly itemized in Attachment 2 to the report (March 30, 2022) from the Chief Executive Officer, CreateTO. 2. City Council direct the Chief Executive Officer, CreateTO and the Chief Executive Officer, TO Live, along with the Executive Director, Corporate Real Estate Management and the Chief Planner and Executive Director, City Planning to: a. explore options for and complete the schematic design process to reimagine the St. Lawrence Centre for the Arts, informed by the existing, secured funding as outlined in the TO Live State of Good Repair budget and the building program outlined in Attachment 2 and the heritage approach and principles outlined in Attachment 1 to the report (March 30, 2022) from the Chief Executive Officer, CreateTO; b. complete an updated Class D cost estimate; c. provide an update to the project budget and funding strategy; d. explore the opportunity for a renovation budget for the existing building. 3. City Council direct the Chief Executive Officer, CreateTO, and the Chief Executive Officer, TO Live, along with the Executive Director, Corporate Real Estate Management and the Chief Planner and Executive Director, City Planning, to report back to the Executive Committee and City Council in the second quarter of 2023 with updates including: the completed schematic design, the project costs based on a Class D estimate, the business model and funding strategy.
EX32.11adopted
At its meeting on April 5, 2022, the Board of Governors of Exhibition Place considered Item EP23.3 and made recommendations to City Council. Summary from the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place This report recommends, subject to obtaining the necessary City of Toronto authorization, that the Board approve amendments to the Amended and Restated Master Agreement dated April 1, 2017 ("Master Agreement") between the Board, the City and the Canadian National Exhibition Association to provide for a one (1) year extension to the First Renewal Term, commencing April 1, 2022 and expiring March 31, 2023. The parties will then proceed to negotiate the terms of the Second Renewal Term, to commence April 1, 2023. The substantial terms and conditions of the proposed extension are set out in Appendix A to this report.
The Executive Committee recommends that: 1. City Council amend the Amended and Restated Master Agreement with the Canadian National Exhibition Association and the City to provide for a one year extension of the First Renewal Term, substantially on the terms and conditions set out in Appendix A to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place, and such other terms and conditions as may be satisfactory to the City Manager and the Chief Executive Officer, Exhibition Place, and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Board of Governors of Exhibition Place recommends that: 1. City Council approve an amendment to the Amended and Restated Master Agreement with the Canadian National Exhibition Association and the City to provide for a one year extension of the First Renewal Term, substantially on the terms and conditions set out in Appendix A to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place, and such other terms and conditions as may be satisfactory to the City Manager and the Chief Executive Officer, Exhibition Place, and in a form satisfactory to the City Solicitor.
EX32.12amended
Extension of Exclusive Food and Beverage Services Agreement with Spectra Food Services
At its meeting on April 5, 2022, The Board of Governors of Exhibition Place considered Item EP23.9 and made recommendations to City Council. Summary from the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place In 2013, Spectra Food Services was the successful proponent for exclusive food and beverage services in response to a public RFP issued through the City of Toronto's Purchasing and Materials Management Division. The purpose of this report is to seek Board authority to extend the exclusive food and beverage services agreement with Spectra Food Services ("Spectra") (formerly Ovations Food Services, LP) for the Enercare Centre and other buildings utilized for trade and consumer shows except for the Beanfield Centre, for an additional five (5) year term from December 1, 2024 to November 30, 2029 on the same terms and conditions as the existing agreement except for the financial terms as outlined in Confidential Attachment 1 to this report. Exhibition Place currently has two (2) exclusive food and beverage service agreements. One for Spectra and the other with Cerise Fine Catering. Cerise Fine Catering agreement is exclusive for Beanfield Centre and ends on June 1, 2029, while Spectra Food Services Agreement is exclusive for Enercare Centre and other buildings and is set to expire on November 30, 2024. The five year extension of the Spectra food and beverage service agreement would make the last year of the term coterminous with the Cerise Fine Catering agreement which ends on June 1, 2029. With both agreements expiring in the same year, this will allow the Board to go to market in 2029 with an RFP to secure one exclusive food and beverage services agreement for Exhibition Place.
The Executive Committee recommends that: 1. City Council approve an extension to the Exclusive Food and Beverage Services Agreement with Spectra Food Services (Spectra) for provision of services within the Enercare Centre and other buildings utilized for trade and consumer shows at Exhibition Place (excluding Beanfield Centre) for a five (5) year term from December 1, 2024 to November 30, 2029; on the same terms and conditions as the existing agreement save and except for the financial terms as outlined in Confidential Attachment 1 to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place, as amended by the Confidential Attachment to Motion 1 by Councillor Gary Crawford, and any such other terms and conditions satisfactory to the Chief Executive Officer, Exhibition Place and in a form satisfactory to the City Solicitor. 2. City Council direct that Confidential Attachment 1 to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place, as amended by the Confidential Attachment to Motion 1 by Councillor Gary Crawford, remains confidential in its entirety as it contains financial information that belongs to the Board of Governors of Exhibition Place and has monetary value or potential monetary value.
Staff recommendation as filed
The Board of Governors of Exhibition Place recommends that: 1. City Council approve an extension to the Exclusive Food and Beverage Services Agreement with Spectra Food Services (Spectra) for provision of services within the Enercare Centre and other buildings utilized for trade and consumer shows at Exhibition Place (excluding Beanfield Centre) for a five (5) year term from December 1, 2024 to November 30, 2029; on the same terms and conditions as the existing agreement save and except for the financial terms as outlined in Confidential Attachment 1 to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place and any such other terms and conditions satisfactory to the Chief Executive Officer, Exhibition Place and in a form satisfactory to the City Solicitor. 2. City Council direct that the confidential information contained in Confidential Attachment 1 to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place remain confidential as it contains financial information that belongs to the Board of Governors of Exhibition Place and has monetary value or potential monetary value.
EX32.13adopted
Multi-Year Licence Agreement with the Royal Agricultural Winter Fair
At its meeting on April 5, 2022, the Board of Governors of Exhibition Place considered item EP23.10 and made recommendations to City Council. Summary from the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place: The Royal Agricultural Winter Fair ("RAWF") is a 100-year old cultural event in Toronto and the objective of the multi-year agreement for the event at Exhibition Place is to provide the RAWF with a known and sustainable occupancy cost for the next 5 years from 2023 to 2027, based on the RAWF's operating results, while maintaining the existing level of subsidization now provided by Exhibition Place and the City through a grant from Toronto Economic Development and Culture Division. This negotiated agreement achieves both these directions. This report recommends subject to obtaining the necessary City of Toronto authorization, that the Board approve a five-year (5) rental licence agreement with RAWF for the 2023-2027 Royal Fair. The substantial terms and conditions of the Licence Agreement are set out in Appendix A to this report. Exhibition Place, City Economic Development and Culture Division and RAWF staff met in early 2022 to discuss the negotiated terms and the parties agreed to a five (5) year agreement on substantially the same terms and conditions of the existing agreement as amended per Appendix A.
The Executive Committee recommends that: 1. City Council approve a five-year (5) licence agreement with the Royal Agricultural Winter Fair for the 2023-2027 Royal Fair on the terms and conditions of the standard licence agreement for the Enercare Centre and specific terms outlined in Appendix A to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place and such other terms and conditions as satisfactory to the Chief Executive Officer and in a form satisfactory to the City Solicitor. 2. City Council direct that the City's support for the Royal Agricultural Winter Fair, currently $969,110, be paid to Exhibition Place, starting in 2023 and for future years, for specific application as a subsidy to the Board of Governors of Exhibition Place towards the market rental costs for the licenced space used for the annual Fair.
Staff recommendation as filed
The Board of Governors of Exhibition Place recommends that: 1. City Council approve a five-year (5) licence agreement with the Royal Agricultural Winter Fair for the 2023-2027 Royal Fair on the terms and conditions of the standard licence agreement for the Enercare Centre and specific terms outlined in Appendix A to the report (March 22, 2022) from the Chief Executive Officer, Exhibition Place and such other terms and conditions as satisfactory to the Chief Executive Officer and in a form satisfactory to the City Solicitor. 2. City Council direct that the City's support for the Royal Agricultural Winter Fair, currently $969,110 be paid to Exhibition Place, starting in 2023 and for future years, for specific application as a subsidy to the Board of Governors of Exhibition Place towards the market rental costs for the licenced space used for the annual Fair.
EX32.14adopted
Considering All Growth-Related Funding Tools at Executive Committee
Toronto is in the process of introducing and amending some significant charges to the way we pay for growth. Development Charges, the new Community Benefit Charge, and Alternate Rate for Parkland are governed by Provincial legislation and regulations. These charges pay for the impacts of new neighbourhoods and developments on our shared infrastructure: parks, water/sewer pipes, roads, transit etc. These charges have been developed together, will be debated at council together and will impact developments in the city together. Therefore, it makes sense that deputants should be able to comment on all of them at once and they should be considered at committees in unison. Currently, the Alternate Rate for Parkland can only be considered at the Planning and Housing Committee as it requires an Official Plan Amendment. I am proposing that this rule be suspended for this issue alone so that the Alternate Rate for Parkland can be heard in tandem with the other Growth Related Funding Tools.
The Executive Committee recommends that: 1. As a temporary measure until November 14, 2022, City Council suspend the necessary rules and substitute new rules in Chapter 27, Council Procedures, in order to allow the Executive Committee to consider, and hold the statutory hearing required under the Planning Act for, a proposed official plan amendment respecting official plan policies related to parkland dedication pursuant to section 42(4) and related by-law under 42(2) of the Planning Act.
Staff recommendation as filed
Mayor John Tory recommends that: 1. As a temporary measure until November 14, 2022, City Council suspend the necessary rules and substitute new rules in Chapter 27, Council Procedures, in order to allow the Executive Committee to consider, and hold the statutory hearing required under the Planning Act for, a proposed official plan amendment respecting official plan policies related to parkland dedication pursuant to section 42(4) and related by-law under 42(2) of the Planning Act.
EX32.15amended
Tree Removal Permit Appeals - Delegation to Community Council
Amending Chapter 27, Council Procedures, Section 18.4.C, to include tree permit appeals fall in line with the items delegated to Community Council for final authority on July 16, 2021, including a number of Transportation Services matters like on-street parking, traffic calming, standing, and stopping, road alterations and on-street regulations that do not have an established TTC route, permit appeals for residential front-yard parking permit appeals are among the items delegated to Community Council. Tree permit appeals would be best addressed at Community Council by local City Council Members. I look forward to your support.
The Executive Committee recommends that: 1. City Council delegate to Community Councils the authority to make final decisions on Tree Removal Permit Appeals, by adding "Tree permit appeals" to Chapter 27, Council Procedures, Section 18.4.C. and that Chapter 813, Trees, be amended accordingly.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council delegate to Community Councils the authority to make final decisions on Tree Removal Permit Appeals, by adding "Tree permit appeals" to Chapter 27, Council Procedures, Section 18.4.C. and that Chapter 813, Trees, be amended accordingly.
EX32.16referred
EmpowerTO: It’s time to Free Toronto from the Ontario Land Tribunal
City Council on April 6 and 7, 2022, referred Motion MM42.26 to the Executive Committee. Summary from Member Motion: The Ontario Land Tribunal is an unelected, unaccountable quasi-judicial body that has the final say over planning matters in Toronto and across Ontario. The provincially appointed Chairs presiding over the future of our communities are not required to have a background in land use planning or even have a working knowledge of our local neighbourhoods. Like its predecessor, the Ontario Municipal Board, there is no equivalent in any jurisdiction in North America. And no other city the size of Toronto has so little control over shaping its future and the mere ability to support its residents' quality of life. That's why this Motion requests City Council to advocate for the Provincial Government to free Toronto from the Ontario Land Tribunal and replace it with a true appeals body. Toronto already requires approval from the provincial government for its Official Plan, yet the Ontario Land Tribunal allows "de novo" (entirely new) hearings. Developers are automatically granted a hearing without having to cite an error in the City's decision. Further, Ontario Land Tribunal Chairs are only obligated to vaguely consider the "best possible planning outcome". This leads to our Planning Division spending time and money to create an Official Plan that must be approved by the Province and then subsequently defend that plan before a provincial body that is not required to uphold that provincially-approved plan. Residents expect that their locally elected Mayor and City Councillors have the responsibility, and ability, to ensure that Toronto is planned well and provides them with housing options that suit their income and family size, and that community amenities such as childcare, parks, and school space, along with infrastructure, keep up with the pace of growth. Empowering locally elected city councils to make land use planning decisions in their own geographical jurisdiction, rather than an unelected, provincially appointed body, is simply better governance and would ultimately provide the public accountability for the decisions that are made. It's time for Toronto to join municipalities across Ontario to request that Queen's Park dissolve the Ontario Land Tribunal.
The Executive Committee referred Item EX32.16 to the Chief Planner and Executive Director, City Planning and the City Solicitor for further consideration and a comparison between the City's success rate at the Ontario Land Tribunal versus previous appeal bodies.
Staff recommendation as filed
Councillor Josh Matlow, seconded by Councillor Kristyn Wong-Tam, recommends that: 1. City Council request the Province of Ontario to dissolve the Ontario Land Tribunal and replace it with a true appeals body that only grants hearings based on an error in law or procedure.