Executive Committee
The full agenda, as filed
All 43 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.
Items 1 to 25 of 43Show 2550100all
EX34.1amended
Growth Funding Tools - Development Charges
The Province of Ontario has introduced legislative changes to the Development Charges Act and Planning Act which necessitates the City review and update of three of its growth-related funding tools (GFTs): - Development Charges (DCs), - Community Benefits Charges (CBCs); and - Alternative Parkland Dedication Rate. This report is one of three being presented to City Council concurrently and recommends a DC bylaw and related Background Study, prepared by an expert consultant, Hemson Consulting Ltd. for consideration at a statutory public meeting, in compliance with provincial legislation. The recommended approach incorporates feedback from consultation with various stakeholders and city staff. The City is updating its growth-related funding tools (GFTs) in response to provincial legislative changes that take effect on September 18, 2022. A key principle for growth-related funding tools (GFTs) is that growth pays for growth to ensure services and infrastructure are provided to create complete communities as the City grows. While there are some positive changes made to the development charges (DC) legislation, development charges (DCs) do not fully recover the cost of growth due to legislative restrictions such as statutory exemptions and the development charges (DC) service level cap. The focus of the growth-related funding tools (GFT) review has been on meeting the legislative requirements to bring forward the bylaws so that the City's financial sustainability is not unduly impacted. Amendments to the Development Charges Act revise the background study methodology, increase levels of exemptions, and impact the collection process. While some positive changes are introduced through Bills 108 and 197, certain restrictions remain such as the historical service level cap that do not allow for full recovery of growth-related capital costs. As a funding tool, development charges (DCs) remain the City's primary means to support growth-related capital projects. development charges (DCs) are designed by legislation to specifically fund the portion of new capital projects that are needed to serve growth. Toronto is expected to continue as one of the fastest growing cities in North America, projected to grow to a minimum of approximately 3.65 million people by 2051. High levels of growth require comparable levels of investment in infrastructure to serve new residents and new employment. This is evident in the development charges (DC) Background Study, which demonstrates a significant increase in growth-related capital over the next 10 and 20 years, primarily driven by an increased need in housing, transit and roads infrastructure. Of the $67.0 billion capital forecast outlined in the development charges (DC) Background Study over the 10 and 20 year study planning period, $14.9 billion (22%) is related to growth and eligible for development charges (DC) recovery. This forecast includes funding for capital facilities and infrastructure, such as roads, transit, water, parks, community centres and libraries, enabling the City to invest in, and provide infrastructure and services needed to serve growing communities. The level of growth related capital investments outlined in the development charges (DC) Background Study results in a rate increase of 46% for residential developments, and 40% for non-residential developments. Recommended adjustments to development charges (DC) rates reflect updates to the capital programs and upward inflationary pressures on construction costs. The rates presented in this report are the calculated rates based on the development charges (DC) Background Study and reflect the maximum recoverable amounts permitted by the legislation. In developing the policy recommendations, stakeholder input was considered along with a preliminary impact analysis, current economic conditions, and the growth-related infrastructure needs in the City. The City is providing a measured implementation process which balances the impacts on new development by gradually phasing in rate increases over time, while supporting city-building objectives, including investing in infrastructure and services, encouraging the growth in housing supply overall and supporting the delivery of affordable housing. As part of further work, staff will continue to engage City Divisions and stakeholders and report back in 2023 on various matters, including a framework and review of financial incentives as part of the long term fiscal plan conversation.
The Executive Committee recommends that: 1. City Council adopt the Development Charges By-law in Attachment 1 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning, as amended by Recommendations 2 and 3 below. 2. City Council direct the City Solicitor, in consultation with the Chief Financial Officer and Treasurer, to amend the draft Development Charge By-law in Attachment 1 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning, such that the development charge rates for secured purpose built rental housing and Inclusionary Zoning projects that will be effective on August 15, 2022 will apply, including indexing, for the term of the current Development Charges by-law. 3. City Council amend the Development Charges By-law in Attachment 1 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning to exempt from the payment of development charges up to one residential dwelling unit or dwelling room located on a property with a Place of Worship, provided that the unit is to be used for residential purposes by the religious leader of such place of worship, and that any outstanding development charges payable for the dwelling unit at 4640 Kingston Rd (2019.MM5.29) proceeding under building permit number 17 196522 be forgiven. 4. City Council authorize the City Solicitor to make such stylistic and technical changes to the Development Charges By-law as may be required. 5. City Council adopt the Development Charges Background Study dated April 2022, and the Development Charges Background Study Addendum dated June 2022 (together the "Development Charges Background Study") included as Attachments 2 and 3 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning, including the development-related capital program and asset management plan contained within, subject to annual review through the City's normal capital budget process and ongoing asset management strategy. 6. City Council adopt the following for the purposes of complying with the Development Charges Act: a. City Council determine that no further public meeting is required pursuant to section 12 of the Development Charges Act; b. City Council express its intent that the future excess capacity identified in the Development Charges Background Study shall be paid for by the development charges contemplated in the Development Charges Background Study, or other similar charges; c. City Council adopt the Transit development charges capital program, as included in the Development Charges Background Study, as the planned level of service, and in doing so indicate that City Council intends to ensure that the increase in service for transit will be met; and d. City Council, after having considered the use of more than one development charge by-law to reflect different needs for services in different areas, determine that the charges be calculated on a municipal-wide uniform basis. 7. City Council authorize the Chief Financial Officer and Treasurer to amend the site specific Development Charges payment agreements listed in Attachment 5 of the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning, in a form satisfactory to the City Solicitor and as amended by Recommendation 8 below, in order to coordinate with the report back on financial incentives in 2023 and to extend the term of the deferral periods for the development charge payment, with all other requirements of the existing agreement to remain in force, such new date being the earlier of: a. December 1, 2023; and b. such other dates as set out in the existing agreement. 8. City Council amend Attachment 5 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning to add the Neshama Hospice, a proposal to construct a new two-storey medical building at 25 Brightwood Street, to the list of site specific Development Charges payment agreements and City Council authorize a deferral of the payment of development charges with the same general terms and conditions, in order to coordinate with the report back on financial incentives in 2023. 9. City Council amend the Interest Policy previously adopted by City Council pursuant to Section 26.2 (3) of the Development Charges Act, pertaining to the "frozen" development charges that applies to Site Plan and Rezoning Applications received, and any building permits issued, after November 1, 2020, and authorize the Chief Financial Officer and Treasurer to apply interest charges: a. at a rate of 1.25 percent for each complete 30 day period from the date an applicable Site Plan Application or Rezoning Bylaw Amendment is received, until the date of building permit issuance; b. limited so that the total amount of interest payable when combined with the development charges payable does not exceed the development charges in effect under the City's bylaw at the date of building permit issuance; and c. that the updated interest rate come into effect on September 1, 2022. 10. City Council authorize the Chief Building Official and Executive Director, Toronto Building to continue to require applicants seeking conditional below-grade permits to enter into a development charges payment agreement, in accordance with the general terms and conditions in Attachment 6 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning and consistent with current practice. 11. City Council approve the establishment of an obligatory reserve fund account named "Development Charges - Long-Term Care" in Appendix C, Schedule 11 - Development Charges Obligatory Reserve Funds of the City of Toronto Municipal Code Chapter 227, the purpose of which is to provide funding for long-term care capital projects, with criteria set out in Attachment 7 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning. 12. City Council approve the establishment of an obligatory reserve fund account named "Development Charges - Waste Diversion" in Appendix C, Schedule 11 - Development Charges Obligatory Reserve Funds of the City of Toronto Municipal Code Chapter 227, the purpose of which is to provide funding for waste diversion capital projects, with criteria set out in Attachment 7 to the report (June 28, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning. 13. City Council direct the Executive Director, Housing Secretariat, Chief Financial Officer and Treasurer, Chief Planner and Executive Director, City Planning to support the implementation of HousingTO 2020-2030 by initiating a Rental Housing Opportunities Roundtable to engage on short-term pressures, current constraints and future opportunities affecting secure market and affordable rental supply, including representatives from all orders of government, private and non-profit rental developers and operators, and reporting back on potential actions in the first quarter of 2023. 14. City Council request the Federal and Provincial governments take urgent action to avoid the loss of rental housing supply currently in development, and to engage with the City's Rental Housing Opportunities Roundtable to consider additional measures and incentives ensuring sufficient purpose-built rental housing supply in Toronto.
Staff recommendation as filed
The Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning recommend that: 1. City Council adopt the Development Charges By-law attached to this report as Attachment 1. 2. City Council authorize the City Solicitor to make such stylistic and technical changes to the Development Charges By-law as may be required. 3. City Council adopt the Development Charges Background Study dated April 2022, and the Development Charges Background Study Addendum dated June 2022 (together the "Development Charges Background Study") included as Attachments 2 and 3, including the development-related capital program and asset management plan contained within, subject to annual review through the City's normal capital budget process and ongoing asset management strategy. 4. City Council adopt the following for the purposes of complying with the Development Charges Act: a. City Council determine that no further public meeting is required pursuant to section 12 of the Development Charges Act; b. City Council express its intent that the future excess capacity identified in the Development Charges Background Study shall be paid for by the development charges contemplated in the Development Charges Background Study, or other similar charges; c. City Council adopt the Transit development charges capital program, as included in the Development Charges Background Study, as the planned level of service, and in doing so indicate that City Council intends to ensure that the increase in service for transit will be met; and d. City Council, after having considered the use of more than one development charge by-law to reflect different needs for services in different areas, determine that the charges be calculated on a municipal-wide uniform basis. 5. City Council authorize the Chief Financial Officer and Treasurer to amend the site specific Development Charges payment agreements listed in Attachment 5 of this report, in a form satisfactory to the City Solicitor, in order to coordinate with the report back on financial incentives in 2023 and to extend the term of the deferral periods for the development charge payment, with all other requirements of the existing agreement to remain in force, such new date being the earlier of: a. December 1, 2023; and b. such other dates as set out in the existing agreement. 6. City Council amend the Interest Policy previously adopted by City Council pursuant to Section 26.2 (3) of the Development Charges Act, pertaining to the "frozen" development charges that applies to Site Plan and Rezoning Applications received, and any building permits issued, after November 1, 2020, and authorize the Chief Financial Officer and Treasurer to apply interest charges: a. at a rate of 1.25 percent for each complete 30 day period from the date an applicable Site Plan Application or Rezoning Bylaw Amendment is received, until the date of building permit issuance; b. limited so that the total amount of interest payable when combined with the development charges payable does not exceed the development charges in effect under the City's bylaw at the date of building permit issuance; and c. that the updated interest rate come into effect on September 1, 2022. 7. City Council authorize the Chief Building Official and Executive Director, Toronto Building to continue to require applicants seeking conditional below-grade permits to enter into a development charges payment agreement, in accordance with the general terms and conditions in Attachment 6 and consistent with current practice. 8. City Council approve the establishment of an obligatory reserve fund account named "Development Charges - Long-Term Care" in Appendix C, Schedule 11 - Development Charges Obligatory Reserve Funds of the City of Toronto Municipal Code Chapter 227, the purpose of which is to provide funding for long-term care capital projects, with criteria set out in Attachment 7. 9. City Council approve the establishment of an obligatory reserve fund account named "Development Charges - Waste Diversion" in Appendix C, Schedule 11 - Development Charges Obligatory Reserve Funds of the City of Toronto Municipal Code Chapter 227, the purpose of which is to provide funding for waste diversion capital projects, with criteria set out in Attachment 7.
EX34.2amended
Growth Funding Tools - Community Benefits Charge
The Province of Ontario introduced legislative changes to the Planning Act and Development Charges Act which necessitates the City to review and update of three of its growth-related funding tools (GFTs): - Development Charges (DC); - Community Benefits Charge (CBC); and - Alternative Parkland Dedication Rate. This report is one of three being presented concurrently to City Council for consideration and recommends a CBC bylaw and strategy in compliance with provincial legislation. The recommended approach incorporates feedback from consultation with various stakeholders and city staff. The Community Benefits Charge (CBC) is set out in the new Section 37 provisions of the Planning Act replacing the current authority to permit increased height and/or density in return for the provision of a benefit or cash contribution ('Density Bonusing'), which expires on September 18, 2022. The new Section 37 authorizes a municipality to collect Community Benefits Charges (CBCs) against land to pay for the capital costs of facilities and services required as a result of development or redevelopment. The City is required to enact a Community Benefits Charge (CBC) bylaw, supported by a Community Benefits Charge (CBC) strategy, before it can collect Community Benefits Charges (CBCs). The Community Benefits Charge (CBC) applies a maximum standard rate to developments that have at least 5 storeys and 10 or more residential units, provided they are not exempt by statute or bylaw, the latter of which may be determined by Council. Previously, Section 37 Density Bonusing was determined on a site by site negotiation, guided by Official Plan policies and Council adopted guidelines. The new Section 37 Community Benefits Charge is based on the appraised value of the land and restricted so that the charge cannot exceed four percent of land value at the time a building permit is issued. Based on an assessment of applications in the City's development approval pipeline and projected land values, it is anticipated that the changes to Section 37 will result in the City collecting significantly less revenues than the current Section 37 Density Bonusing approach, notwithstanding that the Community Benefits Charge (CBC) may apply to a wider range of developments. While the intention of growth-related funding tools (GFTs) is that growth should pay for growth, the four percent cap for the Community Benefits Charge (CBC) is not sufficient to fully offset Community Benefits Charge (CBC) eligible growth-related capital costs. Based on the growth forecast, the City anticipates it will recover an average annual amount of $70 million each year over the next 10 years through Community Benefits Charges (CBCs), before the proposed exemptions and transition discussed in the report. However, the Community Benefits Charge (CBC) Strategy estimates the City will require upwards of $2.3 billion in Community Benefits Charge (CBC) eligible net costs over the same 10 year timeframe as a result of eligible development. This leaves the City with a remaining funding gap of almost $1.6 billion. A municipality may by bylaw collect Community Benefits Charges (CBCs) against land to pay for the capital costs of facilities, services and matters required because of development or redevelopment in the area to which the by-law applies. Accordingly Community Benefits Charges (CBCs) can be used to fund a broad list of services and facilities as outlined in the Community Benefits Charge (CBC) Strategy in Attachment 2. Each year, the City must allocate or spend at least 60% of the special account, where all Community Benefits Charge (CBC) funds are collected and held. To ensure compliance with this requirement, allocation to specific capital projects and initiatives will be reviewed and recommended through the annual budget process. The Community Benefits Charge (CBC) approach recommended by staff also provides additional incentives for affordable housing programs by exempting in the Community Benefits Charge (CBC) Bylaw both Housing Now developments, including market units and Affordable Housing units secured through a municipal housing facility agreement from a Community Benefits Charge (CBC) payment. In addition, complete applications for residential development in the City's development pipeline that are less than 10,000 square metres will not be subject to the Community Benefits Charge (CBC). The above policies that advance City priorities and protect development projects in the pipeline are estimated to further reduce anticipated Community Benefits Charge (CBC) revenues initially by about $36 million annually. To authorize use of the new Community Benefits Charge (CBC) authority by September 18, 2022, which is the expiration of the current Section 37 Density Bonusing regime, this report recommends adoption of a Community Benefits Charge (CBC) Bylaw; endorsement of the Community Benefits Charge (CBC) Strategy; amendments to the Municipal Code to include the Community Benefits Charge (CBC) appraisal fee; and establishment of the legislatively required Community Benefits Charge (CBC) reserve fund. In the next phase, further work on implementation, including allocation and resourcing, will continue and will be brought to City Council in 2023.
The Executive Committee recommends that: 1. City Council adopt the Community Benefits Charge By-law in Attachment 1 to the report (June 27, 2022) from the Chief Financial Officer and Treasurer, and the Chief Planner and Executive Director, City Planning. 2. City Council authorize the City Solicitor to make such stylistic and technical changes to the Community Benefits Charge By-law as may be required. 3. City Council endorse the Community Benefits Charge Strategy dated April 2022 and Community Benefits Charge Strategy Addendum dated June, 2022 included as Attachments 2 and 3 to the report (June 27, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning. 4. City Council approve the establishment of a Reserve Fund Group named "Community Benefits Charges Reserve Fund Group" in Appendix C, Schedule 12 - Planning Act Obligatory Reserve Funds in the City of Toronto Municipal Code Chapter 227, Reserves and Reserve funds, the purpose of which is to hold funds for Community Benefits Charges, with separate accounts consisting of the original Section 37 Reserve Fund to be renamed "Community Benefits - Original Section 37 Reserve Fund" and the new "Community Benefits Charges Reserve Fund", with policies and criteria set out in Attachment 5 to the report (June 27, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning. 5. City Council approve the establishment of an obligatory reserve fund named "Community Benefits Charges Reserve Fund" in Appendix C, Schedule 12 - Planning Act Obligatory Reserve Funds in the City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, the purpose of which is to hold funds from Community Benefits Charges with criteria set out in Attachment 5 to the report (June 27, 2022) from the Chief Financial Officer and Treasurer, and Chief Planner and Executive Director, City Planning. 6. City Council amend the fee schedule Municipal Code Chapter 441, Fees and Charges, Appendix C, Schedule 11, is amended by deleting the Fee Description in Reference 18, which currently reads "Appraisal Fee for Parks Levy Calculation - Base Fee", and replacing it with "Appraisal Fee for Parks Levy Calculation and/or Community Benefits Charge - Base Fee". 7. City Council amend Municipal Code Chapter 441, Fees and Charges, Appendix C, Schedule 11 by deleting the Fee Description in Reference # 19, which currently reads "Appraisal Fee for Parks Levy Calculation - Variable", and replacing it with "Appraisal Fee for Parks Levy Calculation and/or Community Benefits Charge - Variable". 8. City Council amend Chapter 442, Administration of Fees and Charges by adding the following new Section: A. All appraisals of land value shall be carried out under the direction of the Executive Director, Facilities and Real Estate and shall be determined in accordance with generally accepted appraisal principles. B. The cost of any appraisal undertaken by the City shall be paid for by the owner. C. The cost of any appraisal required pursuant to subsection 37(38) of the Planning Act shall be paid for by the owner. D. The value of the land shall be determined as of the day before the day of issuance of the first building permit in respect of the development. 9. City Council request the Chief Financial Officer and Treasurer to report back to Council through the City's budgeting process on the cost of growth compared to actual revenues collected through the community benefits charge by-law in order to determine whether the community benefits charge maximum rate is sufficient to ensure that growth pays for growth. 10. City Council request the Province of Ontario to amend the current Section 37 of the Planning Act to permit the municipality to enter into with the owner one or more agreements dealing with the provision of in-kind contributions of facilities, services or matters as permitted under subsection (6), and that any agreement entered into may be registered against the land to which it applies and the municipality is entitled to enforce the provisions thereof against the owner and, subject to the provisions of the Registry Act and the Lands Titles Act, any and all subsequent owners of the land. 11. City Council direct the City Solicitor to take all available steps to ensure that as many zoning by-laws containing Section 37 contributions are adopted by Council or approved by the Ontario Land Tribunal prior to the adoption of the community benefits charge by-law as possible, if in the City Solicitor's discretion the appropriate legal mechanisms are in place to secure the provision of the Section 37 benefits.
Staff recommendation as filed
The Chief Financial Officer and Treasurer and Chief Planner and Executive Director, City Planning, recommend that: 1. City Council adopt the Community Benefits Charge By-law in Attachment 1 to this report. 2. City Council authorize the City Solicitor to make such stylistic and technical changes to the Community Benefits Charge By-law as may be required. 3. City Council endorse the Community Benefits Charge Strategy dated April 2022 and Community Benefits Charge Strategy Addendum dated June, 2022 included as Attachments 2 and 3 to this report. 4. City Council approve the establishment of a Reserve Fund Group named "Community Benefits Charges Reserve Fund Group" in Appendix C, Schedule 12 - Planning Act Obligatory Reserve Funds in the City of Toronto Municipal Code Chapter 227, Reserves and Reserve funds, the purpose of which is to hold funds for Community Benefits Charges, with separate accounts consisting of the original Section 37 Reserve Fund to be renamed "Community Benefits - Original Section 37 Reserve Fund" and the new "Community Benefits Charges Reserve Fund", with policies and criteria set out in Attachment 5. 5. City Council approve the establishment of an obligatory reserve fund named "Community Benefits Charges Reserve Fund" in Appendix C, Schedule 12 - Planning Act Obligatory Reserve Funds in the City of Toronto Municipal Code Chapter 227, Reserves and Reserve Funds, the purpose of which is to hold funds from Community Benefits Charges with criteria set out in Attachment 5. 6. City Council amend the fee schedule Municipal Code Chapter 441, Fees and Charges, Appendix C, Schedule 11, is amended by deleting the Fee Description in Reference 18, which currently reads "Appraisal Fee for Parks Levy Calculation - Base Fee", and replacing it with "Appraisal Fee for Parks Levy Calculation and/or Community Benefits Charge - Base Fee". 7. City Council amend Municipal Code Chapter 441, Fees and Charges, Appendix C, Schedule 11 by deleting the Fee Description in Reference # 19, which currently reads "Appraisal Fee for Parks Levy Calculation - Variable", and replacing it with "Appraisal Fee for Parks Levy Calculation and/or Community Benefits Charge - Variable". 8. City Council amend Chapter 442, Administration of Fees and Charges by adding the following new Section: A. All appraisals of land value shall be carried out under the direction of the Executive Director, Facilities and Real Estate and shall be determined in accordance with generally accepted appraisal principles. B. The cost of any appraisal undertaken by the City shall be paid for by the owner. C. The cost of any appraisal required pursuant to subsection 37(38) of the Planning Act shall be paid for by the owner. D. The value of the land shall be determined as of the day before the day of issuance of the first building permit in respect of the development.
EX34.3amended
Growth Funding Tools - Alternative Parkland Dedication Rate
The Province of Ontario has introduced legislative changes to the Planning Act which requires the City to review and update three of its growth-related funding tools (GFTs): - Development Charges (DC); - Community Benefits Charges (CBC); and - Alternative Parkland Dedication Rate. This report is one of three reports on the individual GFTs being presented to City Council for concurrent consideration. Staff have developed recommendations related to the GFTs through an integrated and comprehensive approach to funding growth which incorporates engagement feedback. This report recommends a phased approach to the consideration and implementation of a new alternative parkland dedication framework, including interim re-enactment of the City's current alternative parkland dedication by-law in 2022, continued engagement on staff's proposed approach and analysis of the impacts of Bill 109's legislative changes through early 2023 and presentation of a new by-law in the second quarter of 2023. In accordance with provincial legislation, the City must adopt a parkland dedication by-law before September 18, 2022, to be able to apply an alternative parkland dedication rate. The Planning Act's standard parkland dedication rates of 5% for residential uses and 2% for non-residential uses remain unchanged as a result of provincial legislative changes. Toronto's park system plays an essential role in supporting a healthy, equitable, competitive and livable city, and helps to make communities more resilient to contemporary challenges, from climate change to COVID-19. Parkland dedication resulting from development projects is an important tool for growing and improving Toronto's park system. Under the current by-law, population growth significantly outpaces growth of the city's parkland system. As a result, Toronto's parkland provision per provision is declining rapidly, especially in high-growth areas. This decline has negative impacts on the park system, putting more pressure on existing parks, increasing operating and maintenance costs, potentially resulting in user and programming conflicts, and making it more difficult to locate and build new recreational facilities. An updated alternative parkland dedication framework will better position the City to respond to the strains of growth on the parkland system and ensure that these green spaces can support a healthy, resilient Toronto in the decades ahead. Since Bill 197 was enacted in 2020, City staff have undertaken detailed analysis of present and future parkland need and provision across Toronto's varied geography. This analysis has informed the development of a proposed density-responsive parkland dedication framework that is oriented to the growth resulting from development projects. This approach links new residents and parkland need with the delivery of new parkland, no matter the form of development. Late in the process of developing and consulting on the updated alternative parkland dedication framework, the Province introduced legislation, Bill 109, More Homes for Everyone Act, which made further changes to the parkland dedication legislative framework in the Planning Act. Bill 109's changes reduce the alternative parkland dedication rate for sites designated by the Province as transit-oriented communities relative to the current alternative rate and obligate Ontario municipalities to accept encumbered parkland. The rates established through Bill 109 lock in a site-based parkland dedication approach contrary to staff's proposed density-responsive approach. The Bill received Royal Assent on April 14, 2022. Bill 109's significant changes to parkland dedication legislation necessitate further analysis to understand the potential impact on parkland dedication and parkland need over the medium term, given the number and importance of "transit-oriented community lands". To this end, this report recommends continued engagement on the proposed density-responsive parkland dedication approach through early 2023 in anticipation of a final report to City Council in the second quarter of 2023. As an interim measure to ensure continued application of an alternative rate, this report recommends that City Council re-adopt the City's current alternative parkland dedication by-law. Recommendations at this stage include an Official Plan Amendment (Attachment 1 of this report) and a reimplementation of the current Parkland Dedication By-law inclusive of the statutory requirements stemming from Bill 109's changes to the Planning Act. (Attachment 2). The policies in the Official Plan Amendment conform to the Growth Plan for the Greater Golden Horseshoe, 2020 and are consistent with the Provincial Policy Statement, 2020. In developing the policy recommendations, several factors were considered including: · Infrastructure needs to service the growth in residents · Results of the preliminary impact analysis that indicated although GFTs are not a primary driver of housing prices, current economic conditions with increasing inflation and construction costs (which the City also faces in its infrastructure projects) warrants a measured implementation of the new rates to mitigate the impact of rate changes on new development · Feedback from public, community and industry stakeholders As part of further work, staff will continue to engage City Divisions and stakeholders and report back in 2023 on the proposed density-responsive parkland dedication approach and related matters.
The Executive Committee recommends that: 1. City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to continue stakeholder and public consultation on an updated Alternative Parkland Dedication Rate, including continued consultation on a density-responsive alternative parkland dedication approach and parkland need in the context of Bill 109's changes to the Planning Act and report back with final recommendations in the second quarter of 2023. 2. City Council amend the Official Plan substantially in accordance with Official Plan Amendment 588 City-wide Alternative Parkland Dedication Rate, in Attachment 1 to the supplementary report (July 11, 2022) from the General Manager, Parks Forestry and Recreation and Chief Planner and Executive Director, City Planning. 3. City Council amend the City of Toronto Municipal Code Chapter 415, Development of Land, substantially in accordance with the draft Parkland Dedication By-law in Attachment 2 to the report (June 27, 2022) from the General Manager, Parks Forestry and Recreation and Chief Planner and Executive Director, City Planning and as amended by Recommendation 4, below. 4. City Council amend the draft Parkland Dedication By-Law included as Attachment 2 to the report from the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning by inserting the following clauses: a. insert the following in section 415-21. Definitions.: HOUSING NOW DEVELOPMENT - Development of affordable and market rental housing on City-owned lands under a long term lease and related development of ownership homes, if any, on City-owned lands sold to a developer, provided all such development occurs as part of the Housing Now Initiative. HOUSING NOW INITIATIVE - The initiative originally approved by Council through the adoption of Item CC1.3 on December 4, 5 and 13, 2018 and Item EX1.1 adopted January 20 and 31, 2019 to increase the supply of affordable housing by leveraging the value of underutilized City-owned lands. MUNICIPAL HOUSING PROJECT FACILITY - The class of municipal capital facilities prescribed by paragraph 18 of subsection 2(1) of Ontario Regulation 598/06, and as further defined in the City's Municipal Housing Facility By-law 183-2022, as such by-law may be amended or replaced from time to time. MUNICIPAL HOUSING PROJECT FACILITY AGREEMENT - An agreement entered into pursuant to section 252 of the City of Toronto Act for the provision of a Municipal Housing Project Facility; b. insert the following in section 415-30. Exemptions.: Affordable rental housing units secured under a Municipal Housing Project Facility Agreement; Housing Now Development projects; The residential component of a building with no more than four dwelling units. 5. City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Official Plan Amendment and the draft Parkland Dedication By-law as may be required. 6. City Council direct the Executive Director, Housing Secretariat to amend the Home Ownership Assistance Program to include deferral of cash-in-lieu of parkland dedication, and to facilitate this amendment direct the General Manager, Parks, Forestry and Recreation to accept cash in lieu of parkland in connection with affordable ownership units that will be subject to a Home Ownership Assistance Program agreement; and Council direct the Executive Director, Housing Secretariat to consider the impact of the Home Ownership Assistance Program as amended by City Council's decision on this Item and other City incentives in the current review of the City's Affordable Home Ownership Program. 7. City Council request the Province of Ontario to amend Section 42 of the Planning Act to permit the municipality to require the owner to enter into one or more agreements with the municipality dealing with the conveyance of parkland as required by this section and that any agreement entered into may be registered against the land to which it applies and the municipality is entitled to enforce the provisions thereof against the owner and, subject to the provisions of the Registry Act and the Lands Titles Act, any and all subsequent owners of the land.
Staff recommendation as filed
The General Manager of Parks, Forestry and Recreation and Chief Planner and Executive Director, City Planning recommend that: 1. City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to continue stakeholder and public consultation on an updated Alternative Parkland Dedication Rate, including continued consultation on a density-responsive alternative parkland dedication approach and parkland need in the context of Bill 109's changes to the Planning Act and report back with final recommendations in the second quarter of 2023. 2. City Council amend the Official Plan substantially in accordance with Official Plan Amendment 588 City-wide Alternative Parkland Dedication Rate, in Attachment 1 to this report. 3. City Council amend the City of Toronto Municipal Code Chapter 415, Development of Land, substantially in accordance with the draft Parkland Dedication By-law in Attachment 2 to this report. 4. City Council authorize the City Solicitor to make such stylistic and technical changes to the draft Official Plan Amendment and the draft Parkland Dedication By-law as may be required.
EX34.4amended
Priority Downtown Parks and Public Realm Opportunities
This report responds to an October 2021 City Council direction to Parks, Forestry and Recreation, City Planning, Transportation Services, and Economic Development and Culture, to collaboratively advance the City Council-approved TOcore Downtown Parks and Public Realm Plan and, in particular, a direction to identify opportunities to secure large parks in and adjacent to the Downtown. The report presents three priority large parks and public realm opportunities in the Downtown recommended to be developed through further due diligence, planning and consultation: Bathurst Quay signature waterfront park, Rail Corridor Public Realm Master Plan and University Avenue / Queen's Park Crescent. These three projects advance the implementation of "Transformative Ideas" in the TOcore Downtown Parks and Public Realm Plan (PPRP). They will support the City's recovery and rebuild by fostering economic development and private and public investment, improving quality of life in growing high-density residential and employment districts and transforming Toronto's public spaces. The report seeks Council direction to proceed with the recommended Priority Downtown Parks and Public Realm Work Plan outlined in Attachment 1 to this report, which includes a series of immediate next steps related to ongoing due diligence, technical studies, and stakeholder consultation; and proposed near, medium and longer-term stage-gated milestones for advancing these generational opportunities over a ten-plus year work plan. The three Priority Downtown Parks and Public Realm Projects include the following initiatives, as described in further detail in Attachment 1: - Bathurst Quay signature waterfront park: advancing Council directions contained in both the Bathurst Quay Neighbourhood Plan and PPRP, and building on the momentum of ongoing revitalization projects in the Bathurst Quay neighbourhood, this significant new waterfront park will transform the under-utilized City-owned Spadina Quay parking garage (539 Queens Quay West) and adjacent Portland Slip water lot properties. The consolidation of these two properties creates an opportunity to construct an approximate 1.3 hectare (3 acre) signature new park at a central and highly accessible waterfront location. The construction of a new park at this location will also serve to link together a network of existing and emerging park and community assets in the surrounding area, including the Toronto Music Garden, the revitalized Canada Malting property , Ireland Park, the Corleck arts centre, the Waterfront Neighbourhood Centre and Little Norway Park. City staff are recommending that this project advance in the near term, in support of a planned closure and decommissioning of the existing Spadina Quay parking garage, and plans to create decking over a portion of the Portland Slip water lot. - Rail Corridor Public Realm Master Plan: this forward-looking vision and strategic document will proactively guide the City's planning and negotiation efforts in response to various possible 'decked' and/or 'overbuild' park, public realm and connection opportunities over and adjacent to the rail corridor in the downtown core - from Fort York in the west to Union Station in the east. Building on previous analysis, this planning exercise is proposed to commence in the near term, with results used to guide potential partnerships with private-sector and institutional landowners, setting the framework for the phased and coordinated construction of a connected rail corridor park and public realm network over a medium-to-longer-term build-out. - University Avenue / Queen's Park Crescent: A reimagined University Avenue and Queen's Park Crescent will provide a continuous linear public space and green connection between Downtown's Financial and Health Science Districts, Queens' Park, and the University of Toronto. This transformative opportunity is contemplated as a longer-term and potentially incremental endeavour. This report recommends a work plan to expand upon the foundational work that is already underway in order to protect and assess this opportunity, including an engagement strategy, a capital project coordination strategy for all public and private sector projects throughout the project area, and a Cultural Heritage Evaluation. This next phase is proposed to commence in the near term, with results used to inform future planning and capital project development, leading to a phased approach towards potentially implementing the University Avenue Transformation concept envisioned in the PPRP. A stage-gated work plan approach, with realistic and achievable milestones, set according to near-term (under 5 years), medium-term (5-10 years) and longer-term (10+ years) time periods, will ensure that City Council direction is secured at appropriate decision points and that these transformative opportunities are aligned and implementation-ready when external constraints are addressed and resources are allocated. Further strategic capital planning among City Divisions will identify alignment and interdependencies of divisional projects in order to realize project delivery efficiencies and to minimize disruption.
The Executive Committee recommends that: 1. City Council endorse the Priority Downtown Parks and Public Realm Work Plan as summarized in Attachment 1 to the report (June 24, 2022) from the Chief Planner and Executive Director, City Planning and General Manager, Parks, Forestry and Recreation, and direct the Chief Planner and Executive Director, City Planning and the General Manager, Parks, Forestry and Recreation, in consultation with the General Manager, Transportation Services, General Manager, Economic Development and Culture, Executive Director, Corporate Real Estate Management, and other Divisions and Agencies, as appropriate, to report back to City Council on individual projects at major milestones, including on finalized project costs and a financial strategy, to inform future budget submissions for relevant City Divisions. 2. City Council direct the Chief Planner and Executive Director, City Planning, General Manager, Transportation Services and General Manager, Parks, Forestry and Recreation, in consultation with other Divisions and Agencies as appropriate, to report back to the Infrastructure and Environment Committee and City Council in the third quarter of 2023 on opportunities and priorities for future Bentway expansion sites (under and adjacent to the Gardiner Expressway) between Dufferin St and Spadina Ave (such as and inclusive of the Bentway Bridge/Landing), including: a. recommendations on the City's role to support The Bentway Conservancy in operations, programming, fundraising, and design and construction of future expansion sites; b. coordination and alignment with the planned rehabilitation of the Gardiner Expressway deck; and c. estimated project costs and a financial strategy to explore how The Bentway's expansion projects can be included, where appropriate, in the City's 10-year Capital Budget and Plan as part of a future budget process. 3. City Council direct the General Manager, Parks, Forestry and Recreation in consultation with other relevant Divisions, to report to the Executive Committee in 2023 on options to speed up the delivery of the Bathurst Quay and University Avenue parks; including phasing the University Avenue project by focusing on the northern section first.
Staff recommendation as filed
The Chief Planner and Executive Director, City Planning and General Manager of Parks, Forestry and Recreation recommend that: 1. City Council endorse the Priority Downtown Parks and Public Realm Work Plan as summarized in Attachment 1 to this report, and direct the Chief Planner and Executive Director, City Planning and the General Manager, Parks, Forestry and Recreation, in consultation with the General Manager, Transportation Services, General Manager, Economic Development and Culture, Executive Director, Corporate Real Estate Management, and other Divisions and Agencies, as appropriate, to report back to City Council on individual projects at major milestones, including on finalized project costs and a financial strategy, to inform future budget submissions for relevant City Divisions.
EX34.5adopted
Eglinton Crosstown Light Rail Transit: Train Operating and Funding Term Sheet
The Eglinton Crosstown Light Rail Transit (ECLRT) is a 19-kilometre light rail transit line that will run along Eglinton Avenue between Mount Dennis Station and Kennedy Station, with 25 stations and stops that will link to over 50 bus routes, three existing subway stations and various GO Transit lines. Metrolinx has ownership of the ECLRT and is funding and delivering the project, as established by the 2012 LRT Master Agreement. The City will fund operations and day-to-day maintenance (i.e., non-lifecycle maintenance) and the TTC will operate the ECLRT. At this time, Metrolinx anticipates that the ECLRT will reach substantial construction completion by late 2022. A clear understanding and agreement between the City, TTC and Metrolinx on funding obligations, approvals, dispute resolutions and decision-making processes is critical to the successful implementation and operation of the ECLRT. This report recommends terms negotiated by City and TTC staff with Metrolinx that will govern the funding, operations and maintenance of the ECLRT. The proposed terms expand on the 2021 Revised Agreement in Principle, by outlining the details of the City's funding obligations, the TTC's operating performance and maintenance requirements, revenue and payment processes, renewal and dispute terms, and liabilities and remedies for non-fulfillment of obligations. The terms for operating and maintenance of the ECLRT will be established in a Train Operating and Funding Agreement. This report seeks City Council authority to execute an ECLRT Train Operating and Funding Agreement with the TTC and Metrolinx based on the key terms identified in this report and set out in Attachment 1.
The Executive Committee recommends that: 1. City Council authorize the City Manager, and any other relevant City Officials, in consultation with the Chief Executive Officer, Toronto Transit Commission, to finalize negotiations, enter into and execute an Eglinton Crosstown Light Rail Transit - Train Operating and Funding Agreement with Metrolinx and the Toronto Transit Commission, based on the Term Sheet set out in Attachment 1 to the report (June 29, 2022) from the City Manager, and any such necessary ancillary or related agreements, amendments and renewals (including with any other relevant parties), all substantially in accordance with the Term Sheet and on such other terms and conditions satisfactory to the City Manager and the Chief Financial Officer and Treasurer and any other relevant officials, and in a form satisfactory to the City Solicitor. 2. City Council forward this report to the Toronto Transit Commission Board.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the City Manager, and any other relevant City Officials, in consultation with the Chief Executive Officer, Toronto Transit Commission, to finalize negotiations, enter into and execute an Eglinton Crosstown Light Rail Transit - Train Operating and Funding Agreement with Metrolinx and the Toronto Transit Commission, based on the Term Sheet set out in Attachment 1, and any such necessary ancillary or related agreements, amendments and renewals (including with any other relevant parties), all substantially in accordance with the Term Sheet and on such other terms and conditions satisfactory to the City Manager and the Chief Financial Officer and Treasurer and any other relevant officials, and in a form satisfactory to the City Solicitor. 2. City Council forward this report to the Toronto Transit Commission Board.
EX34.6amended
A New Commemorative Framework for the City of Toronto's Public Spaces
This report responds to direction from City Council to develop a new framework to guide how the City commemorates public figures and events in monuments, street names, and property names. The development of this framework is a core component of the ongoing Recognition Review project, which was initiated following receipt of the Dundas Street renaming petition by City Council. The Recognition Review seeks to understand how street names, property names and monuments have shaped an understanding of public history, and develop strategies to better represent the city's history and diversity in the public realm. The new Commemorative Framework recommended in this report is intended to provide additional guidance to support members of the public, Elected Officials, and City staff when naming and renaming streets and City properties in a commemorative manner, and when considering proposals to develop new and review existing commemorative monuments. The proposed framework is based on the City's research on best practices from other cities around the world, and with input from close to 12,000 residents gathered through a virtual town hall and panel discussion, public surveys, and community dialogues with Indigenous rights holders, urban Indigenous community members, Black community members, and equity-deserving groups. The Commemorative Framework includes: - New Guiding Principles for Commemoration, outlining best practices and considerations for engaging communities in a meaningful way in commemoration; and for further diversifying the range of stories told through Toronto's monuments, street names, and property names. The principles include: 1. Be informed by historical research, traditional knowledge, and community insights; 2. Be supported by communities through meaningful engagement; 3. Honour Indigenous ways of knowing and being; 4. Prioritize commemorations significant to Indigenous Peoples, Black communities, and equity-deserving groups; 5. Connect to Toronto, Ontario or Canada's histories and cultures; and 6. Share knowledge and stories behind commemorations. - Amendments to existing policies related to commemoration, including the Street and Property Naming Policies and the Public Art and Monument Donations Policy, to incorporate the guiding principles into assessment criteria for commemorative name and monument selection. The amendments also outline steps for implementation, including an expanded role for the Economic Development and Culture Division to assess proposals for new commemorations and review existing commemorations in partnership with communities and other relevant City Divisions. - A recommended process for responding to requests from the public to review monuments, street names and property names based on their historical legacy, setting out clear criteria to assess a proposal and identifying potential responses for consideration that could include renaming, removing, or re-interpreting an asset, or concluding that no action is required. Names and symbols in public spaces matter. They help to cultivate a sense of belonging, well-being, and connectedness for all, especially in support of Indigenous Peoples, Black communities, and equity-deserving groups. They also speak to what the City and community feel is important and worthy of celebration, documentation and commemoration. By developing and implementing a more intentional, community-centered approach to naming and commemoration, the City can help to build a more welcoming Toronto. The Recognition Review project is just one of the ways that the City is working to achieve this vision, alongside Council-approved strategies for system-wide change such as the City's Reconciliation Action Plan, the Toronto Action Plan to Confront Anti-Black Racism and the Toronto Newcomer Strategy, and significant investments in affordable housing and community safety. If adopted by City Council, the new Commemorative Framework will be used to inform the selection of new names for Dundas Street and other properties named after Dundas. The City has convened a Community Advisory Committee made up of 20 Black and Indigenous community leaders and other diverse residents living and working along Dundas Street to develop a shortlist of new names. Recognizing the importance of having the new Framework in place to guide the Committee's deliberations, and the need for sufficient time for meaningful engagement and research into naming options, staff now propose to report to Council in early 2023 with recommendations for new names for Dundas Street and other civic properties named for Henry Dundas. This change in timing is supported by the Community Advisory Committee.
The Executive Committee recommends that: 1. City Council adopt the City of Toronto Commemorative Framework, consisting of: a. the Guiding Principles for Commemoration in Attachment 1 to the report (June 27, 2022) from the City Manager, as amended by Recommendation 2 below: b. the revised City of Toronto Street Naming Policy in Attachment 2 to the report (June 27, 2022) from the City Manager; c. the revised City of Toronto Property Naming Policy in Attachment 3 to the report (June 27, 2022) from the City Manager; and d. the revised City of Toronto Public Art and Monument Donations Policy in Attachment 4 to the report (June 27, 2022) from the City Manager. 2. City Council amend the Guiding Principles for Commemoration in Attachment 1 to the report by adding "members of the Asian and South Asian community" to the list of equity-deserving groups in section 4 headed "Prioritize commemorations significant to Indigenous Peoples, Black communities, and equity-deserving groups". 3. City Council add "members of the Asian and South Asian community" to any definition of an equity-deserving group in the Commemorative Framework Policies. 4. City Council request City Agencies and Corporations to adopt and follow the Guiding Principles for Commemoration, included as Attachment 1 to the report (June 27, 2022) from the City Manager, when assigning commemorative names to properties, as amended by Recommendation 2 above. 5. City Council authorize staff to resume processing applications to name or rename streets or City properties received since October 1, 2020, using the criteria in the City of Toronto Commemorative Framework, effective as of City Council's decision on this item. 6. City Council authorize staff to process applications to name or rename streets or City properties received prior to October 1, 2020, using the criteria in the City of Toronto Street Naming Policy and the City of Toronto Property Naming Policy adopted by City Council in July 2015 in Item 2015.EX7.8 . 7. City Council lift the moratorium on accepting applications as of November 1, 2022, and authorize staff to resume accepting new applications to name or rename streets or City properties. 8. City Council request the City Manager to report back to the Executive Committee with a status update on the City of Toronto Commemorative Framework one year after implementation.
Staff recommendation as filed
The City Manager recommends that: 1. City Council adopt the City of Toronto Commemorative Framework, consisting of: a. the Guiding Principles for Commemoration, included as Attachment 1 to this report; b. the revised City of Toronto Street Naming Policy, included as Attachment 2 to this report; c. the revised City of Toronto Property Naming Policy, included as Attachment 3 to this report; and d. the revised City of Toronto Public Art and Monument Donations Policy, included as Attachment 4 to this report. 2. City Council request City Agencies and Corporations to adopt and follow the Guiding Principles for Commemoration, included as Attachment 1 to this report, when assigning commemorative names to properties. 3. City Council authorize staff to resume processing applications to name or rename streets or City properties received since October 1, 2020, using the criteria in the City of Toronto Commemorative Framework, effective as of City Council's decision on this item. 4. City Council authorize staff to process applications to name or rename streets or City properties received prior to October 1, 2020, using the criteria in the City of Toronto Street Naming Policy and the City of Toronto Property Naming Policy adopted by City Council in July 2015 in item 2015.EX7.8 . 5. City Council lift the moratorium on accepting applications as of November 1, 2022, and authorize staff to resume accepting new applications to name or rename streets or City properties.
EX34.7adopted
Review and Considerations for a Housing Commissioner Role or Function
Housing is a central focus for the City of Toronto as it is for municipalities across Ontario and Canada. With the adoption of the HousingTO 2020-2030 Action Plan ("HousingTO Plan") in 2019, Toronto established a blueprint for action to improve housing outcomes for residents across the housing continuum. From the provision of emergency shelters and homelessness services to managing the social housing system, the City is working with other governments to provide supportive housing and associated wrap-around assistance such as for mental health and addictions, ensure more affordable rental housing development, deliver long-term care and advance other policies and incentives related to improving the quality and affordability of housing. Toronto Housing Charter With the adoption of the updated Housing Charter, and the implementation of the HousingTO Plan in 2019, the City committed to further the progressive realization of the right to adequate housing and to work towards a human rights-based approach to housing. City Council also directed the City Manager to report back with options for the role or function of a Housing Commissioner that would independently assess the implementation of the Charter and the HousingTO Plan and ensure that the City, within its legislative authorities, programs and policies, was taking concrete actions to combat systematic housing discrimination and address systemic hurdles in the housing system. External Experts' Review In response to City Council's direction, the City Manager engaged external expert consultants to inform this report's options and considerations. Fiona Crean, the City's former Ombudsman, and Maytree Foundation were retained to consider the national and international human rights context of the progressive realization of the right to housing, review governance models with consideration of Toronto's governance and intergovernmental context and consult persons with lived experience on homelessness and housing instability, legal and human rights experts, elected officials, public servants, academics, and housing service providers. The consultants' findings are included as Attachment 1: Crean and Maytree's Report on a Toronto Housing Commissioner. Crean and Maytree's report summarized their research, community engagement, analysis and findings, and outlined opportunities for the City to establish the role or function of a Housing Commissioner. Their recommendations include: - Create a locus of accountability to advance the progressive realization of housing as a basic human right; - Focus housing policy development and delivery of services through a human rights lens; - Ensure evidence-based monitoring, using data that are disaggregated by race, gender, age, income, and other variables to determine the impacts of policies and programs on the rights of residents with lived experience of housing precarity and homelessness; - Provide advice to Council from experts and community members with lived experience and expertise in a human rights-based approach to housing; - Enable an "all of government" approach with expertise in a human rights-based approach to housing; - Create opportunities for intergovernmental dialogue on a human rights-based approach to housing that benefit from expert input; - Develop systems competencies and performance metrics on the human rights-based approach to housing for the public service; and - Deliver a robust human rights learning and development program to equip public servants dealing with housing. This report recommends a number of related actions to achieve these objectives and criteria identified by the consultants' review which leverage the assets of Toronto's governance system including the role of Council, the public service, Accountability Officers and City agencies and corporations. Toronto's Accountability Framework and the Federal Housing Advocate In considering Toronto's options, Crean and Maytree reviewed Toronto's Accountability Framework, including the legislative powers provided to Accountability Officers through the City of Toronto Act, 2006 (COTA). Crean and Maytree also reviewed the mandate of the Federal Housing Advocate, named in February 2022, which is to monitor and assess the implementation of the National Housing Strategy, analyze research on systemic housing issues within federal jurisdiction and consult members of vulnerable groups with lived experience of precarious housing. Early engagement and advocacy regarding a Housing Commissioner for Toronto emphasized a role independent of the municipal government, which could only be a position created by the Province, similar to the role of the Ontario Ombudsman for all Ontario municipalities, except Toronto. Later engagement and advocacy focused on the importance of an independent role, which could be similar to the City's Accountability Officers. It is worth noting that the Federal Housing Advocate does not report to Parliament in the manner that accountability roles do, but rather reports directly to a Cabinet Minister, thus is not an independent officer. Also worth noting is that Crean and Maytree's report found that several informants, stakeholders and advocates have the view that without federal legislative change and corresponding funding and support, the City's ability to take the kind of action on a human rights-based approach to housing that is desired, is significantly challenged. A Complex Housing System Central to the City Manager's considerations of a Housing Commissioner role or function was a review and analysis of the complexity of the City's context within the broader housing landscape, inclusive of federal, provincial and municipal roles and responsibilities. Toronto's housing system operates in an intricate arrangement of legislative frameworks, authorities and roles for all three governments and for-profit and non-profit sectors. Without the investments and involvement of federal and provincial governments, the City is unable to adequately deliver the diversity of services required to support a growing number of precariously housed and homeless people in Toronto and across the region. Further, the City's ability to achieve its ambitious housing goals, including those in the HousingTO Plan which are estimated to be $27.7 billion to implement over 10 years, is dependent on the support of its intergovernmental partners. Progressive Realization of the Right to Adequate Housing The City of Toronto is legislatively responsible for ensuring equity of access for the aspects of the housing services that are within its jurisdiction and mandate. However, the City continues to meet the housing needs of residents even where that responsibility is conditional on the funding and policy tools provided by other orders of government. For example, following the 1990s realignment of provincial-municipal responsibilities, which transferred a number of housing functions to municipal governments, Toronto provided shelter to the precariously housed, maintained social housing units, and created new affordable and supportive housing opportunities without adequate intergovernmental funding. More recently, with an increase in evictions during the pandemic, the City supported Torontonians through the Toronto Rent Bank. Crean and Maytree's report recognized these actions as part of the City's leadership towards furthering the progressive realization of the right to adequate housing. Role or Function of a Housing Commissioner Overall, Crean and Maytree note that a single action, individual or office may not be an effective way to advance Toronto's objectives outlined in the Housing Charter. The City Manager's review of their findings also confirms that a suite of actions delivered in concert with each other is more likely to achieve Council's goals. The City Manager is therefore recommending actions for impact across the City's governance system, including by City Council, City divisions, agencies and corporations, and Accountability Officers, to ensure a robust approach is taken to integrate a human rights-based approach to housing for the City. Crean and Maytree identified that a locus of accountability is required to oversee the recommended actions, and their options include consideration of the appointment of a Housing Commissioner external to the City's Accountability Officers and the public service. The City Manager has identified that an appointment outside the public service could create confusion between the role of the Housing Secretariat to lead housing system planning and the roles of Deputy City Managers and the City Manager to ensure delivery on Council's housing priorities. The City Manager also considered the role of Toronto's Ombudsman who has legislatively enshrined oversight for investigating issues of fairness, including with respect to housing. The City Manager recommends the Deputy City Manager, Community and Social Services serve as the locus of accountability to implement the recommendations in this report that are direct to the public service, and that Council also request the Ombudsman to consider the recommendations in Crean and Maytree's report for further review to make recommendations directly to Council. The City Manager has had preliminary conversations with the Ombudsman, and the Ombudsman has provided a letter to the City Manager which accompanies this report as Attachment 3. To strengthen the expertise of the public service and support Council's decision-making, it is recommended that Council create a new Council advisory body which could provide direct advice to Council from community members with lived experience of housing instability, as well as academics and advocates with expertise in human rights related to housing. Such a body would be independent of the public service and enable a range of voices and expertise to advise on the progressive realization of the right to adequate housing. Advisory Committees such as Aboriginal Affairs, Confronting Anti-Black Racism, and Accessibility have a strong record of strengthening the City's ability to apply an equity and human rights lens to all aspects of City operations. In addition, as recommended by Crean and Maytree, the City Manager recommends strengthening the City's capacity to achieve its goals by engaging specific training on applying a human rights lens to housing to supplement the existing City human rights training available to staff and management. Training on a human rights-based approach to housing for City staff in divisions, agencies and corporations, as well as the recommended independent assessment of the City's progress on meeting the Toronto Housing Charter principles, will enable the City to continue to be a leader among municipalities when it comes to furthering the progressive realization of the right to adequate housing as recognized in international law. In summary, the City Manager recommends City Council consider: - Establishment of a new Council advisory committee to provide advice from those with lived experience of housing instability and those with expertise in a human rights-based approach to housing. - A request to the Toronto Ombudsman to consider the findings of this report and identify resources or structure required for their Office, including a potential role of Deputy Ombudsman, Housing, to focus specifically on housing by leveraging the role of the Office to undertake systemic reviews, investigations and provide independent advice to City Council. - Ongoing independent evaluation through performance metrics and disaggregated data, leveraging the City's Data for Equity strategy, of the City's progress towards the Toronto Housing Charter goals and progressive realization of the right to adequate housing. - Enhanced training for staff involved in housing policy development in relevant City divisions, agencies and corporations on a human rights-based approach to housing, applying a human rights lens to housing policy development and developing a greater understanding of the progressive realization of the right to adequate housing. - Collaboration with and a request to the Federal Housing Advocate to focus on systemic housing issues in Toronto. Together, these recommendations provide an opportunity for City Council to continue its focus on collaborating with other governments, applying a whole-of-government approach as required by the Toronto Housing Charter, and implementing multiple pathways to achieve the actions identified in Council's request for the City Manager to consider the role or function of a Housing Commissioner. Implementing these recommendations is key to informing the federal policy landscape and ensuring that changes to the housing system considered by the federal government come with adequate funding and appropriate legislative levers required by Canadian municipalities.
The Executive Committee recommends that: 1. City Council direct the City Manager, in consultation with the Deputy City Manager, Community and Social Services and Executive Director, Housing Secretariat to report to City Council by the end of the first quarter of 2023 with a proposed Terms of Reference for a new Council Advisory Committee to support the City's goals set out in the Toronto Housing Charter and HousingTO Plan for the progressive realization of the right to adequate housing, within its jurisdiction. 2. City Council request the Toronto Ombudsman to consider the report and Attachment 1: Crean and Maytree's Report to the report (June 27, 2022) from the City Manager on a Toronto Housing Commissioner, and report to City Council in 2023 with their review and recommendations related to the resources and structure required for their Office to focus on investigations and reports related to systemic housing discrimination and systemic hurdles in the City of Toronto's housing planning and service delivery roles, including consideration of a dedicated Deputy Ombudsman, Housing. 3. City Council direct the Deputy City Manager, Community and Social Services, in consultation with the City Manager, Ombudsman and new Council Advisory Committee referenced in Recommendation 1 above, if established, to develop an approach including possible procurement of external expertise, to provide Council with independent assessments of the City's progressive realization of the right to adequate housing outlined in the HousingTO 2020 - 2030 Action Plan at the halfway and end points of the 10-year Action Plan. 4. City Council direct the Executive Director, Housing Secretariat, in consultation with the Deputy City Manager, Community and Social Services, to procure and implement a program of human rights training on housing for senior leaders and policy staff in housing-related City divisions, agencies and corporations listed in Section D of this report to enhance the City's capacity to apply a human rights lens to housing policy development and service delivery, and support the City's Toronto Housing Charter objectives. 5. City Council request the Mayor to send a letter to the Federal Housing Advocate requesting that the impact of federal policies and programs and a review of systemic housing hurdles experienced by Torontonians be a priority focus for that Office. 6. City Council direct the Executive Director, Housing Secretariat, in consultation with Chief Executive Officer of Toronto Community Housing Corporation and Chief Executive Officer of Toronto Seniors Housing Corporation, review the role and function of the Office of the Commissioner of Housing Equity during the two-year interim period where the Office of the Commissioner of Housing Equity will report to both housing corporation boards, considering its original mandate when it was created by Toronto Community Housing Corporation, its transformation over time including the creation of the Toronto Seniors Housing Corporation, and report back to City Council and the Boards of Toronto Community Housing Corporation and Toronto Seniors Housing Corporation in 2024 on the results of the review.
Staff recommendation as filed
The City Manager recommends that: 1. City Council direct the City Manager, in consultation with the Deputy City Manager, Community and Social Services and Executive Director, Housing Secretariat to report to City Council by the end of the first quarter of 2023 with a proposed Terms of Reference for a new Council Advisory Committee to support the City's goals set out in the Toronto Housing Charter and HousingTO Plan for the progressive realization of the right to adequate housing, within its jurisdiction. 2. City Council request the Toronto Ombudsman to consider this report and Attachment 1: Crean and Maytree's Report on a Toronto Housing Commissioner, and report to City Council in 2023 with their review and recommendations related to the resources and structure required for their Office to focus on investigations and reports related to systemic housing discrimination and systemic hurdles in the City of Toronto's housing planning and service delivery roles, including consideration of a dedicated Deputy Ombudsman, Housing. 3. City Council direct the Deputy City Manager, Community and Social Services, in consultation with the City Manager, Ombudsman and new Council Advisory Committee referenced in Recommendation 1 above, if established, to develop an approach including possible procurement of external expertise, to provide Council with independent assessments of the City's progressive realization of the right to adequate housing outlined in the HousingTO 2020 - 2030 Action Plan at the halfway and end points of the 10-year Action Plan. 4. City Council direct the Executive Director, Housing Secretariat, in consultation with the Deputy City Manager, Community and Social Services, to procure and implement a program of human rights training on housing for senior leaders and policy staff in housing-related City divisions, agencies and corporations listed in Section D of this report to enhance the City's capacity to apply a human rights lens to housing policy development and service delivery, and support the City's Toronto Housing Charter objectives. 5. City Council request the Mayor to send a letter to the Federal Housing Advocate requesting that the impact of federal policies and programs and a review of systemic housing hurdles experienced by Torontonians be a priority focus for that Office. 6. City Council direct the Executive Director, Housing Secretariat, in consultation with Chief Executive Officer of Toronto Community Housing Corporation and Chief Executive Officer of Toronto Seniors Housing Corporation, review the role and function of the Office of the Commissioner of Housing Equity during the two-year interim period where the Office of the Commissioner of Housing Equity will report to both housing corporation boards, considering its original mandate when it was created by Toronto Community Housing Corporation, its transformation over time including the creation of the Toronto Seniors Housing Corporation, and report back to City Council and the Boards of Toronto Community Housing Corporation and Toronto Seniors Housing Corporation in 2024 on the results of the review.
EX34.8adopted
The FIFA Men's World Cup (World Cup) is the world's most watched sporting event, with a global viewership of four billion people for the entire competition and upwards of 200 million for each match. Overseen by the International Federation of Football Association (FIFA), the World Cup is held every four years and generates significant economic and cultural benefits for host cities. In 2018, the 2026 World Cup was awarded to a joint bid by Canada, Mexico and the United States, with 80 matches to be staged across 16 cities in North America, of which 10 matches are expected to be in Canada. On June 16, 2022, the City of Toronto was announced as an official Host City for the World Cup 2026. As directed by City Council in April 2022, this report provides a status update including status of negotiations with the Governments of Ontario and Canada, updates on cost estimates, and an implementation plan for the event secretariat required for the successful planning and execution of the 2026 World Cup in Toronto. Toronto hosting part of the 2026 World Cup will bring global media attention and positive economic and cultural benefits for the city that will sustain COVID-19 recovery in hard hit sectors, such as tourism, hospitality and entertainment. Projected benefits of hosting five matches in Toronto include: · Estimated $307.0 million dollars of GDP impact; · 3,300 jobs; · 174,000 overnight visitors; and, · 292,000 room nights generating projected Municipal Accommodation Tax (MAT) revenues of $3.5 million. Overall, the operations and capital costs to be incurred locally in Toronto have been projected to be approximately $300.0 million by 2026, including a 10 percent contingency. This reflects a 3.4 percent increase in the projected cost as presented to City Council in April 2022, due the recent escalation in inflation rates. In keeping with the Federal Policy for Hosting International Sport Events in Canada, the Governments of Canada and Ontario are expected to cover up to two-thirds of this amount - an approximate total of $184.0 million. In addition, the cost of hosting the World Cup will be also partially offset through access to commercial rights and related revenue opportunities delegated by FIFA to event organizers, such as the City of Toronto. The cost for the City of Toronto, prior to any further offsets including earned revenue sources from fees, commercial sponsorship and local partnerships, is projected to be up to $77.1 million in investment plus $24.0 million in City services offered in-kind, primarily in 2025 and 2026. Planning for Toronto's participation in the 2026 World Cup continues under City leadership with the support of other key stakeholders. However, some uncertainties remain following the announcement of host cities by FIFA on June 16, 2022. Notably, detailed financial commitments to the costs of hosting the World Cup in Toronto have not yet been secured from the federal and provincial governments. While expressing support for Toronto's bid, detailed financial commitments from the Province of Ontario have been delayed due to the timing of the provincial election in June 2022. The federal government has indicated that specific financial commitments will only be made once a national safety and security concept has been completed to inform the federal essential services component of the total event cost. The full security plan and associated costing is unlikely to be available until early 2023. In the interim, the federal government has indicated that it will follow the direction of the Federal Policy for Hosting International Sport Events. This policy sets limits on federal funding of international events. The federal government will cover up to 35% of total event costs and will not exceed 50% of the total public sector contribution to the event. In its decision of April 6, 2022, Council authorized the Mayor and City Manager to accept the nomination as a Host City, even if full government funding commitments were not yet secured. As reported to Council in April, current indications from the provincial and federal governments and past experience for major events have led staff to be confident that suitable funding arrangements, as sought by City Council, will be secured. City staff will provide City Council with updates on any progress made concerning intergovernmental funding related to the FIFA World Cup 2026 in Q1 2023. With Toronto now named a Host City, this report seeks the approval of City Council for City of Toronto staff to secure and sign a Multi-Party Agreement between orders of government and Canada Soccer, create the FIFA World Cup (FWC) Toronto 2026 Staff Secretariat, allocate funding from the Major Special Events Reserve Fund to support the advancement of project planning, evaluate and enter agreements in the interest of delivering World Cup matches in Toronto, and prepare financial plans for the City of Toronto to budget for up to $77.1 million in cash and $24.0 million in value-in-kind services, through the annual budget process in future years, as a matching commitment to funding from other governments within an overall project cost projected to be $300.0 million for the delivery of the World Cup in Toronto in 2026.
The Executive Committee recommends that: 1. City Council authorize the City Manager to execute a Multi-Party Agreement with the Governments of Ontario and Canada and with Canada Soccer, including any amendments and extensions as required, reflecting the key elements outlined in this staff report and Item EX31.3 , on terms and conditions satisfactory to the Chief Financial Officer and Treasurer, and in a form acceptable to the City Solicitor. 2. City Council direct the City Manager to create the FIFA World Cup Toronto 2026 Staff Secretariat, to be fully established by the first quarter 2023, within the Office of the Deputy of City Manager, Community and Social Services, and approve an increase of the 2022 staff complement for the Social Development, Finance and Administration Division by nine (9) temporary positions beginning in 2022 in order to support project planning and preparation. 3. City Council approve an increase of $1.225 million gross and $0 net to the 2022 Council Approved Operating Budget for Social Development, Finance and Administration, fully funded by the Major Special Event Reserve Fund, for use by the FIFA World Cup Toronto 2026 Staff Secretariat in support of World Cup planning and development requirements. 4. Council approve an increase of $0.048 million gross and $0 net and associated staff complement of one (1) dedicated temporary position to the 2022 Council Approved Operating Budget for Parks, Forestry and Recreation, fully funded by the Major Special Event Reserve Fund, for managing the Division's capital program initiatives related to World Cup hosting, starting in 2022. 5. City Council authorize the Deputy City Manager, Community and Social Services, to negotiate and enter into an agreement with Maple Leaf Sports and Entertainment for activities in support of Toronto's hosting of World Cup 2026, and any amendments and extensions as required, including but not limited to management of temporary and permanent upgrades at the BMO Field and maximization of the value of delegated commercial rights to help offset the City's costs of organizing the World Cup in Toronto, on terms and conditions satisfactory to the City Manager, Deputy City Manager, Community and Social Services, and Chief Financial Officer and Treasurer, and in a form acceptable to the City Solicitor. 6. City Council direct the Deputy City Manager, Community and Social Services, to report to City Council in the first quarter of 2023 to provide an update on overall project management, to include the status regarding funding, intergovernmental negotiations, financial strategy, community engagement and activation of the Staff Secretariat and working groups. 7. City Council direct relevant City Divisions and Agencies to include, in 2023 and future year budget submissions, a multi-year capital and operational budget and plan requirements, including level of staff and investment, timing and funding sources, in planning and hosting the 2026 World Cup.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the City Manager to execute a Multi-Party Agreement with the Governments of Ontario and Canada and with Canada Soccer, including any amendments and extensions as required, reflecting the key elements outlined in this staff report and Item EX31.3 , on terms and conditions satisfactory to the Chief Financial Officer and Treasurer, and in a form acceptable to the City Solicitor. 2. City Council direct the City Manager to create the FIFA World Cup Toronto 2026 Staff Secretariat, to be fully established by the first quarter 2023, within the Office of the Deputy of City Manager, Community and Social Services, and approve an increase of the 2022 staff complement for the Social Development, Finance and Administration Division by nine (9) temporary positions beginning in 2022 in order to support project planning and preparation. 3. City Council approve an increase of $1.225 million gross and $0 net to the 2022 Council Approved Operating Budget for Social Development, Finance and Administration, fully funded by the Major Special Event Reserve Fund, for use by the FIFA World Cup Toronto 2026 Staff Secretariat in support of World Cup planning and development requirements. 4. City Council approve an increase of $0.048 million gross and $0 net and associated staff complement of one (1) dedicated temporary position to the 2022 Council Approved Operating Budget for Parks, Forestry and Recreation, fully funded by the Major Special Event Reserve Fund, for managing the Division's capital program initiatives related to World Cup hosting, starting in 2022. 5. City Council authorize the Deputy City Manager, Community and Social Services, to negotiate and enter into an agreement with Maple Leaf Sports and Entertainment for activities in support of Toronto's hosting of World Cup 2026, and any amendments and extensions as required, including but not limited to management of temporary and permanent upgrades at the BMO Field and maximization of the value of delegated commercial rights to help offset the City's costs of organizing the World Cup in Toronto, on terms and conditions satisfactory to the City Manager, Deputy City Manager, Community and Social Services, and Chief Financial Officer and Treasurer, and in a form acceptable to the City Solicitor. 6. City Council direct the Deputy City Manager, Community and Social Services, to report to City Council in the first quarter of 2023 to provide an update on overall project management, to include the status regarding funding, intergovernmental negotiations, financial strategy, community engagement and activation of the Staff Secretariat and working groups. 7. City Council direct relevant City Divisions and Agencies to include, in 2023 and future year budget submissions, a multi-year capital and operational budget and plan requirements, including level of staff and investment, timing and funding sources, in planning and hosting the 2026 World Cup.
EX34.9amended
Update on Toronto Hydro Climate Action Plan and Next Steps
At City Council's request at its December 15, 2021 meeting, City staff and Toronto Hydro Corporation have continued a collaborative analysis of the Toronto Hydro Climate Action Plan and relevant City strategies and programs to determine specific goals, outcomes, actions and timelines for enabling Toronto's net zero climate targets. This report responds to further Council direction that the City Manager report to City Council on the results of this analysis and any recommendations regarding new climate action mandates such as a shareholder direction for Toronto Hydro. In support of this request, as well as other requests of Toronto Hydro made at the December 2021 Council meeting, Toronto Hydro has prepared a Status Report on their Climate Action Plan (CAP), included here as an Attachment. City staff will continue to work with Toronto Hydro on implementation of the CAP subject to the requested City Council mandates. The opportunities identified for near-term implementation are: - Climate Advisory Services (CAS), a new unregulated business focused on supporting customer adoption of low carbon technologies; and - Climate Capital Investments, with the immediate focus on conversion of streetlights to LEDs, subject to the development of an implementation plan by City staff, in consultation with Toronto Hydro. Toronto Hydro estimates that annual CAS operating costs will rise from approximately $8 million to $15 million from 2023 to 2026. Toronto Hydro proposes to fund CAS from revenues and net income within their regulated electricity distribution business, and operating budget would be allocated through their typical budgeting process. Toronto Hydro also estimates that LED conversion of street and expressway lighting will require a capital investment of approximately $180 million. Technology options, timeline, budget and funding sources for the conversion will be addressed in an implementation plan being developed by Transportation Services in consultation with Toronto Hydro. City staff and Toronto Hydro agree that any expansion of electricity distribution is generally a matter of Provincial/Ontario Energy Board regulatory jurisdiction, therefore no mandate related to an expansion of electricity distribution is being sought in this report. As the City of Toronto continues work on implementation of TransformTO, including through engagement with the Climate Advisory Group and the Joint TransformTO Implementation Committee, it will provide inputs to help inform Toronto Hydro electricity demand growth scenarios. The City and Toronto Hydro will also continue to coordinate and collaborate on implementation and to identify short, medium, and longer-term actions.
The Executive Committee recommends that: Regulated Electricity Distribution 1. City Council, on behalf of the City of Toronto as shareholder, request Toronto Hydro to include in the publicly available portion of its annual report to the City of Toronto the status of the provincially regulated expanded grid capacity for growth, electrification and incremental local renewable generation in relation to helping the City of Toronto achieve its TransformTO: Net Zero Strategy goals. Climate Advisory Services 2. City Council, on behalf of the City of Toronto as shareholder, request Toronto Hydro to expand its business activities beyond electricity distribution services by establishing a new stream of non-rate regulated operations within its regulated business, specifically Climate Advisory Services (the climate action opportunity that excludes Toronto Hydro owning and operating assets), in keeping with the proposal set out in Toronto Hydro's Climate Action Plan received by City Council at its meeting on December 2021 and the Toronto Hydro Climate Action Plan Status Report. 3. City Council direct the City Manager and Toronto Hydro, on behalf of the City of Toronto as shareholder, to negotiate terms and create a Memorandum of Understanding, in a form satisfactory to the City Solicitor, related to Toronto Hydro's Climate Advisory Services - including communications and marketing to customers, alignment of key performance indicators, implementation timelines and progress reporting -- to ensure that the implementation of Climate Advisory Services and TransformTO are coordinated and provide value-for-money, in relation to any future impacts on the Toronto Hydro dividend to the City, and report back to City Council on the Memorandum of Understanding in the second quarter of 2023. 4. City Council request Toronto Hydro to develop targets for the Climate Advisory Services including, but not limited to, installation of heat pumps, solar panels and Electric Vehicle chargers, prior to signing of the memorandum of understanding between the City of Toronto and Toronto Hydro. 5. City Council, on behalf of the City of Toronto as shareholder, request Toronto Hydro to deliver publicly to the Executive Committee through the City Manager, the Chief Financial Officer and Treasurer, and the Deputy City Manager, Corporate Services, an annual report on the progress, key performance indicators, and next steps of Climate Advisory Services. Climate Capital Investments: Street Lighting 6. City Council confirm its support in principal for proceeding with City-wide LED street and expressway light conversion, including the related enabling infrastructure investments. 7. City Council request the General Manager, Transportation Services, in consultation with the Chief Financial Officer and Treasurer, and in consultation with Toronto Hydro, develop implementation options for the City-wide LED street and expressway light conversion including applicable budget, and report back with a recommendation by the end of the second quarter of 2023. 8. City Council authorize the City Solicitor to sign an amendment to the existing retainer agreement with Stikeman Elliott LLP (Purchase Order No. 6042019) for legal advice and support to negotiate amendments that may be necessary to the 2006 Street and Expressway Lighting Service Agreement between the City and Toronto Hydro Energy Services Inc. for LED conversion and other related matters under this agreement, increasing the current upset value of the retainer by $475,000 so that it increases from a total $305,000 (excluding HST) to $780,000 (excluding HST), for a term that expires when the services are completed. Climate Capital Investments: Other 9. City Council direct the Executive Director, Environment and Energy to continue to investigate with Toronto Hydro on other possible Climate Capital Investment opportunities (whereby Toronto Hydro owns and operates climate action assets such as EV chargers) to implement Transform TO: Net Zero goals. Confidential Attachment 10. City Council direct that Confidential Attachment 1 to the report (June 28, 2022) from the City Manager remain confidential in its entirety, in accordance with Section 4.4 of the Toronto Hydro Shareholder Direction, as it contains technical, commercial, financial or labour relations information of Toronto Hydro Corporation.
Staff recommendation as filed
The City Manager recommends that: Regulated Electricity Distribution 1. City Council, on behalf of the City of Toronto as shareholder, request Toronto Hydro to include in the publicly available portion of its annual report to the City of Toronto the status of the provincially regulated expanded grid capacity for growth, electrification and incremental local renewable generation in relation to helping the City of Toronto achieve its TransformTO: Net Zero Strategy goals. Climate Advisory Services 2. City Council, on behalf of the City of Toronto as shareholder, request Toronto Hydro to expand its business activities beyond electricity distribution services by establishing a new stream of non-rate regulated operations within its regulated business, specifically Climate Advisory Services (the climate action opportunity that excludes Toronto Hydro owning and operating assets), in keeping with the proposal set out in Toronto Hydro's Climate Action Plan received by City Council at its meeting on December 2021 and the Toronto Hydro Climate Action Plan Status Report. 3. City Council, on behalf of the City of Toronto as shareholder, request Toronto Hydro to deliver publicly to the Executive Committee through the City Manager, the Chief Financial Officer and Treasurer, and the Deputy City Manager, Corporate Services, an annual report on the progress, key performance indicators, and next steps of Climate Advisory Services. Climate Capital Investments: Street Lighting 4. City Council confirm its support in principal for proceeding with City-wide LED street and expressway light conversion, including the related enabling infrastructure investments. 5. City Council request the General Manager, Transportation Services, in consultation with the Chief Financial Officer and Treasurer, and in consultation with Toronto Hydro, develop implementation options for the City-wide LED street and expressway light conversion including applicable budget, and report back with a recommendation by the end of the second quarter of 2023. 6. City Council authorize the City Solicitor to sign an amendment to the existing retainer agreement with Stikeman Elliott LLP (Purchase Order No. 6042019) for legal advice and support to negotiate amendments that may be necessary to the 2006 Street and Expressway Lighting Service Agreement between the City and Toronto Hydro Energy Services Inc. for LED conversion and other related matters under this agreement, increasing the current upset value of the retainer by $475,000 so that it increases from a total $305,000 (excluding HST) to $780,000 (excluding HST), for a term that expires when the services are completed. Climate Capital Investments: Other 7. City Council direct the Executive Director, Environment and Energy to continue to investigate with Toronto Hydro on other possible Climate Capital Investment opportunities (whereby Toronto Hydro owns and operates climate action assets such as EV chargers) to implement Transform TO: Net Zero goals. Confidential Attachment 8. City Council direct that Confidential Attachment 1 to the report (June 28, 2022) from the City Manager remain confidential in its entirety, in accordance with Section 4.4 of the Toronto Hydro Shareholder Direction, as it contains technical, commercial, financial or labour relations information of Toronto Hydro Corporation.
EX34.10adopted
Update on the Next Phase of Waterfront Revitalization
Context and Introduction More than 20 years ago, the City, Province and Federal government jointly embarked on a project to make Toronto's waterfront a place of local, provincial and national pride. Together, the governments developed a vision for the future, wrote an action plan to realize the vision, and created an organization, Waterfront Toronto, to implement the vision, focused on the Central Waterfront, officially referred to as the Designated Waterfront Area (Attachment 1, Figure 3). Two major phases of tri-government investment, initiated in 2001 and 2016, have catalyzed public and private action. Broad public consultation has informed the designs of forward-thinking plans and projects. Today, the waterfront has been transformed; it continues to change daily through construction on the ground, through the development of new plans for the future, and as city life takes root across transformed neighbourhoods. Toronto today is very different from the city in 2000 when City Council approved the original waterfront vision, Our Toronto Waterfront (Fung Report). In the context of a changing city and the progress of revitalization and flood protection on the waterfront, new areas are opening up to become the next candidates for transformation. It is therefore the right time to consider what the next phase looks like and how it will be funded. With that in mind, in 2021, Council directed staff to reflect on the history of revitalization and renew the waterfront vision for the next generation. City staff have initiated a broad process of public consultation, stakeholder engagement and Indigenous engagement that will continue through 2022 and beyond. The first step has been to articulate four interconnected priorities that focus on the societal challenges that matter most today and to outline shared public objectives that should guide investments and project planning, design and implementation along the waterfront. The four priorities are: - Strategic economic development; - Truth, justice and reconciliation, including through Indigenous engagement; - Equity, inclusion and access, including through housing; and, - Climate resilience and sustainability. These priorities will inform the continued transformation of Toronto's Designated Waterfront Area and assist in better coordinating investments across the Western and Eastern Waterfronts, from Etobicoke to Scarborough. A further description of the Western and Eastern Waterfronts can be found in the Comments section below and Attachment 1. The City implements waterfront revitalization in a number of ways: - Through the tri-government partnership and Waterfront Toronto, the corporation established by the three governments; - Through the work of City Divisions, Corporations, and Agencies, as well as arm's length bodies, such as CreateTO, Exhibition Place, the TTC, the Toronto and Region Conservation Authority, etc.; - By collaborating with Provincial Ministries and Federal Departments on various initiatives (i.e., transit initiatives, the Ontario Place Redevelopment, the Rouge National Urban Park, etc.), as well as their agencies (Infrastructure Ontario, Metrolinx, PortsToronto, etc.); and, - By working with institutions, non-profits and community organizations (Harbourfront Centre, The Bentway, the Waterfront BIA, etc.). This Report This report outlines the next steps for City officials in advancing intergovernmental discussions on a renewed vision and priorities for a further phase of waterfront revitalization. This report addresses City Council direction, provided on November 9, 2021 (EX 27.6) for staff to: "Report to Executive Committee in the first quarter of 2022 with the results of the public consultation and stakeholder engagement process on a next phase of waterfront revitalization and a renewed waterfront vision that sets a path forward for what Toronto will achieve along its 43-kilometre waterfront, from Etobicoke to Scarborough, including anticipated economic development, reconciliation, social, equity and environmental outcomes." This report: - Details the results of public consultation and stakeholder engagement, as well as the Indigenous engagement that is in progress (Attachment 2); - Provides a renewed vision for the next phase of waterfront revitalization (Comments section); - Describes a call to action for innovation-led economic development on the waterfront (Attachment 3); - Summarizes the status of discussions with Provincial and Federal staff on a further phase of waterfront revitalization; - Outlines revitalization opportunities in the Designated Waterfront Area (Central Waterfront) and the Western and Eastern Waterfronts; - Discusses implementation and governance in the Designated Waterfront Area (Central Waterfront) and the Western and Eastern Waterfronts; and, - Outlines the next steps, culminating in a further staff report in Q3 of 2023. From Vision to Projects to Community Life The emerging vision is outlined in the Comments section of this report. The vision reflects the results of the initial phase of public consultation and stakeholder engagement. A related document on strategic economic development opportunities, Igniting Innovation: A Call to Action for Innovation-led Economic Development on Toronto's Waterfront (Attachment 3), has been drafted with the assistance of a volunteer panel of expert advisers. Facilitated by KPMG, the volunteer panel advised City staff on opportunities to advance innovation as a strategic economic development component of the renewed vision. Villiers Island represents the next opportunity for continued waterfront revitalization in the Designated Waterfront Area, and to create a new sustainable and complete community. Investments in infrastructure will advance the renewed vision's priorities and City policy objectives, such as affordable housing, by increasing the value of land owned by the City and CreateTO (the City's strategic real estate entity) and leveraging private sector investment. Next phase projects could also include projects that complete waterfront revitalization in precincts already under development (such as the East Bayfront and Keating West), other areas in the Port Lands that connect to Villiers Island (e.g. McCleary District, Basin Media Hub), as well as projects in the Western and Eastern Waterfronts. Ultimately, realizing these opportunities will require a program of public investments similar to those made in previous phases of revitalization. There is strong public interest in Toronto's Western and Eastern Waterfronts. City Divisions, Agencies and Corporations share this strong interest, demonstrated by their work on projects involving parks, natural heritage, active transportation, shoreline stabilization/resilience and connections to the city's river valleys and ravines. Staff of the Toronto and Region Conservation Authority and City Divisions have successfully leveraged programs to advance waterfront projects along the wider waterfront, including through intergovernmental funding programs. However, a coordinated governance model is needed in the Western and Eastern Waterfronts, outside of the Designated Waterfront Area, where the Waterfront Toronto model has worked well. Specifically, a Wider Waterfront Coordination Table will help organize projects and package them for funding, facilitate information-sharing and timely decision-making, coordinate design and delivery, promote input on project phasing and advancement, and build momentum for Provincial and Federal partnerships. The City's Waterfront Secretariat and the Toronto and Region Conversation Authority will co-chair this Table. Additional Table membership will include a range of City Divisions and City and external Agencies. The Deputy City Manager, Infrastructure and Development Services will be the City's sponsoring/executive lead of this initiative, which is described further in the Comments section of this report. A number of Provincial and Federal funding programs are well suited for the types of projects in the Western and Eastern Waterfronts typical of City Divisions and Agencies (parks, natural heritage, transit, active transportation and resilience). A key role for the Wider Waterfront Coordination Table will be to maintain, coordinate and prioritize projects for consideration by the Provincial and Federal governments to further the potential commitment to revitalization through relevant existing or new funding programs. Towards a Next Phase The City, Waterfront Toronto, CreateTO and the Toronto and Region Conservation Authority will engage Provincial and Federal governments to explore options for funding an ambitious program for the next phase of waterfront revitalization projects. All orders of government face challenging economic pressures; however, waterfront revitalization has delivered significant economic, social and environmental benefits and could continue to do so well into the future. The benefits of waterfront revitalization go beyond leveraging and maximizing available investments, offering an opportunity to coordinate, align and effectively deliver on the priorities of all three orders of government. Staff of the City, the Ontario Ministry of Infrastructure and Infrastructure Canada have been engaged in preliminary discussions on the next phase of waterfront revitalization. Further intergovernmental discussions are required to determine the scope of work and available funding. As they are interrelated, officials at the three orders of governments are also exploring options for extending Waterfront Toronto's 25 year mandate, which will otherwise expire in 2028. City staff will continue these discussions with a view to reporting back to City Council in Q3 2023 with an update regarding Provincial and Federal interest. City staff will also report back with an implementation action plan, to be developed by the City, working with CreateTO and Waterfront Toronto, as well as the Toronto and Region Conservation Authority. City staff will, working with the City's Indigenous Affairs Office and the Provincial and Federal governments, engage Indigenous rights holders, including Treaty and Territorial Partners, and urban Indigenous communities on waterfront issues on a proactive and comprehensive basis.
The Executive Committee recommends that: 1. City Council support, in principle, undertaking a further phase of waterfront revitalization that could be enabled through tri-government funding commitments and governance. 2. City Council endorse the following four interconnected priorities to guide a further phase of waterfront revitalization: - Strategic economic development; - Truth, justice and reconciliation, including through Indigenous engagement; - Equity, inclusion and access, including through housing; and - Climate resilience and sustainability. 3. City Council request that the City Manager and Deputy City Manager, Infrastructure and Development Services report back in the third quarter of 2023 with the results of intergovernmental discussions on a further phase of waterfront revitalization, and as appropriate, an implementation action plan. 4. City Council authorize City Officials to pursue discussions with their Provincial and Federal counterparts on a further phase of waterfront revitalization. 5. City Council request that the City Manager work with the General Manager of Economic Development and Culture, as well as the Chief Executive Officer, CreateTO and the Chief Executive Officer, Waterfront Toronto and Toronto's creative, climate and life sciences innovation industries, on the next steps for advancing the recommendations in the report titled: Igniting Innovation: A Call to Action for Innovation-led Economic Development on Toronto's Waterfront. 6. City Council request the Deputy City Manager, Infrastructure and Development Services, the Deputy City Manager, Community and Social Services, the Deputy City Manager, Corporate Services and the Chief Executive Officer, Toronto and Region Conservation Authority to actively pursue support for waterfront projects in the Western and Eastern Waterfronts with other orders of government, including the potential leveraging of existing and future government funding programs, coordinated through a Wider Waterfront Coordination Table. 7. City Council request that the Director, Waterfront Secretariat, working with the Director, Indigenous Affairs Office, undertake further engagement with: a. Indigenous rights holders and urban Indigenous communities on advancing the City of Toronto Reconciliation Action Plan 2022-2032 in relation to the implementation of the next phase of waterfront revitalization; and b. the public and stakeholders on the implementation of the next phase of waterfront revitalization.
Staff recommendation as filed
The City Manager, Deputy City Manager, Infrastructure and Development Services and Deputy City Manager, Corporate Services recommend that: 1. City Council support, in principle, undertaking a further phase of waterfront revitalization that could be enabled through tri-government funding commitments and governance. 2. City Council endorse the following four interconnected priorities to guide a further phase of waterfront revitalization: - Strategic economic development; - Truth, justice and reconciliation, including through Indigenous engagement; - Equity, inclusion and access, including through housing; and - Climate resilience and sustainability. 3. City Council request that the City Manager and Deputy City Manager, Infrastructure and Development Services report back in the third quarter of 2023 with the results of intergovernmental discussions on a further phase of waterfront revitalization, and as appropriate, an implementation action plan. 4. City Council authorize City Officials to pursue discussions with their Provincial and Federal counterparts on a further phase of waterfront revitalization. 5. City Council request that the City Manager work with the General Manager of Economic Development and Culture, as well as the Chief Executive Officer, CreateTO and the Chief Executive Officer, Waterfront Toronto and Toronto's creative, climate and life sciences innovation industries, on the next steps for advancing the recommendations in the report titled: Igniting Innovation: A Call to Action for Innovation-led Economic Development on Toronto's Waterfront. 6. City Council request the Deputy City Manager, Infrastructure and Development Services, the Deputy City Manager, Community and Social Services, the Deputy City Manager, Corporate Services and the Chief Executive Officer, Toronto and Region Conservation Authority to actively pursue support for waterfront projects in the Western and Eastern Waterfronts with other orders of government, including the potential leveraging of existing and future government funding programs, coordinated through a Wider Waterfront Coordination Table. 7. City Council request that the Director, Waterfront Secretariat, working with the Director, Indigenous Affairs Office, undertake further engagement with: a. Indigenous rights holders and urban Indigenous communities on advancing the City of Toronto Reconciliation Action Plan 2022-2032 in relation to the implementation of the next phase of waterfront revitalization; and b. the public and stakeholders on the implementation of the next phase of waterfront revitalization.
EX34.11adopted
Quayside Business and Implementation Plan
This report provides a "road map" for approvals related to Waterfront Toronto's Quayside project. In particular, this report addresses a number of business and implementation planning issues that are fundamental to Waterfront Toronto's ability to advance this revitalization project. Quayside is a significant and complex project that will be implemented over a number of years. Numerous City approvals will be required in the coming years, related to affordable housing implementation, major infrastructure and parkland funding, real estate transactions and land use planning approvals. In 2022, City approvals are required with respect to: the Quayside Business and Implementation Plan; City funding contributions to the Quayside affordable rental housing, and major infrastructure and parkland programs; and how City Divisions and CreateTO, as the City's real estate agency, will work with Waterfront Toronto as it implements the Quayside project. Quayside Business and Implementation Plan Waterfront Toronto has submitted a Business and Implementation Plan for Quayside, dated June 27, 2022, as required by a Memorandum of Understanding (M.O.U) between Waterfront Toronto, the City of Toronto and the Toronto Economic Development Corporation (now operating as Toronto Port Lands Company or T.P.L.C.), covering lands owned by the City and T.P.L.C. in the East Bayfront and Port Lands. The M.O.U. defines the requirements for detailed business and implementation plans prior to providing Waterfront Toronto with effective control of City or T.P.L.C. lands in the Designated Waterfront Area. The Quayside Business and Implementation Plan is appended to this staff report as Attachment 6. About Quayside Quayside is a 4.9 hectare parcel of land on Toronto's waterfront, located at Queens Quay East and Parliament Street. The majority of the site is owned by Waterfront Toronto. However, it also includes lands owned by the City of Toronto and the Economic Development Corporation operating as T.P.L.C. (All T.P.L.C. lands are managed under agreement by CreateTO with corporate governance provided by the T.P.L.C. Board of Directors.) In addition, the property at 307 Lake Shore Boulevard East which abuts Block 3B to the north is privately owned by Plaza Partners. Quayside straddles two precincts: Blocks 1 and 2 (owned by Waterfront Toronto) are sited within the East Bayfront Precinct and Blocks 3B (owned by City and T.P.L.C.), 4 and 5 (owned by Waterfront Toronto) are within the Keating Channel West Precinct (refer to Attachment 2: Quayside Current Land Ownership Map). Waterfront Toronto estimates that Quayside will be developed between 2022 and 2031. Waterfront Toronto estimates that approximately 6,100 people will live in 3,500 housing units in Quayside; Waterfront Toronto estimates that the area's commercial space will support approximately 1,600 jobs. The City has multiple roles and interests in Quayside: as land owner, as owner/operator of municipal infrastructure, parkland and services, as provider of affordable housing and as the local planning authority. Collectively, City and T.P.L.C. lands constitute approximately 0.6 hectares in the Quayside project area. The City and T.P.L.C. both own lands in the future development parcel designated as Block 3B, including the existing Parliament Street; these parcels are relatively small and are irregular in shape. Beyond Block 3B, T.P.L.C. also owns a triangular-shaped rail spur remnant, an east-west strip of land abutting Block 4 and an L-shaped strip along the dockwall. Waterfront Toronto's Procurement Process Over the past year, Waterfront Toronto has conducted a procurement process to secure a development partner for Quayside. All levels of government reviewed and contributed to the final R.F.Q. and R.F.P. documents. This included an R.F.Q. issued in March 2021 and an R.F.P. issued in July 2021. Ten submissions were received in response to the R.F.Q. From this, four proponents were selected to participate in the R.F.P. process. The City and CreateTO were represented on the Evaluation, Steering and Technical Committees for the project. On February 15, 2022, Waterfront Toronto's Board of Directors approved a recommendation from its Investment and Real Estate sub-committee to partner with the Preferred Proponent known as Quayside Impact Limited Partnership, led by Dream Unlimited and Great Gulf Group. Terms relating to the development of the project will be set out in a Project Agreement between the two parties; Waterfront Toronto will be responsible for the overall coordination of the project and the delivery of infrastructure, while Quayside Impact Limited Partnership will be responsible for the development. It is anticipated that the Project Agreement will be finalized and executed in fall 2022, after which, the Preferred Proponent will become Waterfront Toronto's Development Partner. Development Proposal and Project Phasing Quayside is intended to be developed as a mixed-use community consistent with the East Bayfront and Keating Channel West Precinct Plan frameworks. The Quayside Project will take place in two phases. Phase One will include Blocks 1 and 2 and implementation will commence starting in 2022. Blocks 1 and 2 are covered by the East Bayfront Precinct Plan. Phase Two includes Blocks 3B, 4 and 5 and is more complex when compared with Phase One. Waterfront Toronto estimates that Phase Two will commence in 2026. All three Phase Two development blocks are within the Keating Channel West Precinct. The consolidation of lands owned by the City and T.P.L.C. is required to facilitate the implementation of planned road and infrastructure improvements, as well as to create Block 3B as a development parcel. Further details are provided in the "Comments" section below. Affordable Housing Implementation The residential development at Quayside will include approximately 23% of residential gross floor area as affordable rental housing (a minimum of 800 units and up to 875 units), and a further 5% of the units as affordable ownership (approximately 200 units). The actual number of affordable homes to be created will be dependent on the final approved density and land-use mix in Quayside, plus the amount of funding and financing secured to build the units. The Housing Secretariat has been involved in reviewing the Quayside proposal and will continue to be involved throughout the process. Waterfront Toronto will work with the City, Province and Federal governments, as well as the selected non-profit housing providers and/or the Development Partner to secure the affordable funding and financing necessary to deliver the affordable housing component of the project, and to, potentially, exceed the affordability targets (e.g., number of affordable units and/or deeper levels of affordability). As such, Recommendations 1, 2, and 3 of this report address the Council directions that are needed to advance the Quayside affordable housing program to: i) Direct land sale revenues from City and T.P.L.C. lands on Block 3B towards affordable rental housing in Quayside; ii) Authorize Open Door Affordable Housing Program incentives (waivers of fees for planning applications, building permits and parkland dedication, and development charges exemption, with authority for property tax exemptions to be requested in a later report once the location(s) of the affordable rental housing units are known) for up to 875 affordable rental units (estimated value of $47,951,703); and iii) Issue a Request for Proposals to identify suitable non-profit providers to own and/or operate the affordable rental housing. Once the actual number of affordable housing units and the location of the units have been determined, staff will report to Council to seek approval for property tax exemptions for a 99 year period through the Open Door Affordable Housing Program. The overall anticipated value of Open Door incentives using current rates, once approval is received from Council for the property tax exemptions, is estimated at $78,231,280. The affordable rental units are intended to be delivered over two phases. Land for all units (800 to 875) will be set aside through the Quayside project. Based on input from City staff, Waterfront Toronto's Request for Proposals document identified the criteria for the units, including the required locations, unit mix and distribution, with which the Preferred Proponent complied. The cost to deliver between 800 and 875 affordable rental homes is significant and will require funding and financing from a range of sources. While the land has been secured for both phases, the funding plan to deal with the "bricks and mortar" costs is still a work in progress. Quayside Phase One will provide approximately 460 affordable housing units (of the up to 875 units) at a cost of approximately $270 million (including soft, hard and financing costs). The City's contribution for Phase One will include the full value of Block 3B and City Open Door Affordable Housing incentives, as detailed in the Financial Impact Section of this report. Waterfront Toronto, working with City staff, has reached out to the Provincial and Federal governments (including the Canada Mortgage and Housing Corporation) to explore funding opportunities to deliver the Quayside affordable housing program. The required equity contribution from Waterfront Toronto from land sales proceeds will vary based on how much funding can be secured from other levels of governments for each phase of Quayside. While there is a plan to deliver the Phase One affordable rental units, Waterfront Toronto continues to work on a funding plan for the construction of the Quayside Phase Two units. City staff, in consultation with Waterfront Toronto and others, will report back to the Executive Committee in late 2023 with a funding plan for the Phase Two housing units (see Recommendation 7). The funding model for the construction of the Quayside Phase Two affordable housing units (approximately 415 units) will be based on similar assumptions, including Open Door incentives; potential funding and financing from the Provincial and Federal governments, and potential additional contributions from Waterfront Toronto. In addition, Waterfront Toronto and City staff will work with Waterfront Toronto's Preferred Proponent to also look at options to reduce the cost of the planned affordable rental housing at Quayside, including: - Potential long-term leases (versus ownership); - Aligning studio and one bedroom unit sizes with market units; and - Allowing for slightly smaller two and three bedroom units. Major Infrastructure and Parkland Funding Similar to the approach used in the East Bayfront and West Don Lands, Waterfront Toronto will be responsible for the delivery of major infrastructure and parkland in Quayside. For Quayside, the major infrastructure and parkland includes the partial acquisitions of Parliament Slip and 11 Parliament Street, and the partial lake filling in order to facilitate the future extension of Queens Quay East (and related dockwall rehabilitation), including a reconfigured Queens Quay East/Parliament Street intersection; improvements to Bonnycastle Street and Lake Shore Boulevard East; Silo Park (0.4 hectares) and Water's Edge Promenade (0.3 hectares). Refer to Attachment 4: Quayside Infrastructure and Public Realm Plan. Delivery is estimated to cost approximately $190 million based on project timeline and annual inflation estimates. As is further outlined in the Financial Impact section below, City staff are recommending a $142 million City contribution towards the major infrastructure and parkland that is to be delivered at Quayside, to be cash-flowed over a 10-year period. City funding is not required in 2022. This report recommends this funding be included in Waterfront Revitalization Initiative capital budget submissions for Council's approval through the 2023 and future year budget processes, with consideration of other city priorities and capital requirements. This report includes recommendations that would allow for staff to enter into the necessary infrastructure delivery agreements with Waterfront Toronto to facilitate planning, design and construction. Subsequent detailed reports will address the necessary approvals needed to complete the proposed infrastructure and parkland implementation work. Real Estate Transactions Quayside requires a series of land transactions to create the future Block 3B through the consolidation of City and T.P.L.C. properties, as well as the transfer of various other remnant City and T.P.L.C. parcels located beyond Block 3B. Once the coordination and sequencing of the land transactions have been determined and agreed upon by all parties, it is anticipated that delivery, contribution and infrastructure related funding agreements will need to be entered into with the appropriate land owners. This report recommends that authorization be given to the Executive Director, Corporate Real Estate Management, subject to any property management agreements between the City and CreateTO, to proceed with leases, licences and other interim agreements for nominal consideration to allow for necessary site investigation, preparation and environmental remediation. This report also recommends that City Council request that the T.P.L.C. Board of Directors do the same in respect of T.P.L.C. lands. Subsequent reports to Council will address transactional details related to: the closure of Parliament Street, the surplus declaration and disposal terms of any portions of Block 3B being sold, the land appraisal of Block 3B, and the details of the necessary implementation agreements needed for the development of Block 3B between the City, T.P.L.C. and Waterfront Toronto and/or its Development Partner for Block 3B. The results of an appraisal of Block 3B are addressed in Confidential Attachment 1. Land Use Planning Approvals The Development Partner, or its designated Site Developers, will be subject to applicable City Planning Division development review processes. A formal pre-application consultation meeting will be scheduled to confirm application and submission requirements. Given that the Phase One lands are serviced to accommodate development for the existing as-of-right zoning permissions, a draft plan of subdivision application will not be required. However, a draft plan of subdivision application will be required for the Phase Two lands. Waterfront Toronto, as agent, will act as the applicant for the draft plan of subdivision application. The Development Partner and its site developers are to comply with the applicable zoning by-laws and submit their designs for review and comment to the Waterfront Toronto Design Review Panel. This report recommends that Waterfront Toronto be authorized as the City's agent to file planning and development related applications for City-owned lands; it requests that the Board of Directors of T.P.L.C. authorize the same agency approvals in respect of the T.P.L.C. lands. This report seeks an acknowledgement that local infrastructure improvement contributions have been satisfied for Blocks 1 and 2. Next Steps The recommendations in this report will, if adopted, allow Waterfront Toronto to move forward with finalizing its agreements with its Preferred Proponent; Waterfront Toronto will also be able to close on Blocks 1 and 2, and advance site investigations, site preparation and environmental remediation. City of Toronto staff will work with CreateTO on a work plan, outlined above and described in more detail below, which will lead to subsequent staff reports related to affordable housing implementation matters, infrastructure funding, real estate transactions and land use planning approvals that will require City Council direction in 2023 and beyond. The Board of Directors of T.P.L.C. will also consider staff reports in a concurrent manner, as necessary, to facilitate real estate transactions. Given the enormous scope and complexity of the Quayside project, there are matters that will need further evolution in order to determine outcomes. For instance, proposed on Block 5 are a cultural centre and the potential co-location of an elementary school. These two uses will require on-going review, discussion and negotiation to ensure the achievement of the aspirations for the block. Given that Quayside is a long-term phased project, phasing and scheduling will require review throughout the design process, and the project's cost estimates will be subject to further detailed review. Specifically, the estimated construction timeline (Q4 2025 to Q4 2028) of Queens Quay East and Parliament Street will be subject to ongoing coordination with other impacted major projects in the area. Further, Waterfront Toronto is also the proponent of the Parliament Slip project, a proposed water's edge public and recreational space that would abut and complement the Quayside neighbourhood; the City will work with Waterfront Toronto as it engages with the Provincial and Federal governments with respect to potential financial contributions to the Parliament Slip project. Quayside will advance in the coming months and years, and be addressed in future City staff reports. In the meantime, the recommended approvals in this report will allow Waterfront Toronto to transact with its Preferred Proponent, and to begin detailed design, submit land use planning application, and to commence site preparation and related work in Quayside.
The Executive Committee recommends that: Affordable Housing Implementation 1. City Council endorse the inclusion of the City lands, and request that the Toronto Port Lands Company Board of Directors endorse the inclusion of Toronto Port Lands Company lands in the Quayside project, consistent with the Quayside Business and Implementation Plan, with specific terms to be defined in future land transactions for Council and/or Board approval, including the principle that the net sale proceeds from the City and Toronto Port Lands Company lands in Block 3B be contributed to the Quayside affordable housing program. 2. City Council authorize the up to 875 new affordable rental dwelling units to be developed at Quayside to be eligible through the City's Open Door Affordable Housing Program, for waivers of fees for planning applications, building permits and parkland dedication, and for development charges exemption, unless already paid. 3. City Council authorize the Executive Director, Housing Secretariat to issue a Request for Proposals and to select one or more non-profit housing provider(s) to own and/or operate the affordable rental homes in Quayside. 4. City Council authorize the Executive Director, Housing Secretariat, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute on behalf of the City, Municipal Housing Facility Agreement(s) (the City's "Contribution Agreement(s)), with the non-profit housing provider(s) selected through the competitive process, referred to in Recommendation 3 above and/or the Development Partner, to secure the financial assistance being provided and to set out the terms of the operation of the new affordable rental housing, on terms and conditions satisfactory to the Executive Director, Housing Secretariat, and in a form approved by the City Solicitor. 5. City Council authorize the Executive Director, Housing Secretariat, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute on behalf of the City, any agreements with the non-profit housing providers selected through the competitive process referred to in Recommendation 3 above and/or the Development Partner, for any operating funding that may be available, including, but not limited to rent supplement or grant funding agreements, on terms and conditions agreed to by the Executive Director, Housing Secretariat, in a form approved by the City Solicitor. 6. City Council authorize the Executive Director, Housing Secretariat, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute on behalf of the City, any security or financing documents required by any of the non-profit housing provider(s) selected through the competitive process referred to in Recommendation 3 above, to secure construction and conventional financing, as well as any subsequent refinancing, including any postponement, confirmation of status, discharge or consent documents where and when required during the term of the Municipal Housing Facility Agreement, as required by normal business practices, and provided that such documents do not give rise to financial obligations on the part of the City that have not been previously approved by City Council. 7. City Council request the Executive Director of the Housing Secretariat, in consultation with Chief Planner and Executive Director, City Planning to report to the Executive Committee in the fourth quarter of 2023, on the status of a delivery plan for the affordable housing, including, availability of funding, timing of the development of affordable housing, location of the units to be delivered, and an update on the funding plan for the construction of the Quayside affordable rental housing program. Major Infrastructure and Parkland Funding 8. City Council direct that a $142 million City contribution towards the major infrastructure and parkland that is to be delivered at Quayside by Waterfront Toronto, be included in Waterfront Revitalization Initiative capital budget submissions for Council's approval through future year budget processes, giving consideration along with other city priorities and capital requirements. 9. City Council direct the Director of Waterfront Secretariat to include funding for major infrastructure and public park work, consistent with the $142 million capital funding requirement in Recommendation 8 above, in future year Waterfront Revitalization Initiative budget submissions. 10. City Council authorize the Deputy City Manager, Infrastructure and Development Services, for the Director of Waterfront Secretariat to work with the General Manager, Transportation Services, and the General Manager, Parks, Forestry and Recreation, to negotiate and execute on behalf of the City the necessary delivery agreements with Waterfront Toronto related to the delivery of infrastructure. Real Estate Transactions 11. City Council request that the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO, to report back in the second quarter 2023 on the real estate transactions and related Board and Council approvals necessary to include City and Toronto Port Lands Company lands in the Quayside project as described in Recommendation 1 above, including the creation of Block 3B under consolidated ownership. 12. City Council authorize the Executive Director, Corporate Real Estate Management to negotiate and execute on behalf of the City (subject to any property management agreement between the City and Toronto Port Lands Company in respect of City-owned lands in Quayside) any leases, licenses or other interim agreements (including such agreements with Waterfront Toronto for nominal consideration) to provide access to City-owned lands for site investigations, site preparation and environmental remediation activities for the Quayside project, on such terms and conditions as the Executive Director, Corporate Real Estate Management deems appropriate and in a form satisfactory to the City Solicitor. 13. City Council request that the Board of Directors of Toronto Port Lands Company authorize the same interim approvals in respect of the Toronto Port Lands Company lands as set out in Recommendation 12 above. Land Use Planning Approvals 14. City Council authorize the Executive Director, Corporate Real Estate Management to execute and deliver on behalf of the City, documentation granting the City's consent to Waterfront Toronto to act as the City's agent (in the City's capacity as owner of the City-owned lands in Quayside) in connection with any planning and development, infrastructure, servicing or other applications or agreements required for the development of the Quayside lands (except environmental applications or agreements), including agreements with Toronto Hydro, Enbridge Gas or any third party utility provider, provided that Waterfront Toronto has agreed to assume all costs and liabilities under such applications and agreements and upon such other terms and conditions as the Executive Director, Corporate Real Estate Management deems appropriate, and in form satisfactory to the City Solicitor. 15. City Council request that the Toronto Port Lands Company Board of Directors authorize the same agency approvals in respect of the Toronto Port Lands Company lands in Quayside as set out in Recommendation 14 above. 16. City Council direct that all actions described in this report, shall be taken by or on behalf of the City in its capacity as land owner and not in its capacity as a planning authority under the Planning Act, the City of Toronto Act, 2006, or otherwise and such actions are not intended to and do not fetter the City's planning and municipal rights and responsibilities. 17. City Council deem Waterfront Toronto's parkland contribution for Blocks 1 and 2 to be satisfied, per the East Bayfront Precinct Plan requirements and approved as-of-right densities, through the conveyance of Sherbourne Common, Sugar Beach, Aitken Place, and Waters Edge Promenade west of the Parliament Slip. 18. City Council deem Waterfront Toronto's parkland contribution for Blocks 3B, 4 and 5, to be satisfied by Waterfront Toronto, per the Keating Channel West Precinct Plan requirements and as-of-right densities through the delivery of Silo Park and the Water's Edge Promenade (east of the Parliament Slip). Other, General 19. City Council approve the Quayside Business and Implementation Plan, as Attachment 6 to the report (June 27, 2022) from the Deputy City Manager, Infrastructure and Development Services. 20. City Council authorize the public release of the confidential information in Confidential Attachment 1 to the report (June 27, 2022) from the Deputy City Manager, Infrastructure and Development Services upon completion of the development of the publicly-owned lands in Quayside, as determined by the Deputy City Manager, Infrastructure and Development Services. 21. City Council direct that the information contained in Confidential Attachment 2 to the report (June 27, 2022) from the Deputy City Manager, Infrastructure and Development Services remain confidential in its entirety.
Staff recommendation as filed
The Deputy City Manager, Infrastructure and Development Services recommends that: Affordable Housing Implementation 1. City Council endorse the inclusion of the City lands, and request that the Toronto Port Lands Company Board of Directors endorse the inclusion of Toronto Port Lands Company lands in the Quayside project, consistent with the Quayside Business and Implementation Plan, with specific terms to be defined in future land transactions for Council and/or Board approval, including the principle that the net sale proceeds from the City and Toronto Port Lands Company lands in Block 3B be contributed to the Quayside affordable housing program. 2. City Council authorize the up to 875 new affordable rental dwelling units to be developed at Quayside to be eligible through the City's Open Door Affordable Housing Program, for waivers of fees for planning applications, building permits and parkland dedication, and for development charges exemption, unless already paid. 3. City Council authorize the Executive Director, Housing Secretariat to issue a Request for Proposals and to select one or more non-profit housing provider(s) to own and/or operate the affordable rental homes in Quayside. 4. City Council authorize the Executive Director, Housing Secretariat, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute on behalf of the City, Municipal Housing Facility Agreement(s) (the City's "Contribution Agreement(s)), with the non-profit housing provider(s) selected through the competitive process, referred to in Recommendation 3 above and/or the Development Partner, to secure the financial assistance being provided and to set out the terms of the operation of the new affordable rental housing, on terms and conditions satisfactory to the Executive Director, Housing Secretariat, and in a form approved by the City Solicitor. 5. City Council authorize the Executive Director, Housing Secretariat, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute on behalf of the City, any agreements with the non-profit housing providers selected through the competitive process referred to in Recommendation 3 above and/or the Development Partner, for any operating funding that may be available, including, but not limited to rent supplement or grant funding agreements, on terms and conditions agreed to by the Executive Director, Housing Secretariat, in a form approved by the City Solicitor. 6. City Council authorize the Executive Director, Housing Secretariat, in consultation with the Chief Financial Officer and Treasurer, to negotiate and execute on behalf of the City, any security or financing documents required by any of the non-profit housing provider(s) selected through the competitive process referred to in Recommendation 3 above, to secure construction and conventional financing, as well as any subsequent refinancing, including any postponement, confirmation of status, discharge or consent documents where and when required during the term of the Municipal Housing Facility Agreement, as required by normal business practices, and provided that such documents do not give rise to financial obligations on the part of the City that have not been previously approved by City Council. 7. City Council request the Executive Director of the Housing Secretariat, in consultation with Chief Planner and Executive Director, City Planning to report to the Executive Committee in the fourth quarter of 2023, on the status of a delivery plan for the affordable housing, including, availability of funding, timing of the development of affordable housing, location of the units to be delivered, and an update on the funding plan for the construction of the Quayside affordable rental housing program. Major Infrastructure and Parkland Funding 8. City Council direct that a $142 million City contribution towards the major infrastructure and parkland that is to be delivered at Quayside by Waterfront Toronto, be included in Waterfront Revitalization Initiative capital budget submissions for Council's approval through future year budget processes, giving consideration along with other city priorities and capital requirements. 9. City Council direct the Director of Waterfront Secretariat to include funding for major infrastructure and public park work, consistent with the $142 million capital funding requirement in Recommendation 8, in future year Waterfront Revitalization Initiative budget submissions. 10. City Council authorize the Deputy City Manager, Infrastructure and Development Services, for the Director of Waterfront Secretariat to work with the General Manager, Transportation Services, and the General Manager, Parks, Forestry and Recreation, to negotiate and execute on behalf of the City the necessary delivery agreements with Waterfront Toronto related to the delivery of infrastructure. Real Estate Transactions 11. City Council request that the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO, to report back in the second quarter 2023 on the real estate transactions and related Board and Council approvals necessary to include City and Toronto Port Lands Company lands in the Quayside project as described in Recommendation 1 above, including the creation of Block 3B under consolidated ownership. 12. City Council authorize the Executive Director, Corporate Real Estate Management to negotiate and execute on behalf of the City (subject to any property management agreement between the City and Toronto Port Lands Company in respect of City-owned lands in Quayside) any leases, licenses or other interim agreements (including such agreements with Waterfront Toronto for nominal consideration) to provide access to City-owned lands for site investigations, site preparation and environmental remediation activities for the Quayside project, on such terms and conditions as the Executive Director, Corporate Real Estate Management deems appropriate and in a form satisfactory to the City Solicitor. 13. City Council request that the Board of Directors of Toronto Port Lands Company authorize the same interim approvals in respect of the Toronto Port Lands Company lands as set out in Recommendation 12 above. Land Use Planning Approvals 14. City Council authorize the Executive Director, Corporate Real Estate Management to execute and deliver on behalf of the City, documentation granting the City's consent to Waterfront Toronto to act as the City's agent (in the City's capacity as owner of the City-owned lands in Quayside) in connection with any planning and development, infrastructure, servicing or other applications or agreements required for the development of the Quayside lands (except environmental applications or agreements), including agreements with Toronto Hydro, Enbridge Gas or any third party utility provider, provided that Waterfront Toronto has agreed to assume all costs and liabilities under such applications and agreements and upon such other terms and conditions as the Executive Director, Corporate Real Estate Management deems appropriate, and in form satisfactory to the City Solicitor. 15. City Council request that the Toronto Port Lands Company Board of Directors authorize the same agency approvals in respect of the Toronto Port Lands Company lands in Quayside as set out in Recommendation 14 above. 16. City Council direct that all actions described in this report, shall be taken by or on behalf of the City in its capacity as land owner and not in its capacity as a planning authority under the Planning Act, the City of Toronto Act, 2006, or otherwise and such actions are not intended to and do not fetter the City's planning and municipal rights and responsibilities. 17. City Council deem Waterfront Toronto's parkland contribution for Blocks 1 and 2 to be satisfied, per the East Bayfront Precinct Plan requirements and approved as-of-right densities, through the conveyance of Sherbourne Common, Sugar Beach, Aitken Place, and Waters Edge Promenade west of the Parliament Slip. 18. City Council deem Waterfront Toronto's parkland contribution for Blocks 3B, 4 and 5, to be satisfied by Waterfront Toronto, per the Keating Channel West Precinct Plan requirements and as-of-right densities through the delivery of Silo Park and the Water's Edge Promenade (east of the Parliament Slip). Other, General 19. City Council approve the Quayside Business and Implementation Plan, as Attachment 6 in the report. 20. City Council authorize the public release of the confidential information in Confidential Attachment 1 upon completion of the development of the publicly-owned lands in Quayside, as determined by the Deputy City Manager, Infrastructure and Development Services. 21. City Council direct that the information contained in Confidential Attachment 2 remain confidential in its entirety.
EX34.12adopted
Canada Infrastructure Bank Credit Facility to Finance Zero Emissions Buses
The purpose of this report is to take the necessary steps to establish a credit facility with the Canada Infrastructure Bank (CIB) for the purpose of financing the Toronto Transit Commission (TTC) procurement of Zero Emission Buses (ZEBs). As part of the overall process, the CIB requires the City and the TTC to enter into a non-binding Memorandum of Understanding (MOU) before a final agreement for a multi-year credit facility is completed. It is necessary for the TTC to be a party to this agreement as the repayment of the loan is based on the calculated operating savings between a diesel bus and a ZEB. The TTC will be required to confirm this information before the credit facility is established and provide updates throughout the term of the loan. The CIB credit facility will only finance the difference between the capital cost of a diesel bus and a ZEB, however will provide an overall lower cost of financing than if the City were to issue debt for the full amount of a ZEB on its own. Currently, the rate of interest on funds drawn from the CIB credit facility is one percent (1%). Currently, the TTC Green Bus Program includes the procurement of ZEBs. As of November 2021, TTC had a total fleet of 2,086 buses, including 60 ZEBs. As part of this program, $376 million is captured in the 2022-2025 Capital Budget and Plan, comprised of $299 million to purchase 240 ZEBs plus another $77 million for charging infrastructure. Of this total program amount of $376 million, the approved Capital Plan allows for $207 million of recoverable debt which is split between the ZEBs ($131 million) and charging infrastructure ($76 million). The number of ZEBs may increase over the 240 planned units depending on grant monies that may follow from other orders of government. Related to this, CIB has been working collaboratively with Infrastructure Canada through its Zero Emission Transit Fund (ZETF), which does provide grants for the replacement of diesel public transit vehicles, with zero emission vehicles. Although not a condition of the ZETF program to have a CIB credit facility, priority for ZETF grants is being given to ZEB projects that are also being considered for CIB financing. The TTC has applied to the ZETF program and is awaiting a response to their application.
The Executive Committee recommends that: 1. City Council authorize the Chief Financial Officer and Treasurer to enter into a non-binding Memorandum of Understanding with the Canada Infrastructure Bank for the purposes of negotiating terms of a credit facility relating to the purchase of Zero Emission Buses of up to $207 million depending and related charging infrastructure for the Toronto Transit Commission acceptable to the Chief Financial Officer and Treasurer and in a form acceptable to the City Solicitor. 2. City Council request the Toronto Transit Commission Board to direct the Chief Executive Officer, Toronto Transit Commission to provide the necessary information to the Canada Infrastructure Bank to facilitate the negotiation of terms and to calculate the repayment of any funds drawn under this credit facility. 3. City Council amend Municipal Code, Chapter 30, Debentures and other Borrowing, to add the entering into conditional loan agreements with the Canada Infrastructure Bank to the authority delegated to the Mayor (or the Mayor's Alternate) and the Chief Financial Officer and Treasurer to enter into agreements pursuant to Municipal Code, Chapter 30 to commit the City to long term borrowing for capital works in the year 2022.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council authorize the Chief Financial Officer and Treasurer to enter into a non-binding Memorandum of Understanding with the Canada Infrastructure Bank for the purposes of negotiating terms of a credit facility relating to the purchase of Zero Emission Buses of up to $207 million depending and related charging infrastructure for the Toronto Transit Commission acceptable to the Chief Financial Officer and Treasurer and in a form acceptable to the City Solicitor. 2. City Council request the Toronto Transit Commission Board to direct the Chief Executive Officer, Toronto Transit Commission to provide the necessary information to the Canada Infrastructure Bank to facilitate the negotiation of terms and to calculate the repayment of any funds drawn under this credit facility. 3. City Council amend Municipal Code, Chapter 30, Debentures and other Borrowing, to add the entering into conditional loan agreements with the Canada Infrastructure Bank to the authority delegated to the Mayor (or the Mayor's Alternate) and the Chief Financial Officer and Treasurer to enter into agreements pursuant to Municipal Code, Chapter 30 to commit the City to long term borrowing for capital works in the year 2022.
EX34.13adopted
Capital Variance Report for the Twelve Months Ended December 31, 2021
The purpose of this report is to provide City Council with the City of Toronto capital spending for the twelve month period ended December 31, 2021. As illustrated in Table 1 below, City's 2021 capital expenditure was $3.545 billion or 67.6% of the 2021 capital budget of $5.245 billion for the period ended December 31, 2021. - Tax Supported Programs and Agencies reported capital expenditures of $2.319 billion representing 61.3% of their collective 2021 Approved Capital Budget of $3.783 billion. - Rate Supported Programs reported capital expenditures of $1.226 billion, representing 83.9% of their collective 2021 Approved Capital Budget of $1.462 billion. As reported in the April 7, 2021 COVID-19 Recovery and Rebuild Update to City Council, the 2021 Capital Budget anticipated potential impacts to capital project delivery as a result of pending intergovernmental funding commitments to address COVID-19 financial pressures. These challenges were sustained throughout 2021 due to ongoing significant global supply chain issues and labour challenges attributed to COVID-19, severely impacting capital delivery. In Q4 the emergence of the Omicron wave further impacted capital project delivery. Table 1 : Capital Variance Summary Table 1 Corporate Capital Variance Summary for the Period Ended December 31, 2021 2021 Approved Budget* 2021 YE Actual Expenditures $M $M % City Operations 2,139 1,263 59.1% Agencies 1,644 1,055 64.2% Tax Supported 3,783 2,319 61.3% Rate Supported Programs: 1,462 1,226 83.9% TOTAL 5,245 3,545 67.6% * Note: Includes carry forward funding While further efforts to improve capital spending continue, divisional and agency improvements in capital planning along with refinements in capital budgeting have resulted in improved capital spend rates over the last few years, with the 2021 spend rate of 67.6% greater than the 5 year historical average of 65.7%. However, the 2021 spend rate is lower than 2020, as challenges were experienced early in the year while awaiting intergovernmental funding commitments to address COVID-19 financial pressures; and were sustained throughout 2021 due to ongoing significant global supply chain issues and labour challenges attributed to COVID-19, severely impacting capital delivery. This was particularly impactful during Q4 where the emergence of the Omicron wave resulted in lower spending than forecasted for the fourth quarter, with actual spending reported as 67.6% as compared to a projected year-end spend of 77.4% or $4.076 billion. While less than projected, the City still accomplished a total capital spend of $3.545 billion at year-end, a $1.628 billion increase in actual spending over reported figures in the capital variance report for the nine month ended September 30, 2021, and $0.531 billion less than projected. Moving forward, the City will continue to plan annual capital projects in line with both affordability and achievability, based on the historical actual capacity and in consideration of emerging challenges such as inflationary impacts and supply chain disruptions. The strategy is expected to build on improvements experienced to date and improve the capital spend rate in future years; fully utilizing approved funding and enabling any excess funding capacity to support additional capital priorities, while promoting realistic capacity to spend in light of external factors and challenges.
The Executive Committee recommends that: 1. City Council receive the report (June 9, 2022) from the Chief Financial Officer and Treasurer for information.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council receive this report for information.
EX34.14adopted
Operating Variance Report for the Year Ended December 31, 2021
The purpose of this report is to provide Council with the City of Toronto's Operating Variance results for the year ended December 31, 2021 and the City's financial position before and after receiving COVID-19 funding support. The City's Tax Supported Operations final year-end experience was consistent with the 2021 balanced net budget following offsets to all COVID-19 financial impacts through a combination of secured federal and provincial funding support and offsetting internal City savings. Since March of 2020, the City of Toronto, consistent with other major Canadian and Greater Toronto and Hamilton Area (GTHA) municipalities have been experiencing significant financial impacts, both in the form of added costs and significant revenue losses as a direct result of the COVID-19 pandemic. The 2021 budget was again challenged by the financial impacts arising from the pandemic. Added costs and revenue losses in 2021 attributed to COVID-19 totalled an estimated $1.9 billion prior to internal City savings and offsets with significant pressures continued to be experienced in Transit and Shelter services as well as within Corporate Revenues. - COVID-19 related net financial impacts totalled $1.627 billion after internal offsets and prior to COVID-19 support funding as reflected in table 1 below. - Net COVID-19 pressures were addressed through COVID-19 funding support from the Government of Canada and Province of Ontario, mainly in the form of Safe Restart Agreement (SRA), added Reaching Home (RH) funding and other funding programs. Table 1 below details the budgeted 2021 City-wide COVID-19 related financial impacts against secured COVID-19 support funding; and the resulting financial position that is reflected in the year-end variance projections: Table 1: 2021 Projected COVID-19 Financial Impacts Category ($M) Budgeted COVID-19 Impacts Added Net COVID-19 Impacts Revised COVID -19 Net Impacts & Funding Received Transit 796.4 0.0 796.4 Municipal* 459.7 18.2 458.9 Shelter 281.3 24.5 305.8 Public Health** 59.0 (12.6) 46.4 Total City 1,596.4 30.1 1,626.5 * Includes TCHC impact of $37.5 million ** Based on Budgeted impacts and excludes immunization costs for Public Health Tax Supported Programs: The following table summarizes the financial position of the City's Tax Supported Operations for year ended December 31, 2021. Table 2: Favourable / (Unfavourable) Budget Actual Var City Operations 2,799.9 2,602.5 197.5 Agencies 3,062.8 3,043.9 18.8 Corporate Accounts* (1,373.5) (1,236.7) (136.9) Variance (Prior to Legislated/Directed Adjustments) 4,489.2 4,409.7 79.4 Less: Toronto Building & City Planning (Legislated / Council Directed) 2.8 82.3 (79.4) Variance 4,492.0 4,492.0 0.0 *Includes Recommended Reallocations and Adjustments As noted in Table 2 above, for the year ended December 31, 2021 Tax Supported Operations experienced no net variance following adjustments associated with council directed and legislated allocations; as well as adjustments for COVID-19 related obligations, deferred costs, and allocations. Rate Supported Programs: Rate Supported Programs reported a favourable year-end variance of $51.3 million. The favourable variance is attributed to lower than budgeted expenditures from Solid Waste Management due to reduced volumes and delays in organic processing facility expansion. Revenues from Solid Waste Management were also favourable due to improved market rates for sale of recyclables, offset by losses from a Renewable Natural Gas project delay. Parking Authority had a favourable net variance of $11.7 million mainly due to lower than expected salary costs, and favourable revenue in both on and off street parking. Toronto Water also saw a net favourable variance resulting from lower water production, salary savings and lower than expected energy rates and consumption. This was partially offset by unfavourable revenue driven by lower than anticipated sale of water. Rate Supported Programs are funded entirely by the user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water's respective year-end surpluses, if any, must be transferred to the Wastewater and Water Stabilization Reserves and Waste Management Reserve Fund, respectively, to finance capital investments and ongoing capital repairs and maintenance. Table 3: Rate Supported Net Variance Summary ($ Millions) Variance ($M) 2021 Year-End Favourable / (Unfavourable) Budget Actual Variance Solid Waste Management Services 0.0 (31.6) 31.6 Toronto Parking Authority 2.2 (9.5) 11.7 Toronto Water 0.0 (8.0) 8.0 Total Variance 2.2 (49.0) 51.3
The Executive Committee recommends that: 1. City Council approve a budget transfer of $17.524 million from Other Corporate Expenses Account to Toronto Transit Commission, related to the transfer of a City held provision towards settled Toronto Transit Commission Cost of Living Adjustments. 2. City Council approve a one-time temporary withdrawal of $43.700 million from the Child Care Capital Reserve Fund (XR1103) to offset the timing difference between expenditures reflected in 2021 and provincial funding reimbursement reflected in 2022 and authorize the return of $43.700 million to this reserve consistent with provincial funding related to the transfer payment received in 2022. 3. City Council approve COVID-19 related obligations, deferred costs, and recommended allocations as detailed in Appendix D to the report (June 27, 2022) from the Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve a budget transfer of $17.524 million from Other Corporate Expenses Account to Toronto Transit Commission, related to the transfer of a City held provision towards settled Toronto Transit Commission Cost of Living Adjustments. 2. City Council approve a one-time temporary withdrawal of $43.700 million from the Child Care Capital Reserve Fund (XR1103) to offset the timing difference between expenditures reflected in 2021 and provincial funding reimbursement reflected in 2022 and authorize the return of $43.700 million to this reserve consistent with provincial funding related to the transfer payment received in 2022. 3. City Council approve COVID-19 related obligations, deferred costs, and recommended allocations as detailed in Appendix D.
EX34.15adopted
Capital Variance Report for the Four Months Ended April 30, 2022
The purpose of this report is to provide City Council with the City of Toronto capital spending for the four month period ended April 30, 2022, as well as projected expenditures to December 31, 2022. Furthermore, this report seeks Council's approval for in-year budget adjustments to the 2022 Approved Capital Budget and Plan. Table 1 below summarizes the City's 2022 actual capital expenditures compared with the 2022 approved capital budget for the period ended April 30, 2022 as well as the projected expenditures by December 31, 2022. Table 1 : Capital Variance Summary Table 1 Corporate Capital Variance Summary for the Period Ended April 30, 2022 2022 Approved Budget* 2022 4M Actual Expenditures 2022 Projected YE Expenditures $M $M % $M % City Operations 2,089 243 11.6% 1,555 74.4% Agencies 1,851 255 13.8% 1,562 84.4% Tax Supported: 3,940 497 12.6% 3,117 79.1% Rate Supported: 1,555 171 11.0% 1,282 82.4% TOTAL 5,495 669 12.2% 4,400 80.1% * Note: Includes 2021 carry forward funding The City's actual capital spending in the first four months is $668.8 million or 12.2% of the approved capital budget of the year. The projected spending rate of the year is 80.1% by year-end. Both the year-to-date spending and the year-end projection reflect the capital spending impacts resulting from paused 2022 capital projects, pending confirmation of full 2022 COVID-19 support funding from the federal and provincial governments, to ensure the City maintains a balanced 2022 Operating Budget while addressing the financial impacts continuing to arise from the pandemic. Potential impact from the inter-governmental funding shortfall The City continues to actively engage with Federal and Provincial counterparts at all levels to secure continued COVID-19 funding support. From March 2020 to year-end 2021, the City has benefited from nearly $2.9 billion in COVID-19 related emergency funding commitments from the federal and provincial governments, with additional estimated $525 million in funding support in 2022.The remaining 2022 COVID-19 related funding gap is currently estimated to be $875 million, however the gap decreases to $815 million if the City receives the continued full reimbursement of public health costs. In the event that continued COVID-19 funding is not forthcoming or adequate to fully address the financial impacts arising from the pandemic, the City's capital program will be materially impacted. In such case, a draw of up to $515 million from the City's COVID-19 Backstop and a $300 million reduction to the 2022 Capital Budget would be required to ensure the City maintains a balanced 2022 Operating Budget while addressing the financial impacts continuing to arise from the pandemic. Delays in receiving funding commitments will continue to impact the City's ability to award and deliver capital projects in 2022. Programs and Agencies have already begun preparing for the potential reduction to their capital budgets, and at this stage have identified or committed a total of $260 million of projects that are either paused or can be reduced as a result of 2022 underspending. Below are the main areas with the largest reductions accommodated (see appendix 6): - TTC plans to reduce a total of $87.0 million, and is in the process of compiling a final list of capital projects which will be directly impacted, based on the $241.7 million in total projected 2022 underspending as detailed in Appendix 5. - Transportation Services has identified $87.0 million in 2022 projected underspending based on paused capital projects, mainly impacting transportation infrastructure rehabilitation projects. Projected underspending by project is detailed in Appendix 6. - Corporate Real Estate Management has identified $34.2 million in reductions on capital projects, mainly impacting state of good repair projects across various locations. - Parks, Forestry and Recreation has identified $27.7 million in reductions on capital projects, mainly impacting park site rehabilitation and state of good repair projects for various buildings and structures. High inflation and global supply chain challenges continue to increase the cost escalation on capital project delivery. As well, a steep rise in prevailing interest rates has been increasing capital financing costs for new debt issuances. With the increasing financial pressure added to the uncertainty of the intergovernmental funding commitments, the projected spend rate continues to be impacted in 2022. Despite the challenges mentioned, the City will continue to plan annual capital projects in line with both affordability and achievability, based on the historical actual capacity and in consideration of emerging challenges such as inflationary impacts and supply chain disruptions. The strategy is to build on improvements experienced to date and improve the capital spend rate in future years; fully utilizing approved funding and enabling any excess funding capacity to support additional capital priorities, while promoting realistic capacity to spend in light of external factors and challenges.
The Executive Committee recommends that: 1. City Council approve in-year budget adjustments to the 2022-2031 Approved Capital Budget and Plan as detailed in Appendix 4 to the report (June 27, 2022) from the Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve in-year budget adjustments to the 2022-2031 Approved Capital Budget and Plan as detailed in Appendix 4.
EX34.16adopted
Operating Variance Report for the Four Months Ended April 30, 2022
The purpose of this report is to provide City Council with the Operating Variance for the four months ended April 30, 2022 as well as projections to year-end. This report also requests City Council's approval for amendments to the 2022 Approved Operating Budget that have no impact on the City's 2022 Approved Net Operating Budget. In 2022, the City continues to experience significant and unprecedented financial impacts, both in the form of added costs and revenue losses as a direct result of the COVID-19 pandemic. As a result, the 2022 Operating Budget was balanced based on the expectation of continued COVID-19 support funding from the Government of Canada and Province of Ontario with a total amount of $1.4 billion. It is currently estimated that $525 million in 2022 COVID-19 support funding has been secured resulting in a $875 million COVID-19 funding shortfall in 2022. When including further funding expectations of $60 million for the anticipated but not yet committed Provincial reimbursement of extraordinary COVID-19 related Public Health costs, the remaining 2022 COVID-19 funding shortfall is further reduced to $815 million. Table 1 below details the budgeted 2022 City-wide COVID-19 related financial impacts against secured and assured COVID-19 support funding; and the resulting financial position that is reflected in the year-end variance projections: Table 1: 2022 Anticipated COVID-19 Financial Impacts Description $Millions 2022 Budget Estimated Fed/Prov Funding Remaining 2022 Shortfall COVID-19 Impacts Transit* 561 438 123 Shelters 288 87 201 Other Municipal Pressures 491 491 Public health 60 60 Total COVID-19 Impacts 1,400 525 875 Further Funding Assumptions Assumed Reimbursement of Public Health Costs (60) Adjusted remaining COVID-19 Funding Shortfall 815 *Reflects preliminary City allocation estimate of transit funding commitments For details regarding expected COVID funding from other levels of governments as well as the current status of committed funding, refer to the following report titled "2022 COVID-19 Intergovernmental Funding Update" submitted to the City Council in May: https://www.toronto.ca/legdocs/mmis/2022/cc/bgrd/backgroundfile-225633.pdf Tax Supported Programs: The following table summarizes the projected year-end financial position of the City's Tax Supported Operations as of April 30, 2022. Table 2: Tax Supported Operating Variance Summary Variance ($M) Favourable / (Unfavourable) 2022 April YTD 2022 Year-End Projection Budget Actual Var Budget Actual Var Tax Supported Operating Variance Summary City Operations 949.7 971.7 (22.0) 2,992.3 3,078.6 (86.3) Agencies 1,049.3 988.1 61.2 2,971.9 2,888.9 83.1 Corporate Accounts (636.6) (294.3) (342.3) (1,319.0) (491.8) (827.3) Total Variance 1,362.3 1,665.5 (303.1) 4,645.2 5,475.7 (830.5) Less Toronto Building 0.0 (3.4) 3.4 (16.1) (30.8) 14.7 Less City Planning 3.0 (2.1) 5.1 13.3 1.4 12.0 Total Variance-Excluding Toronto Building/City Planning 1,359.3 1,670.9 (311.6) 4,648.0 5,505.1 (857.1) % of Gross Budget 8.2% 6.5% Four Month Year-to-Date and Projected Year-End Spending Results: As noted in Table 2 above, for the four months ended April 30, 2022, Tax Supported Operations experienced an unfavourable net variance of $311.6 million or 8.2% of planned expenditures adjusted for Toronto Building and City Planning. It is important to note that the April 30th experience is a snapshot in time and the year-end projection is based on current and expected future impacts. The continued impact of COVID-19 and any deviation from expectations to year end will impact variance projections. Any changes will be reflected in variance reporting for the twelve months ending December 31, 2022. For year-end, the City is projecting an unfavourable variance of $857.1 million or 6.5% of the 2022 Gross Operating Budget, adjusted for Toronto Building and City Planning. The projected unfavourable variance is predominantly attributed to the $815 million COVID-19 funding shortfall, coupled with greater than budgeted COVID-19 related pressures in Fire Services and Shelter Services, in addition to refugee response costs which have been further impacted by supports provided to those affected by the ongoing crisis in Ukraine; and additional pressures experienced in Transportation Services associated winter maintenance. Rate Supported Programs: Rate Supported Programs reported a favourable year-to-date net variance of $20.4 million. The favourable variance is attributed to positive revenue variances in Solid Waste Management creating a net variance of $19.1 million and lower spending in Toronto Water, compared to budget creating a net variance of $2.7 million. Rate Supported Programs are funded entirely by the user fees that are used to pay for the services provided and the infrastructure to deliver them. Solid Waste Management Services and Toronto Water's respective year-end surpluses, if any, must be transferred to the Wastewater and Water Stabilization Reserves and Waste Management Reserve Fund, respectively, to finance capital investments and ongoing capital repairs and maintenance Table 3: Rate Supported Operating Variance Summary Variance ($M) Favourable / (Unfavourable) 2022 April YTD 2022 April YTD Budget Actual Var Budget Actual Var Solid Waste Management Services (20.2) (39.3) 19.1 0 (15.1) 15.1 Toronto Parking Authority (1.5) 0 (1.5) (14.4) (15.1) 0.7 Toronto Water (69.1) (71.8) 2.7 0 (18.9) 18.9 Total Variance (90.8) (111.1) 20.4 (14.4) (49.1) 34.7
The Executive Committee recommends that: 1. City Council acknowledge the projected unfavourable year-end operating variance attributed to the COVID-19 financial impacts and remaining funding shortfall, absent of any further federal and provincial COVID-19 funding support. 2. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to the report (June 27, 2022) from the Chief Financial Officer and Treasurer to amend the 2022 Approved Operating Budget, with no impact on the Net Operating Budget of the City.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council acknowledge the projected unfavourable year-end operating variance attributed to the COVID-19 financial impacts and remaining funding shortfall, absent of any further federal and provincial COVID-19 funding support. 2. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D to amend the 2022 Approved Operating Budget, with no impact on the Net Operating Budget of the City.
EX34.17adopted
Annual Report on City's Loan and Loan Guarantee Portfolios
This report provides an annual update on the City's loan and loan guarantee portfolios, along with the details associated with each of the credit arrangements. Under existing policies, as at December 31, 2021, the City has guaranteed operating lines of credit amounting to approximately $6 million, and almost $59 million in capital loans. In addition, the City has an outstanding amount of $48 million in direct loans to City agencies and corporations which contribute to the financing of projects that create or enhance municipal capital facilities. None of these loans were in default during this reporting period. One loan of approximately $12 million to the Bloor Street Transformation Project was fully repaid during this period. Regular monitoring makes it possible to identify potential financial risks, and to take action to avoid or mitigate potential losses. This report recommends a three-year term extension (to 2025) of an outstanding capital loan of $4.048 million to Lakeshore Arena Corporation. This entity is currently undertaking a strategic planning exercise, the result of which may result in a recommended restructuring of outstanding loan balances, and therefore it is prudent to allow for the completion of this exercise before undertaking any third-party refinancing. Additionally, this report recommends the provision of a letter of guarantee by the City, on behalf of Toronto Seniors Housing Corporation, to OMERS. This letter of guarantee would be for up to 120 days of projected employer and employee OMERS contributions to be made by TSHC, currently estimated at $1.34 million, plus associated costs.
The Executive Committee recommends that: 1. City Council approve the renewal of the outstanding capital loan issued by the City to the Lakeshore Arena Corporation in the amount of $4,047,660 (interest payments only) for a three-year period commencing on November 1, 2022 and ending October 31, 2025. 2. City Council authorize the Chief Financial Officer and Treasurer to execute on behalf of the City a letter of guarantee, in a form approved by the City Solicitor, guaranteeing the due and punctual payment to the OMERS Sponsors Corporation (OMERS) of all obligations owing by the Toronto Seniors Housing Corporation to OMERS arising from the Toronto Seniors Housing Corporation's obligation to pay employer and employee contributions to OMERS in respect of the employees employed by the Toronto Seniors Housing Corporation who are members in the OMERS pension plan(s) upon a failure by the Toronto Seniors Housing Corporation to remit such contributions when due for 120 consecutive days; and direct the Chief Financial Officer and Treasurer to review the continuing need for such guarantee every five years.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve the renewal of the outstanding capital loan issued by the City to the Lakeshore Arena Corporation in the amount of $4,047,660 (interest payments only) for a three-year period commencing on November 1, 2022 and ending October 31, 2025. 2. City Council authorize the Chief Financial Officer and Treasurer to execute on behalf of the City a letter of guarantee, in a form approved by the City Solicitor, guaranteeing the due and punctual payment to the OMERS Sponsors Corporation (OMERS) of all obligations owing by the Toronto Seniors Housing Corporation to OMERS arising from the Toronto Seniors Housing Corporation's obligation to pay employer and employee contributions to OMERS in respect of the employees employed by the Toronto Seniors Housing Corporation who are members in the OMERS pension plan(s) upon a failure by the Toronto Seniors Housing Corporation to remit such contributions when due for 120 consecutive days; and direct the Chief Financial Officer and Treasurer to review the continuing need for such guarantee every five years.
EX34.18adopted
The City of Toronto (City) maintains balances that will be recognized as revenues in future years, in addition to reserves and discretionary reserve funds that are intended to support the City's future activities. This report provides balances for deferred revenues (obligatory reserve funds), and reserves and discretionary reserve funds as at December 31, 2021. As at December 31, 2021, the City reported $9,013.5 million in total deferred revenues (obligatory reserve funds), and reserves and discretionary reserve funds, which represents an increase of $1,427.7 million from the December 31, 2020 balance of $7,585.8 million. These balances are subject to annual changes based on amounts received from third parties, recognition of revenue based on meeting the obligations of third party agreements and revenue recognition principles, and transfers between funds as authorized by City Council (Council). A total of 94.9% of the City's deferred revenues, and reserves and discretionary reserve funds are fully committed, with the breakdown of the total balance as follows: - Committed funds included in the City's deferred revenues (obligatory reserve funds), or in support of legislated, contractually bound or Council-directed activities ($7,909.2 million); - Committed funds for capital costs and pressures on rate-based activities ($644.8 million); and - Uncommitted funds of $459.5 million, or 5.1% of the total balance, are available to respond to various unanticipated costs and to stabilize various funding sources, including the tax base.
The Executive Committee: 1. Received the report (June 27, 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.
EX34.19adopted
Property Taxes: 2023 Interim Levy By-Law
This report recommends the adoption of the 2023 interim levy and requests authority to introduce the necessary by-law at the inaugural meeting of Council on November 16 and 17, 2022. The 2023 interim levy will raise approximately $2.44 billion for City purposes, and will provide for the cash requirements of the City until such time as the 2023 Operating Budget and 2023 final property tax levy are approved by Council.
The Executive Committee recommends that: 1. City Council authorize that the 2023 interim levy for all property classes be based on 50 per cent of the total 2022 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2022 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) installment pre-authorized tax payment plan be: February 15, March 15, April 17, May 15, and June 15, 2023; b. the interim bill payment due date for the two (2) installment pre-authorized tax payment plan be March 1, 2023; and c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 1, April 3, and May 1, 2023. 4. City Council grant authority to introduce the necessary bill in Council on November 16 and 17, 2022, providing for the levy and collection of the 2023 interim taxes prior to the adoption of the estimates for 2023, which by-law, when enacted, will be effective as of January 1, 2023.
Staff recommendation as filed
The Controller recommends that: 1. City Council authorize that the 2023 interim levy for all property classes be based on 50 per cent of the total 2022 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2022 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) installment pre-authorized tax payment plan be: February 15, March 15, April 17, May 15, and June 15, 2023; b. the interim bill payment due date for the two (2) installment pre-authorized tax payment plan be March 1, 2023; and c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 1, April 3, and May 1, 2023. 4. City Council grant authority to introduce the necessary bill in Council on November 16 and 17, 2022, providing for the levy and collection of the 2023 interim taxes prior to the adoption of the estimates for 2023, which by-law, when enacted, will be effective as of January 1, 2023.
EX34.20adopted
Review of Property Tax, Water and Solid Waste Relief Programs
This report is in response to motion 12a adopted by Council through item "EX30.2: Capital and Operating Budgets". This report reviews the Property Tax, Water and Solid Waste Relief programs for low-income seniors and persons with disabilities and summarizes recent changes to the program and proactive efforts taken by the City to address possible barriers to participation into the program, related fees and the timing of posting information and forms. Revenue Services has proactively made changes to reduce any potential barriers and ensure equity and access to the Property Tax, Water and Solid Waste Relief programs for low-income seniors and persons with disabilities. Some of these initiatives include the implementation of an online application portal and automated income verification with the Canada Revenue Agency (CRA), amending the eligibility criteria on household income for individuals that own the property with the applicant but do not live at the property, and automatic increases to the income thresholds to keep up with inflation. Throughout the COVID-19 pandemic, the City has extended the application deadline by two months to the end of October. To further increase awareness of the relief programs, the City has engaged in targeted demographic advertising campaigns in community newspapers, radio, websites and social media platforms regularly visited by those over the age of 55. Revenue Services is also involved with the Seniors Strategy Accountability Table to continue to build on program awareness, communications and direct interactions.
The Executive Committee recommends that: 1. City Council receive the report (June 22, 2022) from the Controller for information.
Staff recommendation as filed
The Controller recommends that: 1. City Council receive this report for information.
EX34.21amended
This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2022 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, totalling approximately $7.05 million in taxation revenue, of which the municipal share is $6.54 million and the provincial education share is $0.51 million. The 2022 levy total remains unchanged from the 2021 levy total of $7.05 million (with a $6.54 million municipal share and a provincial education share of $0.51 million). For 2022, the property tax rates for railway rights-of-way and hydro corridors remain unchanged from 2021. Taxation of railway lands varies across Canada, with some provinces utilizing a per-acre rate for railway lands, and most western provinces using tonnage per linear kilometre rates. In Ontario, per-acre rates are not increased annually. From 2005 to 2016 railway rates remained static, followed by modest rate increases in 2017 and again in 2018, with no rate increases since. If railway and hydro rates had been indexed to inflation to reflect increases in the Consumer Price Index in each year since 2005, an additional $3M would be generated from the levy in 2022, including an increase in the municipal portion of revenues of approximately $1.4 million.
The Executive Committee recommends that: 1. City Council authorize the levy and collection of taxes for the 2022 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, in accordance with subsection 280 (1) of the City of Toronto Act, 2006 and subsection 257.7 (1) of the Education Act. 2. City Council request the Province of Ontario to enact regulations to prescribe a levy on Railway Roadway and Rights of Way and on Power Utility Transmission and Distribution Corridors for the 2022 taxation year, reflecting inflationary increases since 2018 when the current rates were reached.
Staff recommendation as filed
The Controller recommends that: 1. City Council authorize the levy and collection of taxes for the 2022 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, in accordance with subsection 280 (1) of the City of Toronto Act, 2006 and subsection 257.7 (1) of the Education Act.
EX34.22amended
2022 Heads and Beds Levy on Institutions
This report requests Council authority to adopt a by-law to levy amounts for the 2022 taxation year for colleges and universities, public hospitals, and correctional facilities (the "institutions"), totalling $19.1 million (annual "Heads and Beds" levy). If the rates had been increased to reflect increases in the Consumer Price Index in each year from 1987 to 2022 (such that the 2022 rate would be $160.23 for each full time student, provincially rated bed, or resident place), an additional $21.7 million in tax revenue would be received in 2022.
The Executive Committee recommends that: 1. City Council authorize the levy and collection of amounts for the 2022 taxation year on colleges and universities, public hospitals, and correctional facilities as authorized by Section 285 of the City of Toronto Act, 2006 and City Council direct that the maximum prescribed amount of $75 be applied per provincially rated hospital bed, full time student, or resident place as prescribed by Ontario Regulation 121/07. 2. City Council forward the Item to the Premier of Ontario and the Ontario Minister of Finance and request the Province to increase the $75.00 levy annually by the rate of inflation.
Staff recommendation as filed
The Controller recommends that: 1. City Council authorize the levy and collection of amounts for the 2022 taxation year on colleges and universities, public hospitals, and correctional facilities as authorized by Section 285 of the City of Toronto Act, 2006 and City Council direct that the maximum prescribed amount of $75 be applied per provincially rated hospital bed, full time student, or resident place as prescribed by Ontario Regulation 121/07.
EX34.23adopted
The purpose of this report is to amend City Council's Procedures with respect to the date of the first meeting of City Council and to reflect the subjects for which City Council may or shall close a meeting to the public. These amendments incorporate changes to the Municipal Elections Act, 1996 and the City of Toronto Act, 2006.
The Executive Committee recommends that: 1. City Council amend Municipal Code Chapter 27, Council Procedures, Section 5.1 by deleting subsection A. and adding a new subsection A: Subject to the Act and any other applicable legislation, Council holds its first meeting on the first Wednesday after the commencement of the Term of Council. 2. City Council amend Municipal Code Chapter 27, Council Procedures, Section 5.15 by replacing the existing subsection 5.15A with the following: A. Subjects for closed meetings. (1) Council or a committee may close a meeting to the public to discuss the following: (a) Security of the City's or a local board's property; (b) Personal matters about an identifiable individual, including City or local board employees; (c) A proposed or pending land acquisition for City or agency purposes; (d) Labour relations or employee negotiations; (e) Litigation or potential litigation, including matters before administrative tribunals, affecting the City or a local board; (f) Receiving advice that is subject to solicitor-client privilege, including communications necessary for that purpose; (g) Information explicitly supplied in confidence to the City or local board by Canada, a province or territory or a Crown agency of any of them; (h) A trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the City or local board, 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; (i) A trade secret or scientific, technical, commercial or financial information that belongs to the City or local board and has monetary value or potential monetary value; (j) A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the City or local board; (k) Educating or training the members, provided that no member discusses or otherwise deals with any matter that materially advances the business or decision-making of the City, local board or committee; or, (l) A matter for which Council, a board, a committee or other body has authorized a meeting to be closed under another Act. (2) Council or a committee shall close a meeting to the public to discuss the following: (a) A request under the Municipal Freedom of Information and Protection of Privacy Act; or, (b) An ongoing investigation respecting the City, a local board or a city-controlled corporation by: (1) the Ombudsman appointed under the Ombudsman Act, (2) the City's Ombudsman; or, (3) the City's Open Meeting investigator.
Staff recommendation as filed
The City Clerk recommends that: 1. City Council amend Municipal Code Chapter 27, Council Procedures, Section 5.1 by deleting subsection A. and adding a new subsection A: Subject to the Act and any other applicable legislation, Council holds its first meeting on the first Wednesday after the commencement of the Term of Council. 2. City Council amend Municipal Code Chapter 27, Council Procedures, Section 5.15 by replacing the existing subsection 5.15A with the following: A. Subjects for closed meetings. (1) Council or a committee may close a meeting to the public to discuss the following: (a) Security of the City's or a local board's property; (b) Personal matters about an identifiable individual, including City or local board employees; (c) A proposed or pending land acquisition for City or agency purposes; (d) Labour relations or employee negotiations; (e) Litigation or potential litigation, including matters before administrative tribunals, affecting the City or a local board; (f) Receiving advice that is subject to solicitor-client privilege, including communications necessary for that purpose; (g) Information explicitly supplied in confidence to the City or local board by Canada, a province or territory or a Crown agency of any of them; (h) A trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the City or local board, 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; (i) A trade secret or scientific, technical, commercial or financial information that belongs to the City or local board and has monetary value or potential monetary value; (j) A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the City or local board; (k) Educating or training the members, provided that no member discusses or otherwise deals with any matter that materially advances the business or decision-making of the City, local board or committee; or, (l) A matter for which Council, a board, a committee or other body has authorized a meeting to be closed under another Act. (2) Council or a committee shall close a meeting to the public to discuss the following: (a) A request under the Municipal Freedom of Information and Protection of Privacy Act; or, (b) An ongoing investigation respecting the City, a local board or a city-controlled corporation by: (1) the Ombudsman appointed under the Ombudsman Act, (2) the City's Ombudsman; or, (3) the City's Open Meeting investigator.
EX34.24adopted
Authority to Accept Federal Funding for a COVID-19 Recovery Celebration and Commemoration Program
On June 20, 2022, the City of Toronto was confirmed as a successful recipient of Federal funding from the Department of Canadian Heritage as part of the Celebration and Commemoration Program - Reopening Fund. City staff applied for this grant funding to help support a program of commemorative and celebratory activities as Toronto recovers from the COVID-19 pandemic. Council authority for applications that support COVID-19 business and culture recover initiatives was provided to City staff in June 2021. To that end, this report provides details about this successful application and the program to be funded, and seeks Council approval to develop and deliver celebration and commemoration programs funded by the successful grant application in the amount of $1.44 million The new COVID-19 Recovery Celebration and Commemoration Program (official program name to be confirmed) will be co-led by the City Clerk's Office and the Economic Development and Culture (EDC) division, and will provide an opportunity for Toronto residents to participate in various commemorative and celebratory activities as Toronto recovers from the COVID-19 pandemic; program beginning in November, 2022 running through March, 2023.
The Executive Committee recommends that: 1. City Council authorize the City Clerk and the General Manager, Economic Development and Culture, to enter into and administer a funding agreement with the Department of Canadian Heritage to receive $1,440,000 for the establishment of a COVID-19 Recovery Celebration and Commemoration Program. 2. City Council authorize the City Clerk and the General Manager, Economic Development and Culture, to establish and execute commemoration and celebration activities as part of the COVID-19 Recovery Celebration and Commemoration Program, and as Toronto recovers from the COVID-19 pandemic. 3. City Council authorize the City Clerk and the General Manager, Economic Development and Culture, to provide grants and/or enter into any agreements necessary to provide the funds to organizations or individuals to carry out commemoration and celebration activities consistent with the goals of the Celebration and Commemoration Program - Re-opening Fund. 4. City Council increase the 2022 Council Approved Operating Budget for Economic Development and Culture by $991,325 gross, $0 net, fully funded by the Department of Canadian Heritage grant to begin delivery of the COVID-19 Recovery Celebration and Commemoration Program. 5. City Council increase the 2022 Council Approved Operating Budget for City Clerk's Office by $134,333 gross, $0 net, fully funded by the Department of Canadian Heritage grant to begin delivery of the COVID-19 Recovery Celebration and Commemoration Program.
Staff recommendation as filed
The City Clerk and the Interim General Manager, Economic, Development and Culture recommend that: 1. City Council authorize the City Clerk and the General Manager, Economic Development and Culture, to enter into and administer a funding agreement with the Department of Canadian Heritage to receive $1,440,000 for the establishment of a COVID-19 Recovery Celebration and Commemoration Program. 2. City Council authorize the City Clerk and the General Manager, Economic Development and Culture, to establish and execute commemoration and celebration activities as part of the COVID-19 Recovery Celebration and Commemoration Program, and as Toronto recovers from the COVID-19 pandemic. 3. City Council authorize the City Clerk and the General Manager, Economic Development and Culture, to provide grants and/or enter into any agreements necessary to provide the funds to organizations or individuals to carry out commemoration and celebration activities consistent with the goals of the Celebration and Commemoration Program - Re-opening Fund. 4. City Council increase the 2022 Council Approved Operating Budget for Economic Development and Culture by $991,325 gross, $0 net, fully funded by the Department of Canadian Heritage grant to begin delivery of the COVID-19 Recovery Celebration and Commemoration Program. 5. City Council increase the 2022 Council Approved Operating Budget for City Clerk's Office by $134,333 gross, $0 net, fully funded by the Department of Canadian Heritage grant to begin delivery of the COVID-19 Recovery Celebration and Commemoration Program.
EX34.25adopted
This report seeks City Council authorization for an amendment to the terms and conditions of the agreement of purchase and sale for City's acquisition of an industrial property (the "Property") for the future site of a new Toronto Transit Commission ("T.T.C.") garage and maintenance facility (the "10th Garage"), as originally approved by City Council in December 2021 through item CC38.19. The Property is considered to be a strategic acquisition that aligns with the T.T.C.'s Capital Investment Plan 2021-2035, T.T.C.'s Real Estate Investment Plan, CreateTO's Industrial Portfolio Strategy, and the Council-adopted Strategic Acquisition Policy under City-Wide Real Estate model, providing a new opportunity for the City to acquire additional industrial lands at the Property for municipal purposes. Confidential Attachment 1 to this report includes updates to the financial impact, the revised terms and conditions of the agreement of purchase and sale, and plans for the redevelopment and management of the Property for T.T.C. and City purposes.
The Executive Committee recommends that: 1. City Council authorize the Deputy City Manager, Corporate Services, to execute an amendment to the agreement of purchase and sale, and any additional or ancillary agreements or amendments thereto required for the acquisition of the property identified in Confidential Attachment 1 to the report (June 27, 2022) from the Executive Director, Corporate Real Estate Management, substantially on the revised terms and conditions outlined in Confidential Attachment 1 to the report (June 27, 2022) from the Executive Director, Corporate Real Estate Management, and on such terms and conditions as may be acceptable to the Deputy City Manager, Corporate Services and the Executive Director, Corporate Real Estate Management, and in a form satisfactory to the City Solicitor. 2. City Council increase the 2022-2031 Council Approved Capital Budget and Plan for Corporate Real Estate Management by the amount set out in Confidential Attachment 1 to the report (June 27, 2022) from the Executive Director, Corporate Real Estate Management, under capital project account (CCA226-01) "Strategic Property Acquisitions", funded from the Land Acquisition Reserve Fund (XR1012) to support the acquisition of the property identified in Confidential Attachment 1 to the report (June 27, 2022) from the Executive Director, Corporate Real Estate Management. 3. City Council authorize the public release of Confidential Attachment 1 to the report (June 27, 2022) from the Executive Director, Corporate Real Estate Management, following the later of April 30, 2023 or the closing of any purchase transaction and any other related ancillary agreements. 4. City Council forward the Item and Confidential Attachment 1 to the report (June 27, 2022) from the Executive Director, Corporate Real Estate Management to the CreateTO Board and the Toronto Transit Commission Board for their information and City Council request the CreateTO Board and the Toronto Transit Commission Board to keep Confidential Attachment 1 to the report (June 27, 2022) from the Executive Director, Corporate Real Estate Management confidential until the conditions specified in Recommendation 3 above are met.
Staff recommendation as filed
The Executive Director, Corporate Real Estate Management recommends that: 1. City Council authorize the Deputy City Manager, Corporate Services, to execute an amendment to the agreement of purchase and sale, and any additional or ancillary agreements or amendments thereto required for the acquisition of the property identified in Confidential Attachment 1 to this report, substantially on the revised terms and conditions outlined in Confidential Attachment 1 to this report, and on such terms and conditions as may be acceptable to the Deputy City Manager, Corporate Services and the Executive Director, Corporate Real Estate Management, and in a form satisfactory to the City Solicitor. 2. City Council increase the 2022-2031 Council Approved Capital Budget and Plan for Corporate Real Estate Management by the amount set out in Confidential Attachment 1 to this report, under capital project account (CCA226-01) "Strategic Property Acquisitions", funded from the Land Acquisition Reserve Fund (XR1012) to support the acquisition of the property identified in Confidential Attachment 1 to this report. 3. City Council authorize the public release of Confidential Attachment 1 to this report, following the later of April 30, 2023 or the closing of any purchase transaction and any other related ancillary agreements. 4. City Council forward the Item and Confidential Attachment 1 to this report from the Executive Director, Corporate Real Estate Management to the CreateTO Board and the Toronto Transit Commission Board for their information and request the Boards to keep Confidential Attachment 1 confidential until the conditions specified in Recommendation 3 above are met.