Executive Committee
The full agenda, as filed
All 31 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 31Show 2550100all
EX7.1amended
Tenants First is implementing a plan in which Toronto Community Housing Corporation focuses on being a social housing landlord, where buildings are in a good state of repair, and tenants are connected to appropriate services. As part of the Tenants First Phase One Implementation Plan, Council tasked Tenants First to review governance, mandate and accountability for Toronto Community Housing Corporation's key business areas. This report recommends changes to the governance of Toronto Community Housing Corporation's business areas to increase its collaboration with the City, while also increasing City oversight of its activities, mitigating legal and financial risk, containing costs, and minimizing disruption to tenants. Specifically, this report recommends City Council approve in principle the creation of a new, City-owned seniors housing corporation whose mandate is to operate 14,000 units in 83 seniors-designated Toronto Community Housing Corporation buildings. This recommendation is subject to the results of a due diligence process. It also recommends that the City and Toronto Community Housing Corporation in partnership with the Toronto Central Local Health Integration Network begin implementation in 2020 of the co-developed integrated service model in 10 seniors-designated buildings to improve services to senior tenants. Toronto Community Housing Corporation will remain a City corporation whose mandate is to operate the 43,000 units in mixed and family buildings. This report provides an overview of the work to clarify the Corporation's core mandate, including six focus areas identified as joint responsibilities of the City and Toronto Community Housing Corporation. This work will be finalized in 2020 and inform the update of the Shareholder Direction. As part of the work to redefine Toronto Community Housing Corporation's core mandate, this report recommends that City Council approve in principle the transfer of Toronto Community Housing Corporation's real estate development functions to CreateTO and/or the City in alignment with the City-wide real estate model. This recommendation is subject to the results of a due diligence process. As a critical step in a new accountability framework, the report recommends City Council approve the creation of a City Housing Corporation relationship unit to better coordinate the City's relationship with Toronto Community Housing Corporation and the future seniors housing corporation. This City-staffed relationship unit will provide strategic oversight of the corporations, support the Seniors Services and Long-Term Care division to provide oversight for the delivery of the integrated service model in seniors housing and support Shelter, Support and Housing Administration to enhance their Service Manager's role under the Housing Services Act. The transformation of Toronto Community Housing Corporation is a long-term process. This report recommends critical steps in transforming the governance, legal structure, mandate, and accountability framework for both seniors housing and the mixed and family portfolios. The recommendations in this report focus Toronto Community Housing Corporation on its core mandate of delivering services to tenants in mixed and family buildings, through creating a separate seniors housing corporation, and consolidating revitalization expertise in CreateTO. Work also continues on the process to transfer the scattered housing portfolio to not-for-profit providers.
The Executive Committee recommends that: Creation of New Seniors Housing Corporation 1. City Council approve in principle the establishment under section 148 of the City of Toronto Act, 2006, of a wholly-owned City services corporation to manage and operate Toronto Community Housing Corporation's 83 seniors-designated buildings, as listed in Attachment 1 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services, and City Council direct the Deputy City Manager, Community and Social Services, to complete a due diligence process to ensure an appropriate understanding of the legal, financial and labour implications and report back with the results of the due diligence process in the first part of 2020. Implementation of the Integrated Service Model 2. City Council, as sole shareholder, direct the Toronto Community Housing Corporation Board of Directors to direct the President and Chief Executive Officer, Toronto Community Housing Corporation to implement the integrated service model for seniors as described in Attachment 5 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services, beginning with 10 sites selected from the 83 designated seniors-designated buildings in 2020 in partnership with the City and the Toronto Central Local Health Integration Network until such time as the new City services corporation (referenced in Recommendation 1 above) is established. 3. City Council direct the Deputy City Manager, Community and Social Services, to oversee the implementation of the integrated service model for seniors beginning with 10 sites selected from the 83 designated seniors buildings in 2020 in partnership with Toronto Community Housing Corporation and the Toronto Central Local Health Integration Network and submit a business case as part of the 2020 budget for any additional resources and funding required. 4. City Council direct the General Manager, Seniors Services and Long-Term Care to develop and report to City Council in 2020 on a new accountability framework and a corresponding implementation plan for the integrated service model. 5. City Council request the Deputy City Manager Community and Social Services, in consultation with the President and Chief Executive Officer, Toronto Community Housing Corporation to pilot a modified integrated service model for implementation in the former seniors buildings identified in Attachment 2 to the report (May 2, 2018) from the Executive Director, Social Development, Finance and Administration in Item 2018.EX34.3 starting with 1901 Weston Road and 10 Glen Everest Road and to identify the required resources and timing schedule through the 2020 Budget Process. Creation of a City Housing Corporation Relationship Unit 6. City Council direct the Deputy City Manager, Community and Social Services, to design and implement a new accountability framework including the creation of a City Housing Corporation relationship unit reporting to the Deputy City Manager, Community and Social Services, that coordinates the City's relationship with Toronto Community Housing Corporation and the proposed seniors housing corporation. 7. City Council authorize the City Solicitor to augment internal resources as necessary by retaining external legal services specializing in: a. the establishment and governance of public service corporations and associated board governance to expedite the process of establishing and forming a wholly-owned City services corporation to manage and operate Toronto Community Housing's 83 seniors designated buildings; and b. legal, financial and labour implications of the transfer to Toronto Community Housing Corporation's real estate development functions to CreateTO on the City in alignment with the City-wide real estate model. Transition of Toronto Community Housing Corporation's Development Functions to CreateTO 8. City Council approve in principle the transfer of Toronto Community Housing Corporation's real estate development functions to CreateTO and/or the City in alignment with the City-wide real estate model, including infill housing opportunities, the functions related to treatment of property and property related transactions and direct the Deputy City Manager, Corporate Services, in consultation with the Chief Executive Officer, CreateTO and the Chief Executive Officer and President, Toronto Community Housing Corporation to complete a due diligence process to ensure an appropriate understanding of the legal, financial and labour implications of the transfer and report back by the end of 2019 with a transfer plan including governance. 9. City Council direct that all proposals relating to future revitalizations and redevelopment opportunities of Toronto Community Housing assets, including any demolition and reconstruction of multiple buildings and infill opportunities, be directed to the Executive Director, Housing Secretariat, for review and recommendation working, in consultation with the Chief Executive Officer, CreateTO and the Chief Planner and Executive Director, City Planning prior to being recommended to City Council for approval. 10. City Council, as sole shareholder, direct the Toronto Community Housing Corporation Board of Directors to direct the President and Chief Executive Officer, Toronto Community Housing Corporation to co-ordinate through the Executive Director, Housing Secretariat, who will work in consultation with the Deputy City Manager, Community and Social Services, Chief Executive Officer, CreateTO and the Chief Planner and Executive Director, City Planning, to identify opportunities for new affordable rental housing units on Toronto Community Housing Corporation lands through a program of infill construction. 11. City Council direct the Executive Director, Housing Secretariat, in consultation with the Chief Planner and Executive Director, City Planning and the Chief Executive Officer, CreateTO, to review potential infill projects on Toronto Community Housing Corporation lands on an accelerate basis through the Housing Now approval process. Continue to Transfer Uninhabitable Houses to Non-profit Organizations 12. City Council direct the City Manager to expedite the transfers of Toronto Community Housing Corporation Uninhabitable Houses by adding the houses listed in Confidential Attachment 1 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services to the list of Uninhabitable Houses approved by Council in 2018.EX34.3. 13. City Council direct the Executive Director, Housing Secretariat to work with the President and Chief Executive Officer, Toronto Community Housing Corporation and the Chief Executive Officer, CreateTO to meet with the current long term leaseholder of 45 Canyon, to explore all opportunities and options, including consideration of the transfer of land and/or air rights, to intensify the site with rental housing which will include consideration of providing an element of seniors housing [and/or affordable housing] on the property at 45 Canyon Road and report back to the Executive Committee by the fourth quarter of 2019. 14. City Council direct that Confidential Attachment 1 to the report (June 21, 2019) from the City Manager and the Deputy City Manager, Community and Social Services remain confidential in its entirety as it pertains to the security of the property of the municipality or one of its agencies or corporations.
Staff recommendation as filed
The City Manager and the Deputy City Manager, Community and Social Services, recommend that: Creation of New Seniors Housing Corporation 1. City Council approve in principle the establishment under section 148 of the City of Toronto Act of a wholly-owned City services corporation to manage and operate Toronto Community Housing Corporation's 83 seniors-designated buildings, as listed in Attachment 1, and direct the Deputy City Manager, Community and Social Services, to complete a due diligence process to ensure an appropriate understanding of the legal, financial and labour implications and report back with the results of the due diligence process in the first part of 2020. Implementation of the Integrated Service Model 2. City Council as sole shareholder direct the Toronto Community Housing Corporation Board of Directors to direct the President and Chief Executive Officer of Toronto Community Housing Corporation to implement the integrated service model for seniors as described in Attachment 5, beginning with 10 sites selected from the 83 designated seniors-designated buildings in 2020 in partnership with the City and the Toronto Central Local Health Integration Network until such time as the new City services corporation (referenced in Recommendation 1) is established. 3. City Council direct the Deputy City Manager, Community and Social Services, to oversee the implementation of the integrated service model for seniors beginning with 10 sites selected from the 83 designated seniors buildings in 2020 in partnership with Toronto Community Housing Corporation and the Toronto Central Local Health Integration Network and submit a business case as part of the 2020 budget for any additional resources and funding required. 4. City Council direct the General Manager, Seniors Services and Long-Term Care division, to develop and report to City Council in 2020 on a new accountability framework and a corresponding implementation plan for the integrated service model. Creation of a City Housing Corporation Relationship Unit 5. City Council direct the Deputy City Manager, Community and Social Services, to design and implement a new accountability framework including the creation of a City Housing Corporation relationship unit reporting to the Deputy City Manager, Community and Social Services, that coordinates the City's relationship with Toronto Community Housing Corporation and the proposed seniors housing corporation. Transition of Toronto Community Housing Corporation's Development Functions to CreateTO 6. City Council approve in principle the transfer of Toronto Community Housing Corporation's real estate development functions to CreateTO and/or the City in alignment with the City-wide real estate model, including infill housing opportunities, the functions related to treatment of property and property related transactions and direct the Deputy City Manager, Corporate Services, in consultation with the Chief Executive Officer of CreateTO and the Chief Executive Officer and President of Toronto Community Housing Corporation to complete a due diligence process to ensure an appropriate understanding of the legal, financial and labour implications of the transfer and report back by the end of 2019 with a transfer plan including governance. 7. City Council direct that all proposals relating to future revitalizations and redevelopment opportunities of Toronto Community Housing assets, including any demolition and reconstruction of multiple buildings and infill opportunities, be directed to the Executive Director, Housing Secretariat, for review and recommendation working, in consultation with CreateTO and City Planning prior to being recommended to City Council for approval. 8. City Council, as sole shareholder, direct the Toronto Community Housing Corporation Board of Directors to direct the President and Chief Executive Officer of Toronto Community Housing Corporation to co-ordinate through the Executive Director, Housing Secretariat, who will work in consultation with the Deputy City Manager, Community and Social Services, CreateTO and the Chief Planner and Executive Director, City Planning, to identify opportunities for new affordable rental housing units on Toronto Community Housing Corporation lands through a program of infill construction. 9. City Council direct the Executive Director, Housing Secretariat, in consultation with City Planning and CreateTO, to review potential infill projects on Toronto Community Housing Corporation lands on an accelerate basis through the Housing Now approval process. Continue to Transfer Uninhabitable Houses to Non-profit Organizations 10. City Council direct the City Manager to expedite the transfers of Toronto Community Housing Corporation Uninhabitable Houses by adding the houses listed in Confidential Attachment 1 to the list of Uninhabitable Houses approved by Council in 2018.EX34.3. 11. City Council direct that Confidential Attachment 1 to this report from the City Manager and Deputy City Manager, Community and Social Services remain confidential in its entirety as it pertains to the security of the property of the municipality or one of its agencies or corporations.
EX7.2amended
Protecting the Viability of Street Festivals - Response to Item MM5.17
On March 27, 2019, City Council adopted Motion MM5.17 Protecting the Viability of Street Festivals. The Motion directed the City Manager to meet with the Chief of Police to discuss policing costs and protocols for street festivals and to report to City Council in the second quarter of 2019 on possible solutions and strategies to reduce policing costs for street festivals while ensuring public safety. The Toronto Police Service Transformational Task Force final report, Action Plan: The Way Forward, included two recommendations that focus on a risk-based approach to policing at special events and overhauling paid duty services. The Toronto Police Service have begun to engage the City as they begin to implement these recommendations through on-going discussions lead by the Deputy City Manager of Infrastructure and Development Services. These discussions have identified that similar to the City and external stakeholders, the Toronto Police Service are also experiencing challenges related to security at special events and paid duty services. This report outlines several of the ongoing challenges facing the City, the Toronto Police Service and external stakeholders, such as enhanced security requirements and availability of paid duty officers. It also provides an overview of the continuing collaboration between the City and the Toronto Police Service to address these challenges and find solutions.
The Executive Committee recommends that: 1. City Council request the Deputy City Manager, Infrastructure and Development Services to: a. conduct a survey with the City's Business Improvement Areas, the organizers of major street festivals, staff from the Film and Entertainment Industries Unit of Economic Development and Culture and any other relevant stakeholders regarding issues associated with hosting and managing street festivals and major events across the City and report back on the results; and b. undertake an inventory to identify specifically those factors that have driven an increase in costs associated with evolving pressures including security or any other relevant issues concerning the management of street festivals and other large scale events across the City and report back to the December 11, 2019 meeting of Executive Committee with recommendations based on the issues that are identified in the survey and the inventory.
Staff recommendation as filed
The Deputy City Manager of Infrastructure and Development Services recommends that: 1. City Council receive this report for information.
EX7.3amended
Crescent Town Pedestrian Bridge Review
On November 17, 2018, a privately-owned, publicly-accessible bridge, in the City's Crescent Town neighbourhood, partially collapsed. Councillors and the public expressed concern that there had been a lack of timely action on the part of the City and property owners in response to complaints, investigations and enforcement related to the bridge, prior to the collapse. At its meeting of December 4, 2018, City Council adopted a Member's Motion directing the City Manager to examine the circumstances and actions of City staff related to the Crescent Town bridge and identify areas for improving public safety related to privately-owned, publicly-accessible bridges. This report responds to that City Council direction. Attached to this staff report is Internal Audit's review of how the City carried out its responsibilities related to the Crescent Town bridge. The review concluded that a number of factors contributed to the lack of timely action on the part of the City and property owners. The Internal Audit resulted in four recommendations; however, the report did not identify any misconduct. Toronto Building and Municipal Licensing and Standards are in agreement with and supports all of the recommendations resulting from the Internal Audit review. Toronto Building and Municipal Licensing and Standards are moving quickly to implement the Internal Audit recommendations and an implementation plan is outlined in this report. All of the recommendations are either complete or underway with full completion expected by the end of the year, in advance of the Internal Audit timeline. This report also responds to City Council's direction to consider options for an independent third-party review of the circumstances leading to the collapse of the bridge. Based on research and consideration of risks, costs, potential scope and efficacy, an independent third-party review is not recommended. The Internal Audit review recommendations will strengthen the safety of publicly-accessible, privately-owned bridges. It is not expected that a municipal judicial investigation would provide any further lessons than those which emerged from the Internal Audit review. Further, research suggests that municipal judicial investigations tend to be costly and time-consuming. This report has been prepared in consultation with the Chief Building Official and Executive Director, Toronto Building, City Solicitor, Executive Director, Municipal Licensing and Standards and Director, Internal Audit.
The Executive Committee recommends that: 1. City Council direct the Chief Building Official and Executive Director, Toronto Building and the Executive Director, Municipal Licensing and Standards to implement the recommendations contained in the Internal Audit Report, "Crescent Town Pedestrian Bridge Review" by the end of 2019. 2. City Council direct the Chief Building Official and Executive Director, Toronto Building and the Executive Director, Municipal Licensing and Standards to identify any additional areas where roles and responsibilities overlap, and revise any associated policies and procedures, in order to mitigate against future exposures. 3. City Council direct the Director, Internal Audit, and the Chief Building Official and Executive Director, Toronto Building, and the Executive Director, Municipal Licensing and Standards to hold a City-sponsored public meeting in Crescent Town in the third quarter of 2019 to: a. share the findings and recommendations of the Crescent Town Bridge Internal Audit Review; b. provide an update on Toronto Building and Municipal Licensing and Standards' implementation of the Internal Audit recommendations; and c. request the Toronto District School Board and Bleeman Holdings/Pinedale Properties to provide an update on the replacement plans for the bridge. 4. City Council request the Director, Internal Audit to review any additional documents or information provided by Janet Davis, former Member of Toronto City Council.
Staff recommendation as filed
The Deputy City Manager, Infrastructure and Development Services recommends that: 1. The Executive Committee receive this report for information.
EX7.4adopted
Office Optimization - Office Swing Space at Union Station
The purpose of this report is to seek approval of the plan to use Union Station East Wing floors 2, 3 and 4 (the "East Wing") as office space for the City and to invest in the base building obligations and fit-up requirements of the facility, allowing for the reduction of City office leases, securing of critical swing space to support future office optimization and modernization, resulting in the realization of operating cost savings. There is approximately 92,000 square feet of space in the East Wing of Union Station. A small portion of the space is currently being used by Union Station operations staff and as a construction site office for various construction projects active at the station, and is otherwise vacant and in need of base building and fit-up investments to support any type of future occupancy. After a third party review of potential use options for the space, and considering the City's priorities of achieving fiscal sustainability, it was determined that utilization of the East Wing as City office space would realize the highest value from the premises. As a result, in the near term, this report recommends utilizing the East Wing as City office space to achieve the following City benefits: - Unlocks value by repurposing underutilized, vacant City-owned space. - Rationalizes external City leases to reduce overall operating costs and improve fiscal sustainability. - Secures critical swing space in the downtown core, enabling further cost avoidance during office optimization and modernization projects versus leasing third party space. Corporate Services and CreateTO have identified five (5) locations where the City leases space from third party landlords at a cost to the City of approximately $2.5 million per year. These five (5) leases are scheduled to expire in 2020. By investing $20 million in base building and fit up costs, the City will be able to eliminate these five (5) City leases, consolidating them into Union Station East Wing to generate immediate cost savings and provide a significant return on investment. This will maximize the utility of the premises in the near term, and will be critical in enabling a broader office optimization plan, which will be brought forward to City Council in the third quarter of 2019. Beyond the initial five (5) leases coming to the end of their term in 2020, there are an additional twenty-five (25) City leases that are coming to the end of their terms over the next (eight) 8 years that will be rationalized, which represents additional opportunity to reduce operating costs associated with the City's office portfolio on a long-term and sustainable basis On a long-term basis, City staff will continue to explore other options for the East Wing, including considerations brought forward by the current head lessee to utilize the space as retail, attraction and/or other commercial and publicly accessible uses.
The Executive Committee recommends that: 1. City Council amend the 2019 - 2028 Approved Capital Budget and Plan for the Facilities, Real Estate, Environment and Energy program by adding a new capital project "Union Station East Wing" with total project cost of $20.0 million and cash flows of $2.5 million in 2019 and $17.5 million in 2020, to be funded by recoverable debt, repayable over 15 years, to complete base building and office fit-up work associated with Union Station East Wing. 2. City Council approve the plan from the Deputy City Manager, Corporate Services, to utilize Union Station East Wing on an interim basis to rationalize spaces leased by the City from third party landlords which expire in 2020 and serve as swing space for office modernization projects. 3. City Council, in accordance with Section 71-11.1C of Toronto Municipal Code Chapter 71, Financial Control, grant authority to amend Purchase Order Number 6030175 with NORR Limited, Architects and Engineers and increase the value of the contract by $850,000, net of all taxes and applicable charges, revising the current contract authority from $44,473,000, net of all taxes and applicable charges, up to a maximum value of $45,323,000, net of all taxes and applicable charges, to provide required additional base building architecture and engineering services for the East Wing Project.
Staff recommendation as filed
The Deputy City Manager, Corporate Services, recommends that: 1. City Council amend the 2019 - 2028 Approved Capital Budget and Plan for the Facilities, Real Estate, Environment and Energy program by adding a new capital project "Union Station East Wing" with total project cost of $20.0 million and cash flows of $2.5 million in 2019 and $17.5 million in 2020, to be funded by recoverable debt, repayable over 15 years, to complete base building and office fit-up work associated with Union Station East Wing. 2. City Council approve the plan from the Deputy City Manager, Corporate Services, to utilize Union Station East Wing on an interim basis to rationalize spaces leased by the City from third party landlords which expire in 2020 and serve as swing space for office modernization projects. 3. City Council, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law), grant authority to amend Purchase Order Number 6030175 with NORR Limited, Architects and Engineers and increase the value of the contract by $850,000, net of all taxes and applicable charges, revising the current contract authority from $44,473,000, net of all taxes and applicable charges, up to a maximum value of $45,323,000, net of all taxes and applicable charges, to provide required additional base building architecture and engineering services for the East Wing Project.
EX7.5amended
Planning Recreation Facilities for the Don Mills Communities
The purpose of this report is to provide a recommended approach for planning and building new recreation facilities that will best serve the existing and future communities located along Don Mills Road, specifically the communities located at: Don Mills Road and Lawrence Avenue East, Wynford Drive, and Don Mills Road and Eglinton Avenue East, and Flemingdon Park (Don Mills Corridor). The Don Mills Corridor is anticipated to grow by 25,000 residents, with approximately three quarters of this growth concentrated at the intersection of Eglinton Avenue East and Don Mills Road. This transformation is mainly attributed to the construction of the Eglinton Crosstown Light Rail Transit line as well as the approval of a new mixed-use community on the former Celestica Lands. Growth has intensified since the original approval of the Don Mills Centre (Shops at Don Mills) development in 2011, where 2,050 units were approved for this corridor. Between 2011 and 2018 an additional 12,650 units were approved. In total over 14,000 residential units are planned to date. Along with growth, new city building opportunities have also been secured with the provision of a large 2.26 hectare (5.58 acre) park on the Celestica Lands (844 Don Mills Road). In 2016 City Council approved this site as the new location for a twin-pad arena, replacing the existing single pad Don Mills Civitan Arena at Don Mills Centre. Planning and design for new community recreation centres has also evolved over the past 10 years. With the creation of new facilities such as the Pam McConnell Aquatic Facility, Regent Park Community Recreation Centre, and the York Community Recreation Centre, the City has set new facility design and programming best practices for new recreation centres that will be required to support our growing and changing communities across the city. City staff initiated a recreation planning review to determine how to best serve the current and future communities that will live along the Don Mills Corridor. City staff developed two community recreation facility options that were presented to the public throughout late February to June 2019. The first option was referred to as the "Preferred Facility," and proposes a large fully integrated 11,613 square metre (125,000 square feet) facility at the Celestica Lands, consisting of a twin-pad arena, multi-tank aquatic facility, full-size gymnasium with walking track, multi-purpose and amenity space. The second option, referred to as the "Alternate Proposal," included two smaller facilities: one 2,508 square metre (27,000 square foot) facility at the Don Mills Centre site, consisting of a full-size gym with walking track and multi-purpose and amenity space; and a second 9,290 square metre (100,000 square feet) facility at the Celestica Lands, consisting of a twin-pad arena, multi-tank aquatic facility and a few multi-purpose rooms. Extensive public consultation has been undertaken with more than 525 residents and stakeholders through focused stakeholder meetings, pop-up consultations, on-line feedback forms, and a public open house meeting. There was strong community support for the Preferred Facility; however, some community members had concerns with both the Preferred Facility and the Alternate Proposal as their preference was for the community centre described in a 2010 Section 37 Agreement for the Don Mills Centre. Planning for new recreation facilities requires that the City adapt and change to meet the emerging needs of a growing community. In this area the previous plan for community recreation facilities cannot meet the current and projected requirements of this growing community. With change comes opportunity, as it has in this area, with the approval of a large future park on the former Celestica Lands that can accommodate what will be one of the largest and most integrated recreation facilities in the city. When the City builds new facilities, they must meet today's standards of design and programming excellence, to ensure that we create the best spaces for our current and future residents. Recreation facilities and parks are a generational investment and must be planned and designed accordingly. City staff are recommending the Preferred Facility Option (large, fully integrated recreation centre), as it would achieve: - Co-location of high-quality recreation facilities offering a wide range of seamless programming, serving residents from communities along the Don Mills Road Corridor, including Don Mills Road and Lawrence Avenue East, Don Mills Road and Eglinton Avenue East as well as Flemingdon Park, a Neighbourhood Improvement Area; - Complementary and enhanced programming opportunities as the facility would be located within a large park; - Greater capacity to serve residents of all ages and income levels, in an area central to the highest amount of future growth; - Accessibility and proximity to the Eglinton LRT, Toronto Transit Commission buses, and on-site parking; - Efficiencies in annual operating costs for a single facility versus two facilities within one kilometre of one another. Further amendments to planning instruments will be required to implement the Preferred Facility. This report was prepared in consultation with City Legal, Real Estate Services and CreateTO.
The Executive Committee recommends that: 1. City Council approve the Preferred Facility community recreation centre that will include a twin-pad arena/multi-sport indoor courts, gymnasium with walking track, an aquatic centre; and community and program space located on the large community park located at 844 Don Mills Road to serve the communities along Don Mills Road, from York Mills Road to Flemingdon Park, as outlined in the attached report, and direct the General Manager, Parks Forestry and Recreation and other appropriate City staff to undertake all necessary work to implement Recommendations 2 and 4 below, as well as advancing the design and construction of the project. 2. City Council direct the Chief Planner and Executive Director, City Planning, in consultation with the City Solicitor and other appropriate City staff to implement Recommendation 1 above by: a. initiating amendments to the existing Section 37 Agreement for the Don Mills Centre, as it pertains to the provisions of the Community Centre at 966 Don Mills Road, and the Don Mills Civitan Arena land exchange agreement; b. initiating a Zoning By-Law amendment, as it pertains to the provisions of the Community Centre at 966 Don Mills Road, and potential alternative community uses; c. initiating an Official Plan Amendment, as necessary; and d. reporting to City Council regarding the final form of the recommended zoning by-law amendment and any official plan amendment. 3. City Council direct CreateTO and Real Estate Services to coordinate with City Planning, Parks, Forestry and Recreation and other appropriate City Divisions, to undertake a review of other public community uses that may be accommodated at 966 Don Mills Road in coordination with the public consultation process reflected in Recommendation 2 above. 4. City Council direct the City Solicitor and appropriate City staff to work with Cadillac Fairview to negotiate the extension of the Don Mills Civitan Arena (at 1030 Don Mills Road) in an effort to minimize disruption while the new arena at 844 Don Mills Road (Celestica) is constructed. 5. City Council direct the Chief Planner and Executive Director, City Planning and the General Manager, Parks Forestry and Recreation to enter into discussions with the owners of 844 Don Mills Road (Celestica) to expedite the transfer of Park Blocks 3A and 3B of the Revised Draft Plan of Proposed Subdivision dated June 27, 2018, and to discuss opportunities to advance the design and construction of the recreation facility. 6. City Council request the General Manager, Parks, Forestry and Recreation to report back through the 2020 Budget Process with a preliminary estimate of the full cost of the Preferred Facility and the funding needed beyond the existing approved capital project Don Mills Civitan Arena. 7. City Council direct the General Manager, Parks Forestry and Recreation, the Chief Planner and Executive Director, City Planning, and the City Solicitor to take required actions and use available funds to implement the recommendations in the report (June 19, 2019) from the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning. 8. City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to undertake a scan of the broader Don Mills catchment area to determine what public and community needs exist assuming the completion of the recommended community centre at the Celestica site. 9. City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to submit and include the results of the scan in Recommendation 8 above to a thorough public consultation process including but not limited to Don Mills Residents Inc. to obtain input on an appropriate public or community use for the land. 10. City Council direct the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to report back to the Executive Committee on the results of Recommendations 8 and 9 above not later than the third quarter of 2020. 11. City Council request the General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning to report back to Executive Committee on the following: a. including a Community Kitchen to the facilities included in the Preferred Option at the Celestica site; and b. including coliseum seating for one of the two ice pads at the Celestica site arena. 12. City Council request the Toronto Transit Commission Board to request the Chief Executive Officer, Toronto Transit Commission to consider adding a stop at the new Community Recreation Facility on Route 403, upon opening of the centre.
Staff recommendation as filed
The General Manager, Parks, Forestry and Recreation and the Chief Planner and Executive Director, City Planning recommend that: 1. City Council approve the Preferred Facility community recreation centre that will include a twin-pad arena/multi-sport indoor courts, gymnasium with walking track, an aquatic centre; and community and program space located on the large community park located at 844 Don Mills Road to serve the communities along Don Mills Road, from York Mills Road to Flemingdon Park, as outlined in the attached report, and direct the General Manager, Parks Forestry and Recreation and other appropriate City staff to undertake all necessary work to implement Recommendations 2 and 4, as well as advancing the design and construction of the project. 2. City Council direct the Chief Planner and Executive Director, City Planning in consultation with the City Solicitor and other appropriate City staff to implement Recommendation 1 by: a. initiating amendments to the existing Section 37 Agreement for the Don Mills Centre, as it pertains to the provisions of the Community Centre at 966 Don Mills Road, and the Don Mills Civitan Arena land exchange agreement; b. initiating a Zoning By-Law amendment, as it pertains to the provisions of the Community Centre at 966 Don Mills Road, and potential alternative community uses; c. initiating an Official Plan Amendment, as necessary; and d. reporting to City Council regarding the final form of the recommended zoning by-law amendment and any official plan amendment. 3. City Council direct CreateTO and Real Estate Services to coordinate with City Planning, Parks, Forestry and Recreation and other appropriate City Divisions, to undertake a review of other public community uses that may be accommodated at 966 Don Mills Road in coordination with the public consultation process reflected in Recommendation 2. 4. City Council direct the City Solicitor and appropriate City staff to work with Cadillac Fairview to negotiate the extension of the Don Mills Civitan Arena (at 1030 Don Mills Road) in an effort to minimize disruption while the new arena at 844 Don Mills Road (Celestica) is constructed. 5. City Council direct the Chief Planner and Executive Director, City Planning and the General Manager, Parks Forestry and Recreation to enter into discussions with the owners of 844 Don Mills Road (Celestica) to expedite the transfer of Park Blocks 3A and 3B of the Revised Draft Plan of Proposed Subdivision dated June 27, 2018, and to discuss opportunities to advance the design and construction of the recreation facility. 6. City Council request the General Manager, Parks, Forestry and Recreation to report back through the 2020 Budget process with a preliminary estimate of the full cost of the Preferred Facility and the funding needed beyond the existing approved capital project Don Mills Civitan Arena. 7. City Council direct the General Manager, Parks Forestry and Recreation, the Chief Planner and Executive Director, City Planning, and the City Solicitor to take required actions and use available funds to implement the recommendations in this report.
EX7.6adopted
Build Toronto - Annual General Meeting and 2018 Audited Financial Statements
This report transmits materials submitted by the Board of Directors of Build Toronto to the City. No independent review or analysis has been performed by City staff. This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Build Toronto, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.
The Executive Committee recommends that: 1. City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Build Toronto by: a. receiving the "Build Toronto 2018 Annual Report", forming Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and b. appointing PricewaterhouseCoopers LLP, Chartered Accountants, as the Auditor of Build Toronto for fiscal year 2019, and authorizing the Board of Directors of Build Toronto to fix the remuneration of the Auditor. 2. City Council direct the City Clerk to forward a copy of the Build Toronto 2018 Audited Annual Financial Statements and Audit Results Report, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.
Staff recommendation as filed
The City Manager and the Chief Financial Officer and Treasurer recommend that: 1. City Council treat that portion of the City Council meeting at which this Report is considered as the Annual General Meeting of the Shareholder for Build Toronto by: a. receiving the "Build Toronto 2018 Annual Report, forming Attachment 1 to this Report; b. appointing PricewaterhouseCoopers LLP, Chartered Accountants, as the Auditor of Build Toronto for fiscal year 2019, and authorizing the Board of Directors of Build Toronto to fix the remuneration of the Auditor. 2. City Council direct the City Clerk to forward a copy of the Build Toronto 2018 Audited Annual Financial Statements and Audit Results Report, forming Attachment 2 to this Report, to the Audit Committee for information.
EX7.7adopted
Casa Loma Corporation - Annual General Meeting and 2018 Audited Financial Statements
This report transmits materials submitted by the Board of Directors of Casa Loma Corporation to the City. No independent review or analysis has been performed by City staff. This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Casa Loma Corporation, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.
The Executive Committee recommends that: 1. City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Casa Loma Corporation by: a. receiving the "Casa Loma Corporation 2018 Annual Report", and the "Casa Loma Corporation 2018 Audited Annual Financial Statements", forming Attachments 1 and 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and b. reappointing Welch LLP Chartered Accountants, as the Auditor of Lakeshore Arena Corporation for fiscal year 2019, and authorizing the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor. 2. City Council direct the City Clerk to forward a copy of the "Casa Loma 2018 Audited Annual Financial Statements", forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.
Staff recommendation as filed
The City Manager and the Chief Financial Officer and Treasurer recommend that: 1. City Council treat that portion of the City Council meeting at which this Report is considered as the Annual General Meeting of the Shareholder for Casa Loma Corporation by: a. receiving the "Casa Loma Corporation 2018 Annual Report", and the "Casa Loma Corporation 2018 Audited Annual Financial Statements", forming Attachment 1 and Attachment 2 to this Report; and b. reappointing Welch LLP Chartered Accountants, as the Auditor of Lakeshore Arena Corporation for fiscal year 2019, and authorizing the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor. 2. City Council direct the City Clerk to forward a copy of the "Casa Loma 2018 Audited Annual Financial Statements", forming Attachment 2 to this Report, to the Audit Committee for information.
EX7.8adopted
Lakeshore Arena Corporation - Annual General Meeting and 2018 Audited Financial Statements
This report transmits materials submitted by the Board of Directors of Lakeshore Arena Corporation to the City. No independent review or analysis has been performed by City staff. This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Lakeshore Arena Corporation, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019. This report also contains recommendations for receipt at the Annual General Meeting of the Shareholder of information disclosing the individual compensation of executive officers employed by Lakeshore Arena Corporation in 2018.
The Executive Committee recommends that: 1. City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Lakeshore Arena Corporation by: a. receiving the "Lakeshore Arena Corporation 2018 Annual Report", and the "Lakeshore Arena Corporation 2018 Audited Annual Financial Statements", forming Attachments 1 and 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and b. reappointing Welch LLP Chartered Accountants, as the Auditor of Lakeshore Arena Corporation for fiscal year 2019, and authorizing the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor; and c. receiving the "Lakeshore Arena Corporation Executive Compensation Disclosure 2018", forming Attachment 3 to this Report. 2. City Council direct the City Clerk to forward a copy of the "Lakeshore Arena 2018 Audited Annual Financial Statements", forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.
Staff recommendation as filed
The City Manager and the Chief Financial Officer and Treasurer recommend that: 1. City Council treat that portion of the City Council meeting at which this Report is considered as the Annual General Meeting of the Shareholder for Lakeshore Arena Corporation by: a. receiving the "Lakeshore Arena Corporation 2018 Annual Report", and the "Lakeshore Arena Corporation 2018 Audited Annual Financial Statements", forming Attachment 1 and Attachment 2 to this Report; b. reappointing Welch LLP Chartered Accountants, as the Auditor of Lakeshore Arena Corporation for fiscal year 2019, and authorizing the Board of Directors of Lakeshore Arena Corporation to fix the remuneration of the Auditor; and c. receiving the "Lakeshore Arena Corporation Executive Compensation Disclosure 2018", forming Attachment 3 to this Report. 2. City Council direct the City Clerk to forward a copy of the "Lakeshore Arena 2018 Audited Annual Financial Statements", forming Attachment 2 to this Report, to the Audit Committee for information.
EX7.9adopted
This report transmits materials submitted by the Board of Directors of Toronto Community Housing Corporation to the City. No independent review or analysis has been performed by City staff. This report recommends the actions necessary to comply with the requirements of the Ontario Business Corporations Act for holding an Annual General Meeting of the Shareholder of Toronto Community Housing Corporation, including receipt of Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements and appointment of the auditor for Toronto Community Housing Corporation for 2019. This report also recommends that Council receive for information Toronto Community Housing Corporation's 2019-2022 Strategic Plan.
The Executive Committee recommends that: 1. City Council treat the portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Toronto Community Housing Corporation, and: a. receive the Letter to the Shareholder from the Toronto Community Housing Corporation's Vice-Chair of the Board of Directors and President and Chief Executive Officer dated April 30, 2019 transmitting the Toronto Community Housing Corporation 2018 Annual Report and additional information, forming Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; b. receive Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements for the period ending December 31, 2018, including the auditor's report dated April 30, 2019, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; c. re-appoint PricewaterhouseCoopers LLP, Chartered Accountants, as the auditor for Toronto Community Housing Corporation for fiscal year 2019 at the fee provided in the City's agreement with that firm; and d. receive the Toronto Community Housing executive compensation disclosure for 2018, included in section 4.1.1 of additional information in Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer. 2. City Council, as Shareholder, receive Toronto Community Housing Corporation's 2019-2022 Strategic Plan and budget summary forming Attachment 3 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer. 3. City Council direct the City Clerk to forward a copy of Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements December 31, 2018, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.
Staff recommendation as filed
The City Manager and the Chief Financial Officer and Treasurer recommend that: 1. City Council treat the portion of the City Council meeting at which this report is considered as the Annual General Meeting of the Shareholder for Toronto Community Housing Corporation, and: a. receive the Letter to the Shareholder from the Toronto Community Housing Corporation's Vice-Chair of the Board of Directors and President and Chief Executive Officer dated April 30, 2019 transmitting the Toronto Community Housing Corporation 2018 Annual Report and additional information, forming Attachment 1 to this report; b. receive Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements for the period ending December 31, 2018, including the auditor's report dated April 30, 2019, forming Attachment 2 to this report; c. re-appoint PricewaterhouseCoopers LLP, Chartered Accountants, as the auditor for Toronto Community Housing Corporation for fiscal year 2019 at the fee provided in the City's agreement with that firm; and d. receive the Toronto Community Housing executive compensation disclosure for 2018, included in section 4.1.1 of additional information in Attachment 1 to this report. 2. City Council, as Shareholder, receive Toronto Community Housing Corporation's 2019-2022 Strategic Plan and budget summary forming Attachment 3 to this report. 3. City Council direct the City Clerk to forward a copy of Toronto Community Housing Corporation's 2018 Audited Consolidated Financial Statements December 31, 2018, forming Attachment 2 to this report, to the Audit Committee for information.
EX7.10adopted
Toronto Hydro Corporation - Annual General Meeting and 2018 Audited Financial Statements
This report transmits materials submitted by the Board of Directors of Toronto Hydro Corporation to the City. No independent review or analysis has been performed by City staff. This report contains recommendations for actions necessary to comply with the requirements of the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 for holding the Annual General Meeting of the Shareholder of Toronto Hydro Corporation including receipt of Toronto Hydro Corporation's audited annual consolidated financial statements for 2018 and appointment of the auditor for Toronto Hydro Corporation for 2019. This report also contains recommendations for receipt at the Annual General Meeting of the Shareholder of Toronto Hydro Corporation of other reports provided by Toronto Hydro Corporation as required by the Amended and Restated Shareholder Direction Relating to Toronto Hydro Corporation (Shareholder Direction) which, in addition to the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 requirements, include: - Toronto Hydro Corporation's annual report, environmental performance report and annual information form; - Toronto Hydro Corporation's report to the Shareholder, consolidated and non-consolidated financial statements and financial statements for its subsidiary companies. Note that Toronto Hydro Corporation has advised the City that Attachments 7, 8, and 9 are confidential due to: the security of the property of the City, and securities requirements arising from Toronto Hydro Corporation's status as an offering corporation under the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16, Toronto Hydro Corporation's status as a reporting issuer under the Securities Act (Ontario), R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102; and - Toronto Hydro Corporation's disclosure of executive compensation in two parts, with the part in Attachment 6b being confidential as it includes personal information about identifiable individuals. Toronto Hydro Corporation's Shareholder Direction can be found at https://www.toronto.ca/wp-content/uploads/2018/12/8cdc-THC-Shareholder-Direction-Executed-2013-Amended-2017.pdf Subsection 94 (1) of the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16 requires that the directors of Toronto Hydro Corporation call an annual meeting of its Shareholder by no later than fifteen months after holding the last preceding annual meeting, which was held by City Council at its meeting of July 23, 24, 25, 26, 27 and 30, 2018.
The Executive Committee recommends that: 1. City Council treat the portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is being considered as the Annual General Meeting of the Shareholder for Toronto Hydro Corporation, and: a. approve the "Resolution of the Sole Shareholder Re-appointing Auditor" in Attachment 1 Appendix A to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer in order to re-appoint KPMG LLP, Chartered Accountants, as the auditor for Toronto Hydro Corporation for 2019 until the close of the next annual meeting of the Shareholder, or until a successor is appointed, at such remuneration as may be fixed by the Corporation's Board; b. receive the "Toronto Hydro Corporation 2018 Annual Report, Financial Report, and Consolidated Financial Statements," the "Toronto Hydro Corporation Annual Information Form 2018," the "Toronto Hydro Corporation Environmental Performance Report 2018," the "Toronto Hydro Corporation Chief Executive Officer and Chief Financial Officer Certifications of Annual Filings 2018," the "Toronto Hydro Corporation First Quarter Financial Report 2019," and the "Toronto Hydro Corporation Statement of Board Remuneration and Expenses 2018," forming Attachments 2, 3, 4, 5, 10, and 11 respectively to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; c. receive the "Toronto Hydro Corporation Shareholder Report 2018, including Non-Consolidated Financial Statements," the "Toronto Hydro-Electric System Limited Financial Statements 2018 and 2017," and the "Toronto Hydro Energy Services Inc. Financial Statements 2018 and 2017," forming Confidential Attachments 7, 8 and 9 respectively to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and d. receive the two-part report "Toronto Hydro Corporation Executive Compensation Disclosure 2018" forming Attachment 6a and Confidential Attachment 6b to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer. 2. City Council direct that Confidential Attachment 6b to report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer remain confidential in its entirety as it deals with personal information about identifiable individuals. 3. City Council direct that Confidential Attachments 7, 8, and 9 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer remain confidential in their entirety due to the security of the property of the City and securities requirements arising from Toronto Hydro Corporation's status as an offering corporation under the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16, Toronto Hydro Corporation's status as a reporting issuer under the Securities Act, (Ontario) R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102. 4. City Council direct the City Clerk to forward a copy of the "Toronto Hydro Corporation Consolidated Financial Statements December 31, 2018 and 2017", included as part of Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.
Staff recommendation as filed
The City Manager and the Chief Financial Officer and Treasurer recommend that: 1. City Council treat the portion of the City Council meeting at which this Report is being considered as the Annual General Meeting of the Shareholder for Toronto Hydro Corporation, and: a. approve the "Resolution of the Sole Shareholder Re-appointing Auditor" in Attachment 1 Appendix A in order to re-appoint KPMG LLP, Chartered Accountants, as the auditor for Toronto Hydro Corporation for 2019 until the close of the next annual meeting of the Shareholder, or until a successor is appointed, at such remuneration as may be fixed by the Corporation's Board; b. receive the "Toronto Hydro Corporation 2018 Annual Report, Financial Report, and Consolidated Financial Statements," the "Toronto Hydro Corporation Annual Information Form 2018," the "Toronto Hydro Corporation Environmental Performance Report 2018," the "Toronto Hydro Corporation Chief Executive Officer and Chief Financial Officer Certifications of Annual Filings 2018," the "Toronto Hydro Corporation First Quarter Financial Report 2019," and the "Toronto Hydro Corporation Statement of Board Remuneration and Expenses 2018," forming Attachments 2, 3, 4, 5, 10, and 11 respectively to this Report; c. receive the "Toronto Hydro Corporation Shareholder Report 2018, including Non-Consolidated Financial Statements," the "Toronto Hydro-Electric System Limited Financial Statements 2018 and 2017," and the "Toronto Hydro Energy Services Inc. Financial Statements 2018 and 2017," forming Confidential Attachments 7, 8 and 9 respectively to this Report; and d. receive the two-part report "Toronto Hydro Corporation Executive Compensation Disclosure 2018" forming Attachment 6a and Confidential Attachment 6b to this Report. 2. City Council direct that Confidential Attachments 7, 8, and 9 remain confidential in their entirety due to the security of the property of the City and securities requirements arising from Toronto Hydro Corporation's status as an offering corporation under the Business Corporations Act, (Ontario) R.S.O. 1990, c.B.16, Toronto Hydro Corporation's status as a reporting issuer under the Securities Act, (Ontario) R.S.O. 1990, c.S.5, and the application by the Ontario Securities Commission of National Instrument 51-102. 3. City Council direct that Confidential Attachment 6b remain confidential in its entirety as it deals with personal information about identifiable individuals. 4. City Council direct the City Clerk to forward a copy of the "Toronto Hydro Corporation Consolidated Financial Statements December 31, 2018 and 2017", included as part of Attachment 2 to this Report, to the Audit Committee for information.
EX7.11adopted
Toronto Pan Am Sports Centre Inc. - Annual General Meeting and 2018 Audited Financial Statements
This report transmits materials submitted by the Board of Directors of Toronto Pan Am Sports Centre Inc. to the City. No independent review or analysis has been performed by City staff. This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholders of Toronto Pan Am Sports Centre Inc., including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019. The purpose of this report is to present two shareholder resolutions for approval by City Council, on behalf of the City in its capacity as one of the two Shareholders of Toronto Pan Am Sports Centre Inc.
The Executive Committee recommends that: 1. City Council, in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc., (the "Corporation"): a. adopt and authorize the City Manager to sign the Resolutions of Shareholders attached as Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer on behalf of the City so that: 1. Financial Statements City Council receive the audited financial statements of the Corporation for the financial year ended December 31, 2018, including the auditor's report dated March 14, 2019, forming Attachment 4 to this report are received. 2. Appointment of Auditors a. Welch LLP are reappointed as the auditors of the Corporation until the close of the next annual meeting of the shareholders or until their successors are duly appointed; and b. the remuneration of the auditors will be fixed by the directors who are hereby authorized to fix that remuneration. 3. Confirmation of Proceedings All by-laws, contracts, acts, proceedings, appointments, elections, and payments of any director or officer of the Corporation that were enacted, made, done, or taken since the last annual meeting of the shareholders of the Corporation are approved, ratified, sanctioned, and confirmed. b. adopt and authorize the City Manager to sign the Resolution of Shareholders forming Attachment 5 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer: 1. ratifying and approving the Operating and Capital Budgets of the Corporation attached as Schedule A to Attachment 5 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and 2. authorizing any two directors or officers to carry out the provisions of the resolutions passed by the shareholders of the Corporation. 2. City Council direct the City Clerk to forward a copy of the "Toronto Pan Am Sports Centre Inc. 2018 Audited Annual Financial Statements", forming Attachment 4 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.
Staff recommendation as filed
The City Manager and the Chief Financial Officer and Treasurer recommend that: 1. City Council, in its capacity as one of the Shareholders of Toronto Pan Am Sports Centre Inc., (the "Corporation"): a. adopt and authorize the City Manager to sign the Resolutions of Shareholders attached as Attachment 1 to this report on behalf of the City so that: 1. Financial Statements City Council receive the audited financial statements of the Corporation for the financial year ended December 31, 2018, including the auditor's report dated March 14, 2019, forming Attachment 4 to this report are received. 2. Appointment of Auditors a. Welch LLP are reappointed as the auditors of the Corporation until the close of the next annual meeting of the shareholders or until their successors are duly appointed. b. The remuneration of the auditors will be fixed by the directors who are hereby authorized to fix that remuneration. 3. Confirmation of Proceedings All by-laws, contracts, acts, proceedings, appointments, elections, and payments of any director or officer of the Corporation that were enacted, made, done, or taken since the last annual meeting of the shareholders of the Corporation are approved, ratified, sanctioned, and confirmed. b. adopt and authorize the City Manager to sign the Resolution of Shareholders forming Attachment 5 to this report: 1. Ratifying and approving the Operating and Capital Budgets of the Corporation attached as Schedule A to such Attachment; and 2. Authorizing any two directors or officers to carry out the provisions of the resolutions passed by the shareholders of the Corporation. 2. City Council direct the City Clerk to forward a copy of the "Toronto Pan Am Sports Centre Inc. 2018 Audited Annual Financial Statements", forming Attachment 4 to this Report, to the Audit Committee for information.
EX7.12adopted
Toronto Port Lands Company - Annual General Meeting and 2018 Audited Financial Statements
This report transmits materials submitted by the Board of Directors of Toronto Port Lands Company to the City. No independent review or analysis has been performed by City staff. This report contains recommendations for the actions necessary to comply with the requirements of the Business Corporations Act, Ontario for holding the Annual General Meeting of the Shareholder of Toronto Economic Development Corporation, operating as the Toronto Port Lands Company, including receipt of its Annual Report and Audited Financial Statements for 2018 and appointment of the auditor for 2019.
The Executive Committee recommends that: 1. City Council treat that portion of the City Council meeting at which the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer is considered as the Annual General Meeting of the Shareholder for Toronto Port Lands Company by: a. receiving the Toronto Port Lands Company's 2018 Annual Report, forming Attachment 1 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer; and b. appointing PricewaterhouseCoopers LLP, Chartered Accountants, as the Auditor of Toronto Economic Development Corporation for fiscal year 2019, and authorizing the Board of Directors of Toronto Port Lands Company to fix the remuneration of the Auditor. 2. City Council direct the City Clerk to forward a copy of the Toronto Port Lands Company's 2018 Audited Annual Financial Statements, forming Attachment 2 to the report (June 19, 2019) from the City Manager and the Chief Financial Officer and Treasurer, to the Audit Committee for information.
Staff recommendation as filed
The City Manager and the Chief Financial Officer and Treasurer recommend that: 1. City Council treat that portion of the City Council meeting at which this Report is considered as the Annual General Meeting of the Shareholder for Toronto Port Lands Company by: a. receiving the Toronto Port Lands Company's 2018 Annual Report, forming Attachment 1 to this Report; b. appointing PricewaterhouseCoopers LLP, Chartered Accountants, as the Auditor of Toronto Economic Development Corporation for fiscal year 2019, and authorizing the Board of Directors of Toronto Port Lands Company to fix the remuneration of the Auditor. 2. City Council direct the City Clerk to forward a copy of the Toronto Port Lands Company's 2018 Audited Annual Financial Statements, forming Attachment 2 to this Report, to the Audit Committee for information.
EX7.13adopted
Development Charge Complaint - 1383, 1385, 1389, 1399 and 1403 Military Trail
This report responds to a complaint filed pursuant to Section 20 of the Development Charges Act, 1997 and Section 257.85 of the Education Act relating to a residential development project located at 1383, 1385, 1389, 1399 and 1403 Military Trail. The development project consists of five pre-existing lots with one detached dwelling in each. In the process of redevelopment, demolition permits were issued for these five lots. Subsequently, building permit applications for the development were submitted. The City's 2013 Development Charges By-law was in effect at the time of the permit application. It contains a provision for Development Charge reduction relating to demolished units for up to 36 months after issuance of demolition permit upon submission of a complete building permit application. At the time of permit application approximately 53 months had elapsed. The Toronto Catholic District School Board's Education Development Charges By-law also provided demolition offsets for up to 36 months from demolition permit issuance. The complaint seeks to have the demolition reduction apply, noting that i) they experienced delay due to a subsequent sale of the properties followed by redevelopment redesign which required an application for minor variance and ii) revocation of the demolition permit was forestalled at their request twice, and should in their view have reset the clock for the purposes of the 36 month window. Staff determined that Development Charges By-law was applied properly and no error was made in the calculation of the Development Charges. This report recommends that the complaint be dismissed. A decision of Council to dismiss the complaint may be appealed to Local Planning Appeal Tribunal. This report was prepared in consultation with the Chief Building Official and the City Solicitor.
The Executive Committee recommends that: 1. City Council determine that the Development Charges By-law and Education Development Charges By-Law have been properly applied to the residential development project located at 1383, 1385, 1389, 1399 and 1403 Military Trail. 2. City Council dismiss the complaint filed pursuant to Section 20 of the Development Charges Act, 1997 and Section 257.85 of the Education Act.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council determine that the Development Charges By-law and Education Development Charges By-Law have been properly applied to the residential development project located at 1383, 1385, 1389, 1399 and 1403 Military Trail. 2. City Council dismiss the complaint filed pursuant to Section 20 of the Development Charges Act, 1997 and Section 257.85 of the Education Act.
EX7.14adopted
Capital Variance Report for the Year Ended December 31, 2018
The purpose of this report is to provide City Council with the City of Toronto capital performance for the year ended December 31, 2018. Actual capital expenditures for 2018 totalled $3.594 billion or 63.0 percent of 2018 approved Capital Budget of $5.752 billion (see Table 1). For the year-ended December 31, 2018, Tax Supported Programs and Agencies reported capital expenditures of $2.799 billion representing 61.1 percent of their collective 2018 approved Capital Budget of $4.578 billion. Rate Supported Programs reported capital expenditures of $795.4 million, representing 67.7 percent of their collective 2018 approved Capital Budget of $1.174 billion. Table 1: Summary of Capital Spending 2018 Approved Budget 2018 Actual Expenditure ($M) ($M) % City Operations 2,063 1,189 57.6% Agencies 2,515 1,610 65.2% Subtotal - Tax Supported 4,578 2,799 61.1% Rate Supported 1,174 795 67.7% TOTAL 5,752 3,594 62.5% *2018 Approved Budget includes $1.656 billion 2017 Carry Forward Funding The report also provides details on the 140 completed capital projects that have a combined budget of $204.9 million that were completed in the fourth quarter of 2018 and are ready to be closed. They have been completed with a total realized underspending of $27.0 million. The permanent underspending which has associated funding of $0.5 million in Federal Subsidy, $2.6 million in Capital from Current, $2.3 million in debt, $4.9 million in reserves/reserve funds, $16.6 million in Recoverable Debt and $0.1 million in other internal/external funds will be returned to their original Council approved funding sources. In 2018, a total of 184 capital projects were completed with a combined capital budget of $366.4 million and an actual combined expenditure of $323.4 million, resulting in a total underspending of $43.0 million returned to the original funding sources. In 2018, 18 of 31 Programs/Agencies have spending rate lower than 70 percent of their total approved Capital Budget. Among them Toronto Transit Commission, Transportation Services, Facilities Management, Real Estate, Environmental and Energy and Waterfront Revitalization Initiative have the highest approved budget and the highest unspent amount and highlighted below: Toronto Transit Commission The 2018 approved Capital Budget for Toronto Transit Commission totals $2.288 billion includes Toronto Transit Commission Base Projects, Toronto York Spadina Subway Extension, Scarborough Subway Extension and Transit Studies for Relief Line and Waterfront Transit. Toronto Transit Commission base projects have a spending rate of 76.5 percent while Toronto York Spadina Subway Extension, Scarborough Subway Extension and Transit Studies have spending rate of 38.0 percent, 63.5 percent and 15.3 percent respectively. The low spending rate for Toronto York Spadina Subway Extension is due to deferral of property settlements, holdback releases, contingencies and claims resolutions, and for Scarborough Subway Extension is due to revised City acquisition plan while Transit Studies are new initiatives supporting future transit expansions as part of the Public Transit Infrastructure Fund program. Transportation Services Transportation Services have a total 2018 Capital Budget of $565.9 million and a year-end spending of $313.9 million or 55.5 percent of its approved capital budget. Most of the $252.0 million year-end under-spending is in capital projects that require third party coordination and/or funding, community consultation, issues with site conditions and/or are development/transit dependent. Facilities Management, Real Estate, Environment and Energy The Facilities Management, Real Estate, Environment and Energy Program has spent $188.2 million or 57.7 percent of the total 2018 approved Capital Budget. Most of the $137.8 million year-end under-spending is due to coordination of legal agreements, insufficient funding, client issues, coordination of building requirements across multiple stakeholders, coordination with other projects and delays in Request for Quotation/Request for Proposal process. Waterfront Revitalization Initiative The Waterfront Revitalization Initiative Program spent $60.3 million or 28.8 percent of total approved Capital Budget. $149.0 million remained unspent primarily due to underspending in the Portland Flood Protection Project and the Cherry Street Stormwater Lakefilling Project caused by site conditions and winter shut-down. Further details on the progress of all approved capital projects for each City Program and Agency can be found in Appendix 4 of this report.
The Executive Committee recommends that: 1. City Council receive the report (June 18, 2019) 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 and attached Appendices for information.
EX7.15adopted
Operating Variance Report for the Year Ended December 31, 2018
The purpose of this report is to provide Council with the City of Toronto's Operating Variance results for the year ended December 31, 2018 and the disposition of the 2018 year-end operating surplus. As of December 31, 2018 the City experienced a favourable variance of $147.200 million net. The following table summarizes the financial position of the City's Tax Supported Operations at year-end: Table 1: Tax Supported Operating Variance Summary ($ Millions) Variance ($M) Favourable / (Unfavourable) 2018 Year-End Results Budget Actual Variance City Operations 2,254.2 2,166.5 87.7 Agencies 2,015.6 1,990.7 24.8 Corporate Accounts (94.5) (129.2) 34.7 Total Variance 4,175.2 4,028.0 147.2 Less: Council Directed/Legislative Requirements (21.4) Adjusted Variance 125.8 % of Gross Budget 1.1% In accordance with Council and legislative requirements, a portion of the surplus, $21.434 million net, will be allocated to reserve funds primarily for the following Programs and Agency: Toronto Building, City Planning, and Exhibition Place. As noted in Table 1 above, for the year ended December 31, 2018 Tax Supported Operations experienced a favourable net variance of $147.200 million or 1.3 percent of budgeted gross expenditures. The key factors contributing to the favourable year-end variance are lower than planned salary and benefits from vacant positions, and revenue driven by volume in City Operations, as well as under spending in employee benefits, utility costs, non-labour costs by Toronto Transit Commission. It is important to note lower than budgeted Municipal Land Transfer Tax revenue of $82.403 million net due to lower residential market activity. An overview of the key variance drivers can be found in the "Comments" section of this report as well as in a detailed summary provided in Appendix E. Consistent with the Council approved Surplus Management Policy, at least 75 percent or $94.324 million will be allocated to the Capital Financing Reserve and the remaining $31.441 million will be allocated to underfunded liabilities and/or reserve funds. Rate Supported Programs: Rate Supported Programs reported a favourable year-end variance of $65.414 million. The favourable variance is primarily attributed to both underspending and over achieved revenue in Toronto Water. Table 2: Rate Supported Net Variance Summary ($ Millions) Variance ($M) Favourable / (Unfavourable) 2018 Year-End Budget Actual Variance Solid Waste Management Services 0.0 0.0 0.0 Toronto Parking Authority (66.5) (67.0) 0.4 Toronto Water 0.0 (65.0) 65.0 Total Variance (66.5) (132.0) 65.4 For the year ended December 31, 2018 Tax Supported Operations experienced a favourable variance of $147.200 million net. After meeting Council and legislative requirements, the year-end surplus available for distribution is $125.765 million net. As per City Council's Surplus Management Policy, 75 percent of the 2018 final year-end surplus of $94.324 million will be allocated to the Capital Financing Reserve and the remaining 25 percent or $31.441 million will be allocated to underfunded liabilities and/or reserves/reserve funds.
The Executive Committee recommends that: 1. City Council approve the transfer of $8.000 million from the Water (43 percent) and Wastewater (57 percent) Stabilization Reserves to Toronto Water's Vehicle and Equipment Replacement Reserve (XQ1012) to fund future year vehicle purchases. 2. City Council approve the withdrawal from Emergency Human Services Reserve (XQ1111) of $0.077 million to supplement funding in the Emergency Human Services Expense Account to mitigate the deficit position in 2018.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve the transfer of $8.000 million from the Water (43 percent) and Wastewater (57 percent) Stabilization Reserves to Toronto Water's Vehicle and Equipment Replacement Reserve (XQ1012) to fund future year vehicle purchases. 2. City Council approve the withdrawal from Emergency Human Services Reserve (XQ1111) of $0.077 million to supplement funding in the Emergency Human Services Expense Account to mitigate the deficit position in 2018.
EX7.16adopted
Reserve and Reserve Fund Balances Report - December 31, 2018
This report provides information on reserve and reserve fund balances as at December 31, 2018, based on Council approved transfers to, and draws from, made during the year. The transfers made into and out of reserve and reserve funds are based on amounts approved as part of the 2018 or prior year budget processes, or approved by Council throughout the fiscal year. The tables and appendices reflect information by major reserve and reserve fund category. The reported balances include Council approved loans, granted under various City programs, which must be repaid to the reserves or reserve funds. It is important to note that the vast majority of the City's reserve and reserve fund balances have been committed to fund capital projects and known future liabilities, leaving minimal amounts for discretionary spending. The City has engaged an external consultant to perform an adequacy review of the major reserves and reserve funds which is expected to be delivered in 2019.
The Executive Committee: 1. Received the report (June 14, 2019) from the Chief Financial Officer and Treasurer for information.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. Executive Committee receive this report for information.
EX7.17adopted
Capital Variance Report for the Four Months Ended April 30, 2019
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, 2019, as well as projected actual expenditures to December 31, 2019. Furthermore, this report seeks Council's approval for in-year budget adjustments to the 2019 Approved Capital Budget and additional carry-forward from 2018 that have no impact on approved debt. As illustrated in Table 1 below, 2019 the City's capital expenditure was $748.3 million or 13.1 percent of the 2019 capital budget of $5,793 billion and is projecting to expend $4,589 billion or 79.0 percent by December 31, 2019. Table 1: Capital Variance Summary 2019 Approved Budget Actual Expenditures - 4M YTD 2019 Approved Budget Projected Expenditures - January to December $M $M % $M $M % City Operations 2,074 212 10.2% 2,074 1,555 75.0% Agencies 2,593 393 15.5% 2,533 2,056 78.8% Subtotal - Tax Supported 4,607 605 13.1% 4,607 3,551 77.1% Rate Supported 1,126 144 12.7% 1,126 977 86.7% TOTAL 5,793 748 13.1% 5,733 4,589 79.0% The spending pattern for the first quarter is typically within 10 percent of the total Council Approved Capital Budget. Tax Supported Programs project a spending rate of 77.1 percent while Rate Supported Programs project a spending rate of 86.7 percent by year-end. The projected year-end spending rates presented in this report are based on the submissions from each Program and Agency, and as such, the preparation of this report has been based on this information. The report also details the 46 completed capital projects that have a combined budget of $66.861 million that are ready to be closed. They have been completed under budget, realizing underspending of $6.501 million. The permanent underspending which has associated funding of $0.468 million in capital from current, $0.339 million in debt, $4.114 million in reserves/reserve funds, $0.264 million in Recoverable Debt, $0.115 million in Development Charges and $1.2 million in other Revenue will be returned to their original funding sources.
The Executive Committee recommends that: 1. City Council approve in-year budget adjustments to the 2019-2028 Approved Capital Budget and Plan as detailed in Appendix 4 that result in no incremental impact on debt financing. 2. City Council approve additional 2018 carry forward funding for Toronto Transit Commission and Go Transit as detailed in Appendix 6 to the report (June 13, 2019) from the Chief Financial Officer and Treasurer. 3. City Council receive for information the list of 30 completed capital projects/sub-projects to be closed as detailed in Appendix 2 to the report (June 13, 2019) from the Chief Financial Officer and Treasurer that results in a total combined project budget an underspending of $4.498 million.
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council approve in-year budget adjustments to the 2019-2028 Approved Capital Budget and Plan as detailed in Appendix 4 that result in no incremental impact on debt financing. 2. City Council approve additional 2018 carry forward funding for Toronto Transit Commission and Go Transit as detailed in Appendix 6. 3. City Council receive for information the list of 30 completed capital projects/sub-projects to be closed as detailed in Appendix 2 that results in a total combined project budget an underspending of $4.498 million.
EX7.18adopted
Operating Variance Report for the Four Months Ended April 30, 2019
The purpose of this report is to provide City Council with the Operating Variance for the four months ended April 30, 2019 as well as projections to year-end. This report also requests City Council's approval for amendments to the 2019 Approved Operating Budget that have no impact on the City's 2019 Approved Net Operating Budget. The following table summarizes the financial position of the City's Tax Supported Operations as of April 30, 2019 and the projection at year-end: Table 1: Tax Supported Operating Variance Summary Variance ($M) Favourable / (Unfavourable) 2019 4M YTD 2019 Year-End Budget Actual Var Budget Actual Var City Operations 716.7 690.3 26.5 2,286.1 2,263.9 22.2 Agencies 696.1 692.0 4.1 2,074.3 2,077.1 (2.7) Corporate Accounts 192.8 154.6 38.2 (47.4) (50.2) 2.8 Total Variance 1,605.6 1,536.9 68.7 4,313.0 4,290.7 22.2 Less: Toronto Building* (3.0) (6.8) 3.8 (15.9) (27.8) 11.9 Adjusted Variance 1,608.6 1,543.7 64.9 4,328.9 4,318.5 10.4 % of Gross Budget 1.8% 0.1% * In accordance with the Building Code Act, any surplus from Toronto Building must be contributed to the Building Code Act Service Improvement Reserve Fund. Year-to-Date and Year-End Spending Results: As noted in Table 1 above, for the four months ended April 30, 2019 Tax Supported Operations experienced a favourable net variance of $68.675 million or 4.3 percent of planned expenditures. The key factors contributing to the favourable year-to-date variance are: - Year-to-date under expenditure in City Operations due to lower than planned salary and benefits from vacant positions, partially offset by lower revenue than planned revenue - Favourable Corporate revenue, primarily from Municipal Land Transfer Tax and Interest/Investment Earnings. For year-end, the City is projecting a net favourable variance of $22.232 million or 0.5 percent of the 2019 Approved Operating Budget. An overview of the key variance drivers can be found in the "Comments" section of this report as well as in a detailed summary provided in Appendix E. Rate Supported Programs: Rate Supported Programs reported a favourable year-to-date variance of $22.510 million. The favourable variance is attributed to gross under expenditures on salary and benefits from vacant positions and earlier than planned receipt of revenue. Consistent with year-to-date results, the favourable year-end projected variance is $20.614 million that is primarily driven by gross under spending in Toronto Water. Table 2: Year-To-Date Rate Supported Operating Variance Summary Variance ($M) Favourable / (Unfavourable) 2019 4M YTD 2019 Year-End Projection Budget Actual Var Budget Actual Var Solid Waste Management Services (13.3) (27.4) 14.1 0.0 1.0 (1.0) Toronto Parking Authority (19.0) (19.8) 0.8 (66.5) (65.0) (1.6) Toronto Water (61.0) (68.6) 7.6 0.0 (23.2) 23.2 Total Variance (93.3) (115.8) 22.5 (66.5) (87.2) 20.6 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 operations. The recommended budget adjustments in Appendix D1, D2 and D3 are fiscally neutral to the 2019 Approved Net Operating Budget.
The Executive Committee recommends that: 1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D1, D2 and D3 to the report (June 14, 2019) from the Chief Financial Officer and Treasurer to amend the 2019 Approved Operating Budget, such adjustments to have no impact on the 2019 Approved Net Operating Budget of the City.
Staff recommendation as filed
The Chief Financial Officer recommends that: 1. City Council approve the budget adjustments and any associated complement changes detailed in Appendix D1, D2 and D3 to amend the 2019 Approved Operating Budget, such adjustments to have no impact on the 2019 Approved Net Operating Budget of the City.
EX7.19adopted
Invest Toronto - Final Wind Up and Dissolution
City Council directed staff to wind up Invest Toronto Inc. (Invest Toronto) on July 4, 2017. As a result of the creation of Toronto Global to promote foreign direct investment in Toronto and surrounding region, Invest Toronto was no longer required as a City corporation. The corporation wind up process includes: completing pre-approved transactions, addressing residual employee obligations, settling liabilities, closing accounts, and completing independent financial audits of activity in 2018 and 2019. As part of the process, residual assets in the amount of $4,242 were transferred to the City as shareholder. The City will retain Invest Toronto corporate records for seven years following the corporation's last fiscal year of activity in accordance with applicable legislation. In addition, City staff are registering Invest Toronto's former website address, slogan and logo to secure their use. As of June 12, 2019, Invest Toronto's assets and liabilities have been settled, as reflected in the audited financial statements (Statements) as at December 31, 2018 and June 12, 2019 attached to this report. The receipt of this report represents the last step for Council as shareholder in the corporation wind up process. The receipt of this report is required to formally complete the process to dissolve the corporation under the Ontario Business Corporations Act.
The Executive Committee recommends that: 1. City Council, as shareholder, receive for information the report (June 21, 2019) from the Controller as the final report on the wind up of Invest Toronto Inc. from the appointed liquidator.
Staff recommendation as filed
The Controller recommends that: 1. City Council, as shareholder, receive for information this report and Attachment 1 - Audited Financial Statements for Invest Toronto Incorporated for the Year Ended December 31, 2018, and Period Ended June 12, 2019 as the final report on the wind up of Invest Toronto Inc. from the appointed liquidator.
EX7.20amended
This report seeks Council authority for the introduction of the by-law necessary to levy and collect taxes for the 2019 taxation year on railway roadways and rights-of-way and on land used as transmission or distribution corridors owned by power utilities, totalling approximately $7.1 million in taxation revenue, of which the municipal share is $6.6 million and the provincial education share is $0.5 million. The 2019 levy total remains unchanged from the 2018 levy total of $7.1 million (with a $6.6 million municipal share and a provincial education share of $0.5 million). In May of 2019, the Ministry of Finance announced that, for the 2019 taxation year, the property tax rates for railway rights-of-way will remain unchanged from 2018 levels. This report also provides information related to the property taxation of railway rights-of-way using the acreage and tonnage systems.
The Executive Committee recommends that: 1. City Council authorize the levy and collection of taxes for the 2019 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 receive the Acreage and Tonnage Taxation Systems sections of the report (June 19, 2019) from the Controller for information. 3. City Council request the Chief Financial Officer and Treasurer to include the following information in future annual reports: a. the potential additional income the City of Toronto could receive if the levy was based on a rate per tonnage as opposed to a rate per acreage; b. a review of how the Provinces of Alberta, Manitoba, Saskatchewan and Quebec tax railway right-of-way properties within their boundaries; c. a summary of what reserves the Cities of Calgary, Regina, Winnipeg and Montreal receive through railway taxation; and d. following consultation with the Railway Association of Canada on what their membership's current practice is in the Canadian Western Provinces in terms of self-reporting their traffic, information on how a similar practice could be adopted in the Province of Ontario if a tonnage-based system similar to the Western Provinces was adopted.
Staff recommendation as filed
The Controller recommends that: 1. City Council authorize the levy and collection of taxes for the 2019 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 receive the Acreage and Tonnage Taxation Systems sections of this report for information.
EX7.21adopted
This report identifies the need to implement a fee for services provided to outside parties by the City Solicitor in relation to limiting distance agreements in order to ensure consistency with the City Council approved user fee policy.
The Executive Committee recommends that: 1. City Council approve the fee set out in Appendix A to the report (June 18, 2019) from the City Solicitor. 2. City Council amend Municipal Code Chapter 441, Fees and Charges, to add the fee set out in Appendix A to the report (June 18, 2019) from the City Solicitor. 3. City Council direct the revenue collected from the provision of services associated with the fee set out in Appendix A to the report (June 18, 2019) from the City Solicitor be allocated to the Legal Services Division's budget.
Staff recommendation as filed
The City Solicitor recommends that: 1. City Council approve the fee set out in Appendix A to this report. 2. City Council amend Toronto Municipal Code Chapter 441, Fees and Charges, to add the fee set out in Appendix A to this report. 3. City Council direct the revenue collected from the provision of services associated with the fee set out in Appendix A to this report be allocated to the Legal Services Division's budget.
EX7.22amended
Retention Schedule for Accountability Records in the Office of the Integrity Commissioner
The purpose of this report is to seek Council's approval of a retention schedule for certain accountability records of the Office of the Integrity Commissioner in accordance with section 3-7.6B of Municipal Code Chapter 3, Accountability Officers. The City of Toronto Act, 2006 does not allow for the destruction of records of the City, including records of the Office of the Integrity Commissioner, unless they are destroyed in accordance with a retention schedule.
The Executive Committee recommends that: 1. City Council amend Municipal Code Chapter 3, Accountability Officers, to establish the Records Retention Schedule detailed in Attachment 1 to the report (June 12, 2019) from the Integrity Commissioner. 2. City Council amend Municipal Code Chapter 3, Accountability Officers by: a. removing "Subject to Subsection C" from Section 3-7.6B so that it reads "An accountability officer may recommend directly to Council the establishment of a retention schedule for an accountability record"; and b. deleting Section 3-7.6C.
Staff recommendation as filed
The Integrity Commissioner recommends that: 1. City Council amend Municipal Code Chapter 3, Accountability Officers, to establish the Records Retention Schedule detailed in Attachment 1.
EX7.23adopted
This report requests City Council's authority to amend Children's Services' Approved 2019 Capital Budget and 2020-2028 Capital Plan by increasing total project costs for two projects by $7.500 million, funded from the Child Care Capital Reserve Fund (XR1103). These amendments are required in order to proceed with the tender process for the construction of two child care centres, as scope changes to the Mount Dennis project and third party costing indicates the need to increase the approved project for the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre at 1234 Weston Road in Ward 5, and St. Barnabas Catholic School Child Care Centre at 30 Washburn Way in Ward 23.
The Executive Committee recommends that: 1. City Council authorize an in-year budget adjustment to the 2019 Capital Budget for Children's Services by increasing the project cost for the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre (CCS035-01) by $7.000 million, increasing the project cost from $11.000 million to $18.000 million, funded through the Child Care Capital Reserve Fund (XR1103), required to support the consolidation of the Trimbee Early Learning Centre; to support the addition of 26 child care spaces to the planned Mount Dennis location; and to fund inflationary impacts on the cost of construction. 2. City Council authorize an amendment to the budgeted cash flows for the completion of the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre project to reflect the following requirements: 2019 - $2.000 million, 2020 - $10.000 million, and 2021 - $2.991 million. 3. City Council authorize an in-year budget adjustment to the 2019 Capital Budget for Children's Services by increasing the project cost for the St. Barnabas Catholic School Child Care Centre (CCS027-01) by $0.500 million, increasing the project cost from $2.600 million to $3.100 million, funded through the Child Care Capital Reserve Fund (XR1103), required to fund the inflationary impacts on the cost of construction. 4. City Council authorize an amendment to the budgeted cash flows for the completion of the St. Barnabas Catholic School project to reflect the following requirements: 2019 - $1.000 million, and 2020 - $1.923 million.
Staff recommendation as filed
The Interim General Manager, Children's Services recommends that: 1. City Council authorize an in-year budget adjustment to the 2019 Capital Budget for Children's Services by increasing the project cost for the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre (CCS035-01) by $7.000 million, increasing the project cost from $11.000 million to $18.000 million, funded through the Child Care Capital Reserve Fund (XR1103), required to support the consolidation of the Trimbee Early Learning Centre; to support the addition of 26 child care spaces to the planned Mount Dennis location; and to fund inflationary impacts on the cost of construction. 2. City Council authorize an amendment to the budgeted cash flows for the completion of the Toronto Early Learning and Child Care Services' Mount Dennis Child Care Centre project to reflect the following requirements: 2019 - $2.000 million, 2020 - $10.000 million, and 2021 - $2.991 million. 3. City Council authorize an in-year budget adjustment to the 2019 Capital Budget for Children's Services by increasing the project cost for the St. Barnabas Catholic School Child Care Centre (CCS027-01) by $0.500 million, increasing the project cost from $2.600 million to $3.100 million, funded through the Child Care Capital Reserve Fund (XR1103), required to fund the inflationary impacts on the cost of construction. 4. City Council authorize an amendment to the budgeted cash flows for the completion of the St. Barnabas Catholic School project to reflect the following requirements: 2019 - $1.000 million, and 2020 - $1.923 million.
EX7.24adopted
Emergency Management Program Funding Increase from Ontario Power Generation Incorporated
The purpose of this report is to seek City Council authority to enter into a new agreement with Ontario Power Generation Inc. to accept program funding, with respect to a revised nuclear emergency management program. This new agreement would replace existing agreements between the parties. The proposed maximum amount of funding under this new agreement would be $212,500 for the period July 1, 2019 to December 31, 2019, inclusive and $650,000 per calendar year for the period 2020 to 2024 ("primary funding"), plus such additional funding amounts with respect to costs incurred by the City for implementation of specific requirement. The primary funding will offset the addition of three full time, temporary staff who will supplement existing nuclear emergency management work currently being undertaken by the Office of Emergency Management.
The Executive Committee recommends that: 1. City Council authorize the Director, Office of Emergency Management to negotiate and enter into agreements with Ontario Power Generation Inc. for the provision of, and funding support for the City's provision of emergency management services for nuclear emergency response between the City of Toronto and Ontario Power Generation Inc., as described in this agreement, on terms and conditions satisfactory to the Director, Office of Emergency Management, and in a form satisfactory to the City Solicitor. 2. City Council authorize the Director, Office of Emergency Management, to accept funding as prescribed for in any agreements negotiated, such funding to be added to the Office of Emergency Management 2019 Operating Budget for as an in-year budget adjustment that: a. increases expenditures and revenues by $212,500 for a net $0 impact from $225,000 to $437,500; and b. increases the complement by three (3) additional temporary full-time Full Time Equivalents from 18 to 21 Full Time Equivalents. 3. City Council authorize the Director, Office of Emergency Management to execute and submit on behalf of the City any documents related to the funding support for the City's provision of nuclear emergency management services for nuclear emergency response between the City of Toronto and Ontario Power Generation Inc., required by the agreement between the parties.
Staff recommendation as filed
The Fire Chief and General Manager, Fire Services recommends that: 1. City Council authorize the Director, Office of Emergency Management to negotiate and enter into agreements with Ontario Power Generation Inc. for the provision of, and funding support for the City's provision of emergency management services for nuclear emergency response between the City of Toronto and Ontario Power Generation Inc., as described in this agreement, on terms and conditions satisfactory to the Director, Office of Emergency Management, and in a form satisfactory to the City Solicitor. 2. City Council authorize the Director, Office of Emergency Management, to accept funding as prescribed for in any agreements negotiated, such funding to be added to the Office of Emergency Management 2019 Operating Budget for as an in-year budget adjustment that: a. increases expenditures and revenues by $212,500 for a net $0 impact from $225,000 to $437,500; and b. increases the complement by three (3) additional temporary full-time Full Time Equivalents from 18 to 21 Full Time Equivalents. 3. City Council authorize the Director, Office of Emergency Management to execute and submit on behalf of the City any documents related to the funding support for the City's provision of nuclear emergency management services for nuclear emergency response between the City of Toronto and Ontario Power Generation Inc., required by the agreement between the parties.
EX7.25adopted
This report requests City Council's authority to amend the Toronto Public Library 2019 Council Approved Capital Budget and 2020-2028 Capital Plan by adjusting cash flows contained within the 10-Year Capital Plan, respectively, to align forecasted project accelerations and deferrals. The adjustments will have a zero debt impact on the 2019 Capital Budget and 2020-2028 Capital Plan and will align the 2019 Capital Budget to Toronto Public Library's capital project delivery schedule and program requirements.
The Executive Committee recommends that: 1. City Council authorize the acceleration and deferral of cash flows within the projects in Toronto Public Library's 2019 Council Approved Capital Budget and future year commitments in the amount of $1.078 million, as included in Attachment 1 to the report (June 17, 2019) from the City Librarian, with zero gross and debt budget impact.
Staff recommendation as filed
The City Librarian recommends that: 1. City Council authorize the acceleration and deferral of cash flows within the projects in Toronto Public Library's 2019 Council Approved Capital Budget and future year commitments in the amount of $1.078 million, as included in Attachment 1 "Accelerations/Deferrals - Toronto Public Library 2019 Capital Budget and 2020-2028 Capital Plan Adjustments", with zero gross and debt budget impact.