Executive Committee
The full agenda, as filed
All 10 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.
EX9.1amended
Toronto-Ontario Transit Update
The purpose of this report is to provide City Council with both an update on the status of the technical assessment of the Province's Sole Responsibility Projects and progress on discussions between the City and the Province in accordance with the Terms of Reference for the Realignment of Transit Responsibilities Review. Based on the results of the technical assessment and the current status of discussions on the realignment of transit responsibilities between the City and Province, this report includes a series of recommendations to ensure ongoing engagement to advance important transit initiatives to support the City's growth. This report was prepared in consultation with the Chief Executive Officer, Toronto Transit Commission. For context, over the next twenty years, the City's population is projected to grow by about 960,000 people. By 2041, the City's population will be more than 3,900,000, exceeding the Provincial Growth Plan forecasts by more than 500,000[1]. This growth will add pressure to Toronto's transit infrastructure, already in need of significant investment by all orders of government. The City and Toronto Transit Commission have identified state of good repair and growth needs totaling at least $33.5 billion as per the Toronto Transit Commission Capital Investment Plan. The Province, in announcing its investment in their four priority projects (i.e., Ontario Line, three-stop Line 2 East Extension, Yonge Subway Extension and Eglinton West Light Rail Transit), has estimated an investment of at least $28.5 billion. Taken together, this represents a more than $60 billion in transit investment, critical to maintaining the safety and reliability of the existing system and growing the system to meet mobility demands of the City and region. Technical Assessment of Provincial Projects Since the last report to City Council on the status of the Toronto-Ontario Transit Responsibilities Realignment Review, City and Toronto Transit Commission staff have continued to meet with Provincial staff for the purpose of carrying out the assessment of the Provincial Priority Projects. City and Toronto Transit Commission staff have assessed the Ontario Line and Line 2 East Extension, and will now, with City Council's support, work with the Province to advance all four priority projects. Based on the Ontario Line proposal, and the level of design completed to date in respect to the Line 2 East Extension (3-stop), the City and Toronto Transit Commission believe the projects as proposed have the ability to deliver positive benefits to Toronto's transit network, and are therefore supportable in principle. Both projects have elements that are similar to projects previously considered by Council and as such have the potential to bring similar positive benefits to the City, including contributing to the relief of Line 1. Further, both projects will enhance the transit network by providing new higher-order transit lines throughout the city including to equity-seeking communities. The City and Toronto Transit Commission have received limited information regarding the Eglinton West Light Rail Transit and the future plans for the Yonge Subway Extension to date and will continue to work with the Province to better understand the benefits of those projects. As part of the technical assessment, the City and Toronto Transit Commission have also identified key areas requiring further discussion with the Province in order to ensure that the projects continue to materially deliver the anticipated minimum benefits and address City expectations. City and Toronto Transit Commission staff will also continue to engage closely with the Province on the location of potential portals and tracks for the Ontario Line, and the coordination of major capital construction projects, especially in the area of the Lower Don River. The Province has committed to collaborate with the City and Toronto Transit Commission as the priority projects are developed and to ensure seamless integration of the extensions with existing subway infrastructure and assets. Through collaboration, City and Toronto Transit Commission staff will ensure that outstanding areas of concern are addressed as the projects are further developed, and that they proceed without undue delay. City and Toronto Transit Commission staff will also continue to work with the Province through established tables to advocate for meaningful public consultation on the Province's Sole Responsibility Projects. Realignment of Transit Responsibilities In parallel with the work on the technical assessment, the City and Province have been engaged in ongoing discussions regarding the realignment of transit responsibilities, as directed by Council and agreed to in the Terms of Reference. These discussions have culminated in a Provincial commitment of intent and a proposed package of terms as set out in an October 10, 2019 letter from the Minister of Transportation Caroline Mulroney, and an October 9, 2019 letter from the Deputy Minister of Transportation Shelley Tapp and Special Advisor to Cabinet - Transit Upload Michael Lindsay, both of which are attached to this report. These letters taken together articulate a provincial commitment of intent and a set of principles and parameters to guide the working relationship of the City and Province in delivering the expansion of transit. They contain the package of terms that form the foundation of a preliminary agreement, summarized and presented in a term sheet, also attached to this report. In summary, the Provincial proposal provides the following: - The City Retains Ownership of the Existing Subway Network - The Province has determined that it is no longer necessary to assume ownership of the existing subway system in order to expand Toronto's transit network. The existing Toronto Transit Commission subway system will remain under the ownership of the City of Toronto and Toronto Transit Commission. - Toronto Transit Commission Retains Operations of the Transit Network - The Toronto Transit Commission will continue to operate the existing network, and will maintain day-to-day operations of the four Provincial priority projects as they come into service, including labour relations. With respect to maintenance functions and service levels/standards, the Province will work with the City and Toronto Transit Commission to further define roles and responsibilities through operating and maintenance agreements. Farebox revenue will be used to defray operating costs, and the Province has committed to negotiate ongoing and commensurate operating contributions from other municipalities where subway service is provided. Under the proposal the City will be responsible for funding any net subsidy required to operate each of the priority projects. - Funding for State of Good Repair Needs and Transit Expansion - The Province's proposal indicates that it would not seek capital contributions from the City for the Province's four priority expansion projects (Ontario Line, Line 2 East Extension, Yonge Subway Extension, and Eglinton West Light Rail Transit), in accordance with the commitment that the City will redirect the capital contributions it would have otherwise been expected to make toward incremental investments in the state-of-good-repair needs of the system, as illustrated in the letter attached from the Chief Executive Officer, Toronto Transit Commission, Rick Leary. The Province would also consider the redirection of these funds to investment in other transit expansion priorities identified by Council, based on a fully developed business case, and subject to credible progress to the relief of the state of good repair backlog in the subway system. - Advancing and Accelerating Transit Projects - The Province will own and be solely responsible for the delivery of the four priority Provincial subway projects, and have committed to collaboration and engagement with the City and Toronto Transit Commission through the design, development, and delivery of these projects, similar to the approach taken with the Eglinton Crosstown Light Rail Transit project. - In order to accelerate delivery of priority expansion projects, the City and Province will jointly seek opportunities to streamline processes, where possible. The Transit Expansion Office will act as the one-window access to the City, and facilitate the City's role in project implementation, while also developing improved processes to meet timelines. - The Province will work with the City to identify opportunities to leverage powers and authorities available through the Province to expedite delivery, and to develop a Memorandum of Understanding related to Transit Oriented Development, recognizing the desire to create and capture value to offset capital costs while advancing the principles of good city planning. - The Province is seeking a commitment that the City will engage and work collaboratively to identify how to efficiently manage key interchange stations and intersecting assets to facilitate construction and seamless integration. As outlined in the letter from Minister Mulroney, the Province is seeking a City commitment to grant the Province a level of access to and control over the interchange stations and other intersecting assets, following engagement between senior provincial and City officials. - Financial Support of Projects - The Province has committed to undertaking a financial review and reconciliation of costs incurred by the City and Toronto Transit Commission to date on the Relief Line South and the Line 2 East Extension, and subject to further review of commitments made, the Province has committed to reimbursing the City for reasonable costs incurred. The Province has also committed to reimbursing the City for staff services and appropriate consulting services provided in support of advancing its priority projects. - Endorsement of Projects for Federal Funding - As a result of the City's findings through the technical assessment of the projects, and in accordance with the above terms, the Province is seeking the City's endorsement of the re-allocation of the funding under the Investing in Canada Infrastructure Program Public Transit Infrastructure Fund Phase 2 to the Ontario Line and the Line 2 East Extension projects, consistent with the Investing in Canada Infrastructure Program Public Transit Infrastructure Fund Phase 2 approvals framework. - The Province and the City will continue to advance the SmartTrack Stations Program and Bloor-Yonge Capacity Improvement project through the federal Investing in Canada Infrastructure Program Public Transit Infrastructure Fund Phase 2 program. - The Province and City will work together to seek further federal engagement and funding commitment to all priority projects. The package of terms as proposed by the Province, subject to endorsement by Council and outlined in the attached Term Sheet, provide a starting framework for agreements that will result in significant new transit investment in Toronto to both maintain and expand the existing system. Subject to Council approval, staff will negotiate, enter into, and execute an agreement (the "Preliminary Agreement") with the Province on the basis of these terms, transitioning them into a formal arrangement between the parties. This Preliminary Agreement will form the starting foundation of a more fulsome Master Agreement or series of agreements, which will be negotiated between the parties as the projects advance through their respective lifecycles. These agreements will be subject to future Council approval. This report outlines the significant outcomes achieved as a result of the discussions between the City and Province since the signing of the Terms of Reference in February. Continued engagement with the Province will provide the City and Toronto Transit Commission the critical opportunity to collaboratively advance the priority projects through their lifecycles, ensure the projects continue to materially meet the City's anticipated benefits and expectations, and advance much needed investment in transit without undue delay. [1] Canadian Centre of Economic Analysis and the Canadian Urban Institute. Toronto Housing Market Analysis. January 2019. https://www.toronto.ca/legdocs/mmis/2019/ph/bgrd/backgroundfile-124480.pdf
The Executive Committee recommends that: 1. City Council authorize the City Manager and any other relevant City Officials, in consultation with the Chief Executive Officer, Toronto Transit Commission and the City Solicitor, to negotiate, enter into and execute an agreement (the "Preliminary Agreement") with the Province and/or any other relevant provincial agency, in accordance with the terms set out in the term sheet attached as Attachment 6 to the report (October 15, 2019) from the City Manager reflecting the principles/parameters set out in the letters from the Minister of Transportation and the Special Advisor to Cabinet provided as Attachments 7 and 8 to the report (October 15, 2019) from the City Manager. 2. City Council authorize the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission, to negotiate a Master Agreement and/or other applicable Agreements with the Province and/or any other relevant provincial agency for the purposes of the planning, procurement, construction, operations, and maintenance of the provincial priority projects, on the terms set out in Attachment 6 to the report (October 15, 2019) from the City Manager and any additional terms deemed necessary, and to report back to the Executive Committee on the results of such negotiations. 3. Subject to entering into the Preliminary Agreement, and in anticipation of the realization of the City's project expectations including project benefits as described in the report (October 15, 2019) from the City Manager, City Council endorse the re-allocation of the federal funding under the Investing in Canada Infrastructure Program Public Transit Infrastructure Fund Phase 2 in accordance with the following, and direct the City Manager to advise the Government of Canada and the Province of Ontario accordingly: a. up to $0.660 billion for the Province's proposed three-stop Line 2 East Extension as described in the 2019 Ontario Budget; and b. up to $3.151 billion for the Province's proposed Ontario Line as described in the 2019 Ontario Budget and Initial Business Case. 4. City Council direct the City Manager to provide semi-annual updates to City Council regarding the ongoing realignment of transit responsibilities and status of the provincial transit expansion program. 5. City Council direct the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission, to ensure the provincial priority projects continue to materially meet the City's expectations and provide the anticipated benefits as described in the report (October 15, 2019) from the City Manager, and report back to City Council in the event of changes to the provincial priority projects that vary materially from such expectations. 6. City Council direct the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission, to report in 2020, prior to the launch of the 2021 budget process, on funding and financing options for the reallocation of funds previously approved, identified, or contemplated for the provincial priority projects, for the purposes of state-of-good-repair of the Toronto Transit Commission subway network informed by Attachment 1 to the report (October 15, 2019) from the City Manager, and other expansion projects. 7. City Council direct the City Manager to work with the Provincial and Federal governments to develop a long-term plan for dedicated and stable funding to support ongoing transit operations, state of good repair, and expansion projects. 8. City Council direct the Deputy City Manager, Infrastructure and Development Services, to engage with Metrolinx through the next stages of detailed design and the Transit Project Assessment Process to mitigate the potential local impacts of the four new transit lines, with particular focus on the above ground sections of the Ontario Line and to ensure City staff are involved in reviewing and informing plans for: a. safety, including City safety standards; b. noise and vibration; c. proximity of tracks to buildings and houses; d. construction impacts and constructability; e. impacts to local services and amenities including parks and community centres; f. station location and integration with local communities; g. accessibility; and h. business impacts. 9. City Council direct the Deputy City Manager, Infrastructure and Development Services to request Metrolinx to mitigate the impacts described in Recommendation 8 above and to consider options for constructing further portions of the Ontario Line underground, where local impacts cannot be reasonably managed. 10. City Council direct the Deputy City Manager, Infrastructure and Development Services to engage with Metrolinx to ensure robust community consultations with communities through which the new lines will be constructed.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the City Manager and any other relevant City Officials, in consultation with the Chief Executive Officer, Toronto Transit Commission and the City Solicitor, to negotiate, enter into and execute an agreement (the "Preliminary Agreement") with the Province and/or any other relevant provincial agency, in accordance with the terms set out in the term sheet attached as Attachment 6 reflecting the principles/parameters set out in the letters from the Minister of Transportation and the Special Advisor to Cabinet provided as Attachments 7 and 8. 2. City Council authorize the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission, to negotiate a Master Agreement and/or other applicable Agreements with the Province and/or any other relevant provincial agency for the purposes of the planning, procurement, construction, operations, and maintenance of the provincial priority projects, on the terms set out in Attachment 6 and any additional terms deemed necessary, and to report back to the Executive Committee on the results of such negotiations. 3. Subject to entering into the Preliminary Agreement, and in anticipation of the realization of the City's project expectations including project benefits as described in this report, City Council endorse the re-allocation of the federal funding under the Investing in Canada Infrastructure Program Public Transit Infrastructure Fund Phase 2 in accordance with the following, and direct the City Manager to advise the Government of Canada and the Province of Ontario accordingly: a. up to $0.660 billion for the Province's proposed three-stop Line 2 East Extension as described in the 2019 Ontario Budget; and b. up to $3.151 billion for the Province's proposed Ontario Line as described in the 2019 Ontario Budget and Initial Business Case. 4. City Council direct the City Manager to provide semi-annual updates to City Council regarding the ongoing realignment of transit responsibilities and status of the provincial transit expansion program. 5. City Council direct the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission, to ensure the provincial priority projects continue to materially meet the City's expectations and provide the anticipated benefits as described in this report, and report back to Council in the event of changes to the provincial priority projects that vary materially from such expectations. 6. City Council direct that the City Manager, in consultation with the Chief Executive Officer, Toronto Transit Commission, to report in 2020, prior to the launch of the 2021 budget process, on funding and financing options for the reallocation of funds previously approved, identified, or contemplated for the provincial priority projects, for the purposes of state-of-good-repair of the Toronto Transit Commission subway network informed by Attachment 1, and other expansion projects. 7. City Council direct the City Manager to work with the Provincial and Federal governments to develop a long-term plan for dedicated and stable funding to support ongoing transit operations, state of good repair, and expansion projects.
EX9.2amended
ModernTO - City-Wide Real Estate Strategy and Office Portfolio Optimization
The purpose of this report is twofold: 1. To receive feedback and endorsement on the strategic framework to optimize the city-wide real estate portfolio. CreateTO has developed a City-wide Real Estate Portfolio Strategy (Appendix 1) which is a foundational and over-arching framework on how the City can optimize its portfolio, unlock value and deliver new efficiencies for municipal government. 2. To apply this framework to the City's office portfolio, which involves launching an Office Optimization Plan ("ModernTO") as outlined in this report. The plan is expected to accelerate the City's transition to a modern work environment through a self-funded asset management strategy, while reducing the overall capital and operating costs by $30 million per year across the City-wide office portfolio. As a City board, CreateTO was established to provide oversight and direction for the City's real estate portfolio, develop lands for city purposes, and deliver real estate solutions to City divisions, agencies and corporations. To achieve this, advice provided by CreateTO must be consistent with the City's broader asset management policies, corporate objectives and strategic plans. The City-wide real estate strategy aims to make the best use of real estate within this context, applying strategic principles to maximize resources and achieve the City's service deliverables. Due to the size of the City's real estate portfolio, advice will be brought forward to the CreateTO Board and City Council over a multi-year period based on a review of 11 real estate asset types. Recommendations will outline opportunities to improve the City's real estate mix and City building outcomes, starting with the City's office portfolio. The direct application of the City-wide Real Estate Strategy is the Office Optimization Plan, developed to address a large, outdated and inefficient office footprint. The proposed plan aims to reduce total office locations from 52 to 20 over a 5-year period (2020-2025), while modernizing municipal work environments. This report recommends CreateTO and City staff initiate a detailed planning and engagement process to unlock lands and develop a new accommodation plan for City employees, with an execution plan requested for City Council and CreateTO Board approval in the third quarter of 2020. The engagement process over the next 12 months will include extensive consultations with City divisions, agencies and corporations, local Councillors and impacted occupants to inform the implementation plan and City building directions for unlocked real estate.
The Executive Committee recommends that: 1. City Council adopt Appendix 1 to the report (September 18, 2019) from the Chief Executive Officer, CreateTO headed The City-wide Real Estate Portfolio Strategy, as the strategic framework to best utilize the City's real estate assets to drive better value and services for the municipality. 2. City Council direct the Chief Financial Officer and Treasurer and the Executive Director, Financial Planning, in consultation with the Deputy City Manager, Corporate Services and the Chief Executive Officer, CreateTO, to establish a consolidated list of City-wide real estate needs and financial commitments on an annual basis, including funded and unfunded City-wide real estate requirements for a 10-year period to inform long-term, strategic portfolio planning. 3. City Council direct the Deputy City Manager, Corporate Services, in consultation with the Chief Executive Officer, CreateTO, to report through the 2021 budget process with an appropriate funding request to develop a City-wide data and information platform for all Cityreal estate holdings to centrally manage the City's real estate information and integrate various real estate systems, to an extent required to measure the current utilization, cost and potential of each asset and to support the delivery industry standard asset management services. Office Portfolio Optimization 4. City Council adopt the following guidelines to facilitate the delivery of an efficient and modernized office portfolio: a. identify the following assets as "primary office buildings" in need of long-term modernization investments to enable a more effective Toronto Public Service, serving as transit-oriented civic hubs for government administration: 1. City Hall -Metro Hall; 2. Scarborough Civic Centre; 3. North York Civic Centre; and 4. Etobicoke Civic Centre; b. identify the following assets in the appendices to the report (September 18, 2019) from the Chief Executive Officer, CreateTO as underutilized and as opportunities to unlock value and address City needs and City building objectives, such as affordable housing, employment uses and community infrastructure: 1. 277 Victoria Street (Appendix 3a); 2. 33 Queen Street East (Appendix 3b); 3. 610 Bay Street (Appendix 3c); 4. 931 Yonge Street (Appendix 3d); 5. 1900 Yonge Street (Appendix 3e); 6. 75 Elizabeth Street (Appendix 3f ); 7. 95 The Esplanade - Ground Floor (Appendix 3g); and 8. 18 Dyas Road (Appendix 3h); and c. direct the Deputy City Manager, Corporate Services, in consultation with the Chief Executive Officer, CreateTO and the Chief Financial Officer and Treasurer to report to the CreateTO Board and City Council in the third quarter of 2020 with a detailed business case and an execution plan, including an assessment of costs, savings/revenues and a 5-year implementation and funding plan for completing Office Optimization in primary office buildings, including a master accommodation plan for staff and recommended directions and city building opportunities for properties identified in Recommendation 4b above, and that the development of such business cases be guided by the following principles: 1. consulting local Councillors, City Planning, local communities and impacted occupants regarding relocation requirements and appropriate mix of City outcomes for the properties identified as underutilized assets; and 2. develop recommendations to relocate office space occupants in underutilized assets to the "primary office buildings" or other suitable facilities, with the City acting as property manager, where appropriate, plus relocate occupants in office leases into City-owned space. 5. City Council direct the Deputy City Manager, Corporate Services, in collaboration with the Medical Officer of Health, the Board of Health, and CreateTO, to ensure that all existing and necessary harm reduction, dental and other direct client services located at 277 Victoria Street continue to be made available and readily accessible to clients, especially those in the immediate neighbourhood of 277 Victoria, as part of any future repurposing of the site, and that space for these services be secured in the area should the building at 277 Victoria be sold and repurposed. 6. City Council direct the Deputy City Manager, Corporate Services to include $4.4 million in the 2020 Corporate Real Estate Management operating budget to be used over a 12 month period to establish a detailed implementation and funding plan, including funding for a multi-disciplinary project team, change management activities, and to conduct site due diligence and community consultations with respect to unlocked properties. 7. City Council direct the Deputy City Manager, Corporate Services to procure a workplace consultant to determine location requirements for all impacted occupants via a master accommodation plan; determine appropriate mobility ratios for City operations; establish a project schedule, timelines and sequencing of moves over a 5-year period; and provide financial projections for recommended investments in physical spaces, technology, and change management activities.
Staff recommendation as filed
The Board of Directors of CreateTO recommends that: 1. City Council adopt Appendix 1 to the report (September 18, 2019) from the Chief Executive Officer, CreateTO, "The City-wide Real Estate Portfolio Strategy", as the strategic framework to best utilize the City's real estate assets to drive better value and services for the municipality. 2. City Council direct the Chief Financial Officer and Treasurer and the Executive Director, Financial Planning, in consultation with the Deputy City Manager, Corporate Services and the Chief Executive Officer, CreateTO, to establish a consolidated list of City-wide real estate needs and financial commitments on an annual basis, including funded and unfunded City-wide real estate requirements for a 10-year period to inform long-term, strategic portfolio planning. 3. City Council direct the Deputy City Manager, Corporate Services, in consultation with the Chief Executive Officer, CreateTO, to report through the 2021 budget process with an appropriate funding request to develop a City-wide data and information platform for all Cityreal estate holdings to centrally manage the City's real estate information and integrate various real estate systems, to an extent required to measure the current utilization, cost and potential of each asset and to support the delivery industry standard asset management services. Office Portfolio Optimization 4. City Council adopt the following guidelines to facilitate the delivery of an efficient and modernized office portfolio: a. Identify the following assets as "primary office buildings" in need of long-term modernization investments to enable a more effective Toronto Public Service, serving as transit-oriented civic hubs for government administration: -City Hall -Metro Hall; -Scarborough Civic Centre; -North York Civic Centre; and -Etobicoke Civic Centre; b. Identify the following assets as underutilized and as opportunities to unlock value and address City needs and City building objectives, such as affordable housing, employment uses and community infrastructure: -277 Victoria Street (Appendix 3a); -33 Queen Street East (Appendix 3b); -610 Bay Street (Appendix 3c); -931 Yonge Street (Appendix 3d); -1900 Yonge Street (Appendix 3e); -75 Elizabeth Street (Appendix 3f); -95 The Esplanade - Ground Floor (Appendix 3g); and -18 Dyas Road (Appendix 3h); and c. Direct the Deputy City Manager, Corporate Services, in consultation with the Chief Executive Officer, CreateTO and the Chief Financial Officer and Treasurer to report to the CreateTO Board and City Council in the third quarter of 2020 with a detailed business case and an execution plan, including an assessment of costs, savings/revenues and a 5-year implementation and funding plan for completing Office Optimization in primary office buildings, including a master accommodation plan for staff and recommended directions and city building opportunities for properties identified in recommendation 4b, and that the development of such business cases be guided by the following principles: 1. Consulting local Councillors, City Planning, local communities and impacted occupants regarding relocation requirements and appropriate mix of City outcomes for the properties identified as underutilized assets; and 2. Develop recommendations to relocate office space occupants in underutilized assets to the "primary office buildings" or other suitable facilities, with the City acting as property manager, where appropriate, plus relocate occupants in office leases into City-owned space. 5. City Council direct the Deputy City Manager, Corporate Services to include $4.4 million in the 2020 Corporate Real Estate Management operating budget to be used over a 12 month period to establish a detailed implementation and funding plan, including funding for a multi-disciplinary project team, change management activities, and to conduct site due diligence and community consultations with respect to unlocked properties. 6. City Council direct the Deputy City Manager, Corporate Services to procure a workplace consultant to determine location requirements for all impacted occupants via a master accommodation plan; determine appropriate mobility ratios for City operations; establish a project schedule, timelines and sequencing of moves over a 5-year period; and provide financial projections for recommended investments in physical spaces, technology, and change management activities.
EX9.3adopted
ModernTO - Enabling a Flexible and Mobile Workplace
The purpose of this report is to provide complementary information and direction on non-real estate matters to the recommendations included in the CreateTO report (RA8.1) entitled "ModernTO - City-Wide Real Estate Strategy and Office Portfolio Optimization". The Office Portfolio Optimization Plan ("ModernTO") proposes to accelerate the City's transition to a modern work environment that would not only reduce the number of office locations and improve the overall efficiency of the office footprint, but also transform how and where employees work to foster a more productive work environment, improve work-life balance and adapt to changing workforce needs. Modern workspaces focus on open space concepts, unassigned workstations (i.e. choice of workspace), collaborative spaces, mobile technology, fewer dedicated offices, and flexible workplace policies that provide staff the ability to choose a work environment most suitable to the circumstances at hand. In addition to the proposed optimization of the physical office environment, the successful implementation of ModernTO will require a strategic plan to update traditional City policies and technologies, in order to enable a mobile and flexible workplace, which includes: 1. Developing policies and practices for flexible and remote work arrangements; 2. Providing staff with appropriate tools and technology to work and stay connected from a variety of locations; and 3. Ensuring that primary office buildings have adequate co-working spaces and technology to support a mobile workforce and flexible workplace. The implementation of modern workplace policies and technologies provides a number of non-real estate related benefits, including but not limited to: - Improved productivity, job satisfaction and employee engagement; Talent attraction and retention via modern spaces, policies and with appropriate tools and technology; - Environmental benefits (reduction of Greenhouse Gas emissions, reduction in paper consumption and less traffic congestion); - Service delivery improvements (employees are more connected, engaged and efficient); - Health and safety benefits via ergonomic furniture, natural lighting, sit-stand workstations, etc.; and - Promotes work-life balance for employees. Alignment of key business areas, including but not limited to Corporate Real Estate Management, People and Equity, and Information and Technology will be paramount in the successful implementation of the ModernTO initiative.
The Executive Committee recommends that: 1. City Council request the agencies and corporations listed below adopt their own policies to enable a flexible and mobile office workplace, in a manner consistent with those established by the City under the Office Portfolio Optimization Plan in order to improve overall efficiencies, standards and cost savings. a. CreateTO; b. Toronto Community Housing Corporation; c. Toronto Parking Authority; and d. Toronto Transit Commission 2. City Council direct the Chief Technology Officer, Information and Technology to work with the agencies and corporations listed in Recommendation 1 above to provide a shared services model for Information and Technology requirements related to their office functions to improve overall municipal efficiencies, standards and cost savings.
Staff recommendation as filed
The Deputy City Manager, Corporate Services recommends that: 1. City Council request the agencies and corporations listed below adopt their own policies to enable a flexible and mobile office workplace, in a manner consistent with those established by the City under the Office Portfolio Optimization Plan in order to improve overall efficiencies, standards and cost savings. - CreateTO - Toronto Community Housing Corporation - Toronto Parking Authority - Toronto Transit Commission 2. City Council direct the Chief Technology Officer, Information and Technology to work with the agencies and corporations listed in Recommendation 1 to provide a shared services model for Information and Technology requirements related to their office functions to improve overall municipal efficiencies, standards and cost savings.
EX9.4adopted
Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream
On September 3, 2019, the Province of Ontario launched an intake for the federal Investing in Canada Infrastructure Program - Community, Culture and Recreation funding stream. The Investing in Canada Infrastructure Program - Community, Culture and Recreation stream supports projects that improve access to and/or quality of community, cultural, and recreation priority infrastructure projects. The federal government will contribute up to 40 percent of eligible project costs for municipal projects and requires the Province to provide no less than 33.33 percent matching contribution with municipalities funding the remainder (26.67 percent) or identifying alternative sources to cover the municipal portion. The Province, as a cost-sharing partner and administrator of the federal funding program, will be prioritizing and nominating to the federal government projects that are community-oriented, non-commercial and open to the public. Applications are due by November 12, 2019. Projects must be substantially completed by March 31, 2027. The Investing in Canada Infrastructure Program - Community, Culture and Recreation intake process is a merit-based, competitive application process with no set municipal allocation. As such, it is in the City's interest to submit multiple eligible project applications to ensure the best chance at success. To date, the Province has committed to only one intake for the Investing in Canada Infrastructure Program - Community, Culture and Recreation stream due to anticipated high demand for funding under the program. However, the Province has noted that this does not exclude the potential for a second intake in the future. This report recommends City Council confirm the list of projects to be submitted to the Investing in Canada Infrastructure Program - Community, Culture and Recreation program that are currently in the City's 2019-2028 Capital Budget and Plan as outlined in Attachment 1. The report also recommends City Council confirm the list of projects to be submitted to the Investing in Canada Infrastructure Program - Community, Culture and Recreation program that are not currently in the City's 2019-2028 Capital Budget and Plan as outlined in Attachment 2. Should projects in Attachment 2 be successful for funding under the Investing in Canada Infrastructure Program - Community, Culture and Recreation program, City staff will seek Council approval for the reallocation of matching municipal funds through the City's budget process.
The Executive Committee recommends that: 1. City Council authorize the City Manager to apply for funding under the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for the projects currently in the City's 2019-2028 Capital Budget and Plan that are set out in Attachment 1 to the report (October 17, 2019) from the City Manager. 2. City Council authorize the City Manager to apply for funding under the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for the projects not currently in the City's 2019-2028 Capital Budget and Plan that are set out in Attachment 2 to the report (October 17, 2019) from the City Manager, with budget reallocation of matching municipal funds with zero debt impact subject to further approvals from City Council. 3. City Council authorize the City Manager, in consultation with the Chief Financial Officer and Treasurer, to apply for funding under any additional rounds of intake for the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for projects that meet mandatory federal and provincial eligibility criteria and that best meet the following criteria: a. the project aligns with Ontario's Community, Culture and Recreation Infrastructure Stream assessment objectives; b. City Council has endorsed the project through a City strategy, plan or decision; c. the project is within the City's 2019-2028 Capital Budget and Plan as approved by Council; d. the project is in a state of readiness with adequate level of design to proceed to construction; e. a site has been secured for the project; and f. the project is located within a Toronto Neighbourhood Improvement Area. 4. City Council grant approval to receive the funds, if any, from the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for all City projects approved for Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream funding. 5. City Council authorize the Mayor and/or the City Manager to enter into and execute any agreements, including any amendments, with the Province of Ontario and/or Government of Canada under the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream on terms and conditions satisfactory to the City Manager and the Chief Financial Officer and Treasurer, and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The City Manager recommends that: 1. City Council authorize the City Manager to apply for funding under the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for the projects currently in the City's 2019-2028 Capital Budget and Plan that are set out in Attachment 1 to this report. 2. City Council authorize the City Manager to apply for funding under the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for the projects not currently in the City's 2019-2028 Capital Budget and Plan that are set out in Attachment 2 to this report, with budget reallocation of matching municipal funds with zero debt impact subject to further approvals from City Council. 3. City Council authorize the City Manager, in consultation with the Chief Financial Officer and Treasurer, to apply for funding under any additional rounds of intake for the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for projects that meet mandatory federal and provincial eligibility criteria and that best meet the following criteria: a. The project aligns with Ontario's Community, Culture and Recreation Infrastructure Stream assessment objectives; b. City Council has endorsed the project through a City strategy, plan or decision; c. The project is within the City's 2019-2028 Capital Budget and Plan as approved by Council; d. The project is in a state of readiness with adequate level of design to proceed to construction; e. A site has been secured for the project; and f. The project is located within a Toronto Neighbourhood Improvement Area. 4. City Council grant approval to receive the funds, if any, from the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream for all City projects approved for Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream funding. 5. City Council authorize the Mayor and/or the City Manager to enter into and execute any agreements, including any amendments, with the Province of Ontario and/or Government of Canada under the Investing in Canada Infrastructure Program - Community, Culture and Recreation Infrastructure Stream on terms and conditions satisfactory to the City Manager and the Chief Financial Officer and Treasurer, and in a form satisfactory to the City Solicitor.
EX9.5amended
Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038
The Parks and Recreation Facilities Master Plan 2019-2038 was adopted by City Council in November 2017 and is the first strategic plan to guide Parks, Forestry and Recreation's city-wide planning and investment in a range of parks and recreation assets including: community recreation centres, aquatic and ice facilities, sports fields and courts, splash pads and a number of other facilities. The Parks and Recreation Facilities Master Plan directs investment for both maintaining existing facilities and the provision of new facilities over the next 20 years. Since its approval by Council, the Parks and Recreation Facilities Master Plan has guided capital and facility planning, design and construction, as well as supported area studies, major development applications and policy development. This report recommends the approval of the Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038, found in Appendix A. The Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038 provides an evidence-based, decision-making framework to address gaps in provision, align facility development with growth, pursue facility repurposing opportunities, invest strategically, and advance policy and partnerships across the city over the next 20 year period. It offers an equitable and consistent framework for identifying where, how and when to invest in parks and recreation facilities. The Parks and Recreation Facilities Master Plan Implementation Strategy is supported by four guiding principles - quality, innovation, sustainability, and equity and is guided by three strategic goals: - Renew and upgrade existing facilities; - Address gaps and growth-related needs; and - Work with other partners to explore new opportunities to provide facilities. The Parks and Recreation Facilities Master Plan Implementation Strategy focuses equally on the importance of investing in both the state-of-good-repair for existing facilities, and provision of new and enhanced facilities and proposes to: - Eliminate the state-of-good-repair backlog and proactively plan for state-of-good-repair improvement by: - Increasing Parks, Forestry and Recreation's annual state-of-good-repair investment to proactively address the backlog and meet industry standards, helping to ensure existing parks and recreation facilities continue to serve the city for generations; - Focusing on facilities that have traditionally been underfunded. Historically, state-of-good-repair funding has been focused on larger facilities rather than smaller, community-based facilities like sports courts. This has impacted consistency and created gaps in service delivery; - Creating a dedicated team focused on asset management and addressing state-of-good-repair. Building a dedicated staff team within Parks, Forestry and Recreation focusing on state-of-good-repair strategies and assessments, along with advancing state-of-good-repair projects will both fast track implementation and build an enhanced internal expertise and project efficiencies; and - Advancing the prioritization methodology for capital facility renewal projects, informed by condition audits and inspections. Capital investments are directed to higher risk aging assets and urgent projects first, reducing, where budget is available, the possibility of system failure. - Construct 17 new community recreation centres to address growth, respond to increasing demand and provide more equitable service in communities across the city; - Revitalize and/or replace 11 existing community recreation centres while maximizing current land and resources, and making good use of financial resources; - Maintain current provision levels and address geographic gaps for indoor pools, splash pads, soccer and multi-use fields, cricket pitches and bike parks; - Increase provision levels for basketball courts, skateparks and sports bubbles; and Maintain existing facilities in all other areas. Advancing the Parks and Recreation Facilities Master Plan 2019-2038 Implementation Strategy will result in additional and improved parks and recreation facilities that address the needs of future growth, historically underserved areas, and respond to changing parks and recreation trends. Recommendations in the Parks and Recreation Facilities Master Plan 2019-2038 were established based on currently available research and information. Many things can change over the course of 20 years, including demographics, growth, facility conditions, partnership opportunities, recreation trends and the availability of funding. In order to ensure that facilities are responsive to change, prior to initiating the design of any major new or revitalized parks and recreation facility, a local planning review will be undertaken to confirm factors such as population growth, land opportunities, trends in demand for and availability of recreation services, and design standards. The financial strategy for the Parks and Recreation Facilities Master Plan 2019-2038 was based on Parks, Forestry and Recreation's current funding sources, namely the growth funding tools, which include Development Charges, Section 42 and Section 37 of the Planning Act, and debt which funds all state-of-good-repair requirements. Growth-related projects are currently funded through revenue from Sections 37 and 42 of the Planning Act and Development Charges, which represent approximately 56 percent of Parks, Forestry and Recreation's 10-year Capital Plan. Based on the 2019-2028 Capital Budget and Plan it is estimated that there is sufficient funding for new and enhanced facilities over the 10 year period if current funding levels are maintained. The 2019-2028 Council-approved Capital Plan for Parks, Forestry and Recreation currently includes "Parks and Recreation Facilities Master Plan 2019-2038 placeholders" for new and enhanced parks and recreation facilities, without referencing the specific name or Ward, District or Citywide location. This report provides the detail and timing for each of the parks and recreation facilities recommended in the Parks and Recreation Facilities Master Plan 2019-2038. With the passage of the More Homes, More Choice Act, 2019 (Bill 108), Section 42, Section 37 and the "soft infrastructure" elements of the Development Charges By-law, will be replaced with a new single source of funding, the Community Benefits Charge. The Parks and Recreation Facilities Master Plan 2019-2038 Implementation Strategy will be dependent on the City developing and implementing a Community Benefits Charge strategy and enabling bylaw. The financial impacts of transitioning to the Community Benefits Charge will not be fully understood until the provincial regulations setting out the details of the Community Benefits Charge formula are finalized and subsequently evaluated by the City. The Province of Ontario has committed to maintaining municipal revenues through the proposed changes under Bill 108. Parks, Forestry and Recreation will report out on any funding changes that may impact on the 2019-2028 Capital Plan as a result of the new funding sources, as part of the City's annual capital budget planning process. State-of-good-repair is funded through debt. Addressing the state-of-good-repair backlog for existing Parks and Recreation Facilities Master Plan 2019-2038 in-scope facilities will require the City to consider an additional investment of $469.6 million over a 20-year period, or $234.8 million over the upcoming 2020-2029 Capital Plan (an additional $23.5 million per year), which will likely need to be phased in. This magnitude of investment is required as facilities continue to be in a state of disrepair. The inability to fund state-of-good-repair has led to increased equipment failure causing service interruptions, unplanned closures and cancelled programs. The Parks and Recreation Facilities Master Plan 2019-2038 Implementation Strategy will also serve as a framework to respond to external funding opportunities, such as grants and donations, from partnerships, public agencies, non-profits, or other orders of government. Apart from external funding, projects included in the Parks and Recreation Facilities Master Plan 2019-2038 Implementation Strategy may be accelerated or deferred for other reasons, such as availability of land and resources. The 10-year Capital Plan for Parks, Forestry and Recreation is updated every year and will offer the opportunity to reflect these changes. Parks, Forestry and Recreation will report back to City Council in 2024 with an update on the first five years of implementation of the Parks and Recreation Facilities Master Plan 2019-2038.
The Executive Committee recommends that: 1. City Council adopt the Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038 as set out in Appendix A to the report (October 8, 2019) from the General Manager, Parks, Forestry and Recreation. 2. City Council direct the General Manager, Parks, Forestry and Recreation to work with the Chief Financial Officer and Treasurer on a funding strategy to implement the Parks and Recreation Facility Master Plan 2019-2038 over the 20 year period. 3. City Council direct the General Manager, Parks, Forestry and Recreation to submit the additional funding requirements associated with the implementation of the "Parks and Recreation Facilities Master Plan 2019-2038" including state of good repair backlog for consideration as part of the 2020 Budget process. 4. City Council direct the General Manager, Parks, Forestry and Recreation to present the Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038 to relevant stakeholders, including the school boards, and to discuss partnership opportunities to advance both the City and school boards capital and programming priorities. 5. City Council direct the General Manager, Parks, Forestry and Recreation to use the Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038 to inform funding, partnerships and inter-governmental discussions in order to advance the priorities set out in the Parks and Recreation Facilities Master Plan 2019-2038 Implementation Strategy. 6. City Council direct the General Manager, Parks, Forestry and Recreation to use the Implementation Strategy to inform the development of the City's Community Benefit Strategy and subsequently, the Community Benefit Charge by-law. 7. City Council direct the General Manager, Parks, Forestry and Recreation, to monitor and assess trends and participation in curling including considering the capacity of existing private and public curling facilities, opportunities to make interest in curling broader and more inclusive and to consult with relevant stakeholders on potential opportunities and report back in the fourth quarter of 2020. 8. City Council direct the General Manger, Parks, Forestry and Recreation to include any revised population projections provided by City Planning in their analysis of facilities to be funded through both the Facilities Master Plan and the Community Benefits Charge. 9. City Council direct the General Manger, Parks, Forestry and Recreation to advance a recreation facilities assessment for the North Yonge Secondary Plan area, including facilities to be incorporated in the future park secured near Drewry and Yonge Street and integrate any required facilities in both the Facilities Master Plan Implementation Strategy and the future Community Benefits Charge Strategy in consultation with the local Councillor. 10. City Council request the General Manager, Parks, Forestry and Recreation, to advance discussions to extend the existing Main Square Community Recreation Centre lease in an effort to ensure recreation service continuity for the Main Square community for a period as required. 11. City Council request the General Manager, Parks, Forestry and Recreation to develop a facility plan to ensure the Main Square Community Recreation Centre's continuation, through either future revitalization of the existing facility or new facilities to accommodate the growth expected through the forthcoming Main Street Planning Study and report on capital needs to support the plan as required in future years' Capital Plans. 12. City Council request the General Manager, Parks, Forestry and Recreation to consider opportunities to utilize the Sir Robert L. Borden site for recreation programming within the Facilities Master Plan including their Sport Field Strategy and Sports Bubble Strategy components 13. City Council request the General Manager, Parks, Forestry and Recreation to review the dogs off-leash policy, applying international best practices, and report back in 2020.
Staff recommendation as filed
The General Manager, Parks, Forestry and Recreation recommends that: 1. City Council adopt the Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038 as set out in Appendix A of this report. 2. City Council direct the General Manager, Parks, Forestry and Recreation to work with the Chief Financial Officer and Treasurer on a funding strategy to implement the Parks and Recreation Facility Master Plan 2019-2038 over the 20 year period. 3. City Council direct the General Manager, Parks, Forestry and Recreation to submit the additional funding requirements associated with the implementation of the "Parks and Recreation Facilities Master Plan 2019-2038" including state of good repair backlog for consideration as part of the 2020 Budget process. 4. City Council direct the General Manager, Parks, Forestry and Recreation to present the Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038 to relevant stakeholders, including the school boards, and to discuss partnership opportunities to advance both the City and school boards capital and programming priorities. 5. City Council direct the General Manager, Parks, Forestry and Recreation to use the Implementation Strategy for the Parks and Recreation Facilities Master Plan 2019-2038 to inform funding, partnerships and inter-governmental discussions in order to advance the priorities set out in the Parks and Recreation Facilities Master Plan 2019-2038 Implementation Strategy. 6. City Council direct the General Manager, Parks, Forestry and Recreation to use the Implementation Strategy to inform the development of the City's Community Benefit Strategy and subsequently, the Community Benefit Charge by-law.
EX9.6amended
Property Acquisition for Strategic City Building
The purpose of this report is to provide the City of Toronto Council ("Council") with an update on the strategic acquisition of property located within Ward 10 - Spadina-Fort York and the corresponding disposition of a nearby piece of City-owned property, as outlined in the Confidential Attachment 1 to this report. The City of Toronto ("the City") is the owner of a property located within Ward 10 - Spadina-Fort York (the "City Property"). The City Property represents an important City-building opportunity due to its location and corresponding property value. For a number of years, the City Property has been identified as a significant redevelopment opportunity for the City. CreateTO, working with their colleagues in City Real Estate Management and City Planning, have developed a business case to strategically leverage the City Property's value and achieve significant City-building on the City Property along with purchasing a nearby piece of privately-owned property (the "Subject Property"). Unlocking the value of the City Property will work to fund significant City-building. It will also fund the acquisition of the Subject Property which will also be used for significant City-building opportunities. In addition to the acquisition of the Subject Property, any residual value realized could be used to fund additional City-building objectives including affordable rental housing, state-of-good-repair of City infrastructure, new parks, a child care centre or other investments, as may be determined appropriate by Council. Properties in the downtown with significant redevelopment potential are becoming increasingly rare. The value of the Subject Property will allow for strategic redeployment of stranded capital to acquire one of the few remaining significant pieces of property.
The Executive Committee recommends that: 1. City Council authorize the City of Toronto to enter into an Agreement of Purchase and Sale (the "Agreement") to acquire the property described in Confidential Attachment 1 to the report (October 8, 2019) from the Executive Director, Corporate Real Estate Management (the "Subject Property") substantially on the terms, including the purchase price, outlined in Confidential Attachment 1 to the report (October 8, 2019) from the Executive Director, Corporate Real Estate Management, and on such other or amended terms and conditions as may be acceptable to the Executive Director, Corporate Real Estate Management, and in a form satisfactory to the City Solicitor. 2. City Council declare the property described in Confidential Attachment 1 to the report (October 8, 2019) from the Executive Director, Corporate Real Estate Management surplus (the "City Property"), and direct staff to take all steps necessary to comply with the City's real estate disposal process set out in Municipal Code Chapter 213, Real Property, Sale of. 3. City Council direct the Executive Director, Corporate Real Estate Management, working with the Chief Planner and Executive Director, City Planning and the Chief Executive Officer, CreateTO, to report back in 2020 on a "Precinct Plan" for the combined City Property, Subject Property and adjacent properties as appropriate (collectively, the "Properties"), including how these sites will be activated with City uses such as affordable housing, parks, Toronto Parking Authority, childcare, and any other uses as may be suitable. 4. City Council direct the Chief Financial Officer and Deputy City Manager, Corporate Services to align the strategic acquisition policy with the City-wide Real Estate Framework to include a specific city-building focus, and to report back to the Executive Committee in the first quarter of 2020. 5. City Council direct the Executive Director, Corporate Real Estate Management, working with the Chief Executive Officer, CreateTO and the Executive Director, Housing Secretariat, to report back in 2020 with a plan, including the financial implications, to deliver affordable housing as a portion of any development of the Properties in a manner that is consistent with the approach used in Housing Now, including funding and financial incentives, at the City Property. 6. City Council authorize the public release of the information contained in Confidential Attachment 1 to the report (October 8, 2019) from the Executive Director, Corporate Real Estate Management following execution of the Agreement.
Staff recommendation as filed
The Executive Director, Corporate Real Estate Management, recommends that: 1. City Council authorize the City of Toronto to enter into an Agreement of Purchase and Sale (the "Agreement") to acquire the property described in Confidential Attachment 1 to this report (the "Subject Property") substantially on the terms, including the purchase price, outlined in Confidential Attachment 1, and on such other or amended terms and conditions as may be acceptable to the Executive Director, Corporate Real Estate Management, and in a form satisfactory to the City Solicitor. 2. City Council declare the property described in Confidential Attachment 1 to this report surplus (the "City Property"), and direct staff to take all steps necessary to comply with the City's real estate disposal process set out in Chapter 213 of the City of Toronto Municipal Code. 3. City Council direct the Executive Director, Corporate Real Estate Management, working with the Chief Executive Officer, CreateTO, to report back in 2020 on a "Precinct Plan" for the combined City Property and Subject Property (collectively, the "Properties"), including how these sites will be activated with City uses such as affordable housing, parks, Toronto Parking Authority, childcare, and any other uses as may be suitable. 4. City Council direct the Executive Director, Corporate Real Estate Management, working with the Chief Executive Officer, CreateTO and the Executive Director, Housing Secretariat, to report back in 2020 with a plan, including the financial implications, to deliver affordable housing as a portion of any development of the Properties in a manner that is consistent with the approach used in Housing Now, including funding and financial incentives, at the City Property. 5. City Council authorize the public release of the information contained in Confidential Attachment 1 to this report following execution of the Agreement.
EX9.7adopted
The purpose of this report is to request that City Council approve the implementation of Phase One of a potential multi-phase initiative to illuminate and animate University Avenue, which will require coordinated efforts and ongoing support from City staff. The City of Toronto received an unsolicited proposal from a citizen-led organization called the Friends of University Avenue. The proposal includes three phases of enhancements to University Avenue. Phase One would include the implementation of a temporary public art installation, funded through philanthropic contributions at the intersection of University Avenue and Gerrard Street. The proposed public art installation is internally lit and its intent is to illuminate the Avenue as a 'beacon of light and hope'. Phase Two would include enhanced landscaping and year round illumination of existing monuments. Phase Three would include a curated program of rotating public art, commissioned or loaned by Friends of University Avenue. At this time, approval is only sought for Phase One. A Steering Committee, comprised of the Friends of University Avenue and representatives from City Divisions including City Planning, Economic Development and Culture, Transportation Services, and Parks Forestry and Recreation, has been established to assess the feasibility of implementing this public art installation on University Avenue. City staff support the project in principle and, with City Council support, will continue to collaborate with the Friends of University Avenue with the aim of realizing the temporary public art installation. City staff are working through issues related to the proposed project to ensure that all of the City's requirements are met. This report summarizes these issues and the recommended actions that have been identified by staff, including but not limited to protecting heritage views, Phase One installation, and preparing a Memorandum of Understanding for the Friends of University Avenue and the City to enter into.
The Executive Committee recommends that: 1. City Council authorize the Director, Toronto Office of Partnerships, in coordination with the General Manager, Economic Development and Culture, General Manager, Transportation Services, the Chief Planner and Executive Director, City Planning, and the General Manager Parks, Forestry and Recreation to negotiate and sign a Memorandum of Understanding with the Friends of University Avenue regarding the implementation of Phase One on terms satisfactory to the City Solicitor. 2. City Council authorize the General Manager, Transportation Services to negotiate and sign an encroachment agreement with the Friends of University Avenue and/or its partners on terms satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor. 3. City Council authorize the General Manager, Transportation Services to administer the provision of the necessary permits and approvals to proceed with Phase One of the Project, subject to all requirements of the General Manager, Transportation Services being satisfied. 4. City Council request the Friends of University Avenue and/or the Friends of University Avenue Steering Committee submit the proposed temporary public art installation to the Toronto Public Art Commission for review and comment.
Staff recommendation as filed
The Interim Director, Toronto Office of Partnerships recommends that: 1. City Council authorize the Interim Director, Toronto Office of Partnerships, in coordination with the General Manager, Economic Development and Culture, General Manager, Transportation Services, the Chief Planner and Executive Director, City Planning, and the General Manager Parks, Forestry and Recreation to negotiate and sign a Memorandum of Understanding with the Friends of University Avenue regarding the implementation of Phase One on terms satisfactory to the City Solicitor. 2. City Council authorize the General Manager, Transportation Services to negotiate and sign an encroachment agreement with the Friends of University Avenue and/or its partners on terms satisfactory to the General Manager, Transportation Services and in a form satisfactory to the City Solicitor. 3. City Council authorize the General Manager, Transportation Services to administer the provision of the necessary permits and approvals to proceed with Phase One of the Project, subject to all requirements of the General Manager, Transportation Services being satisfied. 4. City Council request the Friends of University Avenue and/or the Friends of University Avenue Steering Committee submit the proposed temporary public art installation to the Toronto Public Art Commission for review and comment.
EX9.8adopted
Planning Act (Section 37 and Section 45) Reserve Funds Statement, 2016-2018
This report provides a financial statement of Planning Act (Section 37 and Section 45) reserve funds for the fiscal years of 2016, 2017 and 2018. The report details the contributions received from developers; interest earned; and transfers for expenditure for the period of January 1, 2016 to December 31, 2018. In addition, the report summarizes the Section 37 community benefits secured through site-specific zoning by-laws and Section 45 community benefits secured through Committee of Adjustment decisions during this time period. The attachments to the report provide additional transaction details and reserve fund balances by ward as of December 31, 2018.
The Executive Committee: 1. Received the report (September 23, 2019) from the Chief Financial Officer and Treasurer and the Chief Planner and Executive Director, City Planning for information.
Staff recommendation as filed
The Budget Committee recommends to the Executive Committee that: 1. Executive Committee receive the report (September 23, 2019) from the Chief Financial Officer and Treasurer and the Chief Planner and Executive Director, City Planning for information.
EX9.9amended
Transportation Services 2019 Capital Budget and 2020-2028 Capital Plan Adjustments
This report requests City Council's authority to amend Transportation Services' Approved 2019 Capital Budget and 2020-2028 Capital Plan by reallocating cash flows within the 2019 Budget. These reallocations will have a zero budget impact to the Transportation Services' Approved 2019-2028 Capital Budget and Plan and will align program requirements and project delivery schedules.
The Executive Committee recommends that: 1. City Council amend Transportation Services' Approved 2019 Capital Budget by reallocating funds in the amount of $24.500 million gross for funding of projects with a zero budget impact, as presented in Attachment 1 to the report (September 30, 2019) from the General Manager, Transportation Services.
Staff recommendation as filed
The Budget Committee recommends to the Executive Committee that: 1. City Council amend Transportation Services' Approved 2019 Capital Budget by reallocating funds in the amount of $24.500 million gross for funding of projects with a zero budget impact, as presented in Attachment 1 to the report (September 30, 2019) from the General Manager, Transportation Services.
EX9.10amended
Saving at Risk Affordable Housing Units - Tippett Road Regeneration Area
City Council on October 2 and 3, 2019, referred Motion MM10.35 to the Executive Committee. The lands municipally known as 30 Tippett Road are being developed in accordance with the City of Toronto's vision for the Tippett Road Regeneration Area, including the provision of 50 affordable purpose-built rental units and 50 affordable ownership units as part of the Investment in Affordable Housing Program. This iteration of the Investment in Affordable Housing Program began in 2014 and expires at the end of this year. The federal and provincial component of funding is time-limited and will be surrendered by the City if it is not utilized by the end of the year. Tippett South Inc. is under contract to deliver the loan funding for the City. The funding is secured from the Province by way of an agreement of purchase and sale with eligible purchasers, and all units are now under firm and binding agreements of purchase and sale. The mortgage approvals for all firm and binding agreements of purchase and sale for the 50 affordable ownership units were issued under a pricing model that reflects current development charge rates. If these units are subject to the scheduled development charge rate increase on November 1, 2019, these units' price will increase and the mortgages will not hold.
The Executive Committee recommends that: 1. City Council direct that Confidential Attachment 1 to the supplementary report (October 22, 2019) from the City Solicitor and the Executive Director, Corporate Finance remain confidential at the discretion of the City Solicitor, as it contains information that is subject to solicitor-client privilege.
Staff recommendation as filed
Councillor James Pasternak, seconded by Councillor Shelley Carroll, recommends that: 1. City Council authorize the execution of a development charge agreement between the City of Toronto and Tippett South Inc., the owner of 30 Tippett Road, in a form satisfactory to the City Solicitor, to allow all of the development charges for the 30 Tippett Road project [Building Permit File No. 19 156908 BLD 00NB (Building A) and 19 15 7198 BLD 00 NB (Building B)] to be paid before such charges would otherwise be payable and prior to November 1, 2019, pursuant to Section 415-8C of the City of Toronto Municipal Code. 2. City Council direct that Tippett South Inc. advance the financial contribution in the amount of One Million Nine Hundred and Fifty Thousand Dollars ($1,950,000.00) per the registered Section 37 Agreement payable to the City prior to issuance of the first below-grade building permit.