Executive Committee
The full agenda, as filed
All 19 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.
EX9.1adopted
Proposed Approach for a Continuous Service Review Program
At its meeting on September 6, 2023, Council adopted the Updated Long-Term Financial Plan. This report responds to Council directions requesting staff to report back on a recommended approach to a rolling program review, as well as the feasibility, cost and value-for-money consideration of conducting a Core Services Review. The City is committed to delivering effective and efficient services that achieve Council's priorities and meet the needs of Toronto's residents. On an annual basis, service and fiscally focused initiatives are implemented to optimize service delivery, realize efficiencies and achieve savings. Additionally, the Updated Long-Term Financial Plan includes actions to further reduce the City's unprecedented financial challenges, with a focus on opportunities that are within the City's control to implement. As the City works with other orders of government to achieve a new fiscal framework reflective of the City's unique responsibilities and contributions to the economy, it is imperative that we also continue to take internal actions to further address financial challenges and advance fiscal sustainability. To support this, it is proposed that a Continuous Service Review Program be developed, providing an ongoing assessment of opportunities for continuous improvement, value for money, and savings, complementing actions taken annually as part of the budget process as well as the actions of the Updated Long-Term Financial Plan. Guided by the principles outlined in this report, staff will report back prior to the 2024 Budget approval with an outline of the Continuous Service Review Program including methodology, expected costs and proposed services (programs and agencies) for inclusion. Over the next two months, staff will undertake an expedited review with program and agency staff to examine potential saving opportunities within a few City Services for 2024. Staff are not recommending a Core Service Review be undertaken at this time. Should a Core Service Review be considered in the future, it must be aligned with the Continuous Service Review Program and Updated Long-Term Financial Plan actions.
The Executive Committee: 1. Received the report (October 17, 2023) from the City Manager and the Interim Chief Financial Officer and Treasurer for information.
Staff recommendation as filed
The City Manager and the Interim Chief Financial Officer and Treasurer recommend that: 1. Executive Committee receive this report for information.
EX9.2adopted
This report provides an update to City Council on recommendations made by the Auditor General's (AG) office in items AU13.5 and AU13.6. In July 2022, City Council received two reports from the Auditor General, which presented findings from audits undertaken to improve and modernize the Toronto Police Service (TPS). The Auditor General audits focused on two areas: 1) Enhancing the efficiency of 9-1-1 operations ( 2022.AU13.5 ) 2) Supporting more effective responses to calls for service to improve community safety and well-being ( 2022.AU13.6 ) The Auditor General posed 51 recommendations across the two reports. Of these, 16 involved the City Manager's Office and relevant City Divisions, including Toronto Paramedic Services (PS), Toronto Fire Services (TFS), Social Development, Finance and Administration (SDFA), Municipal Licensing and Standards (MLS), Customer Experience Division (CXD, formerly 311), and others. In July 2023, TPS presented a comprehensive update to the Toronto Police Services Board (TPSB) on the status of all 51 Auditor General recommendations. Building on the July 2023 Toronto Police Service update, this report provides an update on the 16 Auditor General recommendations directed to the City Manager's Office and other City Divisions. A detailed status update for each of the 16 Auditor General recommendations can be found in Appendix 1. As of October 2023, 14/16 (88%) of the Auditor General recommendations are actively in progress, one is implemented and ongoing, and one has not yet started. The status of these recommendations is subject to verification by the Auditor General. Progress on the Auditor General recommendations reflects a year of positive collaboration among police and City staff to modernize the Toronto Police Service, enhance their operations, and support community safety for Toronto residents. Key milestones include the launch and evaluation of the Toronto Community Crisis Service (TCCS) and 9-1-1 Crisis Call Diversion (CCD) pilots, which yielded 78% and 65% successful diversion rates for calls received, respectively. These programs represent promising alternative responses to support mental health and community safety while enabling police to refocus on emergency matters within their mandate. The revived 9-1-1 Committee has enabled Toronto Police Service, Toronto Fire Service, and Paramedic Services to meet quarterly, with discussions focused on improving 9-1-1 operations. This partnership among the tri-services has set the stage for the successful rollout and transfer of operations to Next Generation 9-1-1 (NG9-1-1), expected no later than March 2025, which will further improve interconnectivity, data sharing, and the efficiency of call transfers. Ongoing partnership and knowledge exchange among the tri-services has supported Toronto Fire Service and Paramedic Services to reduce call transfer times (the time it takes for police to transfer a call to Toronto Fire Service or Paramedic Services dispatchers) and maintain national standards. Toronto Fire Service Call Answering performance has consistently remained within the National Emergency Number Association (NENA) standard of 15 seconds 90% of the time. Paramedic Services has undertaken significant recruitment and training efforts to improve call transfer times, with a 53% reduction in average call transfer time in August 2023, when compared to July 2022. Areas for action and next steps include ongoing coordination among Toronto Police Service, Customer Experience Division, and Municipal Licensing and Standards to receive and respond to non-emergency service requests, particularly noise complaints. Criteria and guidance for where to direct noise complaints need to be reinforced internally and more broadly communicated to the public. Continued partnership among Toronto Police Service, Customer Experience Division, and Municipal Licensing and Standards, alongside a new awareness campaign slated for launch mid-to-late October 2023, will help minimize confusion and ensure Torontonians can 'make the right call' when it comes to non-emergency issues like noise. Overall, this report demonstrates a strong, collaborative foundation for the City and Toronto Police Service to continue driving Auditor General recommendations to completion. The Deputy City Manager, Community and Social Services, will continue to facilitate this collaboration and provide updates on the success of City staff and Toronto Police Service in implementing Auditor General recommendations. The next status update on AU13.5 and AU13.6 will be provided to City Council in the first quarter of 2025, ahead of the successful rollout and transfer of operations to NG9-1-1.
The Executive Committee recommends that: 1. City Council forward the Item to the Toronto Police Services Board to inform continued action and next steps on the Auditor General's recommendations.
Staff recommendation as filed
The Deputy City Manager, Community and Social Services recommends that: 1. City Council forward this report to the Toronto Police Services Board to inform continued action and next steps on the Auditor General's recommendations.
EX9.3amended
Generational Transformation of Toronto’s Housing System to Urgently Build More Affordable Homes
Despite the City of Toronto taking an increased role in the delivery of new affordable homes in recent years, Toronto's housing and homelessness crisis has worsened and now demands an even more robust range of actions across the housing continuum to adequately address the needs of current and future residents. Increasing the supply of new homes across the full continuum is necessary to reduce pressures throughout the entire housing system, improve housing affordability and access particularly for lower- and middle-income households, and to support growth. In recognition of the urgent need to expedite efforts to transform Toronto's housing system, at its meeting of September 6, 2023, City Council adopted Item EX7.2 and directed the City Manager, in consultation with the Deputy City Manager, Development and Growth Services, to work with agencies, boards, corporations and divisions to assess preliminary cost estimates and create a plan, including an implementation framework with timelines, to achieve 25,000 new rent-controlled homes, including new affordable rental, rent-geared-to-income (RGI), and market rental homes. City Council also requested staff to identify current, suitable parcels of land owned by the City, co-operative (co-op) and non-profit housing providers, government organizations and other partners, that can be immediately activated for housing development. Further, Council requested an update on the financial contributions required from both the federal and provincial governments to enable successful delivery of the new homes. The new targets identified in Item EX7.2 amend and increase the City's previous HousingTO 2020-2030 Action Plan (HousingTO Plan) target of approving 40,000 affordable rental homes by 2030 (now 65,000 rent-controlled homes, comprising 6,500 RGI, 41,000 affordable rental and 17,500 rent-controlled market units). The new targets also support delivery of the Housing Action Plan 2022-2026 (Housing Action Plan) , which is focused on enabling both market, non-market and mixed income housing production in order to achieve or exceed the provincial housing target of 285,000 new homes over the next 10 years (see Figure 1 on page 20). This report responds to Council's requests and outlines several recommended actions, as well as highlights initiatives underway, which will make a generational change to transform and strengthen Toronto's housing system and expedite delivery of the HousingTO and Housing Action Plan targets, including: 1. Dedicating more City-owned land to create new affordable homes - advancing due diligence on 40 additional City-owned sites (including sites owned by agencies, boards and corporations) that have been identified as potential future housing sites (Confidential Attachment 1); 2. Accelerating the delivery of 'housing ready' projects on City and non-profit owned land - this includes almost 19,000 net new affordable rental, RGI and rent-controlled market homes on land owned by the City and the non-profit sector (Attachment 2); 3. Streamlining and Optimizing People, Processes, and Technology to Expedite Approvals and Housing Delivery , including: a. organizational and resource re-alignment; b. process improvement (including a new Toronto Building Citywide Priorities Team to streamline the building permit process); and c. utilizing new and enhanced technology solutions to improve efficiencies and expedite the planning and building application review and approval processes. 4. Developing New and Sustainable Funding Models - exploring new and sustainable funding models to expand the delivery of affordable and RGI homes within mixed-income and sustainable communities; and 5. Supporting the Non-profit and Co-operative Housing Sectors - additional measures, including City development support, to support the non-profit sector. The actions outlined in this report will build upon and align the City's recent and ongoing initiatives to increase housing supply, remove regulatory barriers and support a housing system shift. These include: implementation of the Open Door, Housing Now, Modular Housing, and Rapid Housing Initiative programs; zoning by-law amendments to eliminate most minimum parking standards; as-of-right zoning permissions for multi-tenant housing, secondary suites, garden and laneway suites; multiplexes and establishing minimum densities in Protected Major Transit Station Areas (PMTSAs), along with accompanying affordable housing requirements through Inclusionary Zoning, subject to approval of the PMTSAs by the Government of Ontario. Staff will continue to report to Council periodically on implementation progress, as well as to highlight key risks associated with delivery of the City's housing objectives. Additionally, all actions and investments will centre around: - People - ensuring that there are a range of new homes for a range of incomes, with a focus on low-and-middle income households, including people experiencing homelessness and renters; promoting housing stability for renters long-term; and increasing access to support services. - Equity and Reconciliation - supporting Indigenous residents and those from equity-deserving groups, including racialized people, seniors, youth, 2SLGBTQ+ persons, people with disabilities, and women and gender diverse people to access and maintain safe, adequate, affordable homes. - Strengthening and shifting the housing system to deliver more non-market housing - a renewed focus on the public delivery of sites; increasing public and non-profit owned housing stock (including new co-operative homes) through new development as well as acquisitions; increasing the supply of net new rent-geared-to-income (RGI) homes; increasing the supply new affordable and rent-controlled market rental homes; and increasing access to affordable and attainable homeownership opportunities. - Sustainability and Predictability - creating sustainable, mixed-income buildings within complete communities; and mechanisms for more predictable funding. - Climate action - creating new energy efficient homes and improving the condition of existing homes. - Urgency - expedited delivery of new homes, particularly RGI and affordable homes. The City of Toronto, with its partners, stands ready to quickly build more affordable homes. The City will continue to leverage its limited resources and tools to support the delivery of new affordable and RGI homes, within mixed-income, complete communities. As outlined in Attachment 2, with the support of the federal and provincial governments, between 17,000 and 18,000 homes on City lands can be expedited, with a over half of these delivered within the next three to four years. Pending further due diligence, a number of additional City-owned sites in Confidential Attachment 1 can also be added to this pipeline. Of the overall 65,000 new rent-controlled homes target, funding has already been secured to deliver 4,455 homes. The estimated cost to deliver the remaining 60,545 homes is between $28.6 billion and $31.5 billion. However, the estimated contribution/funding required from each order of government over the next 7 years is between $500 million to $800 million per year, net of repayable loans/financing (see Financial Impact section). With access to low-cost financing, the contribution/grants required from each order of government can be further reduced. The City will also work with developers on a site-by-site basis to identify additional opportunities to reduce cost. These required financial investments, although significant, are necessary to restore some level of affordability after decades of insufficient public investments in housing. As all orders of government focus on building new affordable homes, efforts must equally concentrate on protecting the existing supply of homes to ensure net growth of the affordable housing stock. To highlight this need, for every 1 new affordable unit built in Toronto, it is estimated that 15 existing private affordable units are lost. City Council has ramped up efforts in this regard, and at its meeting on October 11, 2023, through Item 2023.EX8.7 , voted to increase investments in the City's Multi-Unit Residential Acquisition (MURA) program which is focused on acquisition of existing private rental stock to convert to permanently affordable non-profit homes. These investments will help curb housing speculation and tackle its downstream social and economic impacts including housing market price escalations, weakened protections for renters, and increased rates of evictions and homelessness. Addressing the current housing crisis is critical to supporting the social, cultural and economic growth and prosperity of Toronto, the region and rest of the province, and the country. While the City is committed to taking every possible action within its jurisdictional and financial capacity to tackle the housing crisis, strengthened partnerships with the federal and provincial governments are needed to complement Toronto's efforts. Specifically, new and enhanced policy, program and financial tools are urgently needed to meet Toronto, Ontario and Canada's respective housing supply targets. This includes a new fiscal deal to support the structural changes that will put Toronto on a path to long-term financial sustainability plus a commitment from the federal and provincial governments to invest in the HousingTO Plan. Collaboration across governments and sectors will also be essential to increase the labour market capacity in the skilled trades needed to significantly scale up the production of new homes.
The Executive Committee recommends that: Financial and Implementation Considerations 1. City Council request the Executive Director, Housing Secretariat to develop a new community housing sector strategy aimed at protecting existing non-profit homes and co-operative homes on City land that are approaching end of lease terms, end of mortgage, and/or end of operating agreement terms, and to increase the stock of net new non-profit and co-operative homes, and report back by the fourth quarter of 2023. 2. City Council request the Executive Director, Housing Secretariat to review the Open Door Affordable Rental Program in light of Council's revised HousingTO Plan targets that include both affordable rental (including Rent-Geared-to-Income) and rent-controlled market units as set out in Part 1 of Item 2023.EX7.2, and to report back by the first quarter of 2024 with recommendations in respect of the program to support the delivery of a full range of rent-controlled purpose-built rental homes. 3. City Council request the Executive Director, Housing Secretariat to review the City's Affordable Home Ownership Policy and Program Framework, with consideration of the Auditor General's recommendation in Item 2020.AU6.3, an assessment of the value of funds held in existing affordable home ownership programs and the value of affordable ownership revolving loans to be repaid, and the impacts of the Government of Ontario's More Homes Built Faster Act, 2022 (Bill 23), and to report back with recommendations to amend the City's program by the second quarter of 2024. 4. City Council direct the Deputy City Manager, Development and Growth Services, in consultation with appropriate Divisions Heads, CreateTO and the Toronto Community Housing Corporation, to advance early due diligence work on the list of potential housing sites outlined in Confidential Attachment 1 to the report (October 17, 2023) from the Deputy City Manager, Development and Growth Services, and to report back by end of the second quarter of 2024, with a prioritized list and recommendations, including any financial implications, to advance appropriate sites for housing purposes. 5. City Council direct that Confidential Attachment 1 to the report (October 17, 2023) from the Deputy City Manager, Development and Growth Services remain confidential in its entirety, as it pertains to a proposed or pending acquisition or disposition of land by the City of Toronto, Toronto Community Housing and/or Build Toronto Inc./CreateTO, as it deals with a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the City, and it contains financial information, supplied in confidence to the City of Toronto, which, if disclosed, could reasonably be expected to prejudice the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization. 6. City Council direct the Deputy City Manager, Development and Growth Services to: a. advance a City-led development model at five 'housing ready' sites (Attachment 2 to the report (October 17, 2023) from the Deputy City Manager, Development and Growth Services) located at 405 Sherbourne Street, 150 Queens Wharf Road, 1113-1117 Dundas Street West, 11 Brock Avenue and 35 Bellevue Avenue, whereby the City leads all aspects of the delivery of these sites under a 'public builder model' including undertaking all due diligence, and report back by the third quarter of 2024 with a status update and to identify any tools and new approaches needed to expand this model to additional sites; and b. identify opportunities to accelerate delivery of the 47 other City-owned 'housing ready' sites (Attachment 2 to the report (October 17, 2023) from the Deputy City Manager, Development and Growth Services) and the 31 non-profit owned sites, in partnership with federal and provincial governments, as well non-profit and private sector development partners. 7. City Council request the Executive Director, Housing Secretariat, in collaboration with the Chief Planner and Executive Director, City Planning, to engage with the Toronto Alliance to End Homelessness, Miziwe Biik Development Corporation, the Co-op Housing Federation of Toronto, Kindred Works, community land trusts and others as deemed appropriate, to identify lands owned by Indigenous, non-profits and co-op housing providers and faith-based groups, that can be activated to create new homes and report back by the second quarter of 2024. 8. City Council authorize the Executive Director, Housing Secretariat to negotiate and enter into, on behalf of the City of Toronto, a Memorandum of Understanding and funding agreement with the Toronto Alliance to End Homelessness, to advance the parties' shared objectives including increasing deeply affordable rental and supportive housing and provide funding in the amount of up to $115,000, included in Housing Secretariat's approved 2023 operating budget, on such terms and conditions outlined in Attachment 4 to the report (October 17, 2023) from the Deputy City Manager, Development and Growth Services, and on such other or amended terms and conditions acceptable to the Executive Director, Housing Secretariat and in a form satisfactory to the City Solicitor. 9. City Council request the Deputy City Manager, Development and Growth Services to engage with United Way Greater Toronto, the Atkinson Foundation and others as deemed appropriate, to explore collaborative opportunities that support non-profit led affordable housing development and acquisition projects and create new affordable and Rent-Geared-to-Income homes, with a particular focus on community service infrastructure needed for equitable and complete mixed-income communities, and to report back to City Council by the second quarter of 2024 with an update on this initiative. 10. City Council request the Deputy City Manager, Development and Growth Services to engage with the federal and provincial governments, Indigenous organizations, non-profit and co-op housing organizations, financiers, academic institutions, philanthropic organizations and private sector organizations (including large employers), to explore the establishment of a sustainable 'Toronto Housing Affordability Fund' as well as loan guarantees to support non-profit and public-led housing developments, and to report back to City Council by the second quarter of 2024 with recommendations to advance this initiative. City-wide Alignment Considerations 11. City Council request the Board of Directors of Toronto Community Housing Corporation to direct the President and Chief Executive Officer, Toronto Community Housing Corporation, in collaboration with the Deputy City Manager, Development and Growth Services, to review the Board's current strategic plan mandated by its shareholder direction and identify opportunities for enhanced alignment to support delivery of the City's housing plans and targets. 12. City Council request the Board of Directors of CreateTO to direct the Chief Executive Officer, CreateTO, in collaboration with the Deputy City Manager, Development and Growth Services, to review the organization's current mandate and identify opportunities for enhanced alignment to support delivery of the City's housing plans and targets. 13. City Council request the Deputy City Manager, Development and Growth Services, in collaboration with appropriate Division Heads, the Chief Executive Officer, CreateTO and the Chief Executive Officer, Toronto Community Housing Corporation, to report to the December 5, 2023, meeting of the Executive Committee, with recommendations to ensure alignment of the strategic plan of Toronto Community Housing Corporation and the mandate of CreateTO, with the City's housing plans and targets. 14. City Council request the Board of Directors of Toronto Community Housing Corporation to request the President and Chief Executive Officer, Toronto Community Housing Corporation, as part of a continued effort, to work with the City's Deputy City Manager, Development and Growth Services and explore options to enhance the financial viability of Toronto Community Housing Corporation in-flight and planned revitalization and infill projects, including exploring both public and private options for financing, while delivering a wider range of net new rent-controlled affordable, Rent-Geared-to-Income and market rental homes and other City-building uses. 15. City Council direct the Deputy City Manager, Development and Growth Services, in collaboration with the Deputy City Manager, Corporate Services, appropriate Division Heads, the Chief Executive Officer, CreateTO and the Chief Executive Officer, Toronto Community Housing Corporation, to harmonize all housing programs to reflect the City's income-based definition of affordable housing, as defined in City of Toronto By-Law 944-2021, to adopt Amendment 558 to the Official Plan for the City of Toronto respecting Affordable Rental and Ownership Housing Definitions, for all projects on a go forward basis. 16. City Council request the Deputy City Manager, Development and Growth Services, in collaboration with appropriate Division Heads, to combine the tracking, implementation and reporting of the HousingTO and Housing Action Plans, including cost estimates, required investments and financial commitments made to-date from the City, Government of Canada and Government of Ontario, and provide a comprehensive annual update to City Council by no later than the first quarter of each following year. Intergovernmental Considerations 17. City Council request the Government of Canada to support delivery of the updated HousingTO Plan new homes target, which is also necessary to support delivery of the National Housing Strategy targets, by: a. urgently allocating land to develop new purpose-built affordable and market rental homes; b. allocating between $500 million and $800 million per year in grant funding to Toronto over the next seven (7) years; c. allocating $6.5 billion and $8 billion in low-cost financing/re-payable loans to Toronto over the next seven (7) years; d. amending the National Housing Strategy programs and establish lending criteria tailored to the unique risk profile and requirements of municipal governments and non-profits; e. investing in future phases of the Rapid Housing Initiative and amend the program criteria to allow projects to access financing through the Co-Investment Fund to manage cost overruns due to factors beyond control (e.g., market conditions); f. launching the Co-operative Housing Development Program which was promised as part of Budget 2022; g. launching the federal Urban, Rural and Northern Indigenous Housing Strategy and immediately allocate a fair share of funding through a regional approach that respects the existing and established community-based infrastructure of the Aboriginal Labour Force Development Circle and Miziwe Biik Development Corporation; h. providing loan guarantees for non-profit and public led purpose-built affordable and market rental projects; i. establishing a requirement that as part of any future federal land sales, at least 30 percent of the gross floor area be allocated for affordable housing for 99 years; j. adopting the City of Toronto's income-based definition of "affordable housing" and harmonize all federal housing programs to create certainty and predictability; and k. developing targeted and joint immigration and housing plans to attract individuals in the skilled trades, prioritizing their applications through the immigration scoring and selection process, and ensuring available job and affordable housing opportunities upon arrival in Canada. 18. City Council request the Government of Canada to protect existing renters and rental stock by: a. establishing a property acquisition fund, or providing funding to augment the City's Multi-Unit Residential Acquisition Program; b. increasing investments to support the renovation and retrofit of existing multi-unit residential properties, including multi-tenant houses (rooming houses); c. urgently increasing investments in the Canada Housing Benefit program to meet unmet demand, to support newcomers and to assist Torontonians living in severe housing need; d. funding eviction support and prevention programs that build on successful City of Toronto's programs including the Eviction Prevention in the Community, Toronto Rent Bank, Housing Stability Fund and Toronto Tenant Support programs, or to provide funding to the City to enhance these programs to address the growing rate of evictions; e. enhancing the Reaching Home program (and pairing with the Rapid Housing Initiative) to create new supportive housing; f. increasing investments and leading an intergovernmental approach to fund, streamline and enhance access to critical mental and physical health care, as well as addictions supports, to help people exit homelessness and achieve housing stability long term; g. amending the Income Tax Act to require landlords to disclose in their tax filings the rent they receive pre-and post-renovation and to pay the taxing authority a proportional surtax if the increase in rent is excessive; h. introducing an anti-flipping tax on residential properties sold within the first 12 months of ownership; i. reforming the tax treatment of Real Estate Investment Trusts; and j. developing policies to curb excessive profits in investment properties while protecting small independent landlords. 19. City Council request the Government of Ontario to support delivery of the updated HousingTO Plan new rent-controlled homes target, which is also necessary to support delivery of the More Homes Built Faster plan targets, by: a. urgently allocating land to develop new purpose-built affordable and market rental homes; b. allocating between $500 million and $800 million per year in grant funding to Toronto over the next seven (7) years; c. allocating $6.5 billion and $8 billion in low-cost financing/re-payable loans to Toronto over the next seven (7) years; d. immediately waiving the Provincial Sales Tax on all purpose-built rental housing projects; e. providing loan guarantees for non-profit and public led purpose-built affordable and market rental projects, as well as for affordable homeownership projects; f. establishing a requirement that as part of any future federal land sales, at least 30 percent of the gross floor area be allocated for affordable housing for 99 years; g. allowing zoning with conditions to enable the City of Toronto to secure purpose-built rental housing as part of individual site-specific zoning by-laws; h. limiting appeals of municipally-initiated Official Plan and Zoning By-law Amendments for purpose-built rental projects; i. allowing for Inclusionary Zoning to be applied across the city and approve the City's Protected Major Transit Station Areas delineations, require the homes to meet the City's income-based definition of affordable housing and ensure that affordability is secured for 99 years; j. adopting the City of Toronto's income-based definition of "affordable housing" and harmonize all provincial housing programs to create certainty and predictability; k. introducing a time limit on planning approval entitlements related to purpose-built rental projects to incent development-ready sites to advance to construction; l. removing right of appeal for projects with at least 30 percent affordable housing in which units are guaranteed affordable for at least 50 years; m. increasing investments to help the Ontario Land Tribunal speed up case resolution, improve customer service and accelerate housing creation; n. creating an Affordable Housing Trust from a portion of Land Transfer Tax Revenue to support projects that deliver new affordable housing for Indigenous and equity-deserving groups; o. modernizing the Ontario Building Code and other policies to remove any barriers to affordable construction and to ensure meaningful implementation; p. reviewing the requirements of the Ontario Building Code Act with respect to applicable building permit fees for affordable housing projects; and q. developing targeted and joint immigration and housing plans to attract individuals in the skilled trades, prioritizing their applications through the immigration scoring and selection process, and ensuring available job and affordable housing opportunities upon arrival in Ontario. 20. City Council request the Government of Ontario to protect existing renters and rental stock by: a. increasing investments in the Canada-Ontario Housing Benefit program to meet unmet demand, to support newcomers and to assist Torontonians living in severe housing need; b. allocating additional funding for eviction support and prevention programs that build on successful City of Toronto's programs including the Eviction Prevention in the Community, Toronto Rent Bank, Housing Stability Fund and Toronto Tenant Support programs, or to provide funding to the City to enhance these programs to address the growing rate of evictions; c. establishing a property acquisition fund, or providing funding to augment the City's Multi-Unit Residential Acquisition Program; d. maintaining the City's ability to require rental replacement, including any associated conditions, as part of any rental demolition project; e. re-introducing rent control to cover units occupied after November 15, 2018; f. identifying tenants in need of housing support services through the eviction process and provide these services for every household that is evicted through the Landlord and Tenant Board, with a goal of timely re-housing; g. providing and funding emergency temporary accommodation and related supports for households evicted through the Landlord and Tenant Board, at no cost to municipalities, until long-term housing can be provided for those households; h. reforming the process that allows Landlords to levy Above the Guideline rent Increases for basic maintenance or cosmetic improvements; and i. significantly increasing the number of provincial Residential Tenancy Act inspectors or make the necessary legislative changes, and provide adequate funding, to allow the City of Toronto to address fraudulent evictions and other Residential Tenancy Act infractions through the RentSafe program. 21. City Council re-iterate its request to the Government of Ontario to improve the adequacy and structure of social assistance programs, based on data and evidence, so that recipients are better able to meet their basic needs, including the high cost of housing in Toronto, and to equalize the benefit rate across the Ontario Works and the Ontario Disability Support Program. 22. City Council request to the Government of Ontario to reduce the financial burden on the City of Toronto related to provincial social assistance programs, which is estimated to be $125 million annually, by eliminating the Housing Services Act Rent Scales to equalize the shelter benefit components of Ontario Works and the Ontario Disability Support Program for rent-geared-to-income households residing in City-administered community housing, with those residing in the private market housing. Other 23. City Council request the Board of Directors of Toronto Community Housing Corporation to request the President and Chief Executive Officer, Toronto Community Housing Corporation to work with the City's Deputy City Manager, Development and Growth Services to report back to the Executive Committee by the second quareter 2024 on a strategy to accelerate the implementation of the Lawrence Heights Revitalization Phases II and III. 24. City Council request the City Manager to write to the Government of Ontario and the Government of Canada to re-engage on a priority basis to negotiate funding contribution agreements to expeditiously move forward on the implementation of the Lawrence Heights Revitalization Phases II and III. 25. City Council request the Chief Planner and Executive Director, City Planning, in the report requested in MM11.16 - Rental Demolition Permits and Market Rentals, to also report on the feasibility of requiring that as a condition of approving any rental demolition application for purpose-built rental buildings with more than 100 units, owners/landlords be required to increase the rental space in replacement buildings, subject to planning approvals, by adding at least 10 percent net new purpose-built rental units, 8 percent gross floor area or cash-in-lieu where it is not possible to increase units or gross floor area on site, in addition to rental replacement requirements.
Staff recommendation as filed
The Deputy City Manager, Development and Growth Services recommends that: Financial and Implementation Considerations 1. City Council request the Executive Director, Housing Secretariat to develop a new community housing sector strategy aimed at protecting existing non-profit homes and co-operative homes on City land that are approaching end of lease terms, end of mortgage, and/or end of operating agreement terms, and to increase the stock of net new non-profit and co-operative homes, and report back by Q4 2023. 2. City Council request the Executive Director, Housing Secretariat to review the Open Door Affordable Rental Program in light of Council's revised HousingTO Plan targets that include both affordable rental (including RGI) and rent-controlled market units as set out in Recommendation 1 of Item EX7.2, and report back by Q1 2024 with recommendations in respect of the program to support the delivery of a full range of rent-controlled purpose-built rental homes. 3. City Council request the Executive Director, Housing Secretariat to review the City's Affordable Home Ownership Policy and Program Framework, with consideration of the Auditor General's recommendation in Item AU6.3, an assessment of the value of funds held in existing affordable home ownership programs and the value of affordable ownership revolving loans to be repaid, and the impacts of the Government of Ontario's More Homes Built Faster Act, 2022 (Bill 23), and report back with recommendations to amend the City's program by Q2 2024. 4. City Council direct the Deputy City Manager, Development and Growth Services, in consultation with appropriate Divisions Heads, CreateTO, and Toronto Community Housing Corporation, to advance early due diligence work on the list of potential housing sites outlined in Confidential Attachment 1, and report back by end of Q2 2024, with a prioritized list and recommendations, including any financial implications, to advance appropriate sites for housing purposes. 5. City Council direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, as it pertains to a proposed or pending acquisition or disposition of land by the City of Toronto, Toronto Community Housing and/or Build Toronto Inc./CreateTO, deals with a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the City, and which contain financial information, supplied in confidence to the City of Toronto, which, if disclosed, could reasonably be expected to prejudice the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization. 6. City Council direct the Deputy City Manager, Development and Growth Services to: a. advance a City-led development model at five 'housing ready' sites (Attachment 2) located at 405 Sherbourne St.,150 Queens Wharf Rd.,1113-1117 Dundas St. W., 11 Brock Ave. and 25 Bellevue Ave., whereby the City leads all aspects of the delivery of these sites under a 'public builder model' including undertaking all due diligence, and report back by Q3 2024 with a status update and to identify any tools and new approaches needed to expand this model to additional sites; and b. identify opportunities to accelerate delivery of the 47 other City-owned 'housing ready' sites (Attachment 2) and the 31 non-profit owned sites, in partnership with federal and provincial governments, as well non-profit and private sector development partners. 7. City Council request the Executive Director, Housing Secretariat, in collaboration with the Chief Planner and Executive Director, City Planning, to engage with the Toronto Alliance to End Homelessness, Miziwe Biik Development Corporation, the Co-op Housing Federation of Toronto, Kindred Works, community land trusts, and others as deemed appropriate, to identify lands owned by Indigenous, non-profits and co-op housing providers and faith-based groups, that can be activated to create new homes and report back by Q2 2024. 8. City Council authorize the Executive Director, Housing Secretariat to negotiate and enter into, on behalf of the City of Toronto, a Memorandum of Understanding and funding agreement with the Toronto Alliance to End Homelessness, to advance the parties' shared objectives including increasing deeply affordable rental and supportive housing and provide funding in the amount of up to $115,000, included in Housing Secretariat's approved 2023 operating budget, on such terms and conditions outlined in Attachment 4, and on such other or amended terms and conditions acceptable to the Executive Director, Housing Secretariat and in a form satisfactory to the City Solicitor. 9. City Council request the Deputy City Manager, Development and Growth Services to engage with United Way Greater Toronto, the Atkinson Foundation, and others as deemed appropriate, to explore collaborative opportunities that support non-profit led affordable housing development and acquisition projects and create new affordable and RGI homes, with a particular focus on community service infrastructure needed for equitable and complete mixed-income communities, and to report back to Council by Q2 2024 with an update on this initiative. 10. City Council request the Deputy City Manager, Development and Growth Services to engage with the federal and provincial governments, Indigenous organizations, non-profit and co-op housing organizations, financiers, academic institutions, philanthropic organizations and private sector organizations (including large employers), to explore the establishment of a sustainable 'Toronto Housing Affordability Fund' as well as loan guarantees to support non-profit and public-led housing developments, and to report back to Council by Q2 2024 with recommendations to advance this initiative. City-wide Alignment Considerations 11. City Council request the Board of Directors of Toronto Community Housing Corporation to direct the President and Chief Executive Officer, Toronto Community Housing Corporation, in collaboration with the Deputy City Manager, Development and Growth Services, to review the board's current strategic plan mandated by its shareholder direction and identify opportunities for enhanced alignment to support delivery of the City's housing plans and targets. 12. City Council request the Board of Directors of CreateTO to direct the Chief Executive Officer, CreateTO, in collaboration with the Deputy City Manager, Development and Growth Services, to review the organization's current mandate, and identify opportunities for enhanced alignment to support delivery of the City's housing plans and targets. 13. City Council request the Deputy City Manager, Development and Growth Services, in collaboration with appropriate Division Heads, the Chief Executive Officer, CreateTO, and the Chief Executive Officer, Toronto Community Housing Corporation to report to the December 5, 2023, meeting of the Executive Committee, with recommendations to ensure alignment of the strategic plan of Toronto Community Housing Corporation and mandate of CreateTO, with the City's housing plans and targets. 14. City Council request the Board of Directors of Toronto Community Housing Corporation to request the President and Chief Executive Officer, Toronto Community Housing Corporation, as part of a continued effort, to work with the City's Deputy City Manager, Development and Growth Services and explore options to enhance the financial viability of Toronto Community Housing Corporation in-flight and planned revitalization and infill projects, including exploring both public and private options for financing, while delivering a wider range of net new rent-controlled affordable, RGI and market rental homes and other city-building uses. 15. City Council direct the Deputy City Manager, Development and Growth Services, in collaboration with the Deputy City Manager, Corporate Services, appropriate Division Heads, the Chief Executive Officer, CreateTO, and the Chief Executive Officer, Toronto Community Housing Corporation, to harmonize all housing programs to reflect the City's income-based definition of affordable housing, as defined in City of Toronto By-Law 944-2021, to adopt Amendment 558 to the Official Plan for the City of Toronto respecting Affordable Rental and Ownership Housing Definitions, for all projects on a go forward basis. 16. City Council request the Deputy City Manager, Development and Growth Services, in collaboration with appropriate Division Heads, to combine the tracking, implementation and reporting of the HousingTO and Housing Action Plans, including cost estimates, required investments and financial commitments made to-date from the City, Government of Canada and Government of Ontario, and provide a comprehensive annual update to Council by no later than Q1 of each following year. Intergovernmental Considerations 17. City Council request the Government of Canada to support delivery of the updated HousingTO Plan new homes target, which is also necessary to support delivery of the National Housing Strategy targets, by: a. urgently allocating land to develop new purpose-built affordable and market rental homes; b. allocating between $500 million and $800 million per year in grant funding to Toronto over the next 7 years; c. allocating $6.5 billion and $8 billion in low-cost financing/re-payable loans to Toronto over the next 7 years; d. amending the National Housing Strategy programs and establish lending criteria tailored to the unique risk profile and requirements of municipal governments and non-profits; e. investing in future phases of the Rapid Housing Initiative and amend the program criteria to allow projects to access financing through the Co-Investment Fund to manage cost overruns due to factors beyond control (e.g., market conditions); f. launching the Co-operative Housing Development Program which was promised as part of Budget 2022; g. launching the federal Urban Indigenous Housing Strategy and allocate funding to support the creation of new For Indigenous, By Indigenous housing in Toronto. h. providing loan guarantees for non-profit and public led purpose-built affordable and market rental projects; i. establishing a requirement that as part of any future federal land sales, at least 30% of the gross floor area be allocated for affordable housing for 99 years; j. adopting the City of Toronto's income-based definition of "affordable housing", and harmonize all federal housing programs, to create certainty and predictability; and k. developing targeted and joint immigration and housing plans to attract individuals in the skilled trades, prioritizing their applications through the immigration scoring and selection process, and ensuring available job and affordable housing opportunities upon arrival in Canada. 18. City Council request the Government of Canada to protect existing renters and rental stock by: a. establishing a property acquisition fund, or providing funding to augment the City's Multi-Unit Residential Acquisition Program; b. increasing investments to support the renovation and retrofit of existing multi-unit residential properties, including multi-tenant houses (rooming houses); c. urgently increasing investments in the Canada Housing Benefit program to meet unmet demand, to support newcomers, and to assist Torontonians living in severe housing need; d. funding eviction support and prevention programs that build on successful City of Toronto's programs including the Eviction Prevention in the Community, Toronto Rent Bank, Housing Stability Fund and Toronto Tenant Support programs, or to provide funding to the City to enhance these programs to address the growing rate of evictions; e. enhancing the Reaching Home program (and pairing with RHI) to create new supportive housing; f. increasing investments and leading an intergovernmental approach to fund, streamline, and enhance access to critical mental and physical health care, as well as addictions supports, to help people exit homelessness and achieve housing stability long term; g, amending the Income Tax Act to require landlords to disclose in their tax filings the rent they receive pre-and post-renovation and to pay the taxing authority a proportional surtax proportional surtax if the increase in rent is excessive; h. introducing an anti-flipping tax on residential properties sold within the first 12 months of ownership; i. reforming the tax treatment of Real Estate Investment Trusts; and j. developing policies to curb excessive profits in investment properties while protecting small independent landlords. 19. City Council request the Government of Ontario to support delivery of the updated HousingTO Plan new rent-controlled homes target, which is also necessary to support delivery of the More Homes Built Faster plan targets, by: a. urgently allocating land to develop new purpose-built affordable and market rental homes; b. allocating between $500 million and $800 million per year in grant funding to Toronto over the next 7 years; c. allocating $6.5 billion and $8 billion in low-cost financing/re-payable loans to Toronto over the next 7 years; d. immediately waiving the PST on all purpose-built rental housing projects; e. providing loan guarantees for non-profit and public led purpose-built affordable and market rental projects, as well as for affordable homeownership projects; f. establishing a requirement that as part of any future federal land sales, at least 30% of the gross floor area be allocated for affordable housing for 99 years; g. allowing zoning with conditions to enable the City of Toronto to secure purpose-built rental housing as part of individual site-specific zoning by-laws; h. limiting appeals of municipally-initiated Official Plan and Zoning By-law Amendments for purpose-built rental projects; i. allowing for Inclusionary Zoning to be applied across the city and approve the City's PMTSA delineations, require the homes to meet the City's income-based definition of affordable housing and ensure that affordability is secured for 99 years; j. adopting the City of Toronto's income-based definition of "affordable housing", and harmonize all provincial housing programs, to create certainty and predictability; k. introducing a time limit on planning approval entitlements related to purpose-built rental projects to incent development-ready sites to advance to construction; l. removing right of appeal for projects with at least 30% affordable housing in which units are guaranteed affordable for at least 50 years; m. increasing investments to help the Ontario Land Tribunal speed up case resolution, improve customer service and accelerate housing creation; n. creating an Affordable Housing Trust from a portion of Land Transfer Tax Revenue to support projects that deliver new affordable housing for Indigenous and equity-deserving groups; o. modernizing the Ontario Building Code and other policies to remove any barriers to affordable construction and to ensure meaningful implementation; p. reviewing the requirements of the Ontario Building Code Act with respect to applicable building permit fees for affordable housing projects; and q. developing targeted and joint immigration and housing plans to attract individuals in the skilled trades, prioritizing their applications through the immigration scoring and selection process, and ensuring available job and affordable housing opportunities upon arrival in Ontario. 20. City Council request the Government of Ontario to protect existing renters and rental stock by: a. increasing investments in the Canada-Ontario Housing Benefit program to meet unmet demand, to support newcomers, and to assist Torontonians living in severe housing need; b. allocating additional funding for eviction support and prevention programs that build on successful City of Toronto's programs including the Eviction Prevention in the Community, Toronto Rent Bank, Housing Stability Fund and Toronto Tenant Support programs, or to provide funding to the City to enhance these programs to address the growing rate of evictions; c. establishing a property acquisition fund, or providing funding to augment the City's Multi-Unit Residential Acquisition Program; d. maintaining the City's ability to require rental replacement, including any associated conditions, as part of any rental demolition project; e. re-introducing rent control to cover units occupied after November 15, 2018; f. identifying tenants in need of housing support services through the eviction process and provide these services for every household that is evicted through the Landlord and Tenant Board, with a goal of timely re-housing; and g. providing and funding emergency temporary accommodation and related supports for households evicted through the Landlord and Tenant Board, at no cost to municipalities, until long-term housing can be provided for those households. 21. City Council re-iterate its request to the Government of Ontario to improve the adequacy and structure of social assistance programs, based on data and evidence, so that recipients are better able to meet their basic needs, including the high cost of housing in Toronto, and to equalize the benefit rate across the Ontario Works (OW) and the Ontario Disability Support Program (ODSP). 22. City Council request to the Government of Ontario to reduce the financial burden on the City of Toronto related to provincial social assistance programs, which is estimated to be $125 million annually, by eliminating the Housing Services Act Rent Scales to equalize the shelter benefit components of Ontario Works (OW) and the Ontario Disability Support Program (ODSP) for rent-geared-to-income (RGI) households residing in City-administered community housing, with those residing in the private market housing.
EX9.4adopted
Development Charges Credit - 334 - 350 Bloor Street West
This report recommends that City Council approve a development charge credit for the Spadina Subway improvements to be completed by an adjacent developer. The improvements are part of the TTC's Line 2 Capacity Enhancement Program (L2CEP) and would be completed by the applicant concurrently with the construction of the proposed 35-storey mixed-use building project at 334-350 Bloor Street West and 2-6 Spadina Road. The improvements to Spadina Station will enhance pedestrian movement and circulation and includes the construction of a concourse expansion and future stair or escalator between levels. In exchange for the construction of these works, the City would provide the applicant with a credit against the transit component of the development charges payable for the proposed development. While approval for development charges credits are normally considered at the time of the final City Planning report, staff are of the opinion that it is beneficial to the City for the applicant to complete the station modification concurrently with the construction of their development proposal. This will result in construction efficiencies for the City, while also contributing to the planned Station expansion. This report has been prepared in consultation with the City Solicitor, and the Toronto Transit Commission.
The Executive Committee recommends that: 1. City Council approve a development charge credit against the Transit component of the development charges payable for the proposed development located at 334-350 Bloor Street West for the cost of the design and construction by the owner of the expansion of the concourse level of the Spadina Station discussed in the report (October 17, 2023) from the Chief Planner and Executive Director, City Planning and the Controller; the development charge credit shall be in an amount that is the lesser of the eligible cost to the owner of designing and constructing the improvements to Spadina Station, to the satisfaction of the Toronto Transit Commission, and the Transit component of development charges payable for the development. 2. City Council authorize appropriate City officials to take such actions as are necessary to implement City Council's decision, including amending the Section 37 Agreement to give effect to the credit in Recommendation 1 above, and adding any additional provisions in the agreement necessary to protect the interests of the City and ensure the completion of the capital works in a timely and effective manner that is integrated with the overall plans for the station.
Staff recommendation as filed
The Chief Planner and Executive Director, City Planning and the Controller recommend that: 1. City Council approve a development charge credit against the Transit component of the development charges payable for the proposed development located at 334-350 Bloor Street West for the cost of the design and construction by the owner of the expansion of the concourse level of the Spadina Station discussed in this report; the development charge credit shall be in an amount that is the lesser of the eligible cost to the owner of designing and constructing the improvements to Spadina Station, to the satisfaction of the Toronto Transit Commission, and the Transit component of development charges payable for the development. 2. City Council authorize appropriate City officials to take such actions as are necessary to implement City Council's decision, including amending the Section 37 Agreement to give effect to the credit in recommendation 1, and adding any additional provisions in the agreement necessary to protect the interests of the City and ensure the completion of the capital works in a timely and effective manner that is integrated with the overall plans for the station.
EX9.5adopted
Arena Boards of Management Settlement of Operating Results for the year Ended 2021
On an annual basis, the City of Toronto receives the audited financial statements from eight Arena Boards of Management (Arenas). The audited financial statements assist the City to determine whether additional operating subsidy payments need to be provided to or clawed back from the Arenas to settle their operating deficits or surpluses. City staff report annually on the Arenas' operating surpluses and deficits once the respective Boards financial statements have been audited and approved by Council. The audited financial statements are based on the Public Sector Accounting Board requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting. This report recommends the settlement of six of the Arenas' operating surpluses and deficits for 2021 based on their audited financial statements for the year ended December 31, 2021, with operating surpluses payable to the City and operating deficits funded by the City upon Council's approval. At the time of preparation of this report, the 2020 and 2021 audited financial statements for Leaside Memorial Community Gardens Arena and 2021 audited financial statements for North Toronto Arena remains in progress and therefore the settlement for these outstanding Arenas will be presented in a future report for consideration and approval purposes. While normally the prior year end settlement reports for both Association of Community Centres and Arena Boards are submitted together to Council in the following year, the 2021 settlement reports were delayed due to delays in completing the 2021 audits. City staff will present the 2022 Settlement Reports at the first opportunity to the City Council for consideration and approval.
The Executive Committee recommends that: 1. City Council direct that the 2021 operating surpluses totalling $535,253 from five Arenas (George Bell, William H. Bolton, McCormick, Moss Park and Ted Reeve) be payable to the City of Toronto and be used, in part, to fund the operating deficit of $12,808 for Forest Hill Memorial Arena, resulting in a net operating surplus of $522,455 prior to the contribution to the Tax Rate Stabilization Reserve (XQ0703) for COVID-19 backstop, as illustrated in Appendix A to the report (October 17, 2023) from the Interim Chief Financial Officer and Treasurer. 2. City Council direct the excess of the actual operating net surplus balance of $522,455 over the approved 2021 budgeted equating to $490,307, be allocated to the Tax Rate Stabilization Reserve (XQ0703) for COVID-19 backstop and the remaining $32,138 be retained by the City as illustrated in Appendix A to the report (October 17, 2023) from the Interim Chief Financial Officer and Treasurer. 3. City Council direct a funding provision be made through the 2023 Year-End Operating Budget Variance for the $32,138 difference between the reported Arena Boards 2021 surplus of $522,455 and the final net surplus to the City of $490,307, as shown in Appendix A to the report (October 17, 2023) from the Interim Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Interim Chief Financial Officer and Treasurer recommends that: 1. City Council direct that the 2021 operating surpluses totalling $535,253 from five Arenas (George Bell, William H. Bolton, McCormick, Moss Park and Ted Reeve) be payable to the City of Toronto and be used, in part, to fund the operating deficit of $12,808 for Forest Hill Memorial Arena, resulting in a net operating surplus of $522,455 prior to the contribution to the Tax Rate Stabilization Reserve (XQ0703) for COVID-19 backstop, as illustrated in Appendix A, of the report. 2. City Council direct the excess of the actual operating net surplus balance of $522,455 over the approved 2021 budgeted equating to $490,307, be allocated to the Tax Rate Stabilization Reserve (XQ0703) for COVID-19 backstop and the remaining $32,138 be retained by the City as illustrated in Appendix A - 2021 Program Summary. 3. City Council direct a funding provision be made through the 2023 Year-End Operating Budget Variance for the $32,138 difference between the reported Arena Boards 2021 surplus of $522,455 and the final net surplus to the City of $490,307, as shown in the attached Appendix A - 2021 Program Summary.
EX9.6amended
Association of Community Centres Settlement of Operating Results for Year Ended 2021
On an annual basis, the City of Toronto receives the audited financial statements from 10 Association of Community Centres. The audited financial statements assist the City to determine whether additional operating subsidy payments need to be provided to or clawed back from the Association of Community Centres to settle their operating deficits or surpluses. The audited financial statements are based on the Public Sector Accounting Board requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting. This report recommends settlement with the Association of Community Centres for 2021 based on their audited financial results as of December 31, 2021. While normally the prior year end settlement reports for both Association of Community Centres and Arena Boards are submitted together to Council in the following year, the 2021 settlement reports were delayed due to delays in completing the 2021 audits. City staff will present the 2022 Settlement Reports at the first opportunity to the City Council for consideration and approval.
The Executive Committee recommends that: 1. City Council direct the 2021 operating surpluses of six of the centres (Central Eglinton Community Centre, Eastview Neighbourhood Community Centre, Ralph Thornton Community Centre, Scadding Court Community Centre, Swansea Town Hall Community Centre and Waterfront Community Centre) totalling $536,457 be paid to the City of Toronto and the City of Toronto provide four centres (Applegrove Community Centre, Cecil Street Community Centre, Community Centre 55 and 519 Church Street Community Centre) with supplementary subsidies to fund the operating deficits totalling $35,850, resulting in a net operating surplus of $500,607 to be received by the City, as illustrated in Appendix A to the report (October 17, 2023) from the Interim Chief Financial Officer and Treasurer. 2. City Council direct the Deputy City Manager, Community and Social Services to undertake a feasibility study on opportunities to add new Association of Community Centres in the City, funded from unspent Association of Community Centres funds for 2022, and to report on the scope of the study to the January 11, 2024 meeting of the Economic and Community Development Committee.
Staff recommendation as filed
The Interim Chief Financial Officer and Treasurer recommends that: 1. City Council direct the 2021 operating surpluses of six of the centres (Central Eglinton Community Centre, Eastview Neighbourhood Community Centre, Ralph Thornton Community Centre, Scadding Court Community Centre, Swansea Town Hall Community Centre and Waterfront Community Centre) totalling $536,457 be paid to the City of Toronto and the City of Toronto provide four centres (Applegrove Community Centre, Cecil Street Community Centre, Community Centre 55 and 519 Church Street Community Centre) with supplementary subsidies to fund the operating deficits totalling $35,850, resulting in a net operating surplus of $500,607 to be received by the City, as illustrated in Appendix A of this report.
EX9.7adopted
Leaside Memorial Community Gardens Settlement of Operating Result for the year Ended 2019
On an annual basis, the City of Toronto receives the audited financial statements from eight Arena Boards of Management (Arenas). The audited financial statements assist the City to determine whether additional operating subsidy payments need to be provided to or clawed back from the Arenas to settle their operating deficits or surpluses. City staff report annually on the Arenas' operating surpluses and deficits once the respective Boards financial statements have been audited and approved by Council. The audited financial statements are based on the Public Sector Accounting Board requirements for government not-for-profit entities while the operating deficits or surpluses align with the modified cash basis of accounting. This report recommends the settlement of Leaside Memorial Community Gardens Arena's operating surplus for 2019 based on their audited financial statements for the year ended December 31, 2019, with operating surplus payable to the City upon Council's approval. The remainder of the seven Arena Boards' 2019 settlement results were previously approved by City Council. At the time of preparation of this report, the 2020 and 2021 audited financial statements for Leaside Memorial Community Gardens Arena remains in progress and therefore the settlement for the outstanding years will be presented in a future report for consideration and approval purposes. While normally the prior years' end settlement reports for both Association of Community Centres and Arena Boards are submitted together to Council in the following year, the 2019 Leaside Memorial Community Gardens Arena's settlement was delayed due to delays in completing the 2019 audit. City staff will present the 2020, 2021 and 2022 Settlement Reports at the first opportunity to the City Council for consideration and approval.
The Executive Committee recommends that: 1. City Council direct the 2019 operating net surplus of $166,713 from Leaside Memorial Community Gardens Arena to be payable to the City of Toronto and to be allocated to the Leaside Memorial Community Gardens Arena Debt Service Reserve Fund (XR3216) as illustrated in Appendix A to the report (October 17, 2023) from the Interim Chief Financial Officer and Treasurer.
Staff recommendation as filed
The Interim Chief Financial Officer and Treasurer recommends that: 1. City Council direct the 2019 operating net surplus of $166,713 from Leaside Memorial Community Gardens Arena to be payable to the City of Toronto and to be allocated to the Leaside Memorial Community Gardens Arena Debt Service Reserve Fund (XR3216) as illustrated in Appendix A - 2019 Program Summary.
EX9.8adopted
Property Taxes: 2024 Interim Levy By-Law
This report requests Council authority to adopt the necessary by-law to levy interim property taxes for all property classes for 2024 and to prescribe applicable interim bill payment due dates. The 2024 interim levy will raise approximately $2.62 billion for City purposes, and will provide for the cash requirements of the City until such time as the 2024 Operating Budget and 2024 final property tax levy are approved by Council.
The Executive Committee recommends that: 1. City Council authorize that the 2024 interim levy for all property classes be based on 50 percent of the total 2023 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2023 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) installment pre-authorized tax payment plan be: February 15, March 15, April 15, May 15 and June 17, 2024; b. the interim bill payment due date for the two (2) installment pre-authorized tax payment plan be March 1, 2024; and c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 1, April 2 and May 1, 2024. 4. City Council authorize the introduction of the necessary Bill in City Council providing for the levy and collection of the 2024 interim taxes prior to the adoption of the estimates for 2024, which By-law, when enacted, will be effective as of January 1, 2024.
Staff recommendation as filed
The Controller recommends that: 1. City Council authorize that the 2024 interim levy for all property classes be based on 50 per cent of the total 2023 taxes billed for each property, adjusted, as necessary, to reflect any additional taxes added to the previous year's taxes as a result of assessment added to the tax roll. 2. City Council authorize that the interim levy apply to assessments added to the tax roll for 2023 that were not on the assessment roll when the by-law was passed. 3. City Council authorize that: a. the interim bill payment due dates for property tax accounts paid on the eleven (11) installment pre-authorized tax payment plan be: February 15, March 15, April 15, May 15, and June 17, 2024; b. the interim bill payment due date for the two (2) installment pre-authorized tax payment plan be March 1, 2024; c. the interim bill payment due dates for all other property tax accounts on the regular instalment option or on the six (6) instalment pre-authorized tax payment plan be: March 1, April 2, and May 1, 2024. 4. City Council grant authority to introduce the necessary bill in Council providing for the levy and collection of the 2024 interim taxes prior to the adoption of the estimates for 2024, which by-law, when enacted, will be effective as of January 1, 2024.
EX9.9adopted
Toronto Water 2023 Capital Budget and 2024-2032 Capital Plan Adjustments
This report requests City Council's authority to amend Toronto Water's Approved 2023 Capital Budget and 2024-2032 Capital Plan by adjusting project cash flows contained within the Budget and Plan, to align forecasted project accelerations and deferrals. Additional reallocations to project cashflows and project costs are requested where project costs exceed the current approved cashflows and project costs. These reallocations will allow Toronto Water to continue to deliver projects within its capital plan. The adjustments will have a zero dollar impact on the 2023 Capital Budget and 2024-2032 Capital Plan and will align the budget and plan with Toronto Water's capital project delivery schedule and program requirements.
The Executive Committee recommends that: 1. City Council authorize the reallocation of cashflows and corresponding funding within Toronto Water's approved 2023 Capital Budget and 2024-2032 Capital Plan in the amount of $55.817 million, for acceleration and deferral of projects, as presented in Schedule A (Parts A and B) to the report (October 13, 2023) from the General Manager, Toronto Water, with a zero Budget impact. 2. City Council authorize the reallocation of project costs, cashflows and corresponding funding in Toronto Water's Approved 2023 Capital Budget and 2024-2032 Capital Plan in the amount of $8.469 million from projects that have been awarded under budget or completed to those requiring additional funding in the same amount as presented in Schedule A (Part C) to the report (October 13, 2023) from the General Manager, Toronto Water, with a zero Budget impact.
Staff recommendation as filed
The General Manager, Toronto Water recommends that: 1. City Council authorize the reallocation of cashflows and corresponding funding within Toronto Water's approved 2023 Capital Budget and 2024-2032 Capital Plan in the amount of $55.817 million, for acceleration and deferral of projects, as presented in Schedule A (Part A and B) to the report, with a zero Budget impact. 2. City Council authorize the reallocation of project costs, cashflows and corresponding funding in Toronto Water's Approved 2023 Capital Budget and 2024-2032 Capital Plan in the amount of $8.469 million from projects that have been awarded under budget or completed to those requiring additional funding in the same amount as presented in Schedule A (Part C), with a zero Budget impact.
EX9.10adopted
2023 Update on the Toronto Community Crisis Service and Proposed Expansion Plan
In March 2022, the Toronto Community Crisis Service launched a 24/7 service to provide a community-based, client centred, trauma-informed, non-police led response to people experiencing mental health crisis and wellness checks. In its first year of operations the Toronto Community Crisis Service received 6,827 calls for service, with 78 per cent of calls transferred from 911 successfully resolved without police involvement. Data from the Toronto Community Crisis Service's one-year evaluation demonstrates that 95 per cent of clients were satisfied or very satisfied with the service they received and 90 per cent indicated that it positively impacted their perception of community safety and wellbeing. In year one, community crisis teams completed 2,936 post-crisis follow up interactions and connected 1,160 service users to ongoing case management supports. The Toronto Community Crisis Service provides access to ground-breaking transformative care in 64 per cent of all Toronto wards. If approved by Council, the service will be expanded city-wide in 2024 to become the fourth municipal emergency service in Toronto, alongside Toronto Fire Services, Toronto Paramedic Services, and the Toronto Police Service. The expansion of the Toronto Community Crisis Service is one of the first priority actions of SafeTO: Toronto's Ten-Year Community Safety and Well-Being Plan to reduce vulnerability in Toronto through proactive mental health support strategies and community-based crisis support models. After a successful first year of operations, and the demonstrated need for crisis response services in Toronto, Social Development, Finance and Administration is accelerating the service expansion to city-wide coverage so all Torontonians can access the support they need when they need it most before the end of 2024. This report will provide: · an update on the progress of the Toronto Community Crisis Service, including the first year of performance data, service achievements and challenges, public awareness building efforts, as well as the recognition the service has received nationally and internationally as a model for community-based crisis response; · a roadmap to expand the Toronto Community Crisis Service city-wide, including a proposed approach to strengthening the dispatch and intake functions, which will ensure that dispatching is efficient, effective, and safe as the service expands; · recommendations for qualified community anchor partners to deliver the service in expanded service areas; and, · an overview of the additional investments provided through the Strengthening the Community Crisis System grant stream in support of expansion efforts.
The Executive Committee recommends that: 1. City Council endorse the City-wide expansion of the Toronto Community Crisis Service as Toronto's fourth emergency service. 2. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend any service and funding agreements with the Toronto Community Crisis Service anchor partners (namely, Gerstein Crisis Centre, TAIBU Community Health Centre, 2-Spirited People of the 1st Nations and The Canadian Mental Health Association Toronto Branch) for the provision of the Toronto Community Crisis Service until 2034 on the terms and conditions satisfactory to the Executive Director, Social Development, Finance and Administration and in a form acceptable to the City Solicitor. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend any service and funding agreements with Findhelp Information Services (Findhelp | 211 Central), as the intake partner for the Toronto Community Crisis Service, on the terms and conditions satisfactory to the Executive Director, Social Development, Finance and Administration and in a form acceptable to the City Solicitor. 4. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend single-and multi-year contribution agreements for not-for-profit organizations funded through the Strengthening the Community Crisis System grant, with funding recipients and grant amounts to be determined through a call for proposals, within the budget allocation for the program, and on such content, terms and conditions as deemed necessary by the Executive Director, Social Development, Finance and Administration and in a form satisfactory to the City Solicitor. 5. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend single-and multi-year agreements to support program components related to the Toronto Community Crisis Service (e.g. training, evaluation, outreach campaigns) within the budget allocation for the program, and on such manner, content, terms and conditions as deemed necessary by the Executive Director, Social Development, Finance and Administration and in a form satisfactory to the City Solicitor. 6. City Council request the Province of Ontario to fund the expansion of the Toronto Community Crisis Service in alignment with the 75/25 cost-sharing funding model for public health services and to increase investments to close the service gaps in mental health services and addiction recovery programs, including detox beds and broad options for affordable and supportive housing. 7. City Council request the Mayor to consider the City-wide expansion of the Toronto Community Crisis Service in proposing the 2024 Budget for the Social Development, Finance and Administration Division, in consultation with the Chief Financial Officer and Treasurer and the Executive Director, Social Development, Finance and Administration. 8. City Council forward this Item to the Toronto Police Services Board for information. 9. City Council share the Toronto Community Crisis Service One-Year Evaluation Report with the Big City Mayors' Caucus for consideration.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council endorse the city-wide expansion of the Toronto Community Crisis Service as Toronto's fourth emergency service. 2. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend any service and funding agreements with the Toronto Community Crisis Service anchor partners (namely, Gerstein Crisis Centre, TAIBU Community Health Centre, 2-Spirited People of the 1st Nations and The Canadian Mental Health Association Toronto Branch) for the provision of the Toronto Community Crisis Service until 2034 on the terms and conditions satisfactory to the Executive Director, Social Development, Finance and Administration and in a form acceptable to the City Solicitor. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend any service and funding agreements with Findhelp Information Services (Findhelp | 211 Central), as the intake partner for the Toronto Community Crisis Service, on the terms and conditions satisfactory to the Executive Director, Social Development, Finance and Administration and in a form acceptable to the City Solicitor. 4. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend single-and multi-year contribution agreements for not-for-profit organizations funded through the Strengthening the Community Crisis System grant, with funding recipients and grant amounts to be determined through a call for proposals, within the budget allocation for the program, and on such content, terms and conditions as deemed necessary by the Executive Director, Social Development, Finance and Administration and in a form satisfactory to the City Solicitor. 5. City Council authorize the Executive Director, Social Development, Finance and Administration to negotiate, enter into, and amend single-and multi-year agreements to support program components related to the Toronto Community Crisis Service (e.g. training, evaluation, outreach campaigns) within the budget allocation for the program, and on such manner, content, terms and conditions as deemed necessary by the Executive Director, Social Development, Finance and Administration and in a form satisfactory to the City Solicitor. 6. City Council request the Province of Ontario to fund the expansion of the Toronto Community Crisis Service in alignment with the 75/25 cost-sharing funding model for public health services and to increase investments to close the service gaps in mental health services and addiction recovery programs, including detox beds and broad options for affordable and supportive housing. 7. City Council request the Mayor to consider the city-wide expansion of the Toronto Community Crisis Service in proposing the 2024 Budget for the Social Development, Finance and Administration division, in consultation with the Chief Financial Officer and Treasurer and Executive Director, Social Development, Finance and Administration. 8. City Council forward this report to the Toronto Police Services Board for information. 9. City Council to share the Toronto Community Crisis Service One-Year Evaluation Report with the Big City Mayors' Caucus for consideration.
EX9.11adopted
Establishing a Committee of Management - Fixing Long-Term Care Act
The purpose of this report is to establish a Committee of Management for the City of Toronto to comply with the Fixing Long-Term Care Act, 2021. The Fixing Long-Term Care Act, 2021 (FLTCA) is provincial legislation that regulates Ontario's long-term care (LTC) sector. On April 11, 2022, the FLTCA was proclaimed into force and the former Long-Term Care Homes Act, 2007 was repealed. As a LTC operator in Ontario, City of Toronto Seniors Services and Long-Term Care (SSLTC) must comply with all requirements under the FLTCA and associated regulations, including those related to a LTC Committee of Management. Under the FLTCA and Ontario Regulation 246/22, municipal operators of LTC homes must establish a Committee of Management for the homes. The purpose of the Committee of Management is to ensure that City of Toronto LTC homes comply with all requirements under the FLTCA. The Committee of Management must be appointed by City Council from among its members, with a minimum of three members. Under the FLTCA and Ontario Regulation 246/22, members of the Committee of Management are required to undergo a Police Record Check (PRC) and provide a signed declaration disclosing certain criminal charges, convictions, and misconduct. Without a formal Committee of Management in place, including members who have undergone required screening, the City is in violation of the FLTCA and subject to penalties under the Act. The recommendations in this report will ensure that the City complies with its obligations related to the LTC Committee of Management under the FLTCA.
The Executive Committee recommends that: 1. City Council establish the City of Toronto Long-Term Care Committee of Management for the City's 10 directly operated Long-Term Care homes in accordance with the governance structure set out in Attachment 1 to the report (October 13, 2023) from the General Manager, Seniors Services and Long-Term Care. 2. City Council establish a new Toronto Municipal Code Chapter setting out the Committee of Management's mandate and governance structure. 3. City Council authorize the City Clerk to initiate an appointment process through Striking Committee for Committee of Management Members for consideration and appointment by City Council. 4. City Council appoint the City Clerk as Secretary of the City of Toronto Long-Term Care Committee of Management. 5. City Council direct that the Long-Term Care Committee of Management operate under the rules of procedure in Municipal Code Chapter 27, Council Procedures, as applicable and until such time as it adopts its own rules of procedure by-law as ratified by City Council. 6. City Council direct that the Police Record Check and declarations required by the Fixing Long-Term Care Act, 2021, for the purpose of appointing members to the Committee of Management be submitted to the General Manager, Seniors Services and Long-Term Care for the purpose of determining eligibility to serve, and once members are appointed by City Council, such records are stored in accordance with Regulation 246/22. 7. City Council request the Mayor to consider establishing a Committee of Management for Long-Term Care in proposing the 2024 Budget for the City Clerk's Office, in consultation with the Chief Financial Officer and Treasurer and the General Manager, Seniors Services and Long-Term Care.
Staff recommendation as filed
The General Manager, Seniors Services and Long-Term Care recommends that: 1. City Council establish the City of Toronto Long-Term Care Committee of Management for the City's 10 directly operated Long-Term Care homes in accordance with the governance structure set out in Attachment 1. 2. City Council establish a new Toronto Municipal Code Chapter setting out the Committee of Management's mandate and governance structure. 3. City Council authorize City Clerk to initiate an appointment process through Striking Committee for Committee of Management members for consideration and appointment by City Council. 4. City Council appoint the City Clerk as Secretary of the City of Toronto LTC Committee of Management. 5. City Council direct that the Committee of Management operate under the rules of procedure in Municipal Code Chapter 27, Council Procedures, as applicable and until such time as it adopts its own rules of procedure by-law as ratified by City Council. 6. City Council direct that the Police Record Check and declarations required by the FLTCA for the purpose of appointing members to the Committee of Management be submitted to the General Manager, SSLTC, for the purpose of determining eligibility to serve, and once members are appointed by City Council, such records are stored in accordance with Regulation 246/22. 7. City Council request the Mayor to consider establishing a Committee of Management for Long-Term Care in proposing the 2024 Budget for City Clerk's Office, in consultation with the Chief Financial Officer and Treasurer and the General Manager, Seniors Services and Long-Term Care.
EX9.12adopted
Toronto Animal Services runs various programs and services to help deliver its mandate of ensuring public safety and the welfare of Toronto's wildlife and domestic animal population. Grants have been an important source of funding for Toronto Animal Services to support its programs and services, such as Indigenous and Black community engagement initiatives to improve equitable access to pet ownership resources, and a COVID-19 aid program for pet owners needing financial assistance during the pandemic. This report seeks Council authority for the Executive Director, Municipal Licensing and Standards to apply for and enter into agreements with community organizations, private entities, individuals and other levels of government to receive funding for the provision of Council-approved programs and services by Toronto Animal Services. This authority would be added to City of Toronto Municipal Code Chapter 169, Officials, City. Staff have determined that this delegated authority would mitigate existing constraints that Toronto Animal Services is experiencing when finalizing grant agreements and applying for additional grants. As there is no City-wide protocol for receiving grants, staff have been using the City's Sponsorship Policy where applicable. As grants that Toronto Animal Services may be eligible for do not fit the nature of every aspect of the Sponsorship Policy, staff are seeking clear authority to enable Toronto Animal Services to apply for and receive grants in keeping with various City requirements, policies and practices. The proposed delegated authority would be applicable for grant funding amounting to a maximum of $500,000, and any grant agreement with a funding amount above this threshold would be reported to Council. In April 2020, Council approved similar authority for the General Manager, Shelter, Support and Housing Administration, under Chapter 169, Officials, City, Article 6, to help streamline grant administration for housing and homelessness programs in Toronto. As required by the City's Donations to the City of Toronto for Community Benefits Policy , this report also seeks Council approval for TAS to receive a $250,000 bequest.
The Executive Committee recommends that : 1. City Council amend City of Toronto Municipal Code Chapter 169, Officials, City, to delegate authority to the Executive Director, Municipal Licensing and Standards to: a. submit applications to any government, agency, community organization, private entity or individual for funding related to the provision of Council-approved programs and services provided by Toronto Animal Services; and b. enter into contribution agreements, transfer payment agreements, grant agreements or other related agreements with any government, agency, community organization, private entity or individual for the purposes of receiving and using funds for the provision of Council-approved programs and services provided by Toronto Animal Services on such terms and conditions as are satisfactory to the Executive Director, Municipal Licensing and Standards and in a form approved by the City Solicitor, provided that the cumulative amount received from any individual order of government, agency, community organization, private entity or individual shall not exceed $500,000 in any calendar year. 2. City Council authorize the Executive Director, Municipal Licensing and Standards to accept a bequest donation from Dorothy J. Wells' estate valued at $250,000 and allocate and disburse the funds for the provision of future Toronto Animal Services services and programs.
Staff recommendation as filed
The Executive Director, Municipal Licensing and Standards recommends that : 1. City Council amend City of Toronto Municipal Code Chapter 169, Officials, City, to delegate authority to the Executive Director, Municipal Licensing and Standards, to: a. submit applications to any government, agency, community organization, private entity or individual for funding related to the provision of Council-approved programs and services provided by Toronto Animal Services; and b. enter into contribution agreements, transfer payment agreements, grant agreements or other related agreements with any government, agency, community organization, private entity or individual for the purposes of receiving and using funds for the provision of Council-approved programs and services provided by Toronto Animal Services on such terms and conditions as are satisfactory to the Executive Director, and in a form approved by the City Solicitor, provided that the cumulative amount received from any individual order of government, agency, community organization, private entity or individual shall not exceed $500,000 in any calendar year. 2. City Council authorize the Executive Director, Municipal Licensing and Standards, to accept a bequest donation from Dorothy J. Wells' estate valued at $250,000 and allocate and disburse the funds for the provision of future Toronto Animal Services services and programs.
EX9.13amended
This report recommends that City Council adopt the City's Relationship Framework for the Multi-Tenant House Licensing Tribunal in Attachment 1 and as generally described in this report. A Relationship Framework is City Council's governing instrument for setting out details of the functioning of City tribunals. It also clarifies roles and responsibilities for tribunal members as adjudicators of matters before the tribunal and City staff as administrators of the tribunal. On December 14, 2022, City Council adopted a Multi-Tenant House regulatory framework that included the establishment of a new Multi-Tenant House Licensing Tribunal. The Relationship Framework outlined in Attachment 1 reflects the Multi-Tenant House Licensing Tribunal's mandate in Chapter 575 of the Toronto Municipal Code, Multi-Tenant Houses which becomes effective on March 31, 2024. This report also recommends that City Council direct the City Clerk to recruit Members of the Multi-Tenant House Licensing Tribunal and compensate the Chair and Members at the proposed rates outlined in Recommendation 6. Finally, this report recommends that City Council direct that Council will appoint the Chair of the Multi-Tenant House Licensing Tribunal, and that the Vice-Chair will be selected by tribunal members as opposed to being appointed by City Council. This process is consistent with all other City tribunals that have a Vice-Chair.
The Executive Committee recommends that: 1. City Council adopt the Relationship Framework of the City with the Multi-Tenant House Licensing Tribunal as set out in Attachment 1 to the report (October 17, 2023) from the Director, Court Services. 2. City Council approve the amendment of the Code of Conduct for Members of Adjudicative Boards to add the Multi-Tenant House Licensing Tribunal to its schedule of applicable boards. 3. City Council authorize the City Manager, in consultation with the City Solicitor, to make technical changes to the Relationship Framework and any other changes as may be required to give effect to City Council's decision. 4. City Council direct that City Council will appoint the Chair of the Multi-Tenant House Licensing Tribunal and that the Vice-Chair of the Multi-Tenant House Licensing Tribunal will be selected by tribunal members as opposed to being appointed by City Council. 5. City Council authorize the City Clerk to recruit members for the Multi-Tenant House Licensing Tribunal for review by the appropriate Nominating Panel for recommendation of appointment by City Council. 6. City Council direct that remuneration for members of the Multi-Tenant House Licensing Tribunal is as follows: a. nembers receive a per diem of $460 for a full day of hearings; b. members receive $275 for a half day of hearings, where a half day is defined as three and a half hours or fewer; c. members receive $460 for attendance at a full-day business meeting or training, as required; d. members receive $275 for attendance at a half-day business meeting or training, as required, where a half day is defined as three and a half hours or fewer; e. members receive $1,500 annually for performing the duties of a Member of the Tribunal; and f. the Chair receive $25,000 annually for performing the duties of the Chair of the Tribunal.
Staff recommendation as filed
The Director, Court Services recommends that: 1. City Council adopt the Relationship Framework of the City with the Multi-Tenant House Licensing Tribunal as set out in Attachment 1. 2. City Council approve the amendment of the Code of Conduct for Members of Adjudicative Boards to add the Multi-Tenant House Licensing Tribunal to its schedule of applicable boards. 3. City Council authorize the City Manager, in consultation with the City Solicitor, to make technical changes to the Relationship Framework and any other changes as may be required to give effect to City Council's decisions. 4. City Council direct that Council will appoint the Chair of the Multi-Tenant House Licensing Tribunal and that the Vice-Chair of the Multi-Tenant House Licensing Tribunal will be selected by tribunal members as opposed to being appointed by City Council. 5. City Council authorize the City Clerk to recruit members for the Multi-Tenant House Licensing Tribunal for review by the appropriate Nominating Panel for recommendation of appointment by City Council. 6. City Council direct that remuneration for members of the Multi-Tenant House Licensing Tribunal is as follows: a. Members receive a per diem of $460 for a full day of hearings. b. Members receive $275 for a half day of hearings, where a half day is defined as three and a half hours or fewer. c. Members receive $460 for attendance at a full-day business meeting or training, as required. d. Members receive $275 for attendance at a half-day business meeting or training, as required, where a half day is defined as three and a half hours or fewer. e. Members receive $1,500 annually for performing the duties of a Member of the Tribunal. f. The Chair receive $25,000 annually for performing the duties of the Chair of the Tribunal.
EX9.14adopted
Advancing Waterfront East Light Rail Transit
The Waterfront East Light Rail Transit (WELRT), consisting of the Union Station to Queens Quay Link and the East Bayfront Light Rail Transit, is a City of Toronto priority transit project. According to growth projections, when fully built, the proposed 3.8-kilometre WELRT project will provide over 50,000 daily trips, bringing higher-order transit to support an estimated 100,000 residents and 50,000 jobs. The WELRT will also provide improved transit options to the Central Waterfront, Lower Yonge, East Bayfront, Quayside, Keating Precinct, Lower Don Lands, and the Port Lands communities and is an integral part of the future development of new communities on Villiers Island and the eastern waterfront. The WELRT is a substantial and critical project within the City's broader 2018 Waterfront Transit Network Plan ( EX30.1 ). City staff last reported to City Council in 2022 under EX33.2 - Advancing City Priority Transit Expansion Projects - Eglinton East Light Rail Transit and Waterfront East Light Rail Transit and received direction to undertake a constructability review of the WELRT; report back on a recommended alignment and scope; and to provide an updated cost estimate along with a funding, financing and implementation strategy, including a phasing plan. City staff, in partnership with Toronto Transit Commission (TTC) and Waterfront Toronto (WT) staff, have advanced the project to 30% design and completed a preliminary design business case, constructability assessment, phasing plan and cost estimate. As part of the design process and the constructability review, City staff are working to coordinate construction planning with adjacent civil work, including, but not limited to: - GO Expansion; - Ontario Line; - Inner Harbour West Tunnel; - Villiers Island development; - Gardiner Expressway and Lake Shore Boulevard East Reconfiguration; and - Quayside Infrastructure and Public Realm. Balancing the City's current financial pressures with City Council's direction to expedite WELRT construction, the recommendations in this report provide an approach to advance the project while reducing immediate costs by phasing segments. To achieve this, City staff in consultation with the TTC and WT are recommending advancing design to 60% for the Queens Quay, Chery Street and Villiers Island segments of the alignment, as well as the Yonge Street Infill and Queens Quay East Extension early works. This report is also seeking authority to advance additional work, including a traffic management study, and design and scope coordination with other major infrastructure projects in the vicinity of the WELRT.
The Executive Committee recommends that: 1. City Council approve the alignment of the Waterfront East Light Rail Transit as outlined in Attachment 1 to the report (October 17, 2023) from the Executive Director, Transit Expansion. 2. City Council approve advancing the 60 percent design for the full Waterfront East Light Rail Transit project from Queens Quay to Villiers Loop; this includes all Segment 2 and 3 components, as well as the Yonge Street Infill and Queens Quay East Extension early works. 3. City Council approve the completion of the following activities: a. secure environmental approvals for all project components consistent with the current alignment; b. undertake a Traffic Management Plan to address the construction schedule interface between the Waterfront East Light Rail Transit and other major infrastructure projects in the area; and c. design and coordinate scope between the Waterfront East Light Rail Transit and the Lake Shore Boulevard East re-alignment and reconfiguration of the Cherry Street and Lake Shore Boulevard East intersection; the Waterfront East Light Rail Transit and the Inner Harbour West Tunnel Project in the vicinity of Queens Quay and Jarvis intersection; and the segment between the Waterfront East Light Rail Transit Cherry Street portal and the Union Station Rail Corridor Hydro One Networks, Inc Relocation project. 4. City Council increase the Transit Expansion Division's 2023-2032 Capital Budget and Plan by $63.6 million ($21.1 million in 2024, $31.7 million in 2025 and $10.8 million in 2026), with $44.7 million funded by the Roads and Related Development Charge Reserve Fund (XR2110), $10.2 million funded by the Transit Development Charge Reserve Fund (XR2109) and $8.7 million funded by the City Building Fund (XR1730). 5. City Council direct the Executive Director, Transit Expansion, in consultation with the Toronto Transit Commission and Waterfront Toronto, to report back to City Council in 2024 with: a. an update on the progress made on the design and coordination work identified in Recommendations 2 and 3 above, along with a broader update on advances to the Waterfront East Light Rail Transit project.
Staff recommendation as filed
The Executive Director, Transit Expansion recommends that: 1. City Council approve the alignment of the Waterfront East Light Rail Transit (WELRT), as outlined in Attachment 1 to this report. 2. City Council approve advancing the 60 percent design for the full Waterfront East LRT project from Queens Quay to Villiers Loop. This includes all Segment 2 and 3 components, as well as the Yonge Street Infill and Queens Quay East Extension early works. 3. City Council approve the completion of the following activities: a. Secure environmental approvals for all project components consistent with the current alignment; b. Undertake a Traffic Management Plan to address the construction schedule interface between the WELRT and other major infrastructure projects in the area; and c. Design and coordinate scope between the WELRT and the Lake Shore Boulevard East re-alignment and reconfiguration of the Cherry Street and Lake Shore Boulevard East intersection; the WELRT and the Inner Harbour West Tunnel Project in the vicinity of Queens Quay and Jarvis intersection; and the segment between the WELRT Cherry Street portal and the Union Station Rail Corridor (USRC) Hydro One Networks, Inc (HONI) Relocation project. 4. City Council authorize an increase to the Transit Expansion Division's 2023-2032 Capital Budget and Plan for $63.6 million ($21.1 million in 2024, $31.7 million in 2025 and $10.8 million in 2026), with $44.7 million funded by the Roads and Related Development Charge Reserve Fund (XR2110), $10.2 million funded by the Transit Development Charge Reserve Fund (XR2109) and $8.7 million funded by the City Building Fund (XR1730). 5. City Council direct the Executive Director, Transit Expansion Division, in consultation with the TTC and Waterfront Toronto, to report back to City Council in 2024 with: a. An update on the progress made on the design and coordination work identified in Recommendations 2 and 3, along with a broader update on advances to the WELRT project.
EX9.15adopted
GO Expansion Program - Fourth Quarter 2023 Update
Metrolinx's GO Expansion Program (GOE Program) will expand and improve service on the GO rail network to meet the needs of a growing region. The GOE Program will provide faster and more efficient trains, two-way all-day service, accessible stations, and 15-minute or better service on core portions of the GO rail network. This report provides an update on GO Expansion Enabling Works (formerly Early Works) and other significant GO Expansion milestones achieved since the February 2022 report to City Council. This report also summarizes the progress Metrolinx has made to advance the GOE Program's largest package of work, On-Corridor (OnCorr). Updates are also included regarding the Don Valley Layover Facility, Small's Creek, and other key items tied to GO Expansion. The information provided in this report reflects the latest information provided by Metrolinx. None of the work contained in this report is City-led work, although the City has leveraged Metrolinx construction windows to incorporate improvements and repairs to City infrastructure. The GOE Program is comprised of multiple projects and stages of work. This work is in preparation for increased service levels across the GO network. Metrolinx is currently in the construction phase for a majority of the Enabling Works, which will be followed by OnCorr works. OnCorr is currently in the development phase, where the scope, design, commercial structure and pricing are being re-evaluated. City staff have been engaged in investigations and assessments of City and Metrolinx assets and identifying the required permits and approvals to deliver each OnCorr project. Metrolinx has communicated that the OnCorr schedules will be available by the end of Q1 2024. As such, there is currently limited information available to City staff. Metrolinx has committed to continue sharing information with City staff on OnCorr as it becomes available.
The Executive Committee: 1. Received the report (October 17, 2023) from the Executive Director, Transit Expansion for information.
Staff recommendation as filed
The Executive Director, Transit Expansion recommends that: 1. Executive Committee receive this report for information.
EX9.16amended
Preliminary Feasibility Assessment of Siting the Therme Facility at Exhibition Place
I am writing to recommend that the Committee request a City staff report on the feasibility of siting the Therme water spa facility proposed for Ontario Place on the Exhibition Place grounds. The Board of Governors of Exhibition Place has consistently supported a collaborative and coordinated approach with Ontario Place for the planning, enhancement and development of these important public spaces. Exhibition Place's vision as an inclusive and accessible parkland and business destination for conventions, exhibitions, entertainment, recreation and sporting events and public celebrations is fundamentally connected to the future of Ontario Place, a treasured green space and site of international heritage significance. Infrastructure Ontario, on behalf of the Ministry of Infrastructure, is currently leading a development application process with the City of Toronto that includes a proposed water spa by Therme for the West Island. Through the public engagement process and feedback for the development application, alternative sites for this proposal have been suggested, including Exhibition Place. Exhibition Place may benefit from and provide an improved location for this use due to factors such as proximity to transit, hotel accommodations, parking, existing servicing and other infrastructure. Any consideration of siting the Therme water spa facility at Exhibition Place would need to comment on alignment with key Exhibition Place plans (such as the Strategic Plan and the Phase 1 Proposals Report), the core uses of Exhibition Place and the operations of key tenants and event organizers of Exhibition Place, especially the CNE. A preliminary feasibility assessment will allow further feedback to be provided by City Council and the Exhibition Place Board of Governors, and to help determine any further steps, including public engagement.
The Executive Committee: 1. Requested the City Manager, in consultation with the Chief Executive Officer, Exhibition Place, the Chief Planner and Executive Director, City Planning, and other relevant civic officials, agencies and boards, and the Canadian National Exhibition Association, to report to the December 5, 2023 meeting of Executive Committee on a preliminary feasibility assessment on the siting of the proposed Therme facility at Exhibition Place, including within the Better Living Centre site.
Staff recommendation as filed
Deputy Mayor Ausma Malik recommends that: 1. The Executive Committee request the City Manager, in consultation with the Chief Executive Officer of Exhibition Place, the Chief Planner and Executive Director, City Planning, and other relevant civic officials, agencies and boards, to report to the December 5, 2023 meeting of Executive Committee on a preliminary feasibility assessment on the siting of the proposed Therme facility at Exhibition Place, including within the Better Living Centre site.
EX9.17adopted
As an appointee by the City of Toronto the Board of Directors of the Good Roads Association, I attended the quarterly Committee meetings and Board meeting on Thursday September 28 and Friday September 29, 2023. Executive Committee Meeting Key agenda items: Strategic Planning Resolution Status Update Financial and Investment Summary Board of Directors Meeting Key agenda items: Resolutions Status Update 2023 Conference Delegate Evaluation Strategic Planning Committee Reports Education and Training Competitive Simulations Sessions - Crestview Strategies: S trategic planning and crisis competitive simulation sessions. Public Affairs Committee Key agenda items : Advocacy Day Issues 2023 Strategic Planning Bill 115, Harvest Season Road Safety Week Act, 2023 Bus Stops on Dead End Roads Policy Issues Update Equity, Diversity, and Inclusion Committee Key agenda items: Skills Development Fund Round III Project Resolutions Status Update EDI Plan Implementation - Re-engagement Equity, Diversity and Inclusion Issues for the Period February 22 - June 05, 2023 Annual Conference The 130th year 2024 Good Roads Conference will take place from April 21 - April 24 in Toronto, at the Fairmont Royal York. Conference - Good Roads. Every year, the Good Roads Annual Conference brings together members and affiliated enterprises for an intensive three-day summit of road-forward thinking. There are a range of Study Tours delegates can take part in across Toronto.
The Executive Committee recommends that: 1. City Council receive the Board of Directors of the Good Roads Association Quarterly Committee meetings and Board meeting update on Thursday September 28 and Friday September 29, 2023 for information.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council receive for information, the Board of Directors of the Good Roads Association Quarterly Committee meetings and Board meeting update on Thursday September 28 and Friday September 29, 2023.
EX9.18forwarded without recommendation
On November 9th 2021, City Council approved item EX27.10 including the direction: 21. City Council request the General Manager, Transportation Services, the Executive Director, Municipal Licensing and Standards and the General Manager, Economic Development and Culture to report back on options that would permit Community Councils to continue to apply conditions to CaféTO licences for flankage patios. This has not happened to date and an emerging situation has brought it forward again. In my ward, which has many fantastic patios, there is one which was an ongoing problem when it was previously open. They have now obtained new AGCO clearance and I am concerned that there is no recourse for reasonable concerns to be expressed. For context, this location had ongoing noise issues and, more concerning, made a lot of women feel unsafe because of ongoing and serious harassment by patrons. Having no ability for the local community, who are supportive of patios and CafeTO, to be able to express their concern, place conditions, or advocate for a license to be withdrawn in the face of ongoing serious issues.
The Executive Committee forwards the Item to City Council without recommendations.
Staff recommendation as filed
Councillor Paula Fletcher recommends that: 1. Executive Committee request the Executive Director, Municipal Licensing and Standards to report directly to the November 8, 2023 meeting of City Council with an update on allowing Community Councils to continue to apply conditions and oversee the issuances of flankage patio permits.
EX9.19amended
Need for Long-Term Investments to Address Refugee and Humanitarian Crisis
According to the United Nations High Commission for Refugees (UNHCR), by the end of 2022 at least 108.4 million people around the world had been forced to flee their homes. The impacts of this unprecedented global situation are felt in Canada and here in Toronto, where a growing number of people are arriving daily in search of safety and a new home. To provide more information on this matter, UNHCR Representative Rema Jamous Imseis is available to present to Executive Committee. I am requesting that Executive Committee receive her presentation as the first item on the meeting agenda. This year, more refugee claims have been made in Ontario than in any other province. By July 2023, the number of claims already surpassed the total made in all of 2022. This increase has placed enormous pressures on City of Toronto programs and services, as well as community agencies. In Toronto's emergency shelter system, refugee claimants now account for 40% of all shelter occupants. With shelters over capacity, an average of 320 people, including 133 refugee claimants, are turned away from Toronto's shelter intake each night due to lack of space. The Federal Government has failed to implement a systemic, coordinated approach to respond to increase in arrivals of refugee claimants. Instead, and with no alternative, a system designed to respond to local homelessness is being called upon to respond to a national immigration and humanitarian issue. Local governments are doing everything we can to respond to this surge in need. But the situation is unsustainable, and the recent Immigration, Refugees and Citizenship Canada (IRCC) transfers of refugee claimants to other locations outside of Toronto have not substantially alleviated the ongoing pressures on local systems, as new arrivals immediately fill any available spaces. This situation stands in stark contrast to the Federal Government's approach to welcoming resettled refugees and Ukrainian arrivals to Canada, where there are organized reception services at entry, followed by comprehensive federally and provincially-funded settlement services. This is also different from the Federal Government's approach in Quebec, where until recently those arriving through Roxham Road were immediately able to access reception and other services at entry. Reception centres for asylum seekers are a common, best-practice approach around the world. In a recent staff-level meeting with UNHCR Canada, the Agency expressed their strong support for the establishment of a regional reception centre for the Greater Toronto and Hamilton Area. Toronto City Council, supported by our community and regional partners, has called on the Federal Government to establish and fund a regional reception centre for refugee claimants arriving at Pearson Airport. We have also advocated for a system-level approach to be created and implemented to ensure a more coordinated, compassionate, and efficient response to future large-scale refugee claimant arrivals. Based on global trends, this is not a short-term situation. We should expect that the arrivals of asylum seekers in large numbers will continue. Proactive investments from the Federal Government for refugee-specific shelter infrastructure will ensure a more comprehensive support system for refugee claimants, as well as consistent funding for local governments on a fair allocation basis, through the Interim Housing Assistance Program (IHAP). This will also allow municipalities to focus their efforts on addressing local homelessness and the need for shelter, rather than assuming responsibility for an area that is fundamentally under federal jurisdiction. It is also critical that the Federal Government expand eligibility for federally-funded settlement services to include refugee claimants. Systemic intervention, including the creation of a reception centre and consistent federal funding for shelter and housing, will not only facilitate a coordinated and effective response, but will ensure that people arriving to Canada looking for safety receive the dignity and support that they deserve.
The Executive Committee recommends that: 1. City Council request the Federal Government to take urgent action to address the refugee crisis including funding and operationalizing emergency accommodation at federal sites, including federal armouries, and funding and operationalizing a regional refugee reception centre. 2. City Council request the Federal Government to share with the City of Toronto the federal response plan for providing appropriate support services for refugee claimants and reimbursing the City for the full costs incurred supporting refugee claimants. 3. City Council request the Federal Government to ensure that funding through the Interim Housing Assistance Program is allocated based on the number of refugee claimants requiring support in each municipality or region. 4. City Council reiterate to the Federal Government the City of Toronto's request to the Federal Government to increase the Canada-Ontario Housing Benefit allocations across Ontario, including matching recent provincial and municipal program increases with $6.67m in funding for 2023. 5. City Council forward the Item to the Federation of Canadian Municipalities Big City Mayors' Caucus.
Staff recommendation as filed
That Executive Committee: 1. Receive the presentation from the Representative of the United Nations High Commission for Refugees for information.