Infrastructure and Environment 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.
IE30.1adopted
The purpose of this report is to request authority to amend Purchase Order Number 6052605 issued to Moose Power Incorporated, as a result of Negotiated Request for Proposal Ariba Document Number 2219202727 for the Design and Construction of Solar Photovoltaic Rooftop Systems at City facilities. The Purchase Order Amendment is required to enhance the solar photovoltaic capacity and value of the project, increasing the total system size from 781 kilowatts, direct current to 1310 kilowatts, direct current. This project is funded by the City's Sustainable Energy Plan Financing program, and the overall increased purchase order amount will still meet the Sustainable Energy Plan Financing requirements of a positive net present value and payback under 20 years. The total value of the Purchase Order Amendment being requested is $1,039,447 net of all taxes and charges ($1,057,742 net of Harmonized Sales Tax Recoveries), revising the current Purchase Order value from $1,777,694 net of all taxes and charges ($1,808,982 net of Harmonized Sales Tax Recoveries) to $2,817,142 net of all taxes and charges ($2,866,723 net of Harmonized Sales Tax Recoveries).
The Infrastructure and Environment Committee: 1. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control), authorized the amendment of Purchase Order Number 6052605 with Moose Power Incorporated for the Design and Construction of Solar Photovoltaic Rooftop Systems by an additional amount of $1,039,447 net of all taxes and charges ($1,057,742 net of Harmonized Sales Tax Recoveries), revising the current Purchase Order value from $1,777,694 net of all taxes and charges ($1,808,982 net of Harmonized Sales Tax Recoveries) to $2,817,142 net of all taxes and charges ($2,866,723 net of Harmonized Sales Tax Recoveries).
Staff recommendation as filed
The Executive Director, Environment and Energy and the Chief Procurement Officer, Purchasing and Materials Management recommend that: 1. The Infrastructure and Environment Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to amend Purchase Order Number 6052605 with Moose Power Incorporated for the Design and Construction of Solar Photovoltaic Rooftop Systems by an additional amount of $1,039,447 net of all taxes and charges ($1,057,742 net of Harmonized Sales Tax Recoveries), revising the current Purchase Order value from $1,777,694 net of all taxes and charges ($1,808,982 net of Harmonized Sales Tax Recoveries) to $2,817,142 net of all taxes and charges ($2,866,723 net of Harmonized Sales Tax Recoveries).
IE30.2adopted
The purpose of this report is to request authority to amend Purchase Order Number 6045927 issued to Associated Engineering (Ont.) Limited for additional detailed design services for the Sheppard Avenue East and Leslie Street Sanitary Sewer Upgrades Project. The amendment is needed to incorporate Council adopted environmental initiatives in the design of buildings associated with this Project. The total value of the Purchase Order Amendment being requested is $589,202 net of all applicable taxes and charges ($599,572 net of Harmonized Sales Tax recoveries), revising the current Purchase Order value from $1,909,123 net of all applicable taxes and charges ($1,942,724 net of Harmonized Sales Tax recoveries) to $2,498,326 net of all applicable taxes and charges ($2,542,296 net of Harmonized Sales Tax recoveries).
The Infrastructure and Environment Committee: 1. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control), authorized the amendment of Purchase Order Number 6045927 and amended the agreement with Associated Engineering (Ont.) Limited, for the provision of additional engineering design services and additional contingency allowance funds for the Sheppard Avenue East and Leslie Street Sanitary and Watermain Upgrades project by an additional amount of $589,202.25 (net of all taxes and charges), revising the current Purchase Order contract value from $1,909,123 (net of all taxes and charges) to $2,498,325.68 (net of all taxes and charges and $2,542,296.21 net of Harmonized Sales Tax recoveries).
Staff recommendation as filed
The Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer, Purchasing and Materials Management recommend that: 1. The Infrastructure and Environment Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to amend Purchase Order Number 6045927 and amend the agreement with Associated Engineering (Ont.) Limited, for the provision of additional engineering design services and additional contingency allowance funds for the Sheppard Avenue East and Leslie Street Sanitary and Watermain Upgrades project by an additional amount of $589,202.25 (net of all taxes and charges), revising the current Purchase Order contract value from $1,909,123 (net of all taxes and charges) to $2,498,325.68 (net of all taxes and charges and $2,542,296.21 net of Harmonized Sales Tax recoveries).
IE30.3adopted
The purpose of this report is to request authority to amend Purchase Order Number 6045265 with Morrison Hershfield Limited for professional services associated with design of the Scarlett Road Bridge under Canadian Pacific Railway/Metrolinx Rail Corridor. This amendment is being requested due to design changes initiated by Canadian Pacific Railway, additional work associated with Ontario Regulation 406/19 On-Site and Excess Soil Management, and extensive coordination for utility relocations. The total value of the Purchase Order Amendment being requested is $1,139,577 net of all taxes and charges ($1,159,634 net of Harmonzed Sales Tax recoveries). This revises the current purchase order value from $1,498,300 net of all taxes and charges $1,524,670 net of Harmonized Sales Tax recoveries) to $2,637,877 net of all taxes and charges ($2,684,304 net of Harmonized Sales Tax recoveries).
The Infrastructure and Environment Committee: 1. In accordance with Section 71- 11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control), authorized the amendment of Purchase Order Number 6045265 with Morrison Hershfield Limited for the provision of professional services associated with the design for the replacement of the Scarlett Road Bridge under Canadian Pacific Railway / Metrolinx Rail Corridor in the amount of $1,139,577 net of all taxes and charges ($1,159,634 net of Harmonized Sales Tax recoveries). This revises the current purchase order value from $1,498,300 net of all taxes and charges $1,524,670 net of Harmonized Sales Tax recoveries) to $2,637,877 net of all taxes and charges ($2,684,304 net of Harmonized Sales Tax recoveries).
Staff recommendation as filed
The Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer, Purchasing and Materials Management recommend that: 1. The Infrastructure and Environment Committee, in accordance with Section 71- 11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to amend Purchase Order Number 6045265 with Morrison Hershfield Limited for the provision of professional services associated with the design for the replacement of the Scarlett Road Bridge under Canadian Pacific Railway / Metrolinx Rail Corridor in the amount of $1,139,577 net of all taxes and charges ($1,159,634 net of Harmonized Sales Tax recoveries). This revises the current purchase order value from $1,498,300 net of all taxes and charges $1,524,670 net of Harmonized Sales Tax recoveries) to $2,637,877 net of all taxes and charges ($2,684,304 net of Harmonized Sales Tax recoveries).
IE30.4adopted
The purpose of this report is to advise of the results of the Negotiable Request for Proposal Document 3166773834 for the construction of watermains at various locations across the City in 2022, 2023 and 2024 and to request the authority to award two (2) separate contracts: a. Service Area A (Scarborough, East York and North York Districts), to 2489960 Ontario Incorporated in the amount of $48,819,787.41 net of Harmonized Sales Tax recoveries ($54,212,224.62 including all taxes and charges, $47,975,420.02 net of Harmonized Sales Tax); and b. Service Area B (Etobicoke and North York Districts), to 2489960 Ontario Incorporated, in the amount of $43,801,693.34 net of Harmonized Sales Tax recoveries ($48,639,852.08 including all taxes and charges, $43,044,116.88 net of Harmonized Sales Tax). This is the third strategic sourcing initiative in watermain construction through the Purchasing and Materials Management Division's Category Management and Strategic Sourcing Team. Strategic sourcing is part of the City's category management approach to procurement. It relies on analyzing information about the supplier market, anticipated volumes and dollar value of purchases. Negotiations with suppliers and assessments of supply transactions are hallmarks of effective strategic sourcing. As a result of this strategic sourcing approach, the contract pricing after negotiations represents a reduction of 9.1 percent and 10.6 percent for Service Area A and Service Area B, respectively, compared to the pre-solicitation engineering estimates.
The Infrastructure and Environment Committee: 1. In accordance with Section 195-8.4A of Toronto Municipal Code Chapter 195 (Purchasing), authorized the Chief Engineer and Executive Director, Engineering and Construction Services to negotiate and enter into agreements under terms and conditions satisfactory to the Chief Engineer and Executive Director, Engineering and Construction Services and in a form satisfactory to the City Solicitor with: a. 2489960 Ontario Incorporated, for Service Area A, in the amount of $47,975,420.02 net of all taxes and charges ($54,212,224.62 including Harmonized Sales Tax, $48,819,787.41 net of Harmonized Sales Tax recoveries) inclusive of contingencies and price escalations; and b. 2489960 Ontario Incorporated, for Service Area B, in the amount of $43,044,116.88 net of all taxes and charges ($48,639,852.08 including , $43,801,693.34 net of Harmonized Sales Tax recoveries) inclusive of contingencies and price escalations; where 2489960 Ontario Incorporated submitted the highest scoring compliant proposal and met the specifications in conformance with the Negotiated Request for Proposal Document Number 3166773834; where, 2489960 Ontario Incorporated submitted the highest scoring compliant proposal and met the specifications in conformance with the Negotiated Request for Proposal Document Number 3166773834.
Staff recommendation as filed
The Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer, Purchasing and Materials Management recommend that: 1. The Infrastructure and Environment Committee, in accordance with Section 195-8.4A of Toronto Municipal Code Chapter 195 (Purchasing By-Law), grant authority to the Chief Engineer and Executive Director, Engineering and Construction Services to negotiate and enter into agreements under terms and conditions satisfactory to the Chief Engineer and Executive Director, Engineering and Construction Services and in a form satisfactory to the City Solicitor with: a. 2489960 Ontario Incorporated, for Service Area A, in the amount of $47,975,420.02 net of all taxes and charges ($54,212,224.62 including Harmonized Sales Tax, $48,819,787.41 net of Harmonized Sales Tax recoveries) inclusive of contingencies and price escalations; and b. 2489960 Ontario Incorporated, for Service Area B, in the amount of $43,044,116.88 net of all taxes and charges ($48,639,852.08 including , $43,801,693.34 net of Harmonized Sales Tax recoveries) inclusive of contingencies and price escalations; where 2489960 Ontario Incorporated submitted the highest scoring compliant proposal and met the specifications in conformance with the Negotiated Request for Proposal Document Number 3166773834; where, 2489960 Ontario Incorporated submitted the highest scoring compliant proposal and met the specifications in conformance with the Negotiated Request for Proposal Document Number 3166773834.
IE30.5adopted
The purpose of this report is to advise of the results of Request for Proposal, Ariba Document Number 3151539512, Contract Number Request for Proposal-21ECS-LU-01FPD12, for professional engineering services associated with detailed design, construction administration and post construction services for the Basement Flooding Protection Program Assignments 34-01, 34-02, 34-03, 34-05, 34-11 and 40-11, and request the authority to enter into an agreement with WSP Canada Incorporated in the amount of $29,391,010 net of all applicable taxes and charges, ($29,908,292 net of Harmonized Sales Tax recoveries).
The Infrastructure and Environment Committee: 1. In accordance with Section 195-8.4 of the Toronto Municipal Code Chapter 195 (Purchasing), authorized the Chief Engineer and Executive Director, Engineering and Construction Services to negotiate and enter into an agreement with WSP Canada Incorporated, being the highest overall scoring proponent meeting the requirements of Request for Proposal, Ariba Document Number 3151539512 to provide detailed design, services during construction and post construction for Assignments 34-01/02/03/05/11 and 40-11, under the Basement Flooding Protection Program Phase 4, in the total amount of $29,391,010 net of all applicable taxes, $29,908,292 net of Harmonized Sales Tax recoveries as follows: a. Detailed design and construction contract administration, in an amount not to exceed $28,983,060 net of all applicable taxes and charges ($29,493,162 net of Harmonized Sales Tax recoveries), including labour, disbursements, provisional allowances and contingency amounts; and b. Post construction services in an amount not to exceed $407,950 net of all applicable taxes and charges, ($415,130 net of Harmonized Sales Tax recoveries), including labour, disbursements, provisional allowances and contingency amounts.
Staff recommendation as filed
The Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer, Purchasing and Materials Management recommend that: 1. The Infrastructure and Environment Committee, in accordance with Section 195-8.4 of the Toronto Municipal Code Chapter 195 (Purchasing By-Law), grant authority to the Chief Engineer and Executive Director, Engineering and Construction Services to negotiate and enter into an agreement with WSP Canada Incorporated, being the highest overall scoring proponent meeting the requirements of Request for Proposal, Ariba Document Number 3151539512 to provide detailed design, services during construction and post construction for Assignments 34-01/02/03/05/11 and 40-11, under the Basement Flooding Protection Program Phase 4, in the total amount of $29,391,010 net of all applicable taxes, $29,908,292 net of Harmonized Sales Tax recoveries as follows: a. Detailed design and construction contract administration, in an amount not to exceed $28,983,060 net of all applicable taxes and charges ($29,493,162 net of Harmonized Sales Tax recoveries), including labour, disbursements, provisional allowances and contingency amounts; and b. Post construction services in an amount not to exceed $407,950 net of all applicable taxes and charges, ($415,130 net of Harmonized Sales Tax recoveries), including labour, disbursements, provisional allowances and contingency amounts.
IE30.6adopted
The purpose of this report is to request authority to amend Purchase Order Number 6042338 and 6042339 with Black & Veatch Canada Company ("Black & Veatch") for additional project management and professional engineering design services for the Integrated Pumping Station Project at the Ashbridges Bay Treatment Plant in the total amount of $2,454,712 net of all taxes and charges ($2,497,915 net of Harmonized Sales Tax recoveries) and to reallocate project costs and cashflows in Toronto Water's Approved 2022 Capital Budget and 2023-2021 Capital Plan in the amount of $1,950,000 to fund increased costs of the proposed amendment. This amendment is required to complete the project, resolve claims and accommodate an extended timeline for completion of the remaining work. Authority is also being requested for reallocation of project costs and cashflows in Toronto Water's Approved 2022 Capital Budget and 2023-2021 Capital Plan, and related contractual matters, as outlined in Confidential Attachment 1, so as to support the cost of finalizing the detailed engineering design for what is now a significantly more complex design of the Integrated Pumping Station Project, currently the City's largest and most critical wastewater infrastructure project underway.
The Infrastructure and Environment Committee recommends that: 1. City Council authorize the Chief Engineer and Executive Director, Engineering and Construction Services to amend the agreement with Black & Veatch Canada Company, for the provision of additional project management services for the Integrated Pumping Station Project at the Ashbridges Bay Treatment Plant and as a result by amending Purchase Order Number 6042338 by increasing the value of the Purchase Order in the amount of $1,114,306 net of all taxes and charges ($1,113,918 net of Harmonized Sales Tax recoveries), revising the current contract value from $10,314,639.45 net of all taxes and charges ($10,496,177.10 net of Harmonized Sales Tax recoveries) to $11,428,945.45 net of all taxes and charges ($11,630,094.89 net of Harmonized Sales Tax recoveries). 2. City Council authorize the Chief Engineer and Executive Director, Engineering and Construction Services to amend the agreement with Black & Veatch Canada Company, for the provision of additional professional engineering services for the detailed design of the Integrated Pumping Station Project at the Ashbridges Bay Treatment Plant and as a result by amending amend Purchase Order Number 6042339 by increasing the value of the Purchase Order in the amount of $1,340,406 net of all taxes and charges ($1,363,997 net of Harmonized Sales Tax recoveries), revising the current contract value from $27,472,347.10 net of all taxes and charges ($27,955,860.41 net of Harmonized Sales Tax recoveries) to $28,812,753.10 net of all taxes and charges ($29,319,857.55 net of Harmonized Sales Tax recoveries). 3. City Council authorize the Chief Engineer and Executive Director, Engineering and Construction Services to further negotiate the necessary amendments to the contracts with Black & Veatch Canada Company for project management, and professional engineering services for detailed design, of the Integrated Pumping Station Project at Ashbridges Bay Treatment Plant, in accordance with the terms and conditions of the agreements and on terms, conditions and costs satisfactory to the Chief Engineer and Executive Director, Engineering and Construction Services, and as a result to be able to amend the Purchase Orders Numbers 6042338 and 6042339, as may be necessary from time to time, all in accordance with the conditions presented in Confidential Attachment 1 to the report (May 12, 2022) from the Chief Engineer and Executive Director, Engineering and Construction Services, the General Manager, Toronto Water and the Chief Procurement Officer, Purchasing and Materials Management. 4. City Council direct that Confidential Attachment 1 to the report (May 12, 2022) from the Chief Engineer and Executive Director, Engineering and Construction Services, the General Manager, Toronto Water and the Chief Procurement Officer, Purchasing and Materials Management remain confidential in its entirety, as it related to commercial or financial information that belongs to the City and has potential monetary value, and it involves a position, plan, procedure, criteria or instruction to be applied to any negotiations to be carried on by or on behalf of the City of Toronto, provided that such information or portions of such information may be released publicly two years after the services have been completed. 5. City Council authorize the reallocation of project costs and cashflows within Toronto Water's approved 2022 Capital Budget and 2023-2031 Capital Plan in the amount of $1.950 million to support the recommended amendments to Purchase Order Number 6042338 and Purchase Order Number 6042339, as presented in Table 2, Budget Adjustment Reallocations, of the Financial Impact Statement presented in the report (May 12, 2022) from the Chief Engineer and Executive Director, Engineering and Construction Services and the Chief Procurement Officer, Purchasing and Materials Management, with a zero Budget impact to Toronto Water. 6. City Council authorize the further reallocation of project costs and cashflows within Toronto Water's approved 2022 Capital Budget and 2023-2031 Capital Plan in the amounts identified in Confidential Attachment 1, to support the recommended amendments to Purchase Order Numbers 6042338 and 6042339, as presented in Table 2, Budget Adjustment Reallocations, of the Financial Impact Statement, included in Confidential Attachment 1 to the report (May 12, 2022) from the Chief Engineer and Executive Director, Engineering and Construction Services, the General Manager, Toronto Water and the Chief Procurement Officer, Purchasing and Materials Management, with a zero Budget impact to Toronto Water.
Staff recommendation as filed
The Chief Engineer and Executive Director, Engineering and Construction Services, the General Manager of Toronto Water and the Chief Procurement Officer, Purchasing and Materials Management recommend that: 1. City Council grant authority to the Chief Engineer and Executive Director, Engineering and Construction Services to amend the agreement with Black & Veatch Canada Company, for the provision of additional project management services for the Integrated Pumping Station Project at the Ashbridges Bay Treatment Plant and as a result by amending Purchase Order Number 6042338 by increasing the value of the Purchase Order in the amount of $1,114,306 net of all taxes and charges ($1,113,918 net of Harmonized Sales Tax recoveries), revising the current contract value from $10,314,639.45 net of all taxes and charges ($10,496,177.10 net of Harmonized Sales Tax recoveries) to $11,428,945.45 net of all taxes and charges ($11,630,094.89 net of Harmonized Sales Tax recoveries). 2. City Council grant authority to the Chief Engineer and Executive Director, Engineering and Construction Services to amend the agreement with Black & Veatch Canada Company, for the provision of additional professional engineering services for the detailed design of the Integrated Pumping Station Project at the Ashbridges Bay Treatment Plant and as a result by amending amend Purchase Order Number 6042339 by increasing the value of the Purchase Order in the amount of $1,340,406 net of all taxes and charges ($1,363,997 net of Harmonized Sales Tax recoveries), revising the current contract value from $27,472,347.10 net of all taxes and charges ($27,955,860.41 net of Harmonized Sales Tax recoveries) to $28,812,753.10 net of all taxes and charges ($29,319,857.55 net of Harmonized Sales Tax recoveries). 3. City Council grant authority to the Chief Engineer and Executive Director, Engineering and Construction Services to further negotiate the necessary amendments to the contracts with Black & Veatch Canada Company for project management, and professional engineering services for detailed design, of the Integrated Pumping Station Project at Ashbridges Bay Treatment Plant, in accordance with the terms and conditions of the agreements and on terms, conditions and costs satisfactory to the Chief Engineer and Executive Director, Engineering and Construction Services, and as a result to be able to amend the Purchase Orders Numbers 6042338 and 6042339, as may be necessary from time to time, all in accordance with the conditions presented in Confidential Attachment 1. 4. City Council direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, as it related to commercial or financial information that belongs to the City and has potential monetary value, and it involves a position, plan, procedure, criteria or instruction to be applied to any negotiations to be carried on by or on behalf of the City of Toronto, provided that such information or portions of such information may be released publicly two years after the services have been completed. 5. City Council authorize the reallocation of project costs and cashflows within Toronto Water's approved 2022 Capital Budget and 2023-2031 Capital Plan in the amount of $1.950 million to support the recommended amendments to Purchase Order Number 6042338 and Purchase Order Number 6042339, as presented in Table 2, Budget Adjustment Reallocations, of the Financial Impact Statement presented in this report, with a zero Budget impact to Toronto Water. 6. City Council authorize the further reallocation of project costs and cashflows within Toronto Water's approved 2022 Capital Budget and 2023-2031 Capital Plan in the amounts identified in Confidential Attachment 1, to support the recommended amendments to Purchase Order Numbers 6042338 and 6042339, as presented in Table 2, Budget Adjustment Reallocations, of the Financial Impact Statement, included in Confidential Attachment 1, with a zero Budget impact to Toronto Water.
IE30.7amended
Midtown Infrastructure Implementation Strategy - Final Report
This report recommends adopting the Midtown Infrastructure Implementation Strategy (Attachment 1) and Public Realm Implementation Strategy (Attachment 2) to support improved capital project planning and delivery in one of the City's significant growth areas - the Yonge-Eglinton Secondary Plan area, known as Midtown. In recent years, Midtown has experienced the most development projects of any secondary plan area in the city outside of the Downtown. The area is expected to continue experiencing significant growth over the next 30 years. Over the period of 2016-2051, Midtown is expected to become home to approximately 93,000 new people, which is equivalent to adding more than the 2016 population of the City of Peterborough to the area. The Implementation Strategy is based on the principle that growth in Midtown will be matched with investment in community facilities, parks, the public realm, local transportation facilities and municipal servicing over time, so that the area grows and evolves as a complete community. The Strategy supports more effective capital planning and development review in Midtown by creating a shared understanding of project needs and priorities, as well as available funding tools, coordination opportunities, delivery mechanisms, and project phasing. The Strategy outlined in this report: - focuses on near (2021-2026) and mid-term (2027-2031) projects that align with the City's 10-year window for capital planning and current development-related delivery opportunities; - identifies long-term (2032-2051) projects that will need to be considered and advanced through future annual updates to the capital plan and ongoing development review; - identifies key actions to advance near and mid-term projects, and prepare for advancing key long-term projects in the future. Notably, nearly half (47 percent) of planned projects in Midtown will be delivered through City capital programs, funded through a mix of growth funding tools, such as Development Charges, Parkland Dedication and Section 37, and non-growth related funding tools such as taxes, user fees and debt. The private sector is also expected to play a significant role in delivering over a third of projects through development, either as a base requirement or in-kind contribution. The School Boards and the Toronto Public Library are expected to deliver a small, but important, share of the projects, as well. The near and mid-term projects identified in the Strategy fall within the current 10-year capital planning horizon, and the majority (71 percent) have funding identified within a capital plan approved by the City, Toronto Public Library, or School Boards, or within an approved development application. Projects that currently have partial or no funding identified will need to be further assessed and brought forward in future budget submissions or as part of future development approval processes. The Strategy recognizes that concurrent infrastructure and facility improvements will be implemented over time by multiple parties, and that coordination across infrastructure types and with development will be critical to optimizing investment dollars and project outcomes. For this reason, the Strategy identifies opportunities for greater coordination across Divisions, Agencies and Boards as part of annual capital planning and ongoing development review. Nine key actions are identified in the Strategy that provide direction on infrastructure coordination, improving and expanding parkland and the public realm, and identifying sites with potential to accommodate new community facilities. Several of these key actions are already underway, while others represent new initiatives and approaches that should be advanced to support a more coordinated approach to project delivery in Midtown. The Strategy concludes with a monitoring framework for tracking implementation progress and ensuring infrastructure requirements and priorities reflect changing conditions over time. It is anticipated that the first five-year monitoring report will be released by 2027. The Public Realm Implementation Strategy (Appendix 1 to the Strategy and Attachment 2 to the report) complements the broader Infrastructure Implementation Strategy for Midtown and provides preliminary concept plans to guide the future design of nine of the eleven Public Realm Moves identified in the Yonge-Eglinton Secondary Plan, including the Eglinton Green Line, Park Street Loop, Davisville Community Street, Merton Street Promenade, Pailton Crescent Connector, Balliol Green Street, Midtown Greenways, Redpath Revisited, and Yonge Street Squares.
The Infrastructure and Environment Committee recommends that: 1. City Council adopt the Midtown Infrastructure Implementation Strategy, included as Attachment 1 to the report (May 10, 2022) from the Chief Planner and Executive Director, City Planning, the General Manager, Parks, Forestry and Recreation, the General Manager, Transportation Services and the General Manager, Toronto Water, and direct City staff to utilize the Strategy in the review of development applications, future capital planning processes and advancing partnership opportunities with City Agencies and Boards. 2. City Council adopt the Public Realm Implementation Strategy as found in Attachment 2 to the report (May 10, 2022) from the Chief Planner and Executive Director, City Planning, the General Manager, Parks, Forestry and Recreation, the General Manager, Transportation Services and the General Manager, Toronto Water, and direct City staff to utilize the concept plans in: a. assessing development applications and securing development-related public realm improvements in the Yonge-Eglinton Secondary Plan area; and b. advancing the future detailed design and evaluation of the Public Realm Moves, subject to feasibility analysis, public consultation and Council approval, using standards and best practices current at the time of implementation. 3. City Council reiterate its support for addressing the community infrastructure needs (including parks, community centres etc.) in the Yonge and Eglinton community and request that City staff use the Midtown Infrastructure Implementation Strategy to focus efforts on addressing this critical deficit expeditiously, including allocating the necessary capital funding required for these projects to achieve complete communities. 4. City Council direct the appropriate City Staff to undertake a robust and broad community consultation and communications process as the Midtown Infrastructure Implementation Strategy moves forward, including as part of development review and on-going City-led projects.
Staff recommendation as filed
The Chief Planner and Executive Director, City Planning, the General Manager, Parks, Forestry and Recreation, the General Manager, Transportation Services and the General Manager, Toronto Water recommend that: 1. City Council adopt the Midtown Infrastructure Implementation Strategy, included as Attachment 1 to this report, and direct City staff to utilize the Strategy in the review of development applications, future capital planning processes and advancing partnership opportunities with City Agencies and Boards. 2. City Council adopt the Public Realm Implementation Strategy (Attachment 2 to this report) and direct City staff to utilize the concept plans in: a. assessing development applications and securing development-related public realm improvements in the Yonge-Eglinton Secondary Plan area; and b. advancing the future detailed design and evaluation of the Public Realm Moves, subject to feasibility analysis, public consultation and Council approval, using standards and best practices current at the time of implementation.
IE30.8amended
Entering into Agreements with Producer Responsibility Organizations for the Blue Box Program
The purpose of this report is to provide an update on the transition of the City of Toronto's (the City) Blue Bin Recycling Program to producers effective July 1, 2023, in accordance with Ontario Regulation 391/21: Blue Box[1] adopted on June 3, 2021, as amended by Ontario Regulation 349/22: Blue Box[2], adopted on April 14, 2022 (the Regulation). This report includes information about the formation and role of Producer Responsibility Organizations, their responsibility for the collection of recyclables from eligible sources, the City's potential future role in the new Blue Box recycling management environment. It also presents considerations and terms and conditions that will guide negotiations, and requests delegated authority to enter into any agreements with Producer Responsibility Organizations on transitioning the City's blue box management responsibilities to producers on July 1, 2023. This staff report also highlights activities undertaken by staff to prepare for the system changes resulting from transition, including: business transformation and change management preparations, ongoing City-led provincial regulatory advocacy, and monitoring of non-blue box waste diversion programs. [1] www.ontario.ca/laws/regulation/r21391 [2] www.ontario.ca/laws/regulation/r22349
The Infrastructure and Environment Committee recommends that: 1. City Council authorize the General Manager, Solid Waste Management Services to negotiate and enter into any service agreements or amending agreements with any Producer Responsibility Organization(s) registered with the Resource Productivity Recovery Authority, and/or their designate, for the City of Toronto to be contracted to provide recycling collection and management services, based on terms and conditions outlined in Confidential Attachment 1 to the report (May 11, 2022) from the General Manager, Solid Waste Management Services, for the management of blue box materials until the end of the transition phase pursuant to the Resource Recovery and Circular Economy Act, 2016 or any regulations thereunder, on terms acceptable to the General Manager, Solid Waste Management Services, the Deputy City Manager, Infrastructure and Development Services or designate, and the Chief Financial Officer and each in a form satisfactory to the City Solicitor. 2. City Council direct that Confidential Attachment 1 to the report (May 11, 2022) from the General Manager, Solid Waste Management Services remain confidential in its entirety in accordance with the provisions of the City of Toronto Act, 2006, as involves a position, plan, procedure, criteria or instruction to be applied to any negotiation carried on or to be carried on by or on behalf of the City. 3. City Council direct the General Manager, Solid Waste Management Services, to report back in early 2023 to the Infrastructure and Environment Committee with the outcome of negotiations and any executed contract(s) that occur with registered Producer Responsibility Organizations and / or their designate for the transition phase from July 1, 2023 to December 31, 2025. 4. City Council authorize the General Manager, Solid Waste Management Services and / or designate to negotiate and enter into any agreements to manage the blue box materials from locations not serviced by Producer Responsibility Organizations on terms acceptable to the General Manager, Solid Waste Management Services and in a form satisfactory to the City Solicitor. 5. City Council support the General Manager, Solid Waste Management Services and / or designate, to enter into discussions with Producer Responsibility Organizations and / or their designate, on their potential interest in using any of the City of Toronto's recycling related infrastructure and assets during the post-transition phase (2026 and beyond) for operational efficiency purposes, and how costs associated with any capital investment would be shared. 6. City Council authorize the General Manager, Solid Waste Management Services to negotiate and enter into any service agreements or amending agreements with any Producer Responsibility Organization(s) registered with the Resource Productivity Recovery Authority, and / or their designate, for the City of Toronto to be contracted to provide recycling collection and management services, based on terms and conditions outlined in Confidential Attachment 1 to the report (May 24, 2022) from the General Manager, Solid Waste Management Services, for the management of blue box materials until the end of the transition phase pursuant to the Resource Recovery and Circular Economy Act, 2016 or any regulations thereunder, on terms acceptable to the General Manager, Solid Waste Management Services; Deputy City Manager, Infrastructure and Development Services or designate; and Chief Financial Officer and each in a form satisfactory to the City Solicitor. 7. City Council direct that Confidential Attachment 1 to the report (May 24, 2022) from the General Manager, Solid Waste Management Services remain confidential in its entirety in accordance with the provisions of the City of Toronto Act, 2006, as it involves a position, plan, procedure, criteria or instruction to be applied to any negotiation carried on or to be carried on by or on behalf of the City.
Staff recommendation as filed
The General Manager of Solid Waste Management Services recommends that: 1. City Council authorize the General Manager, Solid Waste Management Services to negotiate and enter into any service agreements or amending agreements with any Producer Responsibility Organization(s) registered with the Resource Productivity Recovery Authority, and/or their designate, for the City of Toronto to be contracted to provide recycling collection and management services, based on terms and conditions outlined in Confidential Attachment 1, for the management of blue box materials until the end of the transition phase pursuant to the Resource Recovery and Circular Economy Act, 2016 or any regulations thereunder, on terms acceptable to the General Manager, Solid Waste Management Services; Deputy City Manager, Infrastructure and Development Services or designate; and Chief Financial Officer and each in a form satisfactory to the City Solicitor. 2. City Council direct that Confidential Attachment 1 to the report (May 11, 2022) from the General Manager, Solid Waste Management Services remains confidential in its entirety in accordance with the provisions of the City of Toronto Act, 2006, as involves a position, plan, procedure, criteria or instruction to be applied to any negotiation carried on or to be carried on by or on behalf of the City. 3. City Council direct the General Manager, Solid Waste Management Services, to report back in early 2023 to the Infrastructure and Environment Committee with the outcome of negotiations and any executed contract(s) that occur with registered Producer Responsibility Organizations and/or their designate for the transition phase from July 1, 2023 to December 31, 2025. 4. City Council authorize the General Manager, Solid Waste Management Services and/or designate to negotiate and enter into any agreements to manage the blue box materials from locations not serviced by Producer Responsibility Organizations on terms acceptable to the General Manager, Solid Waste Management Services and in a form satisfactory to the City Solicitor. 5. City Council support the General Manager, Solid Waste Management Services and/or designate, to enter into discussions with Producer Responsibility Organizations and/or their designate, on their potential interest in using any of the City of Toronto's recycling related infrastructure and assets during the post-transition phase (2026 and beyond) for operational efficiency purposes, and how costs associated with any capital investment would be shared.
IE30.9amended
Ravine Strategy Implementation Update
The Ravine Strategy (the "Strategy") presents an intentional and coordinated framework, vision and approach to management of Toronto's greatest natural resource through a series of 20 actions under the five guiding principles: Protect, Invest, Connect, Partner, and Celebrate. These actions aim to guide the management of the ravines and ensure the protection and stewardship of these irreplaceable lands is balanced with the city's growth and evolution, so that they continue to function and flourish for the next 100 years and beyond. Toronto's ravines have significant ecological value, are places where people seek active and passive recreation, house critical grey and green infrastructure, and contribute significantly to the resilience of the city. They contribute $822 million in ecological and recreational services annually. The City, in conjunction with Toronto and Region Conservation Authority and many external organizations, has taken significant steps to strategically advance the Ravine Strategy in the last two years, through operating funds to support invasive species management, litter picking, student internships, community engagement, Indigenous reconciliation through access to land and water programming, and capital investment to improve access to ravines, such as new or enhanced multi-use trails, and mitigate erosion and stabilize watercourses to protect watermains, stormwater infrastructure and sewers. Critical support through provincial and federal funding programs has augmented the City's investment in its ravine system. This report provides the first three-year update to City Council on advancement of the Ravine Strategy and an update on the implementation of key next steps including: - Accomplishments towards the Ravine Strategy guiding principles and actions, and achievements to date in ravine restoration and management, and capital coordination and delivery - The strategic advancement of Toronto's Ravine Campaign, including the Loop Trail, InTO the Ravines, and recommendations for the Ravine Campaign Leadership Table - Supporting Indigenous reconciliation through opportunities to connect to land and water through the Lodge at the Humber River, Memtigwaake Kinomaage Maawnjiding - A multi-pronged approach to address litter and dumping in ravines that complements enforcement efforts with the City's ravine litter picking crew and community engagement initiatives Since 2020, the Ravine Strategy has achieved: - 720 hectares of land managed for invasive species - 252 tonnes garbage and metal removed from 333 hectares of ravine land - 42 students engaged through paid employment and training and mentorship programs - 96 outdoor and virtual events for Ravine Days - more than 6,200 participants in in-person and virtual City and partner events and programs - $47.9 million from partners (committed and submitted applications) from the federal and provincial governments In 2022, the City plans to invest $118.1 million in Toronto's ravine system through $12.6 million in the 2022 Council Approved Operating Budget for Parks, Forestry and Recreation and $105.5 million in the 2022 Council Approved Capital Budget across a variety of City divisions including Parks, Forestry and Recreation, Transportation Services and Toronto Water as well as the Toronto and Region Conservation Authority. Looking ahead, the City will continue its work to protect, maintain, and improve Toronto's ravine system to preserve its irreplaceable ecological functions so that all residents and visitors can connect with and celebrate these special places. The care and enhancement of Toronto's ravines and the success of the Ravine Strategy requires the City, individuals and organizations to work together in meaningful and sustainable ways. In this context, the continued support of external partners and engaged residents, as well as the ongoing leadership and support of multiple City Divisions is key to achieve this goal.
The Infrastructure and Environment Committee recommends that: 1. City Council authorize the General Manager, Parks, Forestry and Recreation to explore a potential collaboration with Toronto Foundation to advance Ravine Strategy projects and goals, as described in Section 3 of the report (May 10, 2022) from the General Manager, Parks Forestry and Recreation, and to negotiate and sign on behalf of the City any required agreement on terms and conditions acceptable to the General Manager, Parks, Forestry and Recreation and in a form satisfactory to the City Solicitor. 2. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and sign on behalf of the City the appropriate agreements with Eshkiniigjik Naandwechigegamig, Aabiish Gaa Binjibaaying - ENAGB Youth Program regarding the Indigenous placemaking and placekeeping initiative in the Humber River Valley as described in Section 4 of the report (May 10, 2022) from the General Manager, Parks Forestry and Recreation, on terms and conditions acceptable to the General Manager, Parks, Forestry and Recreation, and in a form satisfactory to the City Solicitor. 3. City Council affirm the importance of Environmentally Significant Areas and request the General Manager, Parks, Forestry, and Recreation to ensure that Environmentally Sensitive Areas best practices are being followed, to develop and implement appropriate staff training on Environmentally Sensitive Areas and request the General Manager, Parks, Forestry, and Recreation to work with organizations such as Toronto Field Naturalists to develop this training.
Staff recommendation as filed
The General Manager, Parks, Forestry and Recreation recommends that: 1. City Council authorize the General Manager, Parks, Forestry and Recreation to explore a potential collaboration with Toronto Foundation to advance Ravine Strategy projects and goals, as described in Section 3 of the report (May 10, 2022) from the General Manager, Parks Forestry and Recreation, and to negotiate and sign on behalf of the City any required agreement on terms and conditions acceptable to the General Manager, Parks, Forestry and Recreation and in a form satisfactory to the City Solicitor. 2. City Council authorize the General Manager, Parks, Forestry and Recreation to negotiate and sign on behalf of the City the appropriate agreements with Eshkiniigjik Naandwechigegamig, Aabiish Gaa Binjibaaying - ENAGB Youth Program regarding the Indigenous placemaking and placekeeping initiative in the Humber River Valley as described in Section 4 of the report (May 10, 2022) from the General Manager, Parks Forestry and Recreation, on terms and conditions acceptable to the General Manager, Parks, Forestry and Recreation, and in a form satisfactory to the City Solicitor.
IE30.10adopted
The Federation of Canadian Municipalities Community Efficiency Financing program has approved the City of Toronto, through the Home Energy Loan Program, for up to $9,712,000 in financing and $4,856,000 in grants to support energy-efficient retrofits and pathways to net zero for single-family homes in Toronto. Through the Home Energy Loan Program, the City offers low-interest loans to help homeowners make their homes more energy efficient and reduce greenhouse gas emissions, in support of the City's TransformTO climate action strategy and net-zero emissions target. On October 1, 2021, City Council authorized the Deputy City Manager, Corporate Services, the Chief Financial Officer and Treasurer, and the Mayor to enter into a grant and loan agreement with the Federation of Canadian Municipalities to accept a loan in accordance with Chapter 30 of the City of Toronto Municipal Code under the Federation of Canadian Municipalities Green Municipal Fund Program, upon terms satisfactory to them and in a form acceptable to the City Solicitor. The City intends to execute a final agreement with the Federation of Canadian Municipalities shortly. Upon executing a final agreement City staff will establish an obligatory reserve fund for the purpose of managing loan and grant funds, including disbursement of funds to program participants. The purpose of this report is to authorize the establishment of the obligatory reserve fund required to effectively manage funding associated with the Program.
The Infrastructure and Environment Committee recommends that: 1. City Council approve the establishment of an obligatory reserve fund called the FCM Funded Energy Works Reserve Fund in Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds, of the report (May 11, 2022) from the Chief Financial Officer and Treasurer and the Executive Director, Environment and Energy, for the purpose of managing funds received from the Federation of Canadian Municipalities to support the Home Energy Loan Program, with criteria set out in Appendix A of the report (May 11, 2022) from the Chief Financial Officer and Treasurer and the Executive Director, Environment and Energy.
Staff recommendation as filed
The Chief Financial Officer & Treasurer and the Executive Director, Environment & Energy recommends that: 1. City Council approve the establishment of an obligatory reserve fund called the FCM Funded Energy Works Reserve Fund in Appendix C, Schedule 15 - Third Party Agreements Obligatory Reserve Funds, for the purpose of managing funds received from the Federation of Canadian Municipalities to support the Home Energy Loan Program, with criteria set out in Appendix A.
IE30.11amended
On-Street Electric Vehicle Charging Stations - Pilot Conclusion and Next Steps
This report concludes the Residential and Downtown On-Street Electric Vehicle Charging Station pilots that were launched in October 2020 and provides the final metrics on charging station utilization, greenhouse gas impacts, costs, revenues and parking regulation compliance rates. This report also identifies thirty-two (32) new charging stations that will be installed prior to the end of 2022 with funding support from The Atmospheric Fund and the Environment and Energy Division with project execution support from Toronto Hydro. The rapid nature in which these new stations were proposed and finalized illustrates that a refreshed framework for inter-agency collaboration has been solidified, expediting the roll-out of publicly available on-street Electric Vehicle charging stations city-wide in the coming years. The application of established siting criteria, ensuring Councillor participation and feedback in the site selection process and seeking additional funding through new incentive and grant funds have been critical to the success of this expanded roll-out and will continue to be in the future. As the pilot concludes and the roll-out of on-street Electric Vehicle charging infrastructure continues, staff are proposing minor adjustments to charging rates, the creation of a set of updated design guidelines that will include feedback from the accessibility community and other stakeholders, and ongoing collaboration with various entities, including the City's Electric Vehicle Working Group responsible for the Electric Vehicle file. To further ensure the continuation of this successful process, this report requests authorization for up to an additional year of a partnership agreement between the City of Toronto and Toronto Hydro. This extended partnership agreement will support the delivery of 32 new on-street chargers this year and will support the transition expected in the Second Quarter of 2023 between Toronto Hydro and the Toronto Parking Authority, who will be responsible for operations and maintenance of the on-street chargers as well as the roll-out of additional on-street Electric Vehicle charging infrastructure in future years as part of its overall Electric Vehicle charging program.
The Infrastructure and Environment Committee recommends that: 1. City Council authorize the General Manager, Transportation Services, to negotiate, enter into and execute an agreement with Toronto Hydro-Electric System Limited generally in accordance with the agreement terms listed on pages 12 and 13 of the report dated May 11, 2022 from the General Manager Transportation Services and on such other terms and conditions satisfactory to the General Manager, Transportation Services, and in a form satisfactory to the City Solicitor. 2. City Council request the General Manager, Transportation Services and the Executive Director, Environment and Energy, in consultation with the Toronto Hydro-Electric System Limited, to postpone the planned installation of two Electric Vehicle chargers at 39 Cuthbert Crescent, pending further consultations with the local Councillor. 3. City Council request the Board of Directors of Toronto Parking Authority to work with the General Manager, Transportation Services, Toronto Hydro and relevant stakeholders to install a minimum of 50 on-street electric vehicle chargers by the end of 2023. 4. City Council request the Executive Director, Energy and Environment Division, and the President, Toronto Parking Authority, to report back on the results of the Electric Vehicle Charging Needs Study in 2023 and identify the number of on-street electric vehicle chargers that can be installed through 2024 and 2025. 5. City Council request the Board of Directors of Toronto Parking Authority to request the President, Toronto Parking Authority to accelerate the installation of on-street electric vehicle chargers by prioritizing existing pay and display locations. 6. City Council request the Board of Directors of Toronto Parking Authority to request the President, Toronto Parking Authority to identify in its proposed 2023 Operating and Capital Budgets and 2024 - 2032 Capital Plan, the operating (including staffing) and capital budget requirements needed to support the operation, maintenance and continued expansion of the on-street EV charging program. 7. City Council direct the Chief Financial Officer and Treasurer to ensure that the City of Toronto / Toronto Parking Authority Net Income Revenue Share Agreement provides Toronto Parking Authority with sufficient retained earnings to fund the incremental costs associated with the operation, maintenance and continued expansion of the on-street EV charging program. 8. City Council request the General Manager Transportation Services and Executive Director, Energy and Environment Division, to work with the President, Toronto Parking Authority to provide annual updates to City Council, beginning in the fourth quarter of 2023, on the installation of on-street and off-street electric vehicle charging stations.
Staff recommendation as filed
The General Manager, Transportation Services, recommends that: 1. City Council authorize the General Manager, Transportation Services, to negotiate, enter into and execute an agreement with Toronto Hydro-Electric System Limited generally in accordance with the agreement terms listed on pages 12 and 13 of this report dated May 11, 2022 from the General Manager Transportation Services and on such other terms and conditions satisfactory to the General Manager, Transportation Services, and in a form satisfactory to the City Solicitor.
IE30.12adopted
On-Street Logistics Mini-hub Pilot on St. George Street
Over the course of the pandemic the importance of delivery options has become highlighted. Urban delivery for the courier industry is becoming more difficult due to limited commercial vehicle parking, inadequate loading facilities, available capacity to meet growing demand and road congestion. This has led to an increase in delivery times, operational costs and greenhouse gas emissions from delivery vehicles, Addressing many of these issues requires new and innovative models and methods in last-mile delivery. The City can play a significant role in eliminating many of the regulatory barriers that prevent industry from pursuing these new and sustainable delivery models which could contribute positively towards many of the City's own corporate plans and goals. Many of these actions were first identified in the City's Freight and Goods Movement Strategy, adopted by Council in October of 2020. Transportation Services is partnering with Purolator Courier who is working with the University of Toronto Transportation Research Institute to establish an electric cargo bike pilot. Purolator Courier wishes to replace delivery trucks on the St. George campus of the University of Toronto with electric cargo tricycles which will be deployed from an On-street Logistics Mini-hub that will be located in the downtown campus of the University of Toronto. Purolator's intention is to deliver more sustainably, with reduced pedestrian conflicts, truck parking and traffic impacts. At the same time, the Toronto Parking Authority is also working with Purolator to pilot a logistics mini-hub that will consist of a 40 foot container to enable delivery of packages using cargo bikes at their Lippincott Carpark, close to Bloor Street West and Bathurst Street. Therefore, Transportation Services is seeking City Council approval to establish an On-Street Logistics Mini-hub pilot for a period of up to eighteen (18) months. The mini-hub, which is described in the report, would be located in the vicinity of 60 St. George Street in an existing parking layby located within the City's public right-of-way. In addition, the report also seeks Council approval to amend City of Toronto Municipal Code Chapter 950, Traffic and Parking to allow this new on-street use.
The Infrastructure and Environment Committee recommends that: 1. City Council approve a pilot project of up to eighteen (18) months to provide on-street curb-side access to a logistics mini-hub to operate in a parking layby on the west side of St. George Street in the vicinity of 60 St. George Street, generally as described in the report dated May 11, 2022 from the General Manager, Transportation Services and request the General Manager, Transportation Services to report back to City Council on the outcome of the pilot project and recommended next steps, including an appropriate permit fee. 2. City Council amend City of Toronto Municipal Code Chapter 950, Traffic and Parking, generally as outlined in Attachment 1 to the report dated May 11, 2022 from the General Manager, Transportation Services to allow the establishment of an On-street Logistics Mini-hub. 3. City Council require that Purolator Courier compensate the Toronto Parking Authority a cost recovery amount estimated at $131,328.00 ($7,296.00 per month), based on Toronto Parking Authority's Policy 2-6 'Cost Recovery - Street Occupancy Permits at On-Street Meter Locations' for the temporary long-term occupation of five (5) pay-and-display parking spaces for the duration of the eighteen (18) month pilot. 4. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor or General Manager, Transportation Services, in order to give effect to Parts 1 and 2, above.
Staff recommendation as filed
The General Manager, Transportation Services, recommends that: 1. City Council approve a pilot project of up to eighteen (18) months to provide on-street curb-side access to a logistics mini-hub to operate in a parking layby on the west side of St. George Street in the vicinity of 60 St. George Street, generally as described in the report dated May 11, 2022 from the General Manager, Transportation Services and request the General Manager, Transportation Services to report back to City Council on the outcome of the pilot project and recommended next steps, including an appropriate permit fee. 2. City Council amend City of Toronto Municipal Code Chapter 950, Traffic and Parking, generally as outlined in Attachment 1 to the report dated May 25, 2022 from the General Manager, Transportation Services to allow the establishment of an On-street Logistics Mini-hub. 3. City Council require that Purolator Courier compensate the Toronto Parking Authority a cost recovery amount estimated at $131,328.00 ($7,296.00 per month), based on Toronto Parking Authority's Policy 2-6 'Cost Recovery - Street Occupancy Permits at On-Street Meter Locations' for the temporary long-term occupation of five (5) pay-and-display parking spaces for the duration of the eighteen (18) month pilot. 4. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor or General Manager, Transportation Services, in order to give effect to Parts 1 and 2, above.
IE30.13adopted
Rockcliffe Riverine Flood Mitigation Project Municipal Class Environmental Assessment
The Rockcliffe-Smythe area is located in Ward 5 (York South-Weston) and is the most flood vulnerable area in the Toronto and Region Conservation Authority's jurisdiction. There are hundreds of buildings within the regulatory floodplain of Black Creek and Lavender Creek; many of these properties experience frequent surface and basement flooding during severe storms. This is a result of riverine flooding and the overloading of the City of Toronto's urban drainage system. The City of Toronto, together with Toronto and Region Conservation Authority, initiated a Municipal Class Environmental Assessment to determine a preferred riverine flood mitigation strategy for the Rockcliffe-Smythe neighbourhood, and satisfy all four phases of the Municipal Class Environmental Assessment process. This study built upon recent advancements in the understanding of the causes of flooding within the community. Completion of the Municipal Class Environmental Assessment is the next step necessary to meet regulatory requirements prior to construction of flood mitigation measures. This report recommends the Preferred Solution and Design for providing riverine flood protection to the Rockcliffe-Smythe area for endorsement by City Council. This report also reviews the opportunities explored to naturalize the Black Creek Channel as a part of establishing the alternative designs as directed by City Council. The Preferred Solution involves significant infrastructure investment to modify the Black Creek and Lavender Creek Channels, construct a new flood protection wall, road realignment, as well as several bridge and culvert replacements. The entire project would be constructed in phases over an anticipated 10-year timeframe, and would flood protect 195 homes located in approximately 80 hectares (198 acres) of flood prone land from the 350-year flood area, and remove 222 buildings from the regulatory floodplain during a regional storm event, at an estimated cost of approximately $371 million.
The Infrastructure and Environment Committee recommends that: 1. City Council endorse the recommended Preferred Solution and Design for flood protecting the Rockcliffe-Smythe area as generally shown in Attachment 1 to the report (May 11, 2022) from the General Manager, Transportation Services and the General Manager, Toronto Water. 2. City Council request the Toronto and Region Conservation Authority, General Manager, Transportation Services and General Manager, Toronto Water to prepare the Environmental Study Report, issue the Notice of Completion, and put the Environmental Study Report in the public record in accordance with the requirements of the Municipal Class Environmental Assessment.
Staff recommendation as filed
The General Manager, Transportation Services and the General Manager, Toronto Water recommend that: 1. City Council endorse the recommended Preferred Solution and Design for flood protecting the Rockcliffe-Smythe area as generally shown in Attachment 1. 2. City Council request the Toronto and Region Conservation Authority, General Manager, Transportation Services and General Manager, Toronto Water to prepare the Environmental Study Report, issue the Notice of Completion, and put the Environmental Study Report in the public record in accordance with the requirements of the Municipal Class Environmental Assessment.
IE30.14adopted
Sewers and Water Supply By-laws 2021 Compliance and Enforcement Annual Report
This report provides a summary of the activities performed in 2021 by Toronto Water's Environmental Monitoring and Protection Unit, which is responsible for administrative compliance and enforcement of the City of Toronto's Municipal Code Chapter 681 ("Sewers By-Law") and Municipal Code Chapter 851 ("Water Supply By-Law"). In 2021, Toronto Water's Environmental Monitoring and Protection Unit performed 811 tasks such as company inspections, dye tests, meetings with businesses, storm sewer outfall inspections under the Sewers By-law and 133 inspections under the Water Supply By-law. The staff performed 5,235 sampling events, which resulted in 22,658 laboratory analyses. A total of 428 Notices of Violation were issued for non-compliance under the Sewers By-law and 8 issued for non-compliance under the Water Supply By-law. In 2021, cases involving 13 companies moved forward to prosecution for both the Sewers and Water Supply By-laws. Under the Sewers By-law, there were 11 convictions resulting in $79,500 in fines (convictions may include prosecution files started in previous years). This total does not include the Victim Fine Surcharge (which is collected and retained by the Ontario Provincial Government for victims of crime - for fines over $1,000; the surcharge is 25 percent of the fine). The remaining prosecution files are still before the courts. The number of Industrial Waste Surcharge Agreements entered into with businesses decreased in 2021, yet Toronto Water recovered $9.9 million in total cost for this program. Similarly, the total number of Sanitary Discharge Agreements grew, but overall cost recovery decreased to $7.6 million in 2021, down $2.1 million from 2020. In 2021, the Outfall Monitoring Program identified 8 new cross connections (as a result of sanitary wastewater being misdirected to a storm sewer) and verified the correction of 8 cross connections (some were carried over from previous years). Three (3) priority Outfall within Toronto's watersheds were delisted, thereby seeing an improvement in water quality at those outfalls and the receiving waters. All of the above noted activities and functions have been carried out under the impacts and challenges of the COVID-19 pandemic, during which Toronto Water's Environmental Monitoring and Protection Unit maintained and carried out all of its mandated functions and responsibilities including field related operations, inspections and investigations. Details are provided in this report.
The Infrastructure and Environment Committee received the report (May 9, 2022) from the General Manager, Toronto Water for information.
Staff recommendation as filed
The General Manager, Toronto Water, recommends that: 1. The Infrastructure and Environment Committee receive this report for information.
IE30.15adopted
Western Waterfront Master Plan - Update
The Western Waterfront Master Plan was approved by City Council in 2009 and was developed to provide a vision for the Western Waterfront, and to guide future decisions related to improvements to the public realm over the next few decades. This report provides an update on the progress made towards realizing the Western Waterfront Master Plan and next steps. The Western Waterfront stretches between Ontario Place to the east and the Humber River to the west (please see Attachment 1 for map). It is a significant public asset that offers one of the city's longest unobstructed views of Lake Ontario, with over 40 hectares of parkland, two trails (Martin Goodman and Humber River) and three beaches (Sunnyside, Budapest and Gzowski) jointly known as the Western Beaches. The Western Waterfront is home to a number of recreational boating clubs, including the Toronto Sailing and Canoe Club, the Argonaut Rowing Club and the Boulevard Club. A break wall in Lake Ontario extends across the area and includes a new 600-metre multi-sport watercourse adjacent to Marilyn Bell Park. Some of the initiatives that were proposed in the Western Waterfront Master Plan include: north-south pedestrian and cyclist crossings; enhancements to the Martin Goodman Trail; expanded beaches with improved water quality; and more opportunities for water-based recreation. There has been progress in moving forward improved connections to the Western Waterfront, park and trail improvements, urban forestry tree canopy initiatives, and city-wide stormwater infrastructure improvements that have, and will continue to improve water quality in the western beaches. Some of the larger initiatives proposed in the Western Waterfront Master Plan were predicated on decisions being made about the alignment of light-rail transit, that were made in 2018, with the Waterfront Transit Network Plan that was adopted by Council. Since that time, the Waterfront West Light Rail Transit has been acknowledged as a project under planning study, however, it is not currently in the 10-year capital plan. Since 2009 there have been emerging issues and priorities. The city has experienced rising lake levels due to climate change, shoreline erosion and concerns regarding an aging break wall. There is also increased awareness of the historical and cultural significance of the mouth of the Humber River that was not fully considered with the 2009 Western Waterfront Master Plan. Further to this update, staff will formally review the 2009 Western Waterfront Master Plan and produce an updated Western Waterfront Master Plan in 2023, led by the Waterfront Secretariat, working with a team of staff from City Planning, Transportation Services, Parks, Forestry and Recreation, Toronto Water, Corporate Real Estate Management and the Toronto Region and Conservation Authority. The team will formally review the 2009 Western Waterfront Master Plan in detail to take stock of which initiatives should be advanced. Staff will engage with stakeholders and the community, and, if required, hire a consultant. The team will produce an Environmental Assessment compliant updated Western Waterfront Master Plan that will include an updated list of implementation items, to be prioritized during the process. As part of the review, this staff team is committed to meeting monthly to further this review and to consulting with stakeholders and the community; staff will report back to the Infrastructure and Environment Committee in the Fourth Quarter 2023 with the findings and with proposed implementation recommendations.
The Infrastructure and Environment Committee received the report (May 11, 2022) from the Chief Planner and Executive Director, City Planning Division and the General Manager, Transportation Services for information.
Staff recommendation as filed
The Chief Planner and Executive Director, City Planning Division and the General Manager, Transportation Services, recommend that: 1. Infrastructure and Environment Committee receive this report for information.
IE30.16adopted
Interim Report for the High Park Movement Strategy
This report provides an update on the ongoing High Park Movement Strategy. The High Park Movement Strategy is considering comprehensive and long-term improvements to the travel network in High Park to better serve park users and the surrounding community. The options explored will prioritize safety, accessibility and the park's ecological health, and will be informed by the experience of the current weekend vehicle-free program. This report describes the types of travel network changes that will be explored and evaluated as part of the study and summarizes the study process. It outlines how possibilities for the future of Parkside Drive are being studied in coordination with the possibilities for the travel network inside High Park. Emerging findings from work to date are also highlighted in this report, including information on existing features and facilities, infrastructure and park usage. The High Park Movement Strategy is being developed through extensive engagement with stakeholder groups active in the park, rights-holders, Indigenous communities and the general public. This report summarizes feedback from initial rounds of engagement and outlines upcoming consultation activities. A final report that identifies the preferred set of improvements to the High Park travel network is targeted for early 2023. Meanwhile, "quick win" changes that can be implemented in the interim, where appropriate, are being considered as they arise.
The Infrastructure and Environment Committee received the report (May 11, 2022) from the General Manager, Parks, Forestry and Recreation and the General Manager, Transportation Services for information.
Staff recommendation as filed
The General Manager, Parks, Forestry and Recreation and the General Manager, Transportation Services recommend that: 1. Infrastructure and Environment Committee receive this report for information.
IE30.17amended
Single-Use and Takeaway Items Reduction Strategy - Voluntary Measures Program Launch
In response to a growing plastic and waste crisis, Toronto has been developing a Single-Use and Takeaway Items Reduction Strategy to reduce unnecessary single-use bags, cups, utensils and foodware since 2018. This received strong public support through multiple rounds of public consultation, and unanimous support from Council. In June 2021, Council unanimously directed staff to move ahead with Stage 1 of the Reduction Strategy, specifically, the implementation of a Voluntary Measures Program - including promotional tools, resources and recognition for businesses across Toronto to help them voluntarily take steps to reduce single-use items. This also included the City committing to lead by example in all city facilities. This voluntary program was meant to start in the fall of 2021, with a report back in spring 2022. Unfortunately, the program has not launched, and the report has not come back to Council. Toronto businesses - small and large - are ready to do their part and reduce waste, but need guidance and certainty from the City on how to do it. This year, the Federal government is moving ahead with regulations on some single-use plastic items, and Toronto businesses will need to adapt their business practices. It is critical to move forward with the Single-Use and Takeaway Items - Voluntary Measures Program to provide Toronto businesses with guidance and support to help them reduce waste, and the City to lead by example in its own operations.
The Infrastructure and Environment Committee: 1. Requested the the General Manager, Solid Waste Management Services to provide an update to the next Infrastructure and Environment Committee on the Single Use and Takeaway Items Reduction Strategy status and timeline, including the steps to implement the Voluntary Measures Program to provide support for small businesses, and the steps to ensure the City is leading by example by shifting away from single-use in City operations and facilities.
Staff recommendation as filed
Councillor Mike Layton and Councillor Jaye Robinson recommend that: 1. The Infrastructure and Environment Committee request the Executive Director to provide an update to the next Infrastructure and Environment Committee on the Single Use and Takeaway Items Reduction Strategy status and timeline, including the steps to implement the Voluntary Measures Program to provide support for small businesses, and the steps to ensure the City is leading by example by shifting away from single-use in City operations and facilities.
IE30.18adopted
Report on Pervious Planting Spaces on Private Property
Toronto's urban forest offers several significant benefits including air quality improvements, energy conservation from shading, reduction in stormwater runoff and water quality issues, carbon sequestration, noise reduction and decreased erosion, environmental benefits and savings from which are estimated to be worth $55 million annually. Investing in Toronto's urban forest is investing in the welfare of Torontonians. While the tree population was found to have increased from 10.2 to 11.5 million trees between 2008 and 2018, the total leaf area has decreased by about 11 percent, amounting to a loss of benefits provided by the urban forest. The Tree Canopy Study was adopted by City Council in 2020, and since then many actions have been taken to address challenges to the urban forest and to progress towards the City's target of expanding canopy cover to 40 percent by 2050. The investment of over $4 million and leveraging of over $9 million in matching funds in tree planting and stewardship to support canopy expansion on private property through Urban Forestry Grants and Incentives program had resulted in over 53 000 trees and shrubs planted between 2017 and 2020 and an increase in the quality of street tree condition. The use of fees and fines to encourage compliance with the City's Tree Bylaws has strengthened the protection of trees. Addressing tree canopy at the neighbourhood scale through a tree equity approach to planning and service delivery helps improve the inequitable distribution of the urban forest. And of course, monitoring and managing insect pests will address the decreasing tree condition. These actions address the continuous press and pulse dynamics faced by Toronto's urban forest, where permanent and short-term changes in abundance or density affect the ability of the urban forest to absorb change and disturbance and still maintain the benefits. Key to expanding canopy cover is increasing the available planting space. Pervious spaces, such as tree, grass, shrub and bare earth land covers are potential planting space for new trees as they absorb water that supports tree growth, termed as soft landscaping. Further, the quality of pervious space for maximizing tree canopy through tree planting is dependent on whether the space is adequate for tree growth. Pervious spaces for tree planting require both, enough space on the surface for the tree trunk to grow unimpeded, and enough space below the surface for root growth. In contrast, impervious spaces such as buildings, roads, parking lots and sidewalks increase surface water runoff and do not support tree growth. Trends show that since 1999, impervious cover is increasing while pervious cover is decreasing, a change which is often permanent, presenting negative implications towards space for tree planting and reaching the canopy cover goal. Minimum requirements for soft landscaping pertaining to the space between garden and laneway suites and the main residential building, as well as the front yards of residential buildings provide the necessary pervious space for tree planting and are integral to help us meet our goals. It is especially important to actively recognize opportunities to bolster the resilience of the urban forest to ensure sustainable and increasing benefits offered to Torontonians. However, since approvals, there is evidence that the policies to promote this are not being fully implemented. City Council must work to ensure that zoning by-laws allow for maximum tree canopy expansion to reach the target of expanding tree canopy to 40 percent.
The Infrastructure and Environment Committee: 1. Requested the General Manager, Parks Forestry and Recreation, in consultation with the Executive Director, Municipal Licensing and Standards, the Chief Building Official and Executive Director, Toronto Building, and the Chief Planner and Executive Director, City Planning to report back to a future meeting of Infrastructure and Environment Committee regarding potential strategies to protect and enhance the City's tree canopy and growing space, while also supporting infill housing growth in the City's Neighbourhoods, and that the report is returned before City Council provides further guidance on Expanding Housing Options in Neighbourhoods.
Staff recommendation as filed
Councillor Mike Layton recommends that: 1. Infrastructure and Environment Committee request the General Manager, Parks Forestry and Recreation, in consultation with the Executive Director, Municipal Licensing and Standards, the Chief Building Official and Executive Director, Toronto Building, and the Chief Planner and Executive Director, City Planning to report back to a future meeting of Infrastructure and Environment Committee regarding potential strategies to protect and enhance the City's tree canopy and growing space, while also supporting infill housing growth in the City's Neighbourhoods, and that the report is returned before City Council provides further guidance on Expanding Housing Options in Neighbourhoods.
IE30.19forwarded without recommendation
Revisiting ActiveTO Interventions on Lake Shore Boulevard West
At the onset of the first pandemic summer, Council acted decisively to open up parts of our roads that have been traditionally reserved for moving a large number of cars and gave this space back over to the public for recreational use. The scenes were historic. Thousands of residents flocked to Lake Shore Boulevard West to safely ride along the City's waterfront for kilometres, getting to safely experience something that had rarely been provided by the City in its history. A truly open, safe and welcoming environment for people of all ages and abilities to travel along Toronto's expansive waterfront. Unfortunately, 2 years on, these interventions have ceased on Lake Shore Boulevard West and the roads have been re-consumed by drivers. The conditions remain unsafe for many travelling on the Martin Goodman Trail that runs alongside the road which is often crowded and unable to meet the needs and demands placed on it on the warm days of our Spring and Summer. Recently, the City experienced another death along this stretch which should have been fully preventable. Dangerous situations like these keep people from trying out active transportation options and reinforces for many that the area which should be able to support recreational activity is unsafe. The City of Toronto must continue to act as a leader in making active transportation and access to our non-traditional public spaces a priority. We must act to maintain the interventions which were headline grabbing and continue to provide this amenity to residents in Toronto. With warm weather quickly approaching (and in many aspects, already arrived) we cannot delay a review of the potential to revisit and re-establish the ActiveTO intervention on Lake Shore Boulevard West which was so beloved.
The Infrastructure and Environment Committee forwards this item to City Council without recommendation.
Staff recommendation as filed
Councillor Mike Layton recommends that: 1. Infrastructure and Environment Committee request the General Manager, Transportation Services to report to the June 15 and 16 meeting of City Council on: a. The potential for full road closures on Lake Shore Boulevard West on weekends this summer to continue to provide people of all ages and abilities access to the waterfront safely without noise and traffic pollution and any constrains or barriers to closures; and b. The potential for reducing lanes on Lake Shore Boulevard West to accommodate the pressures on public spaces, while fulfilling the intent of ActiveTO with protected recreational opportunities.