CITY CLERK

ADMINISTRATION COMMITTEE

REPORT No. 3

For Consideration by

The Council of the City of Toronto

on July 27, 28, 29 and 30, 1999

2 Office Consolidation Status Report

3 Recruitment and Selection of Commissioners of Corporate Services and Urban Planning and Development Services

4 Review of Sub-Committees, Special Committees and Task Forces

5 Retention of Former Employees as Expert Witnesses at Ontario Municipal Board Hearings

6 Application for Approval to Expropriate Further Interests in Land, Sheppard Subway Project - Twin Tunnels
1333 Sheppard Avenue East Holdings Limited Leslie Street and Sheppard Avenue East (Ward 12 - Seneca Heights)

7 Long Term Disability and Sick Day Usage 1997 - 1998 City Programs for Employees

8 Other Items Considered by the Committee

City of Toronto

REPORT No. 3

OF THE ADMINISTRATION COMMITTEE

(from its meeting on July 21, 1999,

submitted by Councillor Lorenzo Berardinetti, Chair)

As Considered by

The Council of the City of Toronto

on July 27, 28, 29 and 30, 1999

1

Filling of Council Vacancy -

Scarborough Highland Creek (Ward 16)

(City Council on July 27, 28, 29 and 30, 1999, amended this Clause by:

(1) amending Recommendation No. (2) embodied in the communication dated July 16, 1999, from the City Clerk to provide that the vote-counting machines to be used for the Scarborough Highland-Creek by-election be the machines used by the former City of North York; and

(2) adding thereto the following:

"It is further recommended that the City Clerk be requested to submit a report to the next meeting of City Council, scheduled to be held on September 28, 1999, through the Administration Committee, and not related to this particular by-election, on options to establish a policy and/or by-law to address methods of filling future vacancies on City Council, so as to provide that the filling of vacancies is not left to the discretion of Members of Council.")

The Administration Committee recommends:

(1) the adoption of the recommendations of the Scarborough Community Council embodied in the communication (July 16, 1999) from the City Clerk; and

(2) that Council urgently request the Ontario Property Assessment Corporation (OPAC) to assure City Council, in writing, that the voters list to be prepared for the Scarborough by-election is as up-to-date and accurate as possible, with particular emphasis on residential tenancies and the updates provided by voters themselves at the time of the 1997 municipal election.

The Administration Committee submits the following communication (July 16, 1999) from the City Clerk:

Recommendations:

The Scarborough Community Council recommends the adoption of Option 2 in the report of the City Clerk (June 29, 1999) respecting the filling of the vacancy in Ward 16 - Scarborough Highland Creek, viz:

(1) that the vacancy be filled by means of a by-election;

(2) that Council authorize the use of vote-counting machines in the Scarborough Highland Creek by-election to be held September 23, 1999, as indicated in draft Bill No. 1;

(3) that Council authorize advance votes to be conducted as indicated in draft Bill No. 2;

(4) that Council authorize the payment of rebates to persons who make contributions to candidates in this by-election, similar to the provisions in the 1997 municipal elections, and as outlined in draft Bill No. 3;

(5) that the new Councillor when elected, be urged to give first consideration to retaining the current staff;

(6) that the Chief Financial Officer and Treasurer be authorized to transfer the necessary funds from the 1999 Corporate Contingency Account to cover the costs of Option 2; and

(7) that leave be granted to introduce the necessary Bills in Council and the appropriate City Officials be authorized to take the necessary action to give effect thereto.

Recorded vote:

Yeas: Councillors Altobello, Ashton, Balkissoon, Berardinetti, Cho, Duguid, Kelly, Mahood, Moeser, Tzekas - 10

Nays: Nil

Adopted unanimously by the Members present and voting.

Background:

The Scarborough Community Council, at its special meeting on July 15, 1999, had before it a communication (July 8, 1999) from the City Clerk:

(1) advising that City Council, at its meeting held on July 6, 7 and 8, 1999, adopted, without amendment, Recommendations (1) and (4) embodied in the report (June 29, 1999) from the City Clerk; and

(2) referred the balance of the report to the Scarborough Community Council for deputation purposes and report thereon to a special meeting of the Administration Committee to be called by the Chair of the Administration Committee, and subsequently to Council for consideration at its meeting scheduled on July 27, 28 and 29, 1999.

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The following persons appeared before the Community Council in connection with the foregoing matter:

In favour of a by-election:

- David Soknacki;

- Colin McDonald, Curran Hall Community Association;

- Alan Carter;

- Scott Harrison;

- Liz Oliver, West Rouge Community Association;

- Linda Carscadden;

- Dr. Peter Yannopoulos;

- George Pigadas;

- Ken Woolley;

- Leah Overs;

- Stan Roberts; and

- John Kruger.

In favour of an appointment:

- Helen Morton.

The Scarborough Community Council also received written submissions from:

- Peter Chmatil, Curran Hall Community Association;

- Suzi Mudhar;

- George Fowler and six others;

- Roy Martin, Cedar Ridge Neighbourhood Group;

- David Horrox;

- Lee-Anne Kearney;

- Alida Akey;

- Monika Bujalska;

- Jerome Persaud;

- Karen and Bart Boniface;

- The Board of Directors of The West Rouge Community Association;

- Ken Woolley;

- Richard Smart, B.Comm., C.A.;

- Sev and Gloria Puopolo;

- Tony Lamanna;

- Joe Gironda;

- Peter Lamanna;

- Hamish Marshall;

- Ken Pearson, Past President, Seven Oaks Community Association; and

- Margaret Langley.

(Copies of which were provided to all Members of the Community Council, and a copy thereof is on file in the Office of the City Clerk, Scarborough Civic Centre.)

The Administration Committee also submits the following communication (July 8, 1999) from the City Clerk:

City Council, at its meeting held on July 6, 7 and 8, 1999, adopted, without amendment, the following Motion:

Moved by: Councillor Balkissoon

Seconded By: Councillor Berardinetti

"WHEREAS Council has learned, with the deepest regret, of the passing of Councillor Frank Faubert, Scarborough Highland Creek; and

WHEREAS Section 43 of the Municipal Act states that 'where the seat of a member of council becomes vacant under Section 38, the Council shall forthwith declare the seat to be vacant'; and

WHEREAS the City Clerk has submitted the attached report dated June 29, 1999, regarding options to fill this vacancy; and

WHEREAS it is appropriate to hear the views of the public in filling this vacancy;

NOW THEREFORE BE IT RESOLVED THAT Council consider the report dated June 29, 1999, from the City Clerk;

AND BE IT FURTHER RESOLVED THAT Recommendations Nos. (1) and (4) embodied in the attached report from the City Clerk be adopted;

AND BE IT FURTHER RESOLVED THAT the balance of the report of the City Clerk be referred to the next meeting of the Scarborough Community Council for deputation purposes and report thereon to a special meeting of the Administration Committee to be called by the Chair of the Administration Committee, and subsequently to Council for consideration at its meeting scheduled on July 27, 28, and 29, 1999."

In so doing, Council adopted Recommendations Nos. (1) and (4) embodied in the report dated June 29, 1999, from the City Clerk, viz.:

"It is recommended that:

(1) the office of Councillor - Scarborough Highland Creek be declared vacant; and

(4) in the interim, the current staff continue to serve the constituents of Scarborough Highland Creek until the new Councillor is appointed or elected and a decision is made by Council or the new Councillor with respect to staffing;",

and referred the balance of the report, including the following recommendations embodied therein, to the next meeting of the Scarborough Community Council for deputation purposes and report thereon to a special meeting of the Administration Committee to be called by the Chair of the Administration Committee, and subsequently to Council for consideration at its meeting scheduled on July 27, 28, and 29, 1999:

"(2) Council determine which of the following options is to be adopted to fill the vacancy:

Option 1 - Appointment:

(a) the vacancy be filled by means of appointment;

(b) the City Clerk be directed to advertise for applications from qualified electors to be considered for appointment as Councillor - Scarborough Highland Creek;

(c) Council at its meeting scheduled for September 28, 1999, at 2:00 p.m. accept nominations and give consideration to the appointment of a qualified elector who has applied and consented to accept the office of Councillor - Scarborough Highland Creek for the remainder of this term of Council;

(d) each nominee be given a maximum of 5 minutes to address Council;

(e) questions may be asked of each nominee provided that the total question and answer period shall not exceed 5 minutes times the number of nominees; and

(f) the current staff continue to serve the constituents of Scarborough Highland Creek and the new Councillor when appointed.

Option 2 - By-Election:

(a) the vacancy be filled by means of a by-election;

(b) Council authorize the use of vote-counting machines in the Scarborough Highland Creek by-election to be held September 23, 1999, as indicated in the attached draft Bill No. 1;

(c) Council authorize advance votes to be conducted as indicated in the attached draft Bill No. 2;

(d) Council authorize the payment of rebates to persons who make contributions to candidates in this by-election, similar to the provisions in the 1997 municipal elections, and as outlined in the attached draft Bill No. 3; and

(e) the new Councillor when elected, be urged to give first consideration to retaining the current staff;

(3) the Chief Financial Officer and Treasurer be authorized to transfer the necessary funds from the 1999 Corporate Contingency Account to cover the costs of either Option 1 or Option 2; and

(5) leave be granted to introduce the necessary Bills in Council and the appropriate City Officials be authorized to take the necessary action to give effect thereto."

(Report dated June 29, 1999, addressed to

the Mayor and Members of Council from the

City Clerk, entitled "Council Vacancy -

Scarborough Highland Creek (Ward 16).)

Purpose:

The purpose of this report is to outline the options available to Council to fill the vacancy occurring in Scarborough Highland Creek as a result of the passing of Councillor Frank Faubert.

Source of Funds:

Should Council choose to fill the vacancy through a by-election, the estimated cost of administering the by-election is $130,000. Should Council decide to approve a contributor rebate program similar to the one introduced by the Minister of Municipal Affairs and Housing in the last municipal election, an additional cost of approximately $35,000 would be incurred by the City. If Council decides to fill the vacancy by appointment, an estimated amount of $20,000 will be necessary to cover advertising costs. It will be necessary to allocate funds from the 1999 Corporate Contingency Account to the City Clerk's budget for the cost of the by-election, or advertising to fill the vacancy by appointment.

Recommendations:

It is recommended that:

(1) the office of Councillor - Scarborough Highland Creek be declared vacant; and

(2) Council determine which of the following options is to be adopted to fill the vacancy.

Option 1 - Appointment:

(a) the vacancy be filled by means of appointment;

(b) the City Clerk be directed to advertise for applications from qualified electors to be considered for appointment as Councillor - Scarborough Highland Creek;

(c) Council at its meeting scheduled for September 28, 1999, at 2:00 p.m. accept nominations and give consideration to the appointment of a qualified elector who has applied and consented to accept the office of Councillor - Scarborough Highland Creek for the remainder of this term of Council;

(d) each nominee be given a maximum of 5 minutes to address Council;

(e) questions may be asked of each nominee provided that the total question and answer period shall not exceed 5 minutes times the number of nominees; and

(f) the current staff continue to serve the constituents of Scarborough Highland Creek and the new Councillor when appointed.

Option 2 - By-Election:

(a) the vacancy be filled by means of a by-election;

(b) Council authorize the use of vote-counting machines in the Scarborough Highland Creek by-election to be held September 23, 1999, as indicated in the attached draft Bill No. 1;

(c) Council authorize advance votes to be conducted as indicated in the attached draft Bill No. 2;

(d) Council authorize the payment of rebates to persons who make contributions to candidates in this by-election, similar to the provisions in the 1997 municipal elections, and as outlined in the attached draft Bill No. 3;

(e) the new Councillor when elected, be urged to give first consideration to retaining the current staff.

(3) the Chief Financial Officer and Treasurer be authorized to transfer the necessary funds from the 1999 Corporate Contingency Account to cover the costs of either Option 1 or Option 2;

(4) in the interim, the current staff continue to serve the constituents of Scarborough Highland Creek until the new Councillor is appointed or elected and a decision is made by Council or the new Councillor with respect to staffing; and

(5) leave be granted to introduce the necessary Bills in Council and the appropriate City Officials be authorized to take the necessary action to give effect thereto.

Comments and/or Justification:

Council has learned, with the deepest regret, of the passing of Councillor Frank Faubert, Scarborough Highland Creek.

Section 43 of the Municipal Act states that "Where the seat of a member of a council becomes vacant under section 38, the council shall forthwith declare the seat to be vacant." This declaration of a vacancy must be carried out before Council can make a decision on how the vacancy is to be filled.

There are two options available to Council for filling the vacancy in the office of Councillor, Scarborough Highland Creek:

(1) Appointment:

Section 45 of the Municipal Act states in part that "subject to section 46, where a vacancy occurs in the office of a member of the council of a local municipality, the council at a meeting called for that purpose shall appoint a person who has consented to accept the office if he or she is appointed to fill the vacancy and,

(a) in the case of the office of councillor or alderman, such person is a person qualified to hold office as a member of the council; and....".

To be qualified a person must be:

(i) 18 years of age or older;

(ii) a Canadian citizen;

(iii) a resident in the City of Toronto, an owner or tenant of land in the City or the spouse of such an owner or tenant; and

(iv) not disqualified under Section 37 of the Municipal Act, or any other Act.

If Council chooses to fill the vacancy by appointment, it is suggested that the City Clerk be authorized to advertise to invite applications from qualified electors and that Council give consideration to the appointment at its meeting scheduled for September 28, 1999, at 2:00 p.m.

(2) By-election:

Section 46 of the Municipal Act states that "If the office of a member of the council of a local municipality becomes vacant the council may, by by-law, require an election to be held to fill the vacancy, and in that case the clerk shall hold a by-election in accordance with section 65 of the Municipal Elections Act, 1996."

Under section 65 of the Municipal Elections Act, 1996, if Council determines that a by-election is to be held, the Clerk is responsible for setting the date of nomination day which is to be a day not more than 30 days after the passing of the by-law indicating a by-election is required. Voting day must be 31 days after nomination day.

Should Council choose to fill the vacancy through a by-election, the estimated cost of administering the by-election is $130,000. Should Council decide to approve a contributor rebate program similar to the one introduced by the Minister of Municipal Affairs and Housing in the last municipal election, an additional cost of approximately $35,000 would be incurred by the City. The necessary funds should be allocated from the 1999 Corporate Contingency Account to the City Clerk's budget for the cost of the by-election.

Section 47 of the Municipal Elections Act, 1996 states that "A person appointed or elected to an office under section 45 or 46 shall hold office for the remainder of the term of the person whose place he or she is appointed or elected to fill." Accordingly the person appointed or elected would hold office until November 30, 2000.

Past Practices in Filling Vacancies:

In reviewing past practices, we researched vacancies in the former municipalities now making up the City of Toronto back to 1984 and found a total of 19 vacancies that were filled. Of these 19 vacancies, 11 were filled by appointment and 8 through by-elections.

Of the 11 appointments, 9 were in an election year, 6 of which were after the mandatory March 31^st date as provided in the Municipal Elections Act. The remaining 2 appointments were made in the year preceding an election year. One was made in the month of June and the other in the month of October. In the subsequent municipal election, 6 of the 11 ran for office.

Of the 8 by-elections, none were in an election year, 4 were held in the year preceding an election year. The remaining 4 by-elections were held in the year immediately following the previous municipal election. In the subsequent municipal election, 7 of the 8 ran for office.

Public Consultation:

Council may wish to seek public consultation with respect to the foregoing options. If this is the direction of Council, it is recommended that Recommendation Nos. (1) and (4) be adopted by Council at this time and that the balance of this report be referred to the next meeting of the Scarborough Community Council for deputation purposes and report thereon to a special meeting of the Administration Committee to be called by the Chair of the Administration Committee, and subsequently to Council for consideration at its meeting scheduled on July 27, 28, and 29, 1999.

Staffing:

Given the experience and knowledge of the current staff in serving the constituents of Scarborough Highland Creek through the office of Councillor Faubert since the beginning of this term of Council, it is recommended that the current staff continue to support the office in the interim until a new Councillor is appointed or elected, and a decision is made by the new Councillor with respect to staffing. It is also recommended that the new Councillor when appointed or elected be urged to give first consideration to retaining the current staff.

Conclusion:

Council must make a determination on whether the vacancy in the office of Councillor - Scarborough Highland Creek should be filled by appointment or by by-election. If Council deems that a by-election is to be held, a by-law should be passed indicating an election is required to fill the vacancy.

Contact Name:

John Hollins, Director of Elections

Telephone No. 392-8019

E-mail: jhollins@city.north-york.on.ca

(Ms. Liz Oliver, President, West Rouge Community Association, appeared before the Administration Committee in support of the recommendations of the Scarborough Community Council.)

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Draft Bill No. 1

THE CITY OF TORONTO

By-law No. _________

A by-law to provide for the use of vote-counting equipment in respect of the

by-election to be held in Scarborough Highland Creek on September 23, 1999.

WHEREAS, Section 42 of the Municipal Elections Act, 1996, S.O. 1996, provides that a municipal council may, at least sixty days prior to voting day, pass a by-law authorizing the use of voting and vote-counting equipment (or alternative voting methods);

Now therefore, the Council of the City of Toronto, HEREBY ENACTS as follows:

1. The use of vote-counting equipment is hereby authorized in respect of the by-election to be held for the position of Councillor, Scarborough Highland Creek.

ENACTED AND PASSED this ______ day of _____________, A.D. 1999.

______________________________

Mayor

______________________________

Clerk

Draft Bill No. 2

THE CITY OF TORONTO

By-law No. _________

A by-law to provide for advance votes to be held prior to voting day in respect of the

by-election to be held in Scarborough Highland Creek on September 23, 1999.

WHEREAS, Section 43(1) of the Municipal Elections Act, 1996, S.O. 1996, provides that a municipal council shall pass a by-law establishing one or more dates for an advance vote, and the hours during which voting places shall be open on that date or dates;

Now therefore, the Council of the City of Toronto, HEREBY ENACTS as follows:

1. Advance voting shall be held weekdays from Monday, September 13, 1999 to Friday, September 17, 1999, between the hours of 12:00 noon and 8:00 p.m., at the City of Toronto, Scarborough Civic Centre, 150 Borough Drive.

2. A second advance vote shall also be held on Saturday, September 18, 1999, between the hours of 12:00 noon and 8:00 p.m., at:

(A) Port Union Community Centre, 5450 Lawrence Avenue East; and

(B) Curran Hall Community Centre, 277 Orton Park Road.

ENACTED AND PASSED this ______ day of _____________, A.D. 1999.

______________________________

Mayor

______________________________

Clerk

Draft Bill No. 3

THE CITY OF TORONTO

By-law No. _________

A by-law to provide for the payment of rebates to persons who make

contributions to candidates for the Scarborough Highland Creek

By-Election to be held on September 23, 1999.

WHEREAS, Subsection 82(1) of the Municipal Elections Act, 1996, S.O. 1996, hereinafter referred to as the Act, provides that a municipality may, by by-law, provide for the payment of rebates to persons who make contributions to candidates for office on the municipal council;

Now therefore, the Council of the City of Toronto, HEREBY ENACTS as follows:

1. That the payment of rebates to persons who make contributions to candidates for the office of Councillor, Ward 16 - Scarborough Highland Creek, is hereby authorized.

(1) An individual, corporation or trade union that, during the 1999 By-Election, makes a contribution to a candidate for the office of Councillor, Scarborough Highland Creek, of the City of Toronto, may apply to the clerk for a rebate.

(2) The application shall be made on or before March 31, 2000, unless the candidate's campaign period is extended under paragraph 4 or 5 of subsection 68(1) of the Act, in which case the application may be made within 6 months after the date the receipt is issued.

(3) The application shall be in the form provided by the clerk.

(4) The application shall include a receipt that is signed by or on behalf of the candidate.

(5) A candidate referred to in subsection 1(1) is required to comply with subsections 78(1) to (4) of the Act, despite subsection 78(5) of the Act; the candidate shall include with the documents filed under subsection 78(1) or (2) of the Act, as the case may be, a copy of the receipt issued for the contribution.

(6) The clerk shall compare the receipt filed by the applicant and the copy filed by the candidate to ensure consistency.

(7) The clerk shall pay the applicant a rebate in accordance with subsections (8) and (9) if the following conditions are met:

(a) The application complies with subsections (2), (3) and (4).

(b) The candidate has complied with subsection (5).

(c) The clerk is satisfied that the receipt filed by the applicant and the copy filed by the candidate are consistent.

(d) The clerk is satisfied that the candidate has filed documents as required by section 78 of the Act by the relevant date, and that no such document shows on its face that the candidate has incurred expenses exceeding what is permitted under section 76 of the Act.

(e) The clerk is satisfied that the candidate has paid any amount required by section 79 of the Act to the clerk by the relevant date.

(f) In the case of a contribution made on or before October 8, 1999, the time for applying for a compliance audit under section 81 of the Act in respect of the candidate's financial statement has expired.

(g) In the case of a contribution made after October 8, 1999, to a candidate whose election campaign period continues beyond that date, the time for applying for a compliance audit under section 81 of the Act in respect of the relevant supplementary financial statement has expired.

(8) The rebate shall be calculated as follows, subject to subsection (9):

(a) If the contribution is $100 or less, the rebate is 75 percent of the contribution.

(b) If the contribution is more than $100 but not more than $400, the rebate is $75 plus 50 percent of the difference between the contribution and $100.

(c) If the contribution is more than $400, the rebate is the lesser of:

(i) $225 plus 33 1/3 per cent of the difference between the contribution and $400, and

(ii) $350.

(9) An applicant who makes contributions to more than one candidate may apply for a rebate in respect of each contribution, but is not entitled to receive total rebates amounting to more than the following maximums:

(a) If the total of the applicant's contributions to all candidates is $100 or less, the maximum is 75 percent of that total.

(b) If the total of the applicant's contributions to all candidates is more than $100 but not more than $400, the maximum is $75 plus 50 percent of the difference between that total and $100.

(c) If the total of the applicant's contributions to all candidates is more than $400, the maximum is the lesser of,

(i) $225 plus 33 1/3 of the difference between that total and $400, and

(ii) $350.

ENACTED AND PASSED this ______ day of _____________, A.D. 1999.

______________________________

Mayor

______________________________

Clerk

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(Councillor Moscoe, at the meeting of Council on July 27, 28, 29 and 30, 1999, declared his interest in the foregoing Clause, in that he is in the business of manufacturing and selling election signs to municipal candidates.)

2

Office Consolidation Status Report

(City Council on July 27, 28, 29 and 30, 1999, amended this Clause, by adding thereto the following:

"It is further recommended that the Acting Commissioner of Corporate Services be requested to submit a report to the September 7, 1999, meeting of the Administration Committee on a cost benefit analysis of the telephone systems available to the City, in particular, the CENTREX system vs. the PBX System.")

The Administration Committee recommends:

(1) the adoption of the report (July 19, 1999) from the Chief Administrative Officer;

(2) that alternatives to replace the office space provided currently in Metro Hall be given a high priority and that this assessment of options include costs and proximity to City Hall, including planning considerations; and

(3) that the Master Plan include comment on additional savings to be achieved through consolidation of the Civic Centres.

The Administration Committee reports, for the information of Council, having:

(1) requested the Chief Administrative Officer to provide Members of Council with briefing notes on the highlights of the office consolidation project to date; and

(2) received the communication (July 20, 1999) from the City Clerk respecting the action taken by the Policy and Finance Committee at its meeting on July 20, 1999, respecting this matter.

The Administration Committee submits the following report (July 19, 1999) from the Chief Administrative Officer:

Purpose:

To report the status of the City of Toronto office consolidation project and to respond to certain directives of the Budget Committee with respect to costs associated with the renovations to City Hall. Further, this report informs Council that the Office Consolidation Master Plan is in the developmental stage, and that additional work is required to ensure that the final document forms the basis for effective decision-making respecting the future office space needs for the City of Toronto. Finally, this report addresses the project status and recommends a revised approach to finalize the Office Consolidation Master Plan. The report also discusses the urgent need to proceed with the next stage of the Finance Department office consolidation.

Funding Sources, Financial Implications and Impact Statement:

Funding in the amount of $2.8 million is required in 1999 to address the urgent need for certain operations within the Finance Department to be consolidated. Funding for this work is included within the City Hall Floor Renovations project approved by Council as part of the 1999 capital budget. A breakdown of the approved capital funding and authorized expenditures, to date, are provided in Appendix A attached to this report. Funding required to complete the balance of office consolidation will be addressed in the Master Plan and submitted for approval in future reports.

Recommendations:

It is recommended that:

(1) Council adopt, in principle, the revised approach to complete the Office Consolidation Master Plan as outlined in this report;

(2) the Chief Administrative Officer report by late fall of 1999 on the Master Plan strategy that rationalizes all office space for the City of Toronto and its Agencies, Boards and Commissions;

(3) the office consolidation of certain divisions of the Finance Department to address concerns from an internal control perspective, be approved as a priority project with funding of $2.8 million from the 1999 Capital Budget for Office Consolidation;

(4) Council authorize staff to negotiate an adjustment to the existing contract with Interior Dimensions to provide external design, planning and construction supervision support to complete the urgent portion of the Finance Department consolidation; and

(5) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

At its meeting on February 3 and 4, 1999, Council approved a report entitled "Concept Plan for Office Consolidation" (SPPC Report No. 2, Clause No. 1). The report outlined a strategy to further reduce office space and improve efficiency of facilities in use by City staff. The report requested approval of the concept plan in principle and suggested that a Detail Plan might be submitted by the end of May. Council also approved $6.98 million in capital funding for Phase 2 - Council, City Hall East Tower Floors 4-12.

The Budget Committee at its meeting on May 25, 1999, requested a report to address the renovations completed and in progress at City Hall, the details of costs associated with the work, and the cost of renovations to the City Hall office towers. The Committee also requested a planned renovation schedule and a critical path that will achieve the completion of City Hall renovations and occupancy of permanent staff by December 2000.

Comments and/or Discussion and/or Justification:

1.0 Office Consolidation Status:

1.1 Phase 1 - Council, City Hall Floors 2 and 3:

The consolidation of Toronto City Council in one location at City Hall, as an immediate priority, was one of the early decisions made by the new Council. This decision presented an increased challenge to provide low cost, quality office space within an ambitious 10-month schedule. Plans now also had to consider potential solutions that would transform a 35 year old building into a functional space and into the legislative and corporate head office for the largest city in Canada while protecting its unique architectural characteristics.

Progress has been made over the past year toward the restoration of City Hall with the accommodation of the Mayor, Council and the City Clerk's head office. City Hall also now accommodates the CAO, Commissioners, and key staff in temporary facilities with renovations of their permanent facilities well underway in the east tower. In addition, 250 staff are now relocated from City Hall's 2^nd floor to other City-owned facilities. The 2^nd floor was successfully remodeled and offers Committee rooms and offices for the Mayor, all 57 members of Council and their staff. In addition, the Council Chamber is renovated and offers a new communications system. Accessibility to the Council Chamber is also improved with added walkways and the media have been moved to a new office area. This work comprised Phase 1 - Council, City Hall Floors 2 and 3 for office consolidation and was completed on time, in December, 1998 and on budget at a cost of $6.9 million. Therefore a portion of the office consolidation work has already been accomplished in advance of the completion of a guiding master plan. The amalgamation process and the necessity for the City to design and implement its transition in tandem, did not offer the ability to contemplate how various options might impact future office space requirements.

1.2 Phase 2 - City Hall East Tower Floors 4-12:

Phase 2 - Council, City Hall East Tower Floors 4-12 work is now proceeding to accommodate the CAO and the Commissioners of Urban Planning and Development, Corporate Services, Economic Development, Culture and Tourism, the Chief Financial Officer and Treasurer and the Executive Director of Human Resources and Amalgamation and their key staff. Space allocations for the east tower are summarized under Appendix B to this report. The Commissioners of Works and Emergency Services and the Commissioner of Community and Neighbourhood Services are satisfied to continue operating out of temporary space at City Hall until the Office Consolidation Master Plan is sufficiently complete. The accommodation of senior staff in the east tower will effectively relocate them in close proximity to Council. As previously reported to Council, in order to execute this work, it was necessary to lease swing space to accommodate the 300 previous occupants of floors 4 to 12. Design work is complete and the construction retrofit is now underway. It is expected that staff will move into their permanent offices in July and August.

The current improvements are modest, but will significantly change the space that has seen only minor upgrades over a 35-year lifespan. Changes should meet the City's needs for at least a decade and include improved security, wider corridors (to meet CSA standards), new paint and carpeting, improved wiring, lighting and meeting rooms, service and copy areas, and minor upgrades to the washrooms. File storage rooms (to be operated by the City Clerk) are being created on most floors, there will be "touch-down stations" for visiting staff, and existing used furniture will be reconfigured to create a more pleasing environment. It is expected that staff will be more than pleased with the transformation of these floors into functional workspace. This work is proceeding on time and on budget at a cost of $2.4 million for physical construction and move-in. The Phase 2 - Council, City Hall East Tower Floors 4-12 work will serve as a useful initial project benchmark in terms of cost and functionality, and will inform the renovations to the balance of office space within City Hall.

1.3 Balance of Tower Floors and Capital Improvements:

The Budget Committee requested reports that would address details of the work and costs associated with the renovations to City Hall. Renovations completed and in progress are discussed in the Phase 1 - Council, City Hall Floors 2 and 3 and Phase 2 - City Hall East Tower Floors 4-12 summaries above. With respect to costs required to renovate the towers, it is estimated that a further $9.9 million is required to complete physical renovations to the east and west office towers in City Hall.

In addition, it is clearly evident that other major capital improvements related to the City Hall building envelope and its ancillary spaces are required. Such improvements relate to the building structural, HVAC, life safety, electrical and mechanical systems and work is underway to determine the scope of work required. It should be noted that much of this work relates to capital improvements rather than consolidation and that these estimates will be confirmed in the Office Consolidation Master Plan and incorporated in the 2000-2001 Capital Budget. The Master Plan will also provide a meaningful renovation schedule; final cost estimates and a critical path to achieve occupancy of permanent staff in City Hall and other City facilities.

1.4 Lease Terminations:

In its efforts to reduce costs and vacate leased space, the City has successfully terminated 7 office space leases, to accommodate and move 400 staff into City-owned buildings. These reductions amount to 87,490 square feet and produce annual savings in the amount of $2,815,395. City office buildings have also accommodated 250 staff from City Hall that vacated 55,864 square feet net on the 2^nd floor. City-owned buildings have also had to absorb 350 temporary Y2K staff. In total, the City has accommodated 1000 staff within City-owned buildings - that is a requirement of approximately 225,000 square feet, nearly equivalent to the total amount of office space in the York, East York and Etobicoke City Halls combined. Further details respecting lease terminations since amalgamation are shown in Appendix C to this report.

2.0 The Master Plan - Issues and Challenges:

The Office Consolidation Master Plan was to be completed in May, however, a time extension is required to expand the scope and develop an Office Consolidation Master Plan that will better suit the long-term needs of the City. The work in its current state, if put forward, would force a still evolving organization into static physical space at extreme risk for additional cost. In addition, the end solution, perhaps complete by the end of 2000, would carry the burden of lost opportunity to realize the true potential of this exercise. In fact taking some additional time to reflect on opportunities to expand the scope will yield more positive results and will better suit the long-term needs of the City.

Significant impacts that have contributed to adjusting the Master Plan process include changes to senior staff, the continued evolution of the structural reorganization and work processes, results of the initial stacking and blocking exercise, and the consideration of office stock utilized by the Agencies, Boards and Commissions.

2.1 Leadership:

With the resignation of the former Commissioner of Corporate Services, I have recently assumed responsibility for the Office Consolidation project. In this capacity, I am dedicated to provide overall leadership and guidance to the Office Consolidation team in accordance with the vision and objectives established for the City of Toronto. Upon assuming this role, a review of project materials raised many issues in the context of other corporate matters and decisions yet to be made that will impact final space requirements. I therefore concluded that, in consultation with the Executive Director of Facilities and Real Estate, an investment of time and a more holistic approach would produce a more meaningful Master Plan for the City.

2.2 Status of Administrative and Organizational Restructuring:

The structural reorganization of the City of Toronto continues to evolve within an environment of rapid change. While basic departmental and divisional structures were designed in 1998, the incremental design of divisional management structures is only recently near completion. Staffing of divisional management positions is nearly complete and there has been a reduction in management staff of approximately 34 percent to the supervisory level. Unanticipated growth has also occurred as Council introduced new programs to Health, Licensing, and Planning.

The organizational restructuring process at the front line staff levels is in its early stages. This process is complicated by the fact that these staff also work under historically different conditions. Harmonization will take time as the City takes steps to fully rationalize the range, level and standard of services. Clearly, the outcome of this phase of the organizational restructuring and integration, including the associated new policies, new procedures, new practices and new collective agreements, may have significant impacts on the amount and configuration of office space needed by the City of Toronto. A more holistic, cross-corporate approach will facilitate close coordination with other relevant City initiatives that may impact office space related to issues such as:

(i) how will technology assist to create more efficient and flexible office solutions?

(ii) how will alternative service delivery change work processes or impact accommodation requirements?

(iii) how will service level rationalization impact utilization of space?

(iv) how will the concept of one-stop shopping impact space requirements?

(v) what are potential impacts on space of the call centre rationalization and yard rationalization studies?

(vi) how will the work of the ABC Task Force and the Single City Savings Task Force be reflected in the City's space rationalization strategy?

(vii) are there opportunities to improve citizen access to Councillors and Council processes?

Clearly, there are many corporate issues that address the City's future that are not resolved at this time. It is critical to consider the implications of these issues and the course they will set for the City, before any further key decisions are made respecting office consolidation. Initially, it was expected that the structural design information would provide enough of a blueprint to complete a formalized Master Plan. In hindsight, that data facilitated the development of an office plan without recognizing the continuous flux in the organization which changes who needs how much space in what facility.

Toronto is moving beyond its initial transition stage from seven to one into a period of building a new City which will meet needs well into the future. The configuration of office requirements and the rationalization of facilities and holdings are fundamental to achieving that vision.

2.3 Initial Building Assessment and Staff Allocation:

Certain City-owned office buildings initially designated under the concept plan have now been documented respecting floor areas, workstations and current occupants, capital repair needs, and functionality. Non-staff offices, ancillary uses, and public areas have also been reviewed including an assessment of requirements to accommodate one stop shopping.

In addition, an inventory and associated value of real estate assets of the City has been identified and work is currently underway to verify the data collected.

Council's initially conceived vision was that the City Hall location would serve as the City's head office as well as the public service location for the south district. The detailed planning process, using updated space requirements for all staff groups, has confirmed that City Hall cannot fully accommodate both roles and more time is required to develop and evaluate alternative solutions. This review has also revealed that Metro Hall is fully occupied at this time and must continue to accommodate various office functions until its future can be determined within the context of an overall Master Plan.

2.4 Agencies, Boards and Commissions:

There are potential benefits in increased flexibility and efficiency in considering the office needs and inventories of the City of Toronto's Agencies, Boards and Commissions. Preliminary work with Toronto Hydro and the Toronto Board of Education, for example, indicates that certain sites may be available for City use. Consideration of the complete and more dynamic office portfolio in conjunction with the entire office needs of the City may lead to more effective solutions. The process suggested in the development of the Master Plan will articulate accommodation requirements of the City as well as its Agencies, Boards and Commissions.

2.5 Completing the Master Plan:

The Office Consolidation Master Plan must provide a blueprint of resources and tasks that will enable the office consolidation team to accommodate staff in accordance with the needs of the City of Toronto. In many areas, the needs are still to be developed or refined and a process of due diligence is critical. In this respect, I strongly urge Council to extend the timeframe established for office consolidation and contemplate the future in the context of corporate goals.

Completion of an effective Office Consolidation Master Plan is predicated on the rationalization of the still evolving organizational structure. The revised strategy will be a functional, timely and cost-effective process that will involve effective leadership, an empowered, cross-corporate staff team and steering committee, outside expertise as required, as well as involvement and support from Council. It is therefore recommended that Council adopt, in principle, the revised approach to complete the Office Consolidation Master Plan, and that the CAO report by late fall on the Office Consolidation Master Plan strategy that rationalizes all office space requirements for the City of Toronto and its Agencies, Boards and Commissions.

3.0 Consolidation of the Finance Department:

City Departments continue to operate while the organizational structure evolves into final form. Staff also continue to operate within changing office space as efforts are made to move towards consolidation. While such structural and physical change is a challenge to getting the job done, it is proving to be an unacceptable situation in certain areas of the Finance Department. The Office of the Chief Financial Officer and Treasurer, Budgets, Development, Policy and Research, and Treasury and Financial Services will shortly be consolidated in their new permanent space in City Hall vacating the 14^th Floor of Metro Hall. However, Accounting Services, Pensions, Payroll and Employee Benefits and Revenue Services are not accommodated within the scope of the Phase 2 - Council, City Hall East Tower Floors 4-12 work. Following a review of the situation, the City Auditor concurred with the Chief Financial Officer and Treasurer that from an internal control perspective, consolidation of the Finance Department is critical at this time. The Chief Financial Officer and Treasurer and the Chief Administrative Officer also concur that the immediate physical consolidation of certain Divisions within the Finance Department is critical to ensure that the integrity of the City's financial systems is protected. Further discussions with the Chief Financial Officer and Treasurer reveal that the Purchasing Division could continue to be accommodated in their current location until the Office Consolidation Master Plan is finalized, but the balance of the Department needs to be consolidated as quickly as possible. For internal control purposes, it is recommended that the office consolidation of certain divisions of the Finance Department as discussed in this report, be approved as a priority project.

In order to accommodate consolidation of the Finance Department, space in City Hall, Metro Hall and the North York Civic Centre will need to be vacated, reconfigured and reoccupied in a consecutive manner. It is anticipated that the work will cost $2.8 million and will be completed before year end. It is therefore recommended that funding in the amount of $2.8 million, for the completion of the urgent portion of the Finance Department consolidation, be approved.

The work that is recommended is composed of the following elements:

(1) To consolidate the Accounting and Pension, Payroll and Employee Benefits Divisions in Metro Hall - $600,000, comprised of:

(i) Planning and design

(ii) Demolition of private offices on 14^th and 15^th Floors $400,000.00

(iii) Reconfiguration and intensification

(i) Cabling and electrical $140,000.00

(ii) Staff moves

(i) Contingency $ 60,000.00

(2) To consolidate the Revenue Services Division in North York Civic Centre - $2.2 million comprised of:

(i) Planning and design

(ii) Demolition of space not currently used as office space $1,700,000.00

(iii) Reconfiguration and intensification

(i) Cabling and electrical $250,000.00

(ii) Staff moves

(i) Contingency $250,000.00

Reconfiguration plans are based on the Phase 2 - Council, City Hall East Tower Floors 4-12 program, and it is proposed that the existing contract with the design consultant, Interior Dimensions, be extended to complete this phase of work. It is therefore recommended that Council authorize staff to negotiate an adjustment to the existing contract with Interior Dimensions to provide external design, planning and construction supervision support to complete the urgent portion of the Finance Department consolidation. The final consolidated locations for those divisions of the Finance Department are shown in Appendix D.

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Appendix B

City Hall - Lower East Tower

Location Plan

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Appendix C

Reductions in Office Space Use by City Staff Since Amalgamation

(January 1, 1998)

A. Annual Cost Savings from Office Lease Terminations

End Date	Address	User	Square Feet	Annual Savings
May '98	188 Eglinton Ave.	Public Health Offices	7,087	160,082
July '98	5160 Yonge St.	North York Transportation	10,480	250,624
July '98	2238 Dundas St. W.	Parks & Recreation	3,273	92,277
Sept. '98	700 Lawrence W.	Children's Services	3,922	113,230
Jan. '99	65 Hartsdale Road	Etobicoke Fire Prevention	1,200	80,370
Mar. '99	939 Eglinton Ave. E.	Licensing Staff	32,657	1,079,456
Mar. '99	20 York Mills Road	(Metro) Housing Company*	28,871	1,039,356
	Total Savings:		87,490	2,815,395

(B) Additional Reductions in Staff Office Space Use within City Buildings

- City Hall (second floor):

- space occupied by staff year-end 1997: 60,150 s.f.

- space occupied by staff today: 4,286 s.f.

Net reduction in space occupied by staff: 55,864 s.f.

Total reduction in office space occupied by City staff: 143,354 s.f.

(Total size of Scarborough Civic Centre (City portion)

plus Health Centre: 136,270 s.f.

Total general purpose office space occupied by City

staff at amalgamation: 1,738,123 s.f.

Percentage reduction achieved to date: 8.3%

Notes:

- all floor area figures show net rentable office space, calculated per BOMA methodology

* Although the Housing Company is an agency whose staff are not directly employed by the City, this space reduction is included here since Housing Company staff are now being accommodated in a City office building (277 Victoria Street)

Appendix D

Current and Final Locations for Finance Divisions

* These relocations will occur as part of Phase 2. All others are proposed to form Phase 3.

Conclusions:

Office consolidation has proceeded on time and on budget with accommodation at City Hall completed for Council, the Clerk's office and within the next month, the CAO, and some Commissioners and their key staff. The remaining Commissioners are adequately accommodated in temporary space at City Hall until the Master Plan can be developed. For internal control purposes, the next phase of the Finance Department's office consolidation must proceed in advance of the Master Plan at a cost of $2.8 million and will be completed before year end.

With respect to the Office Consolidation Master Plan, a number of events have overtaken the process. The City is still facing a number of complex and significant issues that must be resolved. Most importantly, the state of the organizational restructuring, harmonization, and the consideration of office stock utilized by the City's Agencies Boards, and Commissions will have significant impact on office accommodation. With Council's support, this revised strategy that embraces a more holistic approach can ensure that the City of Toronto offices support our values, vision and business strategies to enable the City to serve as a highly effective corporation.

Contact:

Alan Slobodsky, Sr. Issues Management Coordinator, 395-6459

Susanne Borup, Executive Director of Facilities and Real Estate, 397-4156

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The Administration Committee, reports for the information of Council, having also had before it a communication (July 20, 1999) from the City Clerk, advising that the Policy and Finance Committee at its meeting on July 20, 1999, had before it a communication (May 28, 1999) from the City Clerk, advising that the Budget Committee on May 25, 1999, amongst other things, requested the Policy and Finance Committee to assign to the Budget Advisory Committee any matter pertaining to the City Hall renovations and the financial implications thereof, for subsequent recommendations thereon to the Policy and Finance Committee; and that the Policy and Finance Committee directed that the forthcoming status report from the Chief Administrative Officer respecting Office Consolidation issues be considered at a joint meeting of the Administration Committee and the Budget Advisory Committee.

3

Recruitment and Selection of Commissioners of Corporate Services

and Urban Planning and Development Services

(City Council on July 27, 28, 29 and 30, 1999, adopted this Clause, without amendment.)

The Administration Committee recommends the adoption of the following report (July 2, 1999) from the Chief Administrative Officer.

Purpose:

This report describes the process to recruit and select candidates for two vacant senior executive positions.

Funding Sources:

The costs associated with engaging external executive search services will be charged to the Corporate Services and Urban Planning and Developments Services departments. Funds are available within their 1999 approved budgets.

Recommendation:

It is recommended that:

(1) the selection panel established by Council on June 9, 1999 be expanded to include the Chair of the Planning and Transportation Committee; and

(2) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference:

On June 9, 1999, Council approved an external and internal search, initiated by the Chief Administrative Officer, to fill the position of Commissioner of Corporate Services and established a selection panel of the members of the Administration Committee augmented by Councillors Disero, Jakobek, Layton and O'Brien. Council set the quorum of the selection panel at 50 percent of the membership of the Administration Committee. Council further directed that the recommendations of the selection panel be submitted to the Administration Committee and Council. On June 24, 1999, the Chief Administrative Officer advised the Mayor and Members of Council that the Commissioner of Urban Planning & Development Services had resigned her position, effective July 5, 1999.

Background:

On February 4, 5 and 6, 1998, Council approved the City of Toronto Administrative Structure comprising the Chief Administrative Officer and six Commissioners reporting to the Chief Administrative Officer. This structure has provided the basis for the implementation of the new city's administrative organization and alignment of functions and services. The recruitment and selection process adopted by Council on June 9, 1999 will be expanded to include the position of Commissioner, Urban Planning and Development Services.

Recruitment and Selection Process:

We are currently identifying a number of executive search firms with the appropriate expertise and qualifications to assist the City in implementing a thorough and comprehensive process, open-to-scrutiny, fair and objective. The terms of reference for this assignment are designed to ensure the selection of the best candidates possible, to ensure a balanced senior management team, and to ensure Council and management have an opportunity to provide input and advice regarding the process. Specifically, the search firm will be required to undertake the following actions:

(i) development of a position profile, core competencies and selection criteria, based on interviews with the Mayor, the selection panel, the Chief Administrative Officer, and member(s) of the senior management team;

(ii) initiate a concurrent internal/external (national) candidate search;

(iii) identify/contact potential best candidates using search experience;

(iv) undertake an initial screening of candidates, and prepare a preliminary list of candidates for review by the Chief Administrative Officer and an external expert panel who will identify an appropriate short list of candidates to be interviewed by the selection panel;

(v) co-ordinate the interviews by the selection panel of the short list, ensuring fairness and consistency in the process; the same members of the selection panel will participate in the interviews of all candidates for each commissioner's position;

(vi) conduct the reference checks for the finalist candidates;

(vii) negotiate salary, terms and conditions of employment with selected candidates, based on the CAO's direction.

The Chief Administrative Officer will report the decision of the selection panel to Council for ratification and appointment of the successful candidates.

Conclusion:

In view of the fact that the selection committee approved by Council on June 9, 1999 had as its focus the selection of the Commissioner of Corporate Services, it is appropriate to now adjust the composition to include the chair of the Planning and Transportation Committee, to accommodate a process expanded to recruit two commissioners.

The Administration Committee submits the following communication (June 18, 1999) from the City Clerk:

City Council, at its meeting held on June 9, 10 and 11, 1999, had before it the following Motion:

Moved by: Councillor Ootes

Seconded By: Mayor Lastman

"WHEREAS the Chief Administrative Officer has identified a personnel matter that must be resolved as soon as possible;

NOW THEREFORE BE IT RESOLVED THAT City Council resolve itself into Committee of the Whole in-camera to consider this matter; and that this matter be considered at 2:00 o'clock p.m. on Wednesday, June 9, 1999."

Council adopted the Motion, without amendment.

Council subsequently adopted the confidential report dated June 9, 1999, from the Chief Administrative Officer, subject to:

(1) amending Recommendation No. (3) by inserting the words "and internal", after the words "an external"; and

(2) striking out Recommendation No. (4) and inserting in lieu thereof the following new Recommendation No. (4):

"(4) a selection panel, consisting of the members of the Administration Committee, and Councillors Disero, Jakobek, Layton and O'Brien, be established, and the quorum of the selection panel be 50 percent of the membership of the Administration Committee;",

so that the recommendations embodied in such report shall now read as follows:

"It is recommended that:

(1) the leaving arrangement for Margaret Rodrigues, Commissioner of Corporate Services, in accordance with the terms of her employment contract with the City of Toronto, be approved;

(2) By-law No. 37-1998 be repealed insofar as it relates to the appointment of Margaret Rodrigues, Commissioner of Corporate Services;

(3) an external and internal search be initiated by the Chief Administrative Officer to fill the position of Commissioner of Corporate Services;

(4) a selection panel, consisting of the members of the Administration Committee, and Councillors Disero, Jakobek, Layton and O'Brien, be established, and the quorum of the selection panel be 50 percent of the membership of the Administration Committee;

(5) the recommendations of the selection panel be submitted to the Administration Committee and Council;

(6) in the interim, the Chief Administrative Officer take responsibility for the Corporate Services Department until such time as a recommendation on the appointment of an Acting Commissioner of Corporate Services is made to City Council for approval;

(7) leave be granted to introduce any necessary bill in Council; and

(8) the appropriate City officials be authorized to take any necessary action to give effect thereto."

Council also adopted the following recommendation:

"It is further recommended that the City Clerk be instructed to convey to Ms. Rodrigues, the following message from this Council:

'This Council offers the most sincere thank you to Margaret Rodrigues. She has done an extremely good job through this amalgamation process, as well as all the other daily tasks to which she had to attend. We wish her well in the future and in all her endeavours.' "

(Report dated June 9, 1999, addressed to City Council

from the Chief Administrative Officer, entitled

"Position of Commissioner of Corporate Services".)

Recommendations:

It is recommended that:

(1) the leaving arrangement for Margaret Rodrigues, Commissioner of Corporate Services, in accordance with the terms of her employemnt contract with the City of Toronto, be approved;

(2) By-law No. 37-1998 be repealed insofar as it relates to the appointment of Margaret Rodrigues, Commissioner of Corporate Services;

(3) an external search be initiated by the Chief Administrative Officer to fill the position of Commissioner of Corporate Services;

(4) a selection panel, consisting of the Mayor or his designate, the Deputy Mayor, the Chair of the Administration Committee, two other Members of Council to be appointed by Council, and the Chief Administrative Officer, be established;

(5) the recommendations of the selection panel be submitted to the Administration Committee and Council;

(6) in the interim, the Chief Administrative Officer take responsibility for the Corporate Services Department until such time as a recommendation on the appointment of an Acting Commissioner of Corporate Services is made to City Council for approval;

(7) leave be granted to introduce any necessary bill in Council; and

(8) the appropriate City officials be authorized to take any necessary action to give effect thereto.

4

Review of Sub-Committees, Special Committees

and Task Forces

(City Council on July 27, 28, 29 and 30, 1999, adopted this Clause, without amendment.)

The Administration Committee recommends that the present Office Consolidation Committee, referred to in the report (July 20, 1999) from the Chief Administrative Officer and the report (June 28, 1999) from the City Clerk, be disbanded.

The Administration Committee reports, for the information of Council, having:

(1) reconstituted the Personnel Sub-Committee and having appointed the following Members thereto:

Councillor Gerry Altobello

Councillor Lorenzo Berardinetti

Councillor Sandra Bussin; and

Councillor David Miller;

(2) established a new Office Consolidation Sub-Committee of the Administration Committee composed of the following Members:

Councillor John Adams

Councillor Lorenzo Berardinetti

Councillor Minnan-Wong; and

Councillor Ron Moeser (Chair);

such Sub-Committees to report through the Administration Committee;

(3) requested the Chief Administrative Officer to submit a report to the September 7, 1999, meeting of the Administration Committee on the revised Terms of Reference for the aforementioned Sub-Committees; and

(4) requested the Chairs of the Task Forces established by the Mayor (namely the Safer City Task Force, the Single City Savings Task Force and the Task Force on ABCs) to provide to the Administration Committee:

(1) their membership;

(2) meeting dates and

(3) meeting agendas.

The Administration Committee submits the following report (July 20, 1999) from the Chief Administrative Officer:

Purpose:

To respond to the Administration Committee's request for comments on a motion by Councillor Moeser to disband various committees tabled at its July 13, 1999 meeting.

Funding Sources, Financial Implications and Impact Statement:

There are no financial implications arising from the recommendations in this report.

Recommendation:

It is recommended that this report be received for information.

Council Reference/Background/History:

The Administration Committee, at its meeting on July 13, 1999, deferred consideration of a report dated June 28, 1999 from the City Clerk on sub-committees, advisory committees and task forces until its special meeting scheduled to be held on July 21, 1999; and referred the following motion to the Chief Administrative Officer for report thereon, in consultation with the City Clerk, to the aforementioned special meeting of the Committee:

Moved by Councillor Moeser:

"The Committee recommends to Council that:

(A) the following Sub-Committees, Special Committees and Task Forces listed below be disbanded;

(B) the Chief Administrative Officer, in consultation with the City Clerk, be requested to review any reports or initiatives that may be underway and report to the Administration Committee on the status of such reports or review; and

(C) the City Clerk, in conjunction with the Chief Administrative Officer be requested to report on a schedule to disband the following Sub-Committees, Special Committees and Task Forces appearing in Schedule 1 attached to the aforementioned report:

(1) School Tax Sub-Committee (Page 1);

(2) Toronto Hydro Electric Commission Steering Committee (Page 2);

(3) Municipal Grants Review Committee (Page 3);

(4) Special Committee to Consider the Issue of Pay Duty Policing (Page 4);

(5) User Fee Committee (Page 5);

(6) Task Force on Community Safety (Original - Page 5);

(7) Caribana Festival Support Group (Page 7);

(8) Special Committee to Develop Public Education Campaign Outlining the Impacts on Provincial Downloading on the City of Toronto (Page 8);

(9) Personnel Sub-Committee (Page 10);

(10) Task Force to Examine Implications Inherent to Bill 108 (Page 10);

(11) Task Force on Community Access and Equity (Page 11);

(12) Office Consolidation Sub-Committee (Page 12); (Report to Administration Committee directly);

(13) Seniors Task Force - after Final Report is presented to Council (Page 14);

(14) Sub-Committee on Social Housing Program Reform (Page 16);

(15) Working Group on Fire and Ambulance Service Issues (Page 22);

(16) Soccer and Amateur Sports Needs Committee to Review (Page 30);

(17) Sub-Committee on Pro Transit Initiatives (Page 32);

(18) Sub-Committee on Gambling (Page 32);

(19) Task Force to Review the Taxi Industry (Page 32);

(20) Working Group on the Spadina Streetscape Design (Page 33);

(21) Steeles Avenue Sub Committee (Page 34);

(22) Two Working Groups to Monitor the Work of the Service Review Teams (Page 36);

(23) Budget Working Group of the Emergency and Protective Services Committee Toronto Licensing Commission (Page 39);

(24) Pedestrian Working Group (Page 40);

(25) Parking Committee (Page 40);

(26) Staff Working Group on the Ward Boundary Review Process (Page 42);

(27) Advisory Group on Planning Issues (Page 47);

(28) Road Allowance Sub-Committee (Page 52);

(29) Biosolids Multi-Stakeholder Committee (Page 53);

(30) Biosolids Independent Review Committee (Page 55);

(31) Keele Valley Landfill Site Liaison Committee (Page 59)."

Comments and/or Discussion and/or Justification:

The motion recommends disbanding 31 committees listed in Schedule 1 of the Clerk's original report.

First, it should be noted that where the Clerk has indicated in Schedule 1 that the sub-committee or special committee has completed its mandate, the committee is deemed to be disbanded. No further action is required on the part of Council, unless it wants to reconstitute the committee for some purpose.

Second, the Clerk's original report containing Schedule 1 is currently before each standing committee, each of which will submit their own reports on sub-committees and special committees under its jurisdiction to the next meeting of Council. As a result, it would be inappropriate for the Administration Committee to make recommendation on matters currently before other standing committees.

Of the 31 sub-committees and special committees in the foregoing motion, four relate to the Administration Committee:

(1) Personnel Sub-Committee;

(2) Task Force to Examine Implications Inherent to Bill 108;

(3) Task Force on Community Access and Equity; and

(4) Office Consolidation Sub-Committee.

A discussion of the current activity and possible future dissolution of each committee follows herein.

Personnel Sub-Committee:

The Personnel Sub-Committee was intended to be an ongoing sub-committee allowing for the detailed review of the many, complex human resource policies facing the City. If the committee wishes to continue to have such a forum, then the reconstitution of the sub-committee should be recommended. If the Committee chooses not to have a personnel sub-committee, human resource policies would be considered, of course, by the full Administration Committee.

Task Force to Examine Implications Inherent to Bill 108:

The task force was established by Council to review the terms of the transfer of responsibility for the prosecution and administration of provincial offenses as set out in Bill 108 and provided for in the Local Services Realignment (LSR) exercise of the Province. It has a work plan, timetable and terms of reference. The task force is active and is expected to make formal recommendations to the Administration Committee in September or October based on its detailed review of the legal, human resource, facilities and other issues. It will also make recommendations to committee before the end of the year on the form and nature of the legal agreements the City is required to enter into with the Ministry of the Attorney General before the transfer can be completed. Disbanding the task force at this time would prevent this detailed review from taking place and is therefore not recommended.

The task force will be disbanded with the adoption, by Council, of a legal agreement with the Ministry of the Attorney General regarding the transfer of responsibilities for provincial offenses administration.

Task Force on Community Access and Equity:

The task force submitted its final report, but at its meeting of June 6, 1999, Council deferred consideration of the recommendations pending a report from the CAO to the Policy and Finance Committee on the human resource and cost implications therein. This report is expected to be before the Policy and Finance Committee this fall. The task force should not be formally disbanded until then so that its chair and members can be available to answer any questions or make comments at that time.

The task force will be disbanded once Council has given final consideration to the report of the task force in the context of the CAO's forthcoming report on human resource and financial implications.

Office Consolidation Sub-Committee:

As indicated in the Clerk's report, despite its name, the Office Consolidation Sub-Committee is not a sub-committee under the Procedural By-law. It is a special committee reporting to the Administration Committee. As a result, the committee continues to exist under its current terms of reference until Council decides otherwise.

If Council wants to change the current arrangement, there are at least three options to be considered:

(1) Disband the committee and direct staff to report on office consolidation issues directly to the Administration Committee;

(2) Reconstitute the committee as a sub-committee of the Administration Committee, requiring its membership to be drawn from the Administration Committee members; and

(3) Maintain its status as a special committee reporting to the Administration Committee and amend the terms of reference or membership as deemed necessary.

Conclusions:

Of the 31 committees recommended for disbanding, twelve can already be deemed to have been disbanded by virtue of the completion of their mandates. Of the rest, all but four are the subject of review by other standing committees of Council, and accordingly, it would not be appropriate for the Administration Committee to make recommendations on those committees.

Of the four identified committees under the mandate of the Administration Committee:

(1) the Personnel Sub-Committee was established as an ongoing committee, which, depending on Council's preferences, could or could not be reconstituted to provide for detailed review of human resource policies;

(2) the Task Force on Bill 108 (Provincial Offenses transfer) will disband with the completion of a legal agreement governing the transfer before the end of 1999;

(3) the Task Force on Access and Equity will end with the approval of their final report; and

(4) three options have been provided for consideration with respect to the Office Consolidation Sub-Committee.

This report has been prepared in consultation with the City Clerk.

The Administration Committee also submits the following report (June 28, 1999) from the City Clerk:

Purpose:

To provide for the information of the newly-formed Standing Committees a list of the various sub-committees, special committees, advisory committees and task forces, which were formed under the previous Council-Committee structure and are now grouped under each Standing Committee in accordance with the new Committee Structure.

Funding Sources, Financial Implications and Impact Statement:

Not applicable.

Recommendations:

It is recommended that the Standing Committees:

(1) determine whether the mandate and membership of those sub-committees listed under the column "Sub-Committees" in Schedule 1 attached should be continued; and

(2) receive for information the balance of Schedule 1 regarding special committees, advisory committees and task forces established by Council.

Council Reference/Background/History:

On February 2, 3 and 4, 1999, City Council adopted, as amended, Clause No. 1 of Report No. 1 of The Special Committee to Review the Final Report of the Toronto Transition Team, headed "Revisions to the Council-Committee Structure", which established a new Council-Committee structure effective June 14, 1999. As noted in this Clause, the new structure replaces existing Standing Committees and their sub-committees.

The previous interim Council-Committee structure was established by City Council on January 2, 6, 8 and 9, 1998. As part of this previous interim structure, numerous sub-committees, special committees and task forces were subsequently established under the purview of the various Standing Committees of Council.

The rules governing the establishment of special committees, task forces, advisory committees and sub-committees are set out in section 104 of the Council Procedural By-law, viz.:

" 104. (1) A special committee, task force or advisory committee may be established by the Council in accordance with subsection (3).

(2) A sub-committee of a Standing Committee, consisting of members of the Committee only, may also be established by a Standing Committee, in accordance with subsection (3).

(3) Any recommendation to establish a special committee, task force, advisory committee or sub-committee shall include terms of reference outlining:

(a) the matters to be dealt with;

(b) a reporting date and a sunset date, beyond which Council approval is required for its continuation;

(c) the membership;

(d) the Standing Committee to which the special committee, task force, advisory committee or sub-committee shall report to;

(e) the reason why the work cannot be undertaken by an existing Standing Committee; and

(f) identification of the staff and other resources required to support the work of the special committee, advisory committee, task force or sub-committee, and a determination that they are available within existing resources.

(4) No further sub-groups of special committees or sub-committees referred to in subsections (1) and (2) above shall be established without approval by the Council or the Standing Committee, as appropriate."

Comments and/or Discussion and/or Justification:

The attached schedule presents a list of those sub-committees, advisory committees and task forces which have been established under the old governance structure and realigned in accordance with the new committee structure approved by Council. Special committees or task forces that have completed their mandates are also listed in the schedule for the information of each Standing Committee.

It is now necessary to determine whether the sub-committees, indicated under the column "Sub-Committees" in the attached Schedule 1, which were established as part of the interim structure, should be re-established and whether the membership should be revised in light of the membership of the newly-formed Standing Committees.

It should be noted that only those Sub-Committees which are true sub-committees of a Standing Committee (i.e., they are to include members of the Standing Committee only), are listed in the column headed "Sub-Committees" in Schedule 1. Other committees that include the term "Sub-Committee" in their name, but are not true sub-committees in that their membership is broad, are included under the heading "Advisory Committees and Special/Other Committees".

No action is required by the Standing Committees with respect to those advisory committees and task forces listed in the columns "Advisory Committees and Special/Other Committees" and "Task Forces" in Schedule 1 since they were established by Council on a project/issue basis and involve the participation of Members of Council from more than one Standing Committee.

Also attached, for reference purposes, is a copy of each of the following:

(a) Appendix "A" - List of page numbers in Schedule 1 by relevant Standing Committee; and

(b) Appendix "B" - Chart of the key functional areas assigned to the various Standing Committees under the new Council-Committee structure.

Conclusion:

The attached Schedule summarizes of all of the sub-committees, special committees, advisory committees or task forces that have been established under the old governance structure and are grouped under each new Standing Committee in accordance with the new committee structure. It is recommended that the Administration Committee receive the attached Schedule listing the aforementioned sub-committees, special committees and task forces.

Contact Name:

Joanne Hamill, Manager of Community Councils and Committees, 392-4339.

--------

Appendix "A"

List of Page Numbers in Schedule 1 by

Relevant Standing Committee

Page Nos. in

Name of Standing Committee Schedule 1

Policy and Finance Committee 1 - 9

Administration Committee 10 - 13

Community Services Committee 14 - 22

Economic Development and Parks Committee 23 - 31

Planning and Transportation Committee 32 - 51

Works Committee 52 - 59

--------

The Administration Committee reports, for the information of Council, having also had before it a communication (July 13, 1999) from the City Clerk, advising that the Administration Committee on July 13, 1999, deferred consideration of the report (June 28, 1999) from the City Clerk; and referred a motion by Councillor Moeser to the Chief Administrative Officer for report, in consultation with the City Clerk, to the July 21, 1999, special meeting of the Committee.

(A copy of Appendices "B" and Schedule 1, referred to in the foregoing report (June 28, 1999) from the City Clerk, was forwarded to all Members of Council with the July 13, 1999, agenda of the Administration Committee and a copy thereof is also on file in the office of the City Clerk.)

5

Retention of Former Employees as Expert

Witnesses at Ontario Municipal Board Hearings

(City Council on July 27, 28, 29 and 30, 1999, deferred consideration of this Clause to the next regular meeting of City Council to be held on September 28, 1999.)

The Administration Committee recommends the adoption of the following report (June 25, 1999) from the City Solicitor:

Purpose:

To request Council authority for the City Solicitor to retain on a short term basis former employees who took part in a separation program or received a retirement incentive as expert witnesses at Ontario Municipal Board hearings in situations where City staff are not in support of Council's position and are unable to provide evidence under oath.

Funding Sources, Financial Implications and Impact Statement:

Not applicable.

Recommendation:

It is recommended that the City Solicitor be authorized to retain former employees who received a termination package from the City on a short term basis as may be required from time to time, to provide evidence at Ontario Municipal Board hearings in support of Council's position where staff are unable to provide evidence in support of Council's position.

Comments and/or Discussion and/or Justification:

In situations where Council does not adopt the recommendations of Planning Division staff with respect to development applications and the matter is appealed to the Ontario Municipal Board, internal planning staff are unable to provide evidence at the Board at the hearing of the matter. In these circumstances, the City Solicitor is required to retain the services of an outside planning consultant to provide expert evidence at the Board.

Outside consultants are retained on a short term basis from one week to several months depending on the particular file. They are paid for the number of hours worked on the file based on an estimate provided at the time they are retained. The City Solicitor determines the most appropriate outside consultant to retain based on among other matters, the issues raised by the particular file, the expertise of the consultant, the consultant's perceived credibility before the Board and their previous Board experience. Furthermore, it is not uncommon for an outside consultant to refuse a retainer from the City because they support the position of planning staff and are unable to provide evidence in support of Council's position. The City Solicitor will then reassess the file and approach another consultant. A review of planning consultants retained by the Legal Division indicates that various consultants have been retained over the past year.

There are cases where former employees would in the opinion of the City Solicitor, be excellent witnesses at the Board in support of Council's position. The former employees generally held senior positions within the former municipalities and as a result, have indepth knowledge of City by-laws, policies and practices. In addition these former employees have considerable experience before the Board and are generally well received by the Board and are considered to be credible witnesses.

Current City policy does not permit former employees who took part in a separation program or received a retirement incentive to be retained as outside consultants for a period of two years starting from an employee's separation date. As a result, the Legal Division is unable to utilize these consultants in appropriate situations to support Council's position. There are situations where the flexibility to retain a former employee would be beneficial to the City's case before the Board and in the opinion of the City Solicitor, would present Council's position in a most satisfactory manner.

Conclusions:

It would be in the City's interest to provide the City Solicitor with the flexibility to determine on a case by case basis which outside planning consultant would best serve the needs of Council notwithstanding that the outside consultant retained may be a former employee who participated in the separation program or received a retirement package.

Contact Name:

Anna Kinastowski, Director Planning and Administrative Tribunal Law

Telephone: 416-487-5886; Fax: 416-397-4420

6

Application for Approval to Expropriate Further Interests

in Land, Sheppard Subway Project - Twin Tunnels

1333 Sheppard Avenue East Holdings Limited

Leslie Street and Sheppard Avenue East

(Ward 12 - Seneca Heights)

(City Council on July 27, 28, 29 and 30, 1999, adopted this Clause, without amendment.)

The Administration Committee recommends the adoption of the following report (July 19, 1999) from the City Solicitor; and reports having requested the City Solicitor to submit a report directly to Council for its meeting scheduled to be held on July 27, 1999, providing additional information on the financial costs that may be incurred:

Purpose:

To authorize the initiation of expropriation proceedings for further temporary surface and subsurface interests, in the vicinity of the intersection of Leslie Street and Sheppard Avenue East, required for the construction of the Sheppard Subway Project.

Funding Sources, Financial Implications and Impact Statement:

Financing has previously been approved by Council and is available in Capital Account No. TC-392, Sheppard Subway Project.

Recommendations:

It is recommended that:

(1) authority be granted to initiate the expropriation process for the property interests detailed herein;

(2) authority be granted to serve and publish Notices of Applications for Approval to Expropriate property interests herein detailed, to forward to the Chief Inquiry Officer any requests for hearings that are received and to report the Inquiry Officer's recommendations to Council for its consideration; and

(3) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

By approval of Clause No. 2 of Report No. 9 of The Management Committee (as amended) on March 8 and 9, 1994, and subject to a further report regarding funding, Metropolitan Council approved construction of the Sheppard Subway from Yonge Street to Don Mills Road. By approval of Clause No. 2 of Report No. 14 of The Management Committee (as amended) on April 20, 1994, Metropolitan Council authorized the debenture funding to commence the project. Finally, Metropolitan Council, by its adoption of Clause No. 2 of Report No. 21 of The Financial Priorities Committee on September 25 and 26, 1996 (as amended), approved the completion of the Sheppard Subway Project.

By approval of Clause No. 8 of Report No. 7 of The Corporate Administration Committee on April 24, 1996, Metropolitan Council approved the expropriation of certain temporary and permanent surface and subsurface interests from the owners of 1333 Sheppard Avenue East for the construction, operation and maintenance of the twin tunnel. The temporary interests were expropriated for a term of 40 months which expires on February 28, 2000. Due to unforeseen circumstances, the construction at this location will not be completed by February 28, 2000 and will require a further 21 months (until November 30, 2001) for a portion of the site. Staff are currently attempting to negotiate an extension of the leasehold interest in order to complete the Project at this location, but in the event those negotiations are unsuccessful, it would be necessary to re-expropriate the required interests for a portion of the site for the further time frame in order to allow the Project to continue without disruption.

Comments and/or Discussion and/or Justification:

The subject property is owned by North York General Hospital and leased to 1333 Sheppard Avenue East Holdings Limited which operates a medical office building immediately to the east of the intersection of Sheppard Avenue and Leslie Street. As part of the Sheppard Subway Project a number of property interests have been expropriated from this property for the Don River Bridge construction as well as the Twin Tunnel contract. The tenant has at times objected to the Project, requiring a Hearing of Necessity to be held and appealing Metro Council's preliminary decision to expropriate for the Don River Bridge contract to Divisional Court. Metro successfully defended the Divisional Court application and the Inquiry Officer recommended the expropriation as proposed by Metro for the Twin Tunnel contract. Nonetheless, the parties were eventually able to agree to a lease arrangement for the required property interests. The lease extension is required for various contractors to deliver and install rail, special trackwork, electrical, communication and other systems equipment.

As indicated earlier, the existing temporary worksite lease will expire at the end of February 2000. This worksite has been utilized to construct the subway box and was determined by TTC (confirmed by the Inquiry Officer) to be the preferred location for the installation of track, signals and communication equipment. This is a sequential process and the track and other installations can only commence once the box structure is completed. Due to delays in the completion of the box structure which will house the subway and more detailed analysis of the schedule for the installation of various systems equipment, a lease extension is required. It should be noted that not all of the original worksite is required for this installation work and so the required area can be substantially decreased. This site is advantageous as it is located off of Sheppard, the subway is shallow at this location and the existing opening in the roof of the subway box is the largest available.

City and TTC staff have approached the tenant requesting an extension of the lease for a portion of the site. As of this date the tenant has not agreed to such an extension. To restore the worksite on this property and move the rail drop shaft elsewhere would cause serious disruption to various contracts with attendant cost consequences and impacts on the opening of the subway for revenue service. Because of the delays inherent in the expropriation process, it is necessary to commence the expropriation process at least eight months in advance of the date the property is required. Therefore, in order to ensure that there is no disruption in the construction contract, it is necessary to commence that process immediately.

Particulars of the property requirements are summarized as follows:

Owner: North York General Hospital.

Tenant: 1333 Sheppard Avenue East Holdings Limited.

Municipal Address: 1333 Sheppard Avenue East (formerly North York).

Legal Description : Part of Lot 15, Concession 3, EYS and part of the road allowance between Lots 15 and 16, Concession 3, EYS in the City of Toronto (formerly North York).

Area of Property: 5.19 acres.

Improvements: Two Storey brick medical arts building and concrete parking structure.

Area of Temporary

Requirements: 1351 m5.

Term of Temporary

Requirements: March 1, 2000 to November 30, 2001 (21 months).

A sketch of the area for which the lease extension is required is attached as Schedule A. A draft reference plan will be prepared in advance of providing the required Notice of Application for Approval to Expropriate.

The Acting Commissioner of Corporate Services concurs in this course of action.

Conclusions:

The commencement of expropriation procedures for the acquisition of the property interests herein described is necessary at this time to ensure that construction at this location can continue without disruption in the event a lease extension cannot be negotiated.

Contact Name:

Patricia Simpson, Senior Solicitor

392-8057 Fax No.: 392-3848

(A copy of Schedule "A" attached to the foregoing report was forwarded to all Members of Council with the July 21, 1999, agenda of the Administration Committee and a copy thereof is also on file in the office of the City Clerk.)

7

Long Term Disability and Sick Day Usage 1997 - 1998

City Programs for Employees

(City Council on July 27, 28, 29 and 30, 1999, adopted this Clause, without amendment.)

The Administration Committee reports having received the following reports (June 25, 1999) and (July 20, 1999) from the Executive Director of Human Resources, and having directed that the aforementioned reports be forwarded to Council for information.

The Administration Committee submits the following report (June 25, 1999) from the Executive Director of Human Resources:

Purpose:

To provide information on city programs available to assist employees dealing with the impact of changes resulting from amalgamation, including the impact of downsizing.

To provide information on long term disability and sick day usage for employees for 1997 and 1998, as potential indicators of the stressful effects of downsizing.

Funding Sources, Financial Implications:

n/a.

Recommendation:

It is recommended that this report be received for information.

Council Reference/Background/History:

During consideration of the budget recommendations for Human Resources Services, concerns were raised as to the effects of amalgamation and downsizing with respect to stress and health of city employees. The Executive Director was requested to provide information on city programs to assist employees who have difficulty dealing with the transition and the effects of downsizing, as well as to report on the number of employees in 1997 and 1998 who have taken long term disability and the number of sick days used for this same time period.

Comments:

Amalgamation has created a major change in the lives of those who work in the organization. Workload and downsizing are concerns for individuals. Many staff are anxious about their individual futures, about the future of services and programs and about their capacity to deliver the services expected with the reduced numbers of people and resources available to do the work.

Recognizing the possible effects of stress on health and wellness, sick day usage for employees across the corporation was compared for 1997 and 1998. Information available from former city payroll systems allows for the following estimates:

	1997	1998
Average number of sick days per employee	9.8	10.0

The number of active long term disability claims for the period of 1997 to present is:

	1997	1998	1999
Number of active LTD claims	774	782	800

The increase in sick day usage and LTD claims does not appear to be significant. Nevertheless, usage will continue to be closely monitored and programs that have been initiated for both individuals and groups to help deal with the impact of changes resulting from amalgamation and downsizing will be maintained and supported.

Below is an outline of the programs in place to help staff deal with the impact of changes resulting from amalgamation and downsizing.

Support for individuals coping with the change:

Employee Assistance Program:

(I) The EAP is a service which provides short term counselling for personal, health and workplace issues. Professional staff have a knowledge of community resources related to personal, family and mental health problems and can provide information to employees. The EAP also provides sessions on personal and mental health issues including stress management.

(II) Career Development Services:

Career development services provide counselling and job skills programs to staff who are applying for new city positions, having to make career choices and making career changes. The program has expanded to five locations throughout the city, in order to make the services as accessible to as many staff as possible. Computer programs at the career centres help staff develop job search skills, provide self-study opportunities, and offer interest and aptitude testing. The centres are staffed with qualified career counsellors.

(III) Retraining Strategy:

A major support initiative is the retraining strategy, which has been created for individuals and work groups who, because of amalgamation require skill or knowledge enhancement. Those who have the basic skill sets for the job will be given opportunities to upgrade their skill to the level required by the new city. This program is funded and will be available to staff in all departments and at all levels.

In addition to these programs, the city is in the process of developing and introducing a number of other policies and programs that support individuals in the organization through transition and change:

(a) Competency Development Program:

One way to ensure that employees have the skills needed to do their jobs is to identify the high-value competencies for the organization, to develop those competencies in the staff, and use them when hiring, assessing and rewarding staff. Management and exempt staff are now identifying the corporate and role specific competencies for the new city. The outcome of the competency program will be a skilled and knowledgeable staff who are confident in their ability to contribute to the city.

(b) Performance Management:

The first application of the competencies will be the new performance management process that will ensure that individual work is aligned with the organization's goals and objectives, that employees are clear about the expectations for performance, receive regular feedback, and are rewarded appropriately for their work.

(c) Attendance Management:

A policy that monitors attendance and provides intervention procedures to ensure the appropriate support and assistance for employees who experience difficulty in achieving regular attendance.

(d) Change Leadership Program:

The change leadership is another long term strategy for dealing with the different types and stages of change the organization is experiencing. This strategy is targeted to employees, leaders and teams. A variety of activities have been developed and implemented to help the new organization stabilize, build its new teams, design or redesign its processes and establish direction for the future.

(e) Work Process:

Throughout amalgamation, the demands of the work have remained. Work has not been eliminated; the expectations of service are still there. One way to support staff in handling the workload is through the use of business process redesign to streamline work and enable staff to become more efficient. The outcome will be more efficient process for carrying out the work and more manageable workload for staff.

Conclusion:

Sick day usage and LTD claims will continue to be closely monitored. Programs that have been initiated to help deal with the impact of change resulting from amalgamation and downsizing will be maintained and supported. Additional supports and programs under development as a longer-term strategy will maintain a high priority for 1999.

Contact Name:

Alison Anderson

Director, Employment Services

392-5028

Barbara Freedman

Director, Employee and Organization Effectiveness

392-5342

The Administration Committee also submits the following report (July 20, 1999) from the Director of Human Resources:

At its meeting of July 13, 1999, Administration Committee in considering the report "Long Term Disability and Sick Day Usage 1997 - 1998, and City Programs for Employees", requested that the Executive Director of Human Resources report back to the Special Meeting of Administration Committee, on the Sick Day usage for this same period for the Police, TTC, Ambulance, Fire and Zoo.

The information gathered from each organization is presented in the attached chart. It is difficult at present to make comparisons across these groups and other City employees, because, historically there have been differences in how this data was recorded. Specifically, some included ill dependent days, work related injuries and unpaid leaves, whereas others included some or none of the above. Data collection and reporting was based on what was important to be measured for that organization. Differing work shifts (i.e., number of hours of work per shift) also make comparisons difficult.

Reporting for future needs in support of a harmonized Attendance Management Program will recommend consistent measures across organizations that will better allow for monitoring, comparison and benchmarking. This will be supported by the implementation of the Human Resources Information System in late 2000.

(A copy of the chart, entitled "1997 and 1998 Employee Sick Day Usage Police, TTC, Ambulance, Fire, Zoo, attached to the foregoing report was forwarded to all Members of Council with the July 13, 1999, agenda of the Administration Committee and a copy thereof is also on file in the office of the City Clerk.)

(Councillor Shiner, at the meeting of Council on July 27, 28, 29 and 30, 1999, declared his interest in the foregoing Clause, in that a member of his family is an employee in his office.)

(Councillor Gardner, at the meeting of Council on July 27, 28, 29 and 30, 1999, declared his interest in the foregoing Clause, in that a member of his family is an employee in his office.)

8

Other Items Considered by the Committee

(City Council on July 27, 28, 29 and 30, 1999, received this Clause, for information.)

(a) Review of Former City of York Employees' Pension Plan Financial Status.

The Administration Committee reports having:

(1) concurred with the recommendations embodied in the following communication (July 8, 1999) from Councillor Bruce Sinclair Rexdale Thistletown, viz:

"(1) the Actuary, Robert Camp, be requested to prepare a list of caveats and recommendations as soon as possible, for all trustees and staff who have any connection with the other four pension funds; and

(2) the Chief Financial Officer and Treasurer be requested to report to the Administration Committee within six months on:

(i) the progress made in the implementation of the actuary's recommendations; and

(ii) the progress toward harmonization in the City's five funds, from a "best practices" point of view"; and

(2) received the report (June 3, 1999) from the Chief Financial Officer and Treasurer:

(i) (July 8, 1999) from Councillor Bruce Sinclair, Rexdale Thistletown, recommending that:

(1) the Actuary, Robert Camp, be requested to prepare a list of caveats and recommendations as soon as possible, for all trustees and staff who have any connection with the other four pension funds; and

(2) the Chief Financial Officer and Treasurer be requested to report to the Administration Committee within six months on:

(i) the progress made in the implementation of the actuary's recommendations; and

(ii) the progress toward harmonization in the City's five funds, from a "best practices" point of view.

(ii) (June 3, 1999) from the Chief Financial Officer and Treasurer, reporting as requested by Council on December 16 and 17, 1998, on how the City of York Employees' Pension Plan came to be in its current negative financial situation; advising that the current financial situation of the York Pension Plan can in large part be traced to the minimum funding strategy adopted by the former City of York; that pension and benefit improvements which substantially increased the liabilities of the Plan were not funded or provided for at the time they were granted; that it appears that there was an expectation that benefit improvements would be funded by future plan surpluses which did not materialize; that in effect, the former City of York followed a pay as you go practice; that the York Pension Plan is now virtually fully retired with only five active members remaining; that future actuarial gains or losses will arise primarily through investment performance, pensioner increases and pensioner mortality; that the actuarial assumptions of the plan should be reviewed and updated to reflect plan provisions and current economic conditions; that recommendations in this regard will be brought forward with the results of the December 31, 1998 actuarial review; and recommending that this report be received for information.

(b) Reporting Relationship - City Clerk and City Solicitor.

The Administration Committee report having requested the Chief Administrative Officer, in consultation with the City Solicitor and the City Clerk, to submit a report to the September 7, 1999, meeting of the Administration Committee, on the role and function of the City Clerk and the City Solicitor and whether they should report directly to Council through the Administration Committee, with functional dotted line reporting to the Chief Administrative Officer on administrative issues.

Respectfully submitted,

LORENZO BERARDINETTI

Chair

Toronto, July 21, 1999

(Report No. 3 of The Administration Committee, including additions thereto, was adopted, as amended, by City Council on July 27, 28, 29 and 30, 1999.)