CITY CLERK

ECONOMIC DEVELOPMENT AND PARKS COMMITTEE

REPORT No. 3

For Consideration by

The Council of the City of Toronto

on September 28 and 29, 1999

2 America's Business Forum (ABF): Showcasing Toronto to the Hemisphere - All Wards

3 Enterprise Toronto (Toronto Small Business Enterprise Centre/MEDT/Public and Private Sector Partnership) - Markland-Centennial (Ward 4); North York Centre (Ward 10); Scarborough Highland Creek (Ward 16); Downtown (Ward 24)

4 York-Fairbank Centre for Seniors - Bocce Courts - Ward 28 York Eglinton

5 The Proposed Process for the Provision of Outdoor Waterplay Facilities - All Wards

6 Lease of Lands to Toronto Islands Residential Community Trust - Ward 24

7 Economic Development Banner and Mural Program - All Wards

8 Appointments to the Boards of Management for Business Improvement Areas and Amendments to the (Former Toronto) Municipal Code Chapter 20, Business Improvement Areas - Various Wards

9 Third Party Outdoor Advertising on City Property and Assets - All Wards

10 1999 Business Improvement Area Budgets Supplementary Report No. 4: Forest Hill Village Business Improvement Area

11 American Economic Development Council Promotional Materials Awards Competition - All Wards

12 Toronto Millennium Commemorative Coin Project

13 Main Street Ontario Grant Application

14 Millennium Logo Time Stamp

15 Other Items Considered by the Committee

City of Toronto

REPORT No. 3

OF THE ECONOMIC DEVELOPENT AND PARKS COMMITTEE

(from its meeting on September 13, 1999,

submitted by Councillor Brian Aston, Chair)

As Considered by

The Council of the City of Toronto

on September 28 and 29, 1999

1

International Union of Local Authorities

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

The Economic Development and Parks Committee recommends:

(1) that the Chief Administrative Officer, in co-operation with relevant departments, develop a corporate policy framework for the international activities of the City of Toronto, the said policy framework to outline the City of Toronto's major international goals and demonstrate how these goals are being met through various program activities, noting that this task was originally part of the work plan of the World City Committee but, due to time limitations, the World City Committee was unable to complete this task;

(2) that the City of Toronto endorse the International Union of Local Authorities (IULA) Barcelona Congress Declaration and forward this Declaration to the Provincial and Federal Governments; and

(3) that the written submission for the International Union of Local Authorities, entitled "IULA Barcelona Congress Declaration", be received.

The Economic Development and Parks Committee submits the following communication (March 24, 1999) from the International Union of Local Authorities, entitled "IULA Barcelona Congress Declaration":

We, the Mayors, Leaders and representatives of the cities and local governments of the world, meeting in Barcelona on March 24, 1999 on the occasion of the 34th World Congress of the International Union of Local Authorities (IULA), agree the following Declaration within the spirit of our Congress theme, "Local Government Uniting in a Global Mission".

New Century, New Challenges:

(1) We meet on the eve of a new century - a century in which the role and task of cities and local government will, as a matter of historical necessity, be enhanced, and whose challenges we must prepare ourselves to meet.

(2) The world is being reshaped by changing economic, technological, demographic, environmental and social forces. The globalization and liberalization of the economy, and the global impact of new communication technologies, in particular communication technologies, continue to transform the lives of our citizens.

(3) Allied to these trends, population growth and the continuing process of urbanization make the task of local government more complex, but all the more essential. This is true also of rural communities, still representing half of the world population, we recognize the increasing interaction and mutual dependency between urban and rural settlements and economies.

(4) The traditional role of the state is also profoundly affected by the above trends, which affect the economic levers available to them. States will increasingly recognize the vital role of local and regional government as essential democratic and economic actors, in partnership with other sectors, and as a driving force for sustainable economic development, employment creation and regeneration.

(5) It is clear also that states cannot centrally manage and control the complex, fast-moving, integrated cities and towns of today and tomorrow. Only decentralized local government, in touch with and involving its citizens, is in a position to do so.

Local Democracy in the World:

(6) The strength and foundation of local government is our proximity to the citizens we serve. It is from the people that our legitimacy arises. Many states, in their own constitutions or through international treaties, have formally recognized the vital role of local government and local democracy. But this is still far from universal.

(7) We are committed to the principles of democratic decentralization and subsidiarity, not as a pyramid of competing tiers of government, but in the spirit of inter-connecting spheres of government, which must work together in genuine partnership to advance the well-being of our citizens and communities.

(8) In 1985, at our Rio Congress, IULA launched the Worldwide Declaration of Local Self-Government, renewed in Toronto in June 1993, which has done much to make the universal case for the common principles of local autonomy and democracy to which we now rededicate ourselves.

(9) It is now part of our global mission to promote a new World Charter of Local Self-Government, being drawn up in partnership with the UN Commission for Human Settlements, for adoption by UN Member States. The international definition of the guiding principles of local self-government will make a contribution to securing good governance. The growing number of states that have ratified the European Charter in recent years demonstrates that this is an achievable, and essential, goal.

(10) Local democracy is not just a formal value; it must be continuously updated and revised, ensuring genuine equality and participation open to all. We emphasize, in particular, the essential role that women must play as representatives and as citizens, and the duty to ensure that all our services take their leadership skills, needs and aspirations fully into account.

(11) To this end, we fully support the IULA Declaration on Women in Local Government launched in Harare in November 1998 and pledge ourselves to promote and implement it at all levels, including at the UN "Beijing + 5" Conference in the year 2000. In line with our Declaration, we encourage equality of women and men in decision-making bodies at all levels within our authorities and associations.

(12) We acknowledge our responsibility to ensure transparency and the highest standards of ethics and behaviour within local government, amongst elected representatives and officers. The legitimacy of democratic local government must be founded on these values.

(13) We stress that local democracy cannot be real and flourishing if local governments do not have realistic resources (for capital and revenue) commensurate with our responsibilities. We acknowledge, in return, our responsibility to use limited resources wisely, and to be creative in finding new partnerships for vital investment.

(14) We consider that local democracy must play new roles in tomorrow's world. For example, local democracy necessarily implies our commitments to human rights - civil and political, social and economic - recognized within the United Nations. And within this framework, we see local government as playing an essential developmental role in society.

(15) We recognize too that we are all increasingly affected by what happens in other parts of the world. This is true, for example, of the economy, environment, crime, migration, large-scale poverty, natural disasters, war and peace. We cannot afford to remain locked into a purely local or national outlook.

(16) Cities and all local governments have a fundamental role to play if we are to ensure that the 21st century is "liveable" for the peoples of the world. To that end, we commit ourselves to co-operate at an international level, to learn from each other in a spirit of mutuality, and to demonstrate solidarity.

(17) We recognize once more the vital role of transnational partnerships, twinnings and sister city links, as a force for understanding, learning, solidarity and peace, based on relationships of equality and mutual respect.

(18) We re-emphasize our commitment to Municipal International Co-operation, and to mutual assistance through capacity-building programmes across the world. These must focus in particular on the vital role of national associations of local government, as advocates of local government towards other spheres of government, and as capacity-builders in their own right for local government.

Sustainable Development and Local Agenda 21:

(19) Since the Earth Summit in Rio, local government has played a leading role at local, national and international levels in promoting Agenda 21. Working with the International Council for Local Environmental Initiatives (ICLEI), IULA and its members have developed far-reaching Local Agenda 21 programmes and partnerships across all continents, and we commit ourselves to pursuing and expanding this leadership role, playing a full part in the UN's 10 year review of Rio.

(20) The principles of sustainable development remain as strong and vital now as ever before. There is no "environment" separate from the other issues we face - what is required is an integrated approach that links environmental, economic, social and cultural development.

(21) Local government has a long and proud record as innovator in the use of new technologies; we recognize the importance of developing and promoting environmentally sensitive technologies within our towns, cities and rural areas, for example in urban transport, waste management and other relevant arenas.

(22) We accept the vital but difficult challenge of ensuring universal access to public services and resources such as energy and water, whilst holding to our duties as trustees for future generations, to sustain such services and resources for the citizens of tomorrow.

(23) We likewise acknowledge the importance of setting food security of low-income constituencies in developing countries as a major objective of local development policies and programmes, in line with the conclusions of the World Food Summit held in Rome in 1995.

Social Cohesion and Participation:

(24) The last decade has seen a growing gap emerge between the rich and the poor. This is true at international level, between countries, at national level, and at local level. Poverty is a reality that local government must address, at all levels.

(25) Within our duty of solidarity, local government across the world must unite to agree on an anti-poverty agenda that can have an impact on the poorest sections of our communities. Mutual support between our local governments and our national associations must play a role - but we cannot ignore the big issues such as international debt and falling commodity prices, which gravely impact on developing countries and their spheres of government. If local government is to play its role in development, it must have basic resources.

(26) Addressing the issue of poverty is a question of justice - but also of common interest. Sustainable economic success at all levels requires social cohesion - inward investment and local economies can be gravely affected by social disharmony and the effects of widespread criminality. Social exclusion is morally unjust - it is also damaging to society as a whole.

(27) We commit ourselves to oppose racism and xenophobia, in all their manifestations, to build inter-cultural dialogue and understanding, and to develop harmonious communities.

(28) We reaffirm the vital importance of universal public services, such as education, health and public transport, in ensuring an equitable and cohesive society, and commit ourselves to secure these services for our communities.

(29) Successful management of human settlements is no longer a simple matter of service provision, though high quality services are vital for us. To manage the complex cities, towns and districts of the modern age, the active participation of our citizens is increasingly important. We commit ourselves to develop new means of citizen involvement and participation.

(30) We commit ourselves, in particular, to find new ways of involving all sections of our communities, including those whose voices might otherwise not be heard. The growth of the Information Society, and telematics, offer powerful new means of two-way communication with citizens, but we have to ensure equity and accessibility. We are determined to create societies, at local level, in which every citizen is a genuine stake-holder. In short, our role is not simply one of local government, but of local governance.

(31) Issue of equity and participation cut across traditional service boundaries. Increasingly, we must ensure that the needs of broad sections of our populations - such as children and, in many countries, the growing numbers of older citizens - are focused on and met in a comprehensive and integrated way.

(32) In this spirit, we recognize that local government must adapt and modernize itself, in every country, to meet the challenges of a changing world. Democratic local government has the legitimacy, and also the duty, to promote the integrated economics, social and environmental well-being of its area and community, working in dialogue with our Parliaments and in partnership with all other sectors - public, private, and civil society. We cannot remain isolated and attached to outdated modes of decision-making.

Toward a United Voice for World Local Government:

(33) We welcome the careful and positive steps taken to date towards the establishment of a new, unified organization of local government at world level, to provide a strong and universal voice towards the UN system and the international community, and a focal point for co-operation between local governments.

(34) Recognizing the different history and traditions of the organizations, we give our wholehearted support to IULA and UTO in this historic undertaking, which is in tune with the needs of the coming era. We are sure that this Congress, in Barcelona, will prove to be an important step towards this historic goal of unification.

Our Message to the United Nations and the International Community:

(35) We recognize and support the growing spirit and scope of partnership with international organizations. However, local government must and will play a fuller role in the coming century, if the challenges facing humanity are to be successfully addressed. We look for proper recognition of our role, and for true partnership at all levels, to ensure that our common interests, challenges and tasks are effectively carried out.

(36) We commit ourselves to play the fullest role in the process leading up to the UN General Assembly's Special Session on "Istanbul+5" in the year 2001. We consider it essential that on this occasion, joining our efforts with the UN Commission on Human Settlements, effective decisions be taken to adopt the World Charter of Local Self-Government as a UN convention, and to establish an official consultative body of local government within the framework of the UN system.

(37) The citizens of the world, in our communities, require and deserve no less. Let us unite together, in our truly global mission.

2

America's Business Forum (ABF):

Showcasing Toronto to the Hemisphere - All Wards

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

The Economic Development and Parks Committee reports having received the following report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism and submits it to City Council for information:

Purpose:

The purpose of this report is to draw to the attention of members of the Committee and City Council the exciting business conference to be held at the Convention Centre's South Building November 1 and 2, 1999. It will also serve as additional background to the presentation to be made by the Department of Foreign Affairs and International Trade.

Source of Funds:

Costs associated with the hosting of the Americas Business Forum will be borne by the participants, corporate sponsors and the federal government. City expenses are included in the operating budget.

Recommendation:

It is recommended that the report be received for information.

Comments:

Five years ago a process was begun in Miami which will hopefully lead to the creation by 2005 of an Hemispheric Free Trade Agreement which is expected to have a very positive effect on the economy of the Country and our City. As such, the Canadian Government has played a significant role in moving this process forward. Now, for three days in November, the City of Toronto will be host to over 1000 business leaders from thirty four countries in North, Central and South America and the Caribbean.

This is the first time that these meeting will be held in Canada and only second time in North America. The Forum concludes with the opportunity to present the perspective of Business to the Foreign/Trade Ministers from the thirty-four countries who begin their meetings on November 3, 1999.

The Free Trade Area of the Americas (FTAA) process and the now annual Americas Business Forum provide an excellent opportunity for business leaders and other interested parties to help shape trade policy. The execution of an hemispheric free trade agreement would create the world's largest free trade zone. The market would exceed 800 million people and link, via trade, countries with a combined gross domestic product of $10.6 trillion.

The Opportunity for and Role of the City of Toronto

The City of Toronto sought and was successful in attracting the Americas Business Forum. It will be an official sponsor and will be host to the Opening Reception for the delegates. Funds for the event will come primarily from corporate sponsorship. The direct economic impact of a meeting such as the Americas Business Forum is estimated at between $1.2 and $1.5 million. The indirect and long term impacts are hard to quantify, but ABF, because of its participants, holds enormous potential for both direct investment and tourism.

Advertising packages for the ABF are being circulated through all of the Canadian missions in the hemisphere. Staff of External Affairs and International Trade are promoting the meeting in Toronto. The material before the Committee, being distributed to all major companies, the Chambers of Commerce and business associations throughout the 34 countries, sells Toronto. Over 200 journalists are expected to attend. As well, the local Consular Corps is promoting the ABF with their business contacts.

The conference, which will have simultaneous translation into four languages (English, French, Spanish and Portuguese) has as its theme "Connecting the Americas" . It will attract delegates who have only heard of Toronto but never managed to visit. It is a perfect platform to showcase the multicultural nature of Toronto. The City, which is naturally such a good host to visitors and especially to those for whom English is not the preferred language, can make many new friends and ambassadors.

Conclusion:

The City of Toronto was successful in its bid to attract the Americas Business Forum. It sought this meeting because it provided an unique opportunity to showcase Toronto to over 1000 business leaders from the hemisphere and host government ministers and officials from the thirty-four countries of North, Central and South America and the Caribbean. There is a significant immediate positive economic impact but more important is the future potential for tourism and trade created by this event. The Economic Development and Corporate Communications Divisions, Protocol Office and Tourism Toronto will work jointly to maximize the results of this event.

Contact Name:

Mr. Peter Finestone, 392-3376.

--------

Ms. Roberta O. Cross, Senior Trade Commissioner, Department of Foreign Affairs and International Trade, gave a presentation to the Economic Development and Parks Comittee, on "America's Business Forum (ABF): Showcasing Toronto to the Hemisphere", and filed a copy of her submission.

Ms. Brenda Librecz, Managing Director, Economic Development, encouraged Members of the Committee to submit names of businesses that would be interested in participating in this program.

3

Enterprise Toronto (Toronto Small Business Enterprise

Centre/MEDT/Public and Private Sector Partnership) -

Markland-Centennial (Ward 4); North York Centre (Ward 10);

Scarborough Highland Creek (Ward 16); Downtown (Ward 24)

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

The Economic Development and Parks Committee recommends:

(1) the adoption of the report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism; and

(2) the appointment of Councillor Mario Giansante, Kingsway Humber, for a one year term on the Enterprise Toronto Advisory Committee.

The Economic Development and Parks Committee submits the following report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism:

Purpose:

To present an Executive Summary of a proposed Strategic Business Plan for Enterprise Toronto as well as the formation of the Enterprise Toronto Advisory Committee.

Funding Sources, Financial Implications and Impact Statement:

There are no further financial implications to the existing approved 1999 budget of the Economic Development Division to carry out the Enterprise Toronto initiative.

Recommendations:

It is recommended that:

(1) the Strategic Business Plan, Executive Summary, attached as Schedule "A", be adopted;

(2) a member of the Economic Development and Parks Committee be appointed for a one year term on the Enterprise Toronto Advisory Committee; and

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

Council Reference/Background/History:

The establishment of Enterprise Toronto was approved by City Council on February 2, 1999, and Economic Development staff were requested to report back with a business plan as well as the composition of the public/private sector partnership.

Enterprise Toronto is an innovative public, private, and not-for-profit sector alliance/model adopted from the Ministry of Economic Development and Trade's (MEDT) Enterprise Centre provincial network. Several examples of this model currently exist in cities such as Ottawa, Mississauga, Sudbury, Hamilton and London.

Enterprise Toronto is being established to provide one-stop sourcing of services and programs tailored to meet the unique needs of the City's entrepreneurs and small businesses. Through building strategic alliances, Enterprise Toronto will be able to capitalize on the wealth of knowledge, expertise, financial resources and formal and informal business networks within the community. The strategic alliances will also play an integral role in adding value to core small business programs and services offered by Enterprise Toronto.

In March 1999, a Strategic Business Plan (Schedule "A") was developed through a series of six workshops with the input of over twenty representatives from various public, private, and not-for-profit sector interests. The Enterprise Toronto Strategic Plan is a shared vision and action plan to deliver entrepreneurship and small business programs and services over the next three years.

In addition to the development of the Strategic Business Plan, Economic Development staff have

been conducting a number of discussions with potential public, private and not-for-profit stakeholders to be part of the Enterprise Toronto alliance model. The composition of the public/private sector partnership includes the alliance members as outlined in Appendix "I". The ultimate strength and key success of this new innovative program lies in the continuous development of the program, services and various alliance partners.

An Advisory Committee comprised of key stakeholders groups and alliance partners will be established to provide policy and strategic direction. The Economic Development Division will manage and operate Enterprise Toronto.

Advisory members will act as "champions" to promote Enterprise Toronto and the needs of small business. Representation as outlined on page 13 of the Strategic Business Plan is as follows:

- Potential (City Council) 1

- Business Owner 1

- Government Officials (Federal/Provincial/City) 3-4

- Private Sector and/or Not-for-Profit 2-3

- Education 1

(Note: Membership to be expanded as required)

The official opening of Enterprise Toronto (four offices) is scheduled for September 27, 1999. Advisory Committees and Sub-Committees will be established and hold regular meetings shortly thereafter.

Conclusions:

Enterprise Toronto is a new entrepreneurship and small business program built on existing best practices and will continuously evolve to meet the unique needs of the City's customers (for example, entrepreneurs and small business owners).

Enterprise Toronto can act in a powerful and instrumental leadership role by facilitating public, private and not-for-profit sector alliances that will focus their combined resources for the benefit of small business. As a result, Enterprise Toronto will develop and deliver programs and services to start, operate and grow successful business ventures to their full potential through early and initial growth stages of development.

Contacts Names:

Mr. John Tracogna, 395-7407, Mr. Bill Steiss, 392-7183, Ms. Brenda Librecz, 397-4700.

--------

Appendix I

Enterprise Toronto

Alliance Partners

The success of Enterprise Toronto will depend in part to the strength of Enterprise Toronto's private, public, and not-for-profit sector alliance partners:

Alliance Partners:

Associated Senior Executives

Association of Chinese Canadian Entrepreneurs

Bell Canada

Business Development Bank of Canada

Calmeadow Metrofund

Canada-Ontario Business Service Centre

Canadian Association for Home Based Business*

Canadian Italian Business and Professional Association

Canadian Technology Network

Centennial College - Centre of Entrepreneurship

City of Toronto - Economic Development Office

Community Business Resource Centre*

Etobicoke Chamber of Commerce*

Global Group of Companies

Human Resources Development Canada

IBM (to be finalized)

Industry Canada

Korean Businessmen's Association*

Metroland Printing, Publishing & Distributing Ltd.

Ministry of Economic Development and Trade

North York Chamber of Commerce

Ontario Business Connects

Royal Bank

Scarborough Chamber of Commerce*

Schulich School of Business, York University

Service Canada

Teknion

Toronto Access to Capital*

Toronto Board of Trade*

Toronto Business Development Centre*

Toronto Fashion Incubator*

Toronto Kitchen Incubator

Toronto Licensing

Toronto Public Library*

TradeLink

Women Entrepreneurs of Canada*

YMCA*

York Business Opportunities Centre

Young Entrepreneurs Association

* to be confirmed

Revised August 20, 1999

(A copy of Schedule "A" referred to in the foregoing report was forwarded to each Member of Council with the Agenda of the Economic Development and Parks Committee meeting of September 13, 1999, and a copy thereof is also on file in the office of the City Clerk.)

4

York-Fairbank Centre for Seniors - Bocce Courts

- Ward 28 York Eglinton

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

The Economic Development and Parks Committee recommends:

(1) the adoption of the report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism, subject to deleting the words "during the months of July and August from 12:00 noon to 7:00 p.m." in Recommendation No. (2);

(2) that between now and the 2000 Grants Review process, the Recreation Division cover the new costs incurred by the opening of the new Bocce facilities at this location; and

(3) that the communication (June 7, 1999) from Ms. Lisa Tobio, Executive Director, York-Fairbank Centre for Seniors be received.

The Economic Development and Parks Committee reports, for the information of Council, having requested the Commissioner of Economic Development, Culture and Tourism to report back to the Economic Development and Parks Committee on co-ordinating the York-Fairbank Bocce facility with other such facilities across the City in accordance with the new process emanating from the Bocce Review, including the Pleasantview facility.

The Economic Development and Parks Committee submits the following report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism:

Purpose:

At the Economic Development and Parks Committee meeting held on Monday, June 21, 1999, members had before them correspondence from the York-Fairbank Centre for Seniors. The Centre requested that Committee approve a grant in the amount of $27,500.00 for the Centre to hire a co-ordinator for the bocce program offered by the Seniors Centre in the new bocce facility at Fairbank Park.

Funding Sources, Financial Implications:

There is no financial impact to the Department.

Recommendations:

It is recommended that:

(1) the City of Toronto Parks and Recreation Division, West District - East Region staff provide the maintenance and management of the new bocce facility in Fairbank Park and that a permit procedure be in place to allow the York-Fairbank Centre for Seniors to request time for use of the bocce facility;

(2) maintenance staff of the City of Toronto be available to cover permits as requested during the months of July and August from 12:00 noon to 7:00 p.m., and from September through December 1999 from 12:00 noon to 9:00 p.m.; and

(3) the request for additional funds to include wages and mileage be included as part of the grant application submitted by the York-Fairbank Centre for Seniors to the Social Development Unit of Community and Neighbourhood Services.

Comments and/or Discussion and/or Justification:

The City of Toronto recently constructed three indoor bocce courts in Fairbank Park. The new bocce facility will be maintained by City of Toronto Parks and Recreation Division maintenance staff as is the current procedure with the Fairbank Community Centre which is adjacent to the new building.

The York-Fairbank Centre for Seniors applies for a community grant each year through the Social Development Unit of Community and Neighbourhood Services. In addition, the Centre receives additional funds as outlined in their request in order to provide a snow link program for older adults in Ward 28. Further, it should be noted that the Centre currently has an active bocce club that is part of the membership of the York-Fairbank Centre which currently operates the program in the five outdoor courts which are also located in Fairbank Park.

The Parks and Recreation Division intends to operate the bocce facility to provide maintenance and caretaking coverage during the operating hours. As with other facilities located in the Fairbank Community Centre, the York-Fairbank Centre for Seniors will be required to apply for a permit to use the bocce facility and that would allow for any regulations that the Centre would like to monitor to include membership during their permitted hours. Any other hours that are available for use by the general public will be permitted as time permits. The Parks and Recreation staff are also aware that the primary users of the facility will be the bocce club members of the York-Fairbank Centre for Seniors.

As the York-Fairbank Centre for Seniors has completed their application for this year's grant, there may be an opportunity to adjust or appeal from 1999. Currently, the Parks and Recreation Division covers all costs for the facility as part of the in-kind grant.

Staff currently working at the Fairbank Community Centre, will consult with recreation staff working at both the Piccininni Community Centre in the South District and the Amesbury Community Centre in the North District, to understand the method in which those districts offer indoor bocce at their facility.

The Bocce Sub-committee was consulted regarding staff resourcing and advised that staffing bocce facilities is not part of the Sub-committee's mandate at this time.

Conclusions:

That the Parks and Recreation Division go forward with the permit process and the hours of operation requested by the Centre, and that their request for additional grant money be referred to the grants process of the Social Development Unit of Community and Neighbourhood Services.

Contact Names:

Mr. Don Boyle, 394-5723, Mr. Kevin Bowser, 394-2486.

The Economic Development and Parks Committee also submits the following communication (June 7, 1999) from Ms. Lisa Tobio, Executive Director, York-Fairbank Centre for Seniors in the City of York:

We are writing to you on behalf of York-Fairbank Centre for Seniors, Board of Directors and Bocce Club members. It has come to our attention that our new Bocce facility is set to be ready for use by the middle of July but many issues have not been resolved with this facility.

We have met with other facilities representatives and are requesting the following in complying with other City of Toronto Parks and Recreation Centres which provide similar services.

We are requesting that all members taking part in Bocce or any other program at York-Fairbank Centre for Seniors become members of our fine Centre. We are requesting that the Centre should stay open on the following days and times:

July 1999 and August 1999 - 12:00 noon until 7:00 p.m.

(closed from August 23 to September 6, 1999)

September 7, 1999 to February 28, 2000

(12:00 noon - 9:00 p.m. seven days a week)

(closed Friday, December 24, Saturday, December 25, Monday, December 27, Tuesday, December 28, Friday, December 31, 1999, Saturday, January 1, Monday, January 3, 2000)

As in other facilities, a staff member should also be assigned to co-ordinate these new Bocce courts. Our attached proposal is similar to the Snow Link Program partnership that the City of Toronto and York-Fairbank Centre for Seniors presently have, in which program services are provided through our office and billed to the City of Toronto. This Co-ordinator will also be responsible for keeping statistics on level of participation, hours of participation and age/sex of participants.

Program Co-ordinator

Cost for program from July 1999 - February 2000

Due to the nature of this position, Co-ordinators will have to have speaking, reading and writing skills in Italian and Portuguese. Have CPR training and some experience in dealing with Seniors.

Wages:

July-August 1999

6 weeks at 42 hours at $12.50 per hour

$3,150.00 + $470.00 (statutory benefits) = $3,620.00

September 1999 - February 2000

26 weeks at 63 hours at $12.50 per hour

$20,475.00 + $2,525.00 (statutory benefits) = $23,000.00

Mileage $880.00

Total Wages: $27,500.00

All overhead costs such as office supplies, beverage costs and liability insurance will have to be covered by the Seniors Centre.

In discussing this with the other Centres they will be forwarding staff wage reports to our Centre and we will then forward them to Community Council, as soon as they are received.

--------

The following Members of Council appeared before the Economic Development and Parks Committee in connection with the foregoing matter:

- Councillor Rob Davis, York Eglinton; and

- Councillor Joe Mihevc, York Eglinton.

5

The Proposed Process for the Provision

of Outdoor Waterplay Facilities - All Wards

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

"It is further recommended that:

(1) the Commissioner of Economic Development, Culture and Tourism be requested to place high priority on areas where there is no existing swimming pool (not wading pool) when determining where to locate new waterparks, such waterparks to be accessible to small children; and

(2) when significant improvements are occurring in existing playgrounds for children, waterpark development be given serious consideration.")

The Economic Development and Parks Committee recommends the adoption of the report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism.

The Economic Development and Parks Committee reports, for the information of Council, having requested the Commissioner of Economic Development, Culture and Tourism to provide any information with regard to 'requests' from Councillors for such facilities.

The Economic Development and Parks Committee submits the following report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism:

Purpose:

To recommend criteria for the selection of future sites for waterplay facilities and to provide an inventory of existing facilities

Funding Sources, Financial Implications and Impact Statement:

There are funding implications for the Year 2000-2004 Capital Works Program.

Recommendations:

It is recommended that:

(1) the Economic Development Culture and Tourism Department include waterplay facilities in the Recreation Facility Provision Assessment Study now underway;

(2) Economic Development, Culture and Tourism staff follow the interim approach outlined in this report for identifying sites for waterplay facilities until the Recreation Facility Service Provision Assessment Study and a plan for waterplay facilities are completed; and

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

Council Reference/Background:

At its meeting of May 21, 1999, the Economic Development Committee considered the report from the Commissioner of Economic Development, Culture and Tourism dated May 4, 1999, entitled "Use of Sponsorship Revenues from Molson's Sponsorship Agreement for the Construction of Water Park Facilities", on the provision of funding for the construction of two new waterplay facilities using the Molson's sponsorship money from the sale of "Toronto's Own Beer." The report had been requested by Economic Development Committee in November 1998, when the Mayor introduced the sponsorship initiative by Molson's. At the May 1999 meeting, the Economic Development Committee requested the Commissioner of Economic Development, Culture and Tourism to report back on:

(1) criteria for the selection of future sites for outdoor water park facilities, prior to consideration of the Year 2000 Capital Works Program; and

(2) an inventory of the range of equipment and services provided by the outdoor water park facilities, and proposals to harmonize such facilities.

Comments:

Waterplay facilities (also referred to as waterparks) are outdoor play structures that release streaming or spraying water from one or more features. These waterplay facilities benefit the public by providing enhanced play opportunities and adding new interest to existing parks. Moreover, the park user base is expanded as parks with waterplay facilities are popular with families with children during the summer months.

Waterplay Facility Inventory:

Waterplay facilities vary in size and complexity and, for the purposes of this report, may be classified into four general categories. These categories are outlined below:

Category 1 - Splash Pad

These are the simplest form of waterplay facilities and consist of one or a few spray features mounted on posts that spray water onto an artificial surface. Splash Pads contain no standing water.

Example: Sandown Park, located in Ward 13, Scarborough Bluffs (see Appendix "A", Figure 1).

Category 2 - Converted Wading Pool

These consist of a surface dish to which a variety of spray features have been added within it or around the perimeter. Converted Wading Pools make use of existing concrete dishes that were used as wading pools. Converted Wading Pools contain no standing water. The conversion of wading pools to a facility that does not have standing water reduces annual staffing requirements.

Example: Greenwood Park, located in Ward 26, East Toronto (See Appendix "A", Figure 2).

Category 3 - Spray-Wading Pool Combination

These are wading pools that have been modified to contain spray features but which still contain standing water in the concrete dish and can still be used as a wading pool.

Example: Sherwood Park, located in Ward 22, North Toronto (See Appendix "A", Figure 3).

Category 4 - Full-Scale Waterplay facilities

These are large, specialized facilities comprised of several spray features and may consist of elaborate structures such as slides and stationary water guns. Standing water may or may not be present.

Example: Hendon Park, located in Ward 10, North York Centre (See Appendix "A", Figure 4).

The absence of standing water in many waterplay facilities is advantageous in that no park supervision staff are required. This minimizes staff operating costs and provides enhanced service over the course of a day, as the operating hours of the facility are not restricted by the provision of supervision.

Furthermore, unlike other aquatic facilities, waterplay facilities do not have to be in operation on days when the public would not normally use them due to cool or inclement weather. Consequently, cost-savings are generated by not providing water to the facility on those days. The ability to remotely control water service to the facility could provide an even greater cost-savings advantage since a visit to the facility by Parks and Recreation staff may not be not required.

There are a number of waterplay facilities already in existence in the City of Toronto or under development. These are listed in Appendix "B", Table 1 and indicated in Appendix "C", Map 1, by category type. Map 2, Appendix "C", illustrates existing outdoor wading pools in the City. These maps reveal the unevenness in the distribution of waterplay facilities throughout the new City of Toronto. This pattern is reflective of the historical development of waterplay equipment and expenditure priorities of the former municipalities for this type of facility.

Harmonizing Facility Provision:

The former Economic Development Committee also requested proposals for the harmonization of waterplay facilities. An equitable and efficient distribution of recreation facilities is an important objective in the amalgamated city. At present, staff are working on a city-wide provision assessment of major indoor and outdoor recreation facilities. This work will analyze the provision and distribution of facilities, develop and apply analytical frameworks for identifying gaps and overlaps in facility provision, and identify directions for future facility provision. At this stage, the emphasis is on understanding provision patterns, including differences in facility type, level and distribution on a city-wide basis. In that respect, it will provide a basis for the development of long term plans for major indoor and outdoor recreation facilities that will, among other things, address facility harmonization. Long range plans for various categories of facility will then be prepared on a priority basis.

As indicated, the provision assessment will identify service gaps and priority areas for waterplay facilities based mainly on existing and committed facility provision. Once there is a better indication of provision patterns and gaps for this category of facility, a planning process involving locational criteria and community consultation can be developed for the siting and prioritization of sites for new waterplay facilities. These criteria could include but are not limited to the following:

(a) existing and projected demographic trends of the residential catchment area surrounding the park site create sufficient demand to warrant the capital and operating costs of a waterplay facility;

(b) the existing infrastructure and layout of the selected park site supports the presence of a waterplay facility and accommodates the anticipated number of users, including proximity to public washrooms for large facilities that draw a catchment beyond the immediate area;

(c) the Ward Councillors and the local residents approve of the waterplay facility and are involved in determining design features and optimal locations for new installations to best serve their needs;

(d) facilities are accessible to pedestrians and cyclists; where possible facilities should also be accessible to transit users and motorists and parking should be available or provided for those waterplay facilities that are expected to draw visitors from outside the immediate area; and

(e) safety is foremost in site design and ensures that facilities are visible to reduce vandalism and to make areas safer for children.

Interim Approach:

Until a long range plan for waterplay facilities is completed, Economic Development, Culture and Tourism staff are following an interim approach in determining the criteria for the selection of waterplay sites and their prioritization for inclusion in the Capital Works Program for the year 2000. Economic Development, Culture and Tourism staff are using the following criteria in developing their programs and budget recommendations:

- the proximity and density of residential land uses to determine level of need;

- the proximity of existing waterplay facilities;

- the ability of the park sites under consideration to accommodate such facilities;

- accessibility and availability of parking; and

- minimization of impacts on the adjacent community.

Staff are also reviewing the types of facilities for consideration in this year's Capital Works Program and will make budget recommendations based on the above criteria. Moreover, Parks and Recreation district staff are endeavouring to determine the level of community support for each project identified.

Conclusions:

The diversity in the types of waterplay facilities combined with the options for siting them throughout Toronto's extensive park system presents a challenge in establishing appropriate combinations of location and facility. Facility provision studies underway will identify gaps and priority areas for consideration in more detailed planning for waterplay facilities that will involve locational criteria and community consultation.

The interim approach outlined in this report will assist with the identification of waterplay projects to be included in this year's Capital Budget. Community consultation is important in identifying facility types and finalizing sites for these facilities. Economic Development, Culture and Tourism staff will work closely with the Ward Councillors and the local communities in assessing the opportunities and priorities for this category of facility.

Contact Names:

Ms. Diane Stevenson, 392-0098, Mr. Frank Kershaw, 392-8199.

Insert Table/Map No. 1

Photographs of 4 different parks

Insert Table/Map No. 2

Photographs of 4 different parks

Appendix "B"

Table 1: Existing and Planned Waterplay Facilities

and Categories

Category 1: Splash Pad Category 2: Converted Wading Pool

Category 2: Spray-Wading Pool Combination Category 4: Full-Scale Waterplay

* Construction in progress or planned for 1999.

Insert Table/Map No. 1

Map 1 and 2 Waterplay Facilities by Category

Insert Table/Map No. 2

Map 1 and 2 Waterplay Facilities by Category

Councillor Joanne Flint, North York Centre South, appeared before the Economic Development and Parks Committee in connection with the foregoing matter.

6

Lease of Lands to Toronto Islands

Residential Community Trust - Ward 24

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

The Economic Development and Parks Committee recommends the adoption of the report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism.

The Economic Development and Parks Committee reports, for the information of Council, having requested the Commissioner of Economic Development, Culture and Tourism to report directly to City Council for its meeting of September 28, 1999, on the monetary aspects of the lease and the actual acreage involved.

The Economic Development and Parks Committee submits the following report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism:

Purpose:

The purpose of this report is to secure City Council authority to enter into lease agreements with the Toronto Islands Residential Community Trust.

Funding Sources, Financial Implications, and Impact Statement:

There are no financial implications relating to this proposal.

Recommendations:

It is recommended that:

(1) authority be granted for the City of Toronto to enter into Lease Agreements with the Toronto Islands Residential Community Trust respecting the Barge Dock Lands (Part 1, Plan 64R-15103) and part of the lot associated with 34 Bayview Avenue (Part 2 on the Draft Reference Plan submitted by the Trust with its letter of October 4, 1997); and

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

Comments:

On July 22, 1996, the Province passed amendments to the regulations of the Toronto Islands Residential Community Stewardship Act 1993, which realigned the responsibilities for certain lands on the Toronto Islands. The lands identified above were intended for inclusion in the lands being transferred to the Trust, however, they were omitted through an administrative oversight. To correct this, at its meetings on October 6 and 7, 1997, the former Toronto City Council authorized the Board of Management to instruct the Commissioner of Community and Neighbourhood Services, in consultation with the City Solicitor, to negotiate and draft an agreement to lease these lands to the Toronto Islands Residential Community Trust for nominal consideration, provided that:

(a) the City shall have no liability with respect to the present or future condition or use of the lands, and shall be indemnified by the Trust with respect to such liability;

(b) the City shall not be responsible for improving the lands or for any future maintenance or other costs associated with the lands; and

(c) the term of the lease shall be for a term of 21 years less a day.

(d) The trust shall be responsible for the costs of registration of the lease documents, if required.

(e) The lease shall include other such terms and conditions as may be required by the Commissioner of Community Services (Commissioner of Economic Development, Culture and Tourism) and the City Solicitor to protect the interests of the City

Council also adopted a recommendation that the lease not come into effect until it was approved by the Financial Advisory Board.

Subsequent to the adoption of these recommendations a lease has been drafted in a form satisfactory to both the Commissioner of Economic Development, Culture and Tourism and the Trust.

With respect to the recommendation requiring approval of the Financial Advisory Board, it is the City Solicitor's opinion that since this approval was not secured prior to the Board's dissolution it is necessary to obtain approval for this transaction from the new Council. In this regard, this report is submitted for the purpose of seeking the necessary approvals to enter into this agreement.

Contact Name:

Mr. John A. Macintyre, 397-4451.

--------

Councillor Michael Walker, North Toronto, appeared before the Economic Development and Parks Committee in connection with the foregoing matter.

(City Council on September 28 and 29, 1999, had before it, during consideration of the foregoing Clause, the following report (September 22, 1999) from the Commissioner of Economic Development, Culture and Tourism:

Purpose:

To provide additional information on the area of land to be leased and the monetary aspects of the proposed lease.

Source of Funds:

There are no financial implications of this proposal.

Recommendation:

It is recommended that this report be received for information and considered with Clause No. 6 of the report of the Economic Development and Parks Committee of September 13, 1999.

Comments:

The Economic Development and Parks Committee requested additional information regarding the proposed lease of lands to the Toronto Island Residential Community Trust.

The two parcels of land are quite small. The first parcel consisting of a portion of the barge dock is 219 square metres and the second parcel is adjacent to 34 Bayview Avenue and is 103 square metres. The total area is 322 square metres or less then 1/10 of an acre.

As indicated in the Economic Development and Parks Committee report, there are no financial implications of this lease as all of the costs are borne by the Toronto Island Residential Community Trust.

It should be stressed that this lease is being recommended to correct an administrative error by the Province of Ontario in transferring the ownership of these lands to the City rather than to the Toronto Island Residential Community Trust as intended by the legislation.

Contact Name:

John A. Macintyre

Director of Parks and Recreation, Central Services and the Waterfront

397-4451)

7

Economic Development Banner

and Mural Program - All Wards

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

The Economic Development and Parks Committee recommends the adoption of the following report (August 18, 1999) from the Commissioner of Economic Development, Culture and Tourism:

Purpose:

The purpose of this report is to request Council to authorize the City Clerk and Chief Financial Officer and Treasurer to enter into mural agreements for the purpose of creating city-owned wall murals on private properties, as part of the Economic Development Banner and Mural Program.

Financial Implications:

Through the Economic Development, Culture and Tourism Department 1999 Capital Budget request, $25,000.00 funding has been allocated to the Economic Development Banner and Mural Program.

Recommendations:

It is recommended that:

(1) the Economic Development Mural Program Agreement (Appendix "A") be used as a template for the installation of murals on private properties and that Council authorize the City Clerk and Chief Financial Officer and Treasurer to enter into such agreements; and

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

Background:

Through the Economic Development Banner and Mural Program, Business Improvement Areas (BIAs) and business associations across the City are eligible to make proposals for the funding of murals in commercial districts. The program encourages businesses, residents and local artists to work together to develop proposals reflecting a locally driven theme.

The intent of the program is to improve community and business pride, to promote a unique historical or commercial theme and to attract shoppers and promote community pride. Preference is given to designs which provide spin-off benefits related to tourism, amenity and business area promotion.

Mural locations with high visibility often require permission from private property owners, resulting in agreements signed between the City and the owners. Such agreements apply for a ten-year period during which the City is responsible for the maintenance of the mural and the property owner is required to refrain from damaging or painting over the mural. The mural design must also be agreed upon by both the BIA or business association and the City. Advertising or commercial content in the design is not permitted, however, sponsorship logos would be allowed. According to the Program, the maximum funding limit for an individual mural is $3,500.00. As the average costs of a mural exceed this limit, the purpose of this contribution is to encourage BIAs and business associations to leverage additional funding from alternative public and private sources.

Conclusions:

Murals have been successful in improving community and business pride, promoting a unique community theme, leveraging partnerships, and attracting pedestrians and customers to commercial areas. Through the following mural agreement, mural locations on private properties may be secured, lending to the success of this Program.

Contacts Names:

Mr. Bill Steiss, 392-7183; Mr. David Hessels, 392-6837.

--------

Appendix "A"

AGREEMENT

BETWEEN THE CITY OF TORONTO AND

PROPERTY OWNER

This agreement is made in triplicate, this _____ day of _____, 1998

BETWEEN:

________________________________________

(hereinafter called the "Owner")

-AND-

THE CITY OF TORONTO

(hereinafter called the "City")

Recitals

The City is engaged in a project which involves the promotion of the painting, erection or production of two- or three-dimensional artistic murals on certain outdoor building walls in the City to beautify or promote the area.

The Owner has a building with a wall which the City believes would be an appropriate host wall for such a mural.

The owner has agreed to allow the wall to be used for the City's purposes in this regard, on certain terms and conditions.

This Agreement is being entered into, for good and valuable consideration, the receipt and sufficiency of which are acknowledged by both parties, in order to put in writing all of the terms and conditions agreed upon by the parties to fulfill the purposes of the City, with the Owner's assistance and co-operation.

Article One: Agreement to use the Wall

1.01 Wall:

The owner is the registered owner of a building with a municipal address of _______________________, such lands being described in Schedule "A" hereto.

For ease of reference throughout this Agreement, whenever the word "building" appears with a capital "B", it is understood to be a reference to the building noted in this section. The City has identified the ( )-facing wall of the Building as one which is an appropriate location for a mural.

1.02 Agreement:

The owner consents in principle to the production of a mural which will be displayed on the ( )-facing wall of the Building.

1.03 Ownership of Artwork:

The Owner hereby acknowledges that the mural on the Building, including all materials which are used in its creation (not including existing fixtures of the Building), shall belong to the City. The City shall have and retain the sole and exclusive ownership rights to the mural, including, without limitation, the right to reproduce and sell prints, photographs or other replications of the mural. The Owner is not entitled to any such ownership rights in the mural, and shall not be entitled to share in any profits or proceeds the City may enjoy through exercise of its rights in this regard in the future.

1.04 Wall Preparation:

The City agrees to complete any work necessary to prepare the wall to accept the mural. The City has examined the wall and is satisfied that no structural repairs are required. The Owner understands and agrees that the mural may be created directly upon the wall or upon a base which is detachable from the wall itself.

1.05 Terms of Agreement:

This Agreement shall have a Term of ten (10) years, renewable upon mutual consent for one (1) further term of five (5) years. Throughout this Agreement, the word "Term" shall refer to the term described in this Clause, as renewed where applicable.

1.06 Early Termination:

The Owner may terminate this Agreement at any time for the purposes of demolition of the Building, or renovation of the Building which will have an effect on the mural. Termination of the Agreement will require nine month's written notice to the City, in order to allow for removal and/or relocation of the mural, at the City's option.

Article Two: Completion of the Mural

2.01 Timing:

The Owner acknowledges that the City has already chosen the designer and the design for the mural to be displayed on the Building wall. It is intended that the mural will be installed by ____________.

2.02 Owner's Covenants:

The Owner covenants as follows:

(a) to allow free, unencumbered access to the City and persons permitted by the City, including, the successful artist, at all reasonable times to allow preparation of the wall for the mural, and to allow the mural to be produced;

(b) to allow free, unencumbered access to the City and persons permitted by the City, at all reasonable times, to allow for supervision of the production of the mural, and for maintenance and repair of the mural as contemplated in Article 3.00 of this Agreement;

(c) to refrain from painting over, repairing over, damaging, or otherwise defacing the mural during the Term;

(d) to refrain from making any alteration to the wall of the building, (for example, the addition or removal of windows, doors or other structures) apart from any alterations required by law;

(e) to refrain from placing any signs, posters, or other advertising material on any portion of the mural;

(f) to refrain from interfering with the reasonable activities of the successful artist, either before, during, or after work on the mural is complete; and

(g) to refrain from negligent or willful destruction of the mural.

2.03 City's Covenants:

The City covenants as follows:

(a) to work diligently with the successful artist(s) to ensure a timely completion of the mural;

(b) to ensure, to the best of its ability, that the mural is produced and is maintained when necessary, with the least possible disturbance or disruption to the activities of the Owner or to the occupants of the Building; and

(c) in the event that the mural cannot be completed for any reason which is not the fault of the Owner, or in the event that the mural is damaged and not repaired (as provided for in Clause 3.02 of this Agreement), or on termination of this Agreement, to ensure that the wall which was intended by the parties to host the mural is returned to the state and condition it was in at the time of execution of this Agreement.

Article Three: Maintenance of Building

3.01 Building Repairs:

The Owner acknowledges that it is responsible for the maintenance and repair of the Building. Should repairs or structural alterations become necessary to the Building wall upon which the mural is situated to such an extent that the integrity of the mural is in jeopardy, the Owner covenants to advise the City immediately, by way of written notice as provided for in Clause 6.02 of this Agreement. The Owner further covenants to co-operate with the City, at the City's expense, if the City decides to attempt to salvage the mural, or as much of the mural as is possible to salvage.

3.02 Repairs to Mural: Insurance

Where the mural is damaged and such damage is covered by any policy of insurance that the City may procure, the City shall have the sole option of deciding whether to accept payment of the value of the mural as determined by the City's insurer or whether to direct repair of the mural to be paid for pursuant to the insurance policy.

3.03 Mural Repairs: Costs

The City shall be responsible for the cost of any repairs or maintenance to the mural where the cost of such repairs or maintenance is not caused or contributed by the acts or omissions or the Owner. The Owner acknowledges that repairs and/or maintenance to the mural shall be completed in the sole discretion and at the sole expense of the City. In the event that the Owner wishes to make a request of the City to complete any repairs and/or maintenance to the mural, a written request shall be forwarded to the City as set out in Clause 6.02 of this Agreement.

Article Four: Insurance

4.01 Insurance: Damage

The Owner acknowledges that it shall not be responsible for providing any insurance coverage on behalf of the City. The City shall have the right and option to insure the mural, at its own expense, with an insurer of its choice. The Owner agrees to provide any information reasonably required by the City's insurer (or prospective insurer) upon reasonable request.

4.02 Liability Insurance:

The City covenants that it will ensure that liability insurance coverage is provided by the successful artist, to cover any potential liability related to the mural which may arise during both the period of time in which installation/production of the mural is taking place, and any period of time during which repair or maintenance is taking place, because of that activity. The City further agrees to indemnify the Owner against any such liability. Once the mural has been completed, however, the Owner acknowledges that it bears the sole responsibility for liability insurance coverage for the Building and the property that the Building is situated upon.

Article Five: Events of Default

5.01 Events of Default:

Any of the following shall constitute an Event of Default:

(a) the breach of any covenant, warranty, term or condition contained in this Agreement;

(b) the failure to abide by any financial obligations pursuant to this Agreement; or

(c) unauthorized use or conversion by the Owner of the City's interests in the mural.

5.02 Consequences:

Upon the occurrence of an Event of Default by either party, the aggrieved party shall give written notice pursuant to Clause 6.02, specifying the default and requiring the defaulting party to put an end to the default. If within thirty (30) days of the delivery of the notice the defaulting party has not put an end to the default, the aggrieved party shall be entitled to exercise or commence any remedies available to it at law.

Article Six: Miscellaneous Clauses

6.01 Interpretation:

This Agreement shall be interpreted according to the laws of the Province of Ontario. Article, clause and/or paragraph headings are for reference purposes only and shall not in any way modify or limit the statements contained in any article, clause or paragraph. All words in this Agreement shall be deemed to include any number or gender as the context requires.

6.02 Notices:

Any notice to be given under the Agreement must be in writing signed by or on behalf of the party giving such notice and delivered by hand or mailed by prepaid first class mail in Canada and addressed as follows:

THE CITY OF TORONTO

Economic Development, Culture & Tourism Department

Economic Development Division

77 Elizabeth Street, 2^nd Floor

Toronto, Ontario M6M 1V1

ATTN: Director, Small Business & Local Partnerships

If to the Owner, at:

Name

Address

or at whatever other address the party has advised the other party. Where notice is given by mail, it shall be deemed to have been received by the person to whom it is addressed, on the fifth (5) business day following the next business day after which the notice, sent by prepaid first class mail, has been deposited in a post office or letter box in Ontario.

6.03 Severability:

If any provision, clause, or part of this Agreement, or the application of this Agreement under certain circumstances, is held by a court, tribunal or arbitrator of competent jurisdiction to be invalid, the remainder of this Agreement, or the application of such provision, clause, or part under other circumstances, shall not be affected.

6.04 Survival:

All representations, covenants, and warranties of the Owner and the City contained in this Agreement shall survive the execution of this Agreement, and shall continue in full force and effect. Where this Agreement is registered, the representations, covenants and warranties expressed shall run with the land. The Owner consents to the registration of this Agreement against the title to the lands set out in Schedule "A" hereto.

6.05 Written Agreement:

This Agreement is the entire agreement between the parties pertaining to the Building, and supersedes all prior and contemporaneous agreements, undertakings, negotiations, and discussions of the parties, whether oral or written. There are no warranties, representations or other agreements relied upon by either the Owner or the City. No amendment, supplement, modification, waiver or termination of this Agreement shall be binding unless it is completed in writing and is signed by both the Owner and the City. No waiver of any provisions of this Agreement shall be deemed or shall constitute a waiver of any other provision of this Agreement, whether or not similar, nor shall such waiver constitute a continuing waiver unless otherwise expressly provided.

6.06 Independent Legal Advice:

The Owner acknowledges that it has been advised that it should obtain the advice of a solicitor prior to executing this Agreement. The Owner acknowledges that it has either obtained this advice or elected, without representation by any other person, to forego such advice.

Signed in Triplicate on the _________ day of _____________________ 19_____.

COMPANY NAME

______________________

(Name)

______________________

(Name)

I/We have the authority to bind the City of Toronto.

THE CITY OF TORONTO

______________________

City Clerk

______________________

City Treasurer

8

Appointments to the Boards of Management for

Business Improvement Areas and Amendments to the

(Former Toronto) Municipal Code Chapter 20,

Business Improvement Areas - Various Wards

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

The Economic Development and Parks Committee recommends the adoption of the following report (August 20, 1999) from the Commissioner of Economic Development, Culture and Tourism:

Purpose:

Changes to membership of Boards of Management for Business Improvement Areas require Council approval and a by-law amendment. Attached is Schedule "A" detailing the amendments to (former Toronto) Municipal Code, Chapter 20 and Appendix 1 listing the names of the nominees to be appointed.

Source of Funds:

No funds required. Business Improvement Area operating budgets are raised by a special levy on members.

Recommendations:

It is recommended that:

(1) amendments be made to Schedule "A" Individual Boards of Management, of the (former Toronto) Municipal Code Chapter 20, Business Improvement Areas as set out in Schedule "A"; these changes are specific to Number of Members and Members Needed for Quorum and are highlighted by "Changes From and To";

(2) amendments be made to Schedule "A" Individual Boards of Management, of the (former Toronto) Municipal Code Chapter 20, Business Improvement Areas as set out in Schedule "B"; these changes are specific to Number of Council Members and Ward and are highlighted by "Changes From and To";

(3) Council appoint the nominees listed in Appendix 1 of this report to the Boards of Management for Bloor/Bathurst-Madison, Bloordale Village, Bloor West Village, Danforth by the Valley, Eglinton Way, Forest Hill Village, Hillcrest Village, Keele-Eglinton, Kennedy Road and Roncesvalles Village Business Improvement Areas;

(4) the term of office is to expire on November 30, 2000, or as soon thereafter as successors are appointed; each of the named nominees meets the requirements of Section 220 of the Municipal Act, as amended;

(5) leave be granted for the introduction of the necessary bill in Council to give effect thereto;

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

Comments:

Amendments are required with respect to the number of Councillors. The Code requires to be updated to reflect the appointments as per the Striking Committee Report No. 1 for Council consideration on January 8, 1998.

The Code also requires that five of the previous ward numbers are removed and that the new ward names are inserted. Both this change and the one noted above are set out in Schedule "B".

The Board of Management of the Bloor/Bathurst-Madison Business Improvement Area has requested that the size of their Board be increased from ten to eleven. The nominee to be appointed is Mr. Bill Emery. The quorum should remain at five.

The Board of Management of the Bloordale Village Business Improvement Area recommends Mr. Michael Lloyd for appointment to the Board following the resignation of Mr. Danny Gin.

Neither the size of the Board of Management of the Bloordale Village Business Improvement Area or the quorum are affected by this appointment.

The Board of Management of the Bloor West Village Business Improvement Area recommends Ms. S. Alison Strimas for appointment to the Board following the resignation of Ms. Daniela Getti.

Neither the size of the Board of Management of the Bloor West Village Business Improvement Area or the quorum are affected by this appointment.

The Board of Management of the Danforth by the Valley Business Improvement Area recommends that Ms. Nancy Pickard and Mr. Robert L. Woolner be appointed to the Board following the resignations of Ms. Mary-Jo Pace and Mr. Harry Pace.

Neither the size of the Board of Management of the Danforth by the Valley Business Improvement Area or the quorum are affected by this appointment.

The Board of Management of the Eglinton Way Business Improvement Area has requested that the size of their Board be increased from nine to ten. The nominee to be appointed is Mr. Johnathan Wells. The quorum should remain at five.

The Board of Management of the Forest Hill Village Business Improvement Area recommends that Mr. Danny Schomberg and Mr. Frank Macina be appointed to the Board following the resignations of Mr. Howard Muchnik and Ms. Sheila A.Wilkes.

Neither the size of the Board of Management of the Forest Hill Village Business Improvement Area or the quorum are affected by this appointment.

The Board of Management of the Hillcrest Village Business Improvement Area has requested that the size of their Board be decreased from seven to five. They also recommend that Mr. Frank Pronesti, Ms. Kate Hopper and Ms. Stacey Hewet be appointed to the Board following the resignations of Mr. Santo Bozzo, Mr. Tony Diodati, Mr. Santo Carino, Mr. Joseph Luop and Mr. Luigi Sabatini. The quorum should be changed from four to three.

The Board of Management of the Keele-Eglinton Business Improvement Area recommends that Mr. Joe Totino, Mr. Donald Banton and Mr. Romeo Hrispol to be appointed to the Board following the resignations of Mr. Sydney Fisher and Ms. Bev Folkes.

The Board of Management of the Kennedy Road Business Improvement Area recommends that Mr. Manny Carpignano and Mr. Mario Fortino be appointed to the Board following the resignations of Mr. Rick Cartwright and Mr. John Tunstall.

The Board of Management of the Roncesvalles Village Business Improvement Area has requested that the size of their Board be decreased from thirteen to twelve due to the resignation of Mr. Steve Waldman. The quorum should remain at six.

Conclusions:

These amendments should be reflected in Schedule "A", Individual Boards of Management of the (former Toronto) Municipal Code Chapter 20, Business Improvement Areas.

As per Council's resolution at its meeting of February 5 and 6, 1998, outlined in Appendix 1 are the nominations for appointments to other Business Improvement Areas Boards of Management in the former Area Municipalities.

The nominees listed in Appendix 1 of this report should be appointed to the Business Improvement Area, Boards of Management. The terms of office are to expire on November 30, 2000, or as soon thereafter as successors are appointed. Each of the named nominees meets the requirements of section 220 of the Municipal Act, as amended.

Contact Name:

Ms. Ingrid Girdauskas, 392-1134.

--------

Schedule "A"

Business Improvement Areas

Individual Boards of Management

Name of By-law Members

Business Which Number Council Members Needed

Improvement Designates of for

Area Area Members Number Ward Quorum

Changed Changed

From To From To

Bloor/Bathurst- 1995-0688 10 11 2 Downtown 5 5

Madison Midtown

Danforth by 611-86 12 10 1 Don River 6 5

The Valley

Eglinton Way 662-86 9 10 1 North Toronto 5 5

Hillcrest Village 808-83 7 5 1 Davenport 4 3

Roncesvalles 169-90 13 12 1 High Park 6 6

Village

Schedule "B"

Business Improvement Areas

Individual Boards of Management

Name of By-law Members

Business Which Number Council Members Needed

Improvement Designates of for

Area Area Members Number Ward Quorum

Changed Changed

From To From To

Bloordale 150-76 10 2 4 Trinity- 4

Village Niagara

Davenport

Bloor 302-87 25 3 4 Midtown 12

Yorkville Downtown

Dovercourt 549-84 7 1 1 11 Davenport 4

Village

Elm Street 171-85 6 2 2 5, 6 Downtown 3

St. Clair 59-85 7 1 2 12 Davenport 4

Gardens

Upper Village 810-83 10 1 1 15 North 5

Toronto

Yonge/Queen 531-86 6 1 1 6 Downtown 3

-Dundas

--------

Appendix 1

Bloor/Bathurst-Madison BIA

Mr. Bill Emery 750 Spadina Avenue

Toronto, Ontario

M5S 1Y2

Bloordale Village BIA

Mr. Michael Lloyd Bank of Nova Scotia

1251 Bloor Street West

Toronto, Ontario

M6H 1N6

Bloor West Village BIA

Ms. S. Alison Strimas National Trust

2274 Bloor Street West

Toronto, Ontario

M6S 1N9

Danforth by theValley BIA

Ms. Nancy Pickard Auld Spot Pub

347 Danforth Avenue

Toronto, Ontario

M4K 1N2

Mr. Robert L. Woolner Lawyer

782 Broadview Avenue

Toronto, Ontario

M4K 2P6

Eglinton Way BIA

Mr. Johnathan Wells 263 Eglinton Avenue West

Toronto, Ontario

M4R 1B1

Forest Hill Village BIA

Mr. Danny Schomberg 417 Spadina Road

Suite 302

Toronto, Ontario

M5P 2W3

Mr. Frank Macina Canada Trust

443 Spadina Road

Toronto, Ontario

M5P 2W3

Hillcrest Village BIA

Mr. Frank Pronesti Ferro Bar & Café

769 St. Clair Avenue West

Toronto, Ontario

M6C 1B4

Ms. Kate Hopper Ashley Hair Design

777 St. Clair Avenue West

Toronto, Ontario

M6C 1B7

Ms. Stacey Hewit St. Matthew's Bracondale House

707 St. Clair Avenue West

Toronto, Ontario

M6C 4A1

Keele Eglinton BIA

Mr. Joe Totino Toronto Dominion Bank

2623 Eglinton Avenue West

Toronto, Ontario

M6J 1E7

Mr. Donald Banton 2528 Eglinton Avenue West

Toronto, Ontario

M6M 1T1

Mr. Romeo Hrispol 89 Yarrow Road

Apt. 4

Toronto, Ontario

M6M 1T1

Kennedy Road BIA

Mr. Manny Carpignano Planet Paint

1225 Kennedy Road

Unit B

Scarborough, Ontario

M1P 4Y1

Mr. Mario Fortino Chapters

Kennedy Commons

20 William Kitchen Road

Scarborough, Ontario

M1P 5B7

9

Third Party Outdoor Advertising

on City Property and Assets - All Wards

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

"It is further recommended that the Commissioner of Economic Development, Culture and Tourism be requested to include agencies, boards and commissions in any consultation process regarding third party outdoor advertising.")

The Economic Development and Parks Committee recommends:

(1) the adoption of the joint report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism and the Acting Commissiner of Corporate Services, subject to:

(a) adding to the beginning of Recommendation No. (3) the following:

"effective the date of Council's adoption of this recommendation, ...";

(b) adding a new Recommendation No. (4) to read as follows:

"(4) the deferral in Recommendation No. (3) shall not include third party outdoor advertising initiatives currently under consideration (such as the proposed litter bin program)."; and

(c) renumbering the previous Recommendation No. (4) to Recommendation No. (5) as follows:

"(5) this report be forwarded to each Community Council for information purposes."; and

(2) that the report (September 7, 1999) from the City Clerk advising that the Administration Committee on September 7, 1999 recommended the adoption of the aforementioned report, be received.

The Economic Development and Parks Committee reports, for the information of Council, having:

(i) requested the Commissioner of Economic Development, Culture and Tourism to report back, upon completion of the public consultation process, by February 1, 2000, or sooner, so that the tendering process may begin at the very latest by the end of March 2000; and

(ii) requested the City Solicitor to report directly to City Council for its meeting of September 28, 1999, on the ability of City Council to impose deferrals on Third Party Advertising for Agencies, Boards and Commissions.

The Economic Development and Parks Committee submits the following joint report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism and the Acting Commissioner of Corporate Services:

Purpose:

The purpose of this report is to examine issues relating to the development and implementation of a third party outdoor advertising program for City of Toronto properties and assets. We are also seeking Council's authorization to conduct a public consultation process regarding such advertising. The draft objective and principles for third party outdoor advertising contained in this report will form the basis for discussion during the community consultation process. The report also recommends that Council defer consideration of unsolicited proposals for third party outdoor advertising until Council has adopted a formal process for receiving, evaluating and making decisions on such proposals as part of a comprehensive third party outdoor advertising program.

Source of Funds:

Other than minor advertising expenses regarding public consultation, which will be accommodated within existing departmental budgets, there are no immediate financial implications.

Recommendations:

It is recommended that:

(1) City Council endorse the draft objective and principles for third party outdoor advertising contained in this report, and authorize the Commissioner of Economic Development, Culture and Tourism, and the Acting Commissioner of Corporate Services, to commence a public consultation process regarding third party outdoor advertising, utilizing the draft objective and principles set out in this report as a basis for discussion;

(2) the Commissioner of Economic Development, Culture and Tourism, and the Acting Commissioner of Corporate Services, report back to the Economic Development and Parks Committee, and the Administration Committee, respecting Recommendation No. 1, including in the report a draft third party outdoor advertising program which takes into consideration the input gained from the public consultation process;

(3) Council's consideration of unsolicited proposals for third party outdoor advertising on City-owned property and facilities be deferred until Council has adopted a formal process for receiving, evaluating and making decisions on such proposals as part of a third party outdoor advertising program, subject to the deferral not including the proposed litter bin program which is currently under consideration, or any signage associated with City partnership or promotional initiatives; and

(4) this report be forwarded to each Community Council for information purposes.

Background:

City Council, at its meeting on July 29, 30 and 31, 1998, recommended the adoption of a report from the Commissioner of Corporate Services to terminate existing signboard agreements for certain non-conforming signboard locations, and to issue a tender to lease certain other locations. At the same time, Council recommended that a similar report be provided for former Metropolitan Toronto signboard agreements. City Council, at its meeting on November 25, 26 and 27, 1998, recommended that the existing signboard agreements continue until Council has adopted a City-wide policy. Council also directed a report be prepared regarding policies, process and criteria for tendering signboards, and that this report ensure that there will be more than one provider of these advertising services.

At its meeting on December 16 and 17, 1998, Council considered a report from the Commissioner of Economic Development, Culture and Tourism regarding outdoor advertising at City Parks and Recreation facilities. The report was prepared in response to several enquiries the Department had received from companies interested in placing outdoor advertising on City properties, buildings, facilities and equipment. Council adopted a recommendation that called for the establishment of a staff project team to examine issues related to this matter.

In addition, Council, at its meeting on March 2, 3 and 4, 1999, adopted a recommendation contained in a report from the Commissioner of Economic Development, Culture and Tourism to include the feasibility, planning criteria and revenue potential of billboard advertising on City-owned or maintained properties as part of the mandate of the staff project team noted above. The report was prepared in response to a communication from Councillor Silva respecting opportunities for revenue generation through billboard advertising.

In keeping with Council's direction, a staff project team was established in February of this year to identify and address issues pertaining to the development and implementation of a third party outdoor advertising program on City assets. The project team consists of staff from the following departments: Economic Development, Culture and Tourism, Corporate Services, Urban Planning and Development Services, and Works and Emergency Services. Staff from Heritage Toronto are also included in the project team.

In a related matter, Council has requested comments from the Community Councils with respect to their participation in a proposed program that entails the replacement of existing litter bins with new bins providing space for third party advertising.

Comments:

Existing Third Party Outdoor Advertising

Third party outdoor advertising is advertising which is located upon City-owned lands, buildings or facilities, but which is not related to City business, or that of its agencies, boards or commissions. Typically, the advertisements promote private sector corporations and their products or services. Outdoor advertising companies, subsequent to Council approval of sign locations, enter into a lease agreement with the City, erect the sign, and then lease the signage space to advertisers.

Currently, the City is engaged in several third party outdoor advertising initiatives including the leasing of City-owned lands for signboards, and advertising on and in TTC buses, bus shelters, and subway stations. The Parking Authority has erected a series of ground signs that include space for third party advertising. In addition, Council currently has before it a proposal to permit third party outdoor advertising on street litter containers.

Corporate Sponsorship Program Initiative

City staff are preparing a Corporate Sponsorship Program for Council's consideration through which the City will develop an ongoing, long term relationship with one selected company in each of a number of targeted business categories. The category sponsor will receive a package of entitlements from the City, which may include provisions for outdoor advertising on City assets, in exchange for an annual sponsorship fee. Sponsors will also be expected to promote their association with the City through support of events and other City-related activities.

Third party outdoor advertising is not the same as corporate sponsorship. In third party advertising, the City simply enters into an agreement to allow a media corporation to lease space on a City asset on which to erect advertising signage. It is the responsibility of the outdoor advertising company, not the City, to secure advertisers for the signage space, and other than the terms of the agreement, there are no additional responsibilities or entitlements on behalf of the City or media corporation.

Issues Identified

The staff project team agreed that third party outdoor advertising has the potential to generate significant revenues for the City. The team also agreed that a hastily designed and implemented third party outdoor advertising program could have serious ramifications with respect to the quality, compatibility and legal conformity of third party signage, and the program's acceptance by residential and business communities, and users of City parks, buildings and facilities.

The project team has identified the following issues that it recommends be addressed in designing and implementing a third party outdoor advertising program:

- maintaining the aesthetic and functional integrity of City assets, such as parks, buildings and recreational facilities, used for third party advertising;

- the impact of a new third party outdoor advertising program upon existing third party advertising contracts and leases;

- the impact of third party outdoor advertising signage with respect to liability issues and the structural integrity of buildings and facilities;

- the impact of third party advertising on road allowances with respect to public safety, visual effect on streetscapes and neighbourhoods;

- the content of third party advertising with respect to issues such as product, target audience, discrimination and accuracy of message;

- the design of third party signage and the need for detailed design guidelines to be professionally developed and adopted by Council;

- the lack of a harmonized Sign By-law;

- the authority of Council to demand the removal of inappropriate advertising;

- defining the difference between third party advertising and corporate sponsorships;

- the allocation of revenue generated by the program; and

- the potential of increased reliance of core City services and programs upon the availability of City assets for advertising purposes.

Draft Objective and Principles for Third Party Outdoor Advertising

To help address the issues noted above, the project team has developed the following draft objective statement and principles for third party outdoor advertising on City property and assets. Due to the visible and sensitive nature of outdoor advertising, the project team recommends that broader consultation on the objective and principles of third party outdoor advertising be undertaken to ensure that community concerns have been sufficiently identified and addressed. Combined with the list of issues noted above, the draft objective and principles will form a basis for discussion during the public consultation process.

Draft Objective:

To restrict third party outdoor advertising to those initiatives which maintain the visual aesthetics and integrity of City-owned assets, are sensitive to the character of the City's neighbourhoods, and are acceptable to community stakeholders.

Draft Principles Respecting Third Party Outdoor Advertising on City Assets:

(a) the content of third party outdoor advertising shall conform to the Advertising Content Guidelines, as adopted by Council; (still to be developed);

(b) the design of third party outdoor advertising signs shall conform to the Signage Design Guidelines, as adopted by Council; (still to be developed);

(c) all third party outdoor advertising signs shall conform to all applicable by-laws and legislation;

(d) third party outdoor advertising shall be prohibited within or immediately adjacent to:

- passive parkland areas generally described as those where leisure activities take place such as walking or reading;

- ravines and other naturalized open spaces; and

- children's playgrounds, wading pools or waterplay facilities;

(e) in those parkland areas where active recreational uses take place, third party outdoor advertising shall only be permitted so as not to interfere, physically or visually, with the use or enjoyment of sports fields, swimming pools or other such facilities;

(f) third party outdoor advertising shall be prohibited on heritage buildings, heritage properties and other heritage assets;

(g) within road allowances:

- third party advertising may be permitted on street furniture, provided that such advertising does not detract from public safety, streetscape aesthetics, or from the residential amenity or business interests of the surrounding community; and

- the addition of new freestanding outdoor advertising structures shall not be permitted unless the structure also serves the public interest and community objectives as may be determined by Council. The placement of any such structures shall not detract from public safety, from pedestrian or vehicular use of the right-of-way, streetscape aesthetics, or from residential amenity or business interests of the surrounding community;

(h) third party advertising shall not be permitted on bridges or overpasses;

(i) third party outdoor advertising may be permitted on City-owned buildings and structures subject to legal liability issues, the compatibility of the proposed signage with the building's character, and the structural and functional ability of the building or facility to accommodate signage;

(j) during the sign approval process, the City may request that a portion of a proposed outdoor advertising sign be made available for the City of Toronto logo, public announcements or public service messages, at no cost to the City;

(k) City Council, or its designate, shall retain the authority to approve the location of all third party outdoor advertising signage on City-owned property;

(l) prior to Council's consideration, proposals for third party advertising shall be evaluated by an interdepartmental staff team who shall have regard for the advertising content and signage design guidelines; and

(m) the City shall reserve the right to demand the removal of any third party outdoor advertising which does not, in the opinion of the City, conform to the Advertising Content Guidelines or Signage Design Guidelines noted above.

The principles noted above reflect the concerns of the staff project team that third party outdoor advertising could have considerable negative impacts upon the City's more environmentally, aesthetically and socially sensitive assets such as passive parkland, natural open spaces, roadways, heritage buildings and properties, and playgrounds.

The principles regarding advertising content and signage design guidelines are proposed to help ensure that third party outdoor advertising is not offensive to community sensitivities, and is designed to complement, not detract from, the character, structural integrity and functionality of buildings and properties on which the signage is located. In addition, one of the proposed principles reserves Council's authority to demand the removal of any third party outdoor advertising which does not conform with the content and signage design guidelines.

Public Consultation

Given the potential negative impacts of a third party outdoor advertising program on City-owned lands, buildings and facilities, the staff project team recommends that a public consultation process be developed and implemented this year. The purpose of the consultation will be to discuss and confirm those issues identified by the staff project team, identify other issues, and obtain input on the draft objective and principles. The input received through the public consultation will be considered during the development of a draft third party outdoor advertising program. The consultation process will involve resident groups, business associations and other stakeholder organizations such as recreation advisory councils, arena boards of management, and cultural, heritage and environmental groups, that utilize City parks, buildings and facilities. The process will also include representatives from the sign industry.

Interim Process for Considering Third Party Outdoor Advertising Requests

Recently, there have been several requests from signage companies seeking approval to erect third party outdoor advertising signage within City road allowances and public squares. Currently, there appears to be no consistent, City-wide process for reviewing such requests. Given the sensitive nature of this issue, its potential negative impacts upon City assets, and the need for consistency in the City's approach, the project team recommends that Council defer consideration of unsolicited proposals for third party outdoor advertising on City-owned property and assets until a formal process for receiving, evaluating and making decisions on such proposals has been adopted by Council as part of a comprehensive third party advertising program.

The recommended deferral shall not include the proposed litter bin program which is currently under consideration. In addition, the deferral shall not apply to signage associated with City partnership or promotional arrangements. For example, the Economic Development, Culture and Tourism Department is currently developing a partnership initiative with private sector businesses to erect Gateway signs, which may include corporate advertising, at strategic entry locations to the City.

Conclusion:

As directed by Council, a staff project team has been assembled to identify and address issues pertaining to third party outdoor advertising on City assets. This report identifies several of these issues and presents a draft objective statement and principles that will assist in conducting a community consultation process which will lead to the development of a sensitive and consistent third party outdoor advertising program.

It is recommended that the staff project team be authorized to conduct public consultation to obtain additional input. It is also recommended that Council defer consideration of proposals for third party outdoor advertising until Council has adopted a formal process for receiving, evaluating and making decisions on such proposals as part of a comprehensive third party outdoor advertising program. The recommended deferral shall not include the proposed litter bin program which is currently under consideration and shall not apply to signage associated with City partnership or promotional arrangements.

Contact Names:

Ms. Winnie Li, 392-8183; Mr. Sal Dominicis, 397-0806; Ms. Diane Stevenson, 392-0098.

The Economic Development and Parks Committee also submits the following communication (September 7, 1999) from the City Clerk:

Recommendation:

The Administration Committee on September 7, 1999, recommended to the Economic Development and Parks Committee the adoption of the joint report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism and the Acting Commissioner of Corporate Services.

Background:

The Administration Committee on September 7, 1999, had before it a joint report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism and the Acting Commissioner of Corporate Services, recommending that:

(1) City Council endorse the draft objective and principles for third party outdoor advertising contained in this report, and authorize the Commissioner of Economic Development, Culture and Tourism, and the Acting Commissioner of Corporate Services, to commence a public consultation process regarding third party outdoor advertising, utilizing the draft objective and principles set out in this report as a basis for discussion;

(2) the Commissioner of Economic Development, Culture and Tourism, and the Acting Commissioner of Corporate Services, report back to the Economic Development and Parks Committee, and the Administration Committee, respecting Recommendation No. 1, including in the report a draft third party outdoor advertising program which takes into consideration the input gained from the public consultation process;

(3) Council's consideration of unsolicited proposals for third party outdoor advertising on City-owned property and facilities be deferred until Council has adopted a formal process for receiving, evaluating and making decisions on such proposals as part of a third party outdoor advertising program, subject to the deferral not including the proposed litter bin program which is currently under consideration, or any signage associated with City partnership or promotional initiatives; and

(4) this report be forwarded to each Community Council for information purposes.

--------

Mr. Jeff Lyons appeared before the Administration Committee in connection with the foregoing matter.

--------

The following persons appeared before the Economic Development and Parks Committee in connection with the foregoing matter:

- Mr. Ron Barr, Executive Director, Government and Community Relations, Pattison Outdoor Advertising, and filed a copy of his submission; and

- Mr. Blair Murdoch, Vice President of Real Estate, Mediacom.

(City Council on September 28 and 29, 1999, had before it, during consideration of the foregoing Clause, the following report (September 17, 1999) from the City Solicitor:

Purpose:

The purpose of this report is to respond to the request of the Economic Development and Parks Committee that, the City Solicitor report directly to Council with respect to the ability of the City to impose deferrals on third party advertising for the City's Agencies, Boards and Commissions.

Funding Sources, Financial Implications and Impact Statement:

N/A.

Recommendation:

That this report be received for information.

Background:

The Report of the Commissioner of Economic Development Culture and Tourism and the Acting Commissioner of Corporate Services dated August 23, 1999 Re: Third Party Outdoor Advertising on City Property and Assets recommended that City Council endorse draft objectives and principles on third party outdoor advertising and commence a public consultation process. It further recommends that during the consultation process, and until such time as Council has added a formal process as part of a third party outdoor advertising program, for receiving, evaluating and making decisions on proposals for third party outdoor advertising, that Council's consideration of unsolicited proposals for third party outdoor advertising on City owned property and facilities be deferred.

At its meeting of September 13, 1999 the Economic Development and Parks Committee questioned whether or not this deferral could be extended to include Agencies, Boards and Commissions such as the TTC and the Toronto Parking Authority.

Comments:

The City's major Agencies, Boards and Commissions (ABCs) are independent bodies governed by specific statutes which have their own operating and procedural by-laws, which vary from ABC to ABC. Many are incorporated as corporations without share capital and are run by a Board of Management or a Governing Board. As such, ABCs Members of Council may sit in these Boards, Agencies and Commissions. Council may enter into agreements with Boards which may contain provisions establishing general policies for them to follow. Subject to the specific provisions contained in specific by-laws of the various ABC's, Council policies do not govern the operation of ABC's and they may sell or lease their property and assets for third party outdoor advertising or such other purposes as statute permits and are deemed appropriate.

The TTC, for example, has statutory authority to acquire by purchase, lease or otherwise, and to use any real or personal property for its purposes. This would include the right to lease property or assets (i.e., buses), for third party outdoor advertising purposes. Council could recommend that the TTC follow a policy on third party advertising but it could not make such a policy mandatory. The Toronto Parking Authority may sell, lease or otherwise dispose of land or buildings which have been designated for Parking Authority to use but which are no longer required for Parking Authority purposes. This would include the right to sell or lease space for third party outdoor advertising. In the Parking Authority's case, however, this right is established by Council by-law and Council may also, by by-law, impose restrictions on the Authority's right to sell, lease or otherwise dispose of land or buildings. This could include restrictions on the right to lease space for third party outdoor advertising at the present time, such restrictions do not exist.

Conclusions:

Depending upon the statutes governing the various ABC's and the particular by-law of each, Council may have the ability to exert a greater or lesser degree of control over an ABC's ability to permit third party outdoor advertising. The time frame between the Economic Development and Parks Committee meeting and Council does not permit a complete analysis to be carried out. The general principle would, however, be that the ABC's are independent bodies with authority to make decisions with respect to the used assets and property owned and/or controlled by them and Council cannot take away this authority and impose its own unless specifically authorized to do so. However, there are specific exceptions, including the Toronto Parking Authority as indicated above and the Board of Governors of Exhibition Place. A more specific response requires more time to explore and would include a review of each separate ABC. We would propose to undertake this task if Council wishes.

Contact Name:

Jasmine Stein

Tel.: 392-7226

e-mail: jstein@toronto.ca.)

10

1999 Business Improvement Area

Budgets Supplementary Report No. 4:

Forest Hill Village Business Improvement Area

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

The Economic Development and Parks Committee recommends the adoption of the following report (August 26, 1999) from the Chief Financial Officer and Treasurer:

Purpose:

This report brings forward the proposed 1999 Operating Budget for the Forest Hill Village Business Improvement Area (BIA) for Council's approval. Council approval of this budget is required by the Municipal Act to permit the City to collect funds on behalf of the BIA through a special tax levy.

Source of Funds:

No City funding is required because Business Improvement Area budgets are raised by a special levy on their members.

Recommendations:

It is recommended that:

(1) the Economic Development and Parks Committee adopt and certify to City Council the 1999 expenditures of the Forest Hill Village Business Improvement Area of $22,000.00;

(2) a copy of this report be forwarded to the Policy and Finance Committee for its information; and

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

Forest Hill Village BIA Budget:

The Forest Hill Village Business Improvement Area's 1999 budget proposes to maintain their budget at the level approved in 1998. This budget was approved by the BIA's Board of Management and general membership at meetings held on May 15, 1999. The Forest Hill Village BIA's proposed 1999 budget, including the net 1999 levy requirement, is set out below.

--------

Forest Hill Village BIA Budget Summary

Appendix "A" sets out the status of BIA budget submissions.

Contact Name:

Mr. Joe Borowiec, Budget Services Division, Finance Department, 397-4298.

Appendix "A"

11

American Economic Development Council

Promotional Materials Awards Competition - All Wards

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

The Economic Development and Parks Committee reports having received the following report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism and submits it to City Council for information:

Purpose:

The purpose of this report is to inform members of Council that the Toronto Lure and Sector Brochure series, created by the Economic Development Office and Corporate Communications Division, has been recognized by the American Economic Development Council with a first place Marketing Award.

Recommendation:

That this report be received for information.

Comment:

The City of Toronto has been named a winner in the American Economic Development Council (AEDC) 1999 Promotional Materials Awards Competition. Founded in 1926, AEDC is the largest international economic development association, serving more than 2,300 economic development professionals worldwide.

The annual Promotional Materials Awards Competition showcases the best efforts of economic development organizations in attracting and retaining business through marketing materials.

The City of Toronto's Economic Development Office was awarded the highest Award (Best of Class) for its Picture of Prosperity Lure Brochure and companion Sector publications. Awards were presented during the AEDC 1999 Annual Conference at the Hyatt Regency Phoenix in Phoenix Arizona.

Now in its 41st year, the competition attracted over 900 entries from a broad spectrum of economic development organizations. Entries were judged by a panel of experienced corporate site location executives.

Contact Names:

Mr. Carl Knipfel, 392-3293; Ms. Brenda Librecz, 397-4700.

12

Toronto Millennium Commemorative Coin Project

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

The Economic Development and Parks Committee recommends the adoption of the recommendations of the Millennium Task Force embodied in the following report (September 9, 1999) from the City Clerk:

Recommendation:

The Millennium Task Force on September 8, 1999, recommended to the Economic Development and Parks Committee, and Council, that the "Toronto Millennium Commemorative Coin Project" described in the report (August 30, 1999) from Mayor Mel Lastman, be endorsed; and that the Commissioner of Economic Development, Culture and Tourism be requested to do whatever is necessary to promote this project.

Background:

The Millennium Task Force had before it a report (August 30, 1999) from Mayor Mel Lastman, entitled "Toronto Millennium Commemorative Coin Project".

The following persons appeared before the Millennium Task Force in connection with the foregoing matter:

- Ms. Doreen Cunneen, Project Manager;

- Ms. Jennifer Nicholson, Project Manager, and filed a copy of their submission; and

- Mr. Robert O'Brien, Immediate Past President, Rotary Club of Toronto.

(Report dated August 30, 1999, addressed to the

Millennium Task Force from Mayor Mel Lastman)

As you may know, the City has been asked to partner with a number of excellent community-minded organizations on an exciting project, entitled "The Toronto Millennium Commemorative Coin Project" to properly recognize the new amalgamated City of Toronto, and to celebrate Toronto going into the 21^st Century.

With partners including the North York, Etobicoke, and Scarborough Chambers of Commerce, the Royal Bank, and the Mirror/Guardian Newspapers, we will have a high-quality commemorative gift product, for corporations as well as for individual guests, visitors, and residents of our City.

Proceeds are going to several recognized charities in Toronto, and will benefit thousands of our citizens. No City funds are going into the development of the coin, and the costs are being seeded by the participating Chambers. Some of the designated charities will be on hand at the meeting.

Attached is a full information package on the coin project. Representatives have been working with City and will be on hand to provide our Millennium Task Force with a full overview on what we plan to accomplish by year-end 2000. Similar coin projects have been successfully done in Scarborough and also in North York in recent years, and we expect the new one-time only Toronto coin to do even better.

We also invite all Councillors to get involved in supporting the charities that these coins will support, and invite you to widely publicize the Toronto Millennium coin, to businesses and to all residents in your ward, through your householder Newsletter, as well as to other colleagues, friends, and supporters.

These coins also make a fabulous Corporate gift for large meetings, conventions, reunions, conferences or special celebrations. If you know of such occasions we would be delighted if you would pass on this information, and the project managers would be happy to follow up for you.

(Communication dated August 31, 1999, addressed to the

Millennium Task Force from Ms. Tracy Blyth,

General Manager, North York Chamber of Commerce,

Ms. Debbie Bonk, General Manager, Scarborough

Chamber of Commerce, and Ms. Catherine Adam,

General Manager, Etobicoke Chamber of Commerce)

Thank you for providing us with an opportunity to present to you, this exciting millennium project.

The Toronto Millennium coin is a civic initiative spearheaded by the North York Chamber of Commerce in partnership with - the City of Toronto Mayor's Office, the Etobicoke and Scarborough Chambers of Commerce, the Royal Bank, the Rotary Club of Toronto and the Guardian/Mirror Newspapers. It is an exciting project that we are proud to be associated with and one which will provide our residential, corporate and visitor/tourism markets with a tangible reminder of this time in history.

The coin depicts a magnificent display of our wonderful city skyline on one side and on the reverse side, a head and shoulder portrait of the Mayor with City Hall in the background recording the first Mayor of the newly amalgamated City of Toronto and its headquarters. This beautiful commemorative piece will serve not only as a reminder of this historic occasion, but will also have a positive impact on our communities as a portion of the proceeds go to youth charities supported by the Royal Bank and the Rotary Club of Toronto.

All in all, a program that will build civic pride, promote our City and through the charitable donations, have a positive impact on our communities. The presentation provides more in depth details of the program. Should you however require additional information, please don't hesitate to give our project managers, Ms. Doreen Cunneen and Ms. Jenny Nicholson a call at the above number.

(A copy of the presentation referred to in the foregoing communication was forwarded to each Member of the Millennium Task Force with the agenda for its meeting of September 8, 1999, and a copy thereof is also on file in the office of the City Clerk.)

13

Main Street Ontario Grant Application

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

"It is further recommended that:

(1) the grants offered to the departments and agencies listed in Recommendation No. (1) of the Millennium Task Force embodied in the report dated September 9, 1999, from the City Clerk, be awarded on the basis that the enhancement of programs for the Millennium does not require a permanent or implied increase in operating or program funding to support legacies; such grants to be on a 'one-time only' basis; and

(2) in order that the City can be confident that the monies awarded will be spent appropriately, the grants offered to the agencies or partners with the City listed in Recommendation No. (1) of the Millennium Task Force embodied in the report dated September 9, 1999, from the City Clerk, be awarded subject to the conditions that those agencies or partners are bona fide organizations, which:

(a) have the capacity to administer funding appropriately; and

(b) do not carry out any improvements on private property which are duplicate to or substitute for works required as a condition of development approval, in particular, the grants provided to Destination Carlaw and Holiday House Renovation.")

The Economic Development and Parks Committee recommends the adoption of the recommendations of the Millennium Task Force embodied in the following report (September 9, 1999) from the City Clerk:

Recommendations:

The Millennium Task Force on September 8, 1999, recommended to the Economic Development and Parks Committee, and Council, the adoption of the report (August 18, 1999) from the Commissioner of Economic Development, Culture and Tourism, wherein it is recommended that:

(1) the following projects be submitted in the City's application (see Appendix) for consideration to the Province of Ontario's Main Street Ontario Grant Program for total funding of $350,000.00:

(a) Sharing the Future project from the Access and Equity Centre in the Chief Administrator's Office for $14,000.00;

(b) Main Street banners and murals from the Economic Development Division of the Economic Development, Culture and Tourism Department for $18,750.00;

(c) Millennium Fashion Gala from the Economic Development Division with Economic Development, Culture and Tourism for $25,000.00;

(d) Circle of Trees - A Timepiece from the Parks and Recreation Division of the Economic Development, Culture and Tourism Department for $42,000.00;

(e) Lost Rivers, Found Opportunities from the Parks and Recreation Division of the Economic Development, Culture and Tourism Department for $50,000.00;

(f) Children's Programs and Community Gardens from the Parks and Recreation of the Economic Development, Culture and Tourism Department for $14,000.00;

(g) Toronto's Guide to the Millennium from the Special Events Division of the Economic Development, Culture and Tourism Department for $50,000.00;

(h) Destination Carlaw - Design Competitions and Streetscaping from the City Planning Division of the Urban Planning and Development Services Department for $7,000.00;

(i) Holiday House Renovation, Parkdale from the City Planning Division of the Urban Planning and Development Services Department for $19,000.00;

(j) Jane/Finch Streetscaping from the City Planning Division of the Urban Planning and Development Services Department for $23,000.00;

(k) Firefighters' Memorial from the Fire Services Division of the Works and Emergency Services Department for $42,000.00;

(l) Doors Open from Heritage Toronto for $35,000.00; and

(m) Wetlands' Wildlife Preservation from the Toronto Zoo for $10,250.00; and

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

Background:

The Millennium Task Force had before it a report (August 18, 1999) from the Commissioner of Economic Development, Culture and Tourism, entitled "Main Street Ontario Grant Application", together with the list entitled "Main Street Ontario Applications and Recommendations".

(Report dated August 18, 1999, addressed to the

Millennium Task Force from the Commissioner of

Economic Development, Culture and Tourism)

Purpose:

To request that the Millennium Task Force review and approve the following recommendations to submit an application for 13 City projects to the Provincial Main Street Ontario Grant Program.

Recommendations:

It is recommended that:

(1) the following projects be submitted in the City's application (see Appendix) for consideration to the Province of Ontario's Main Street Ontario Grant Program for total funding of $350,000.00:

- Sharing the Future project from the Access and Equity Centre in the Chief Administrator's Office for $14,000.00;

- Main Street banners and murals from the Economic Development Division of the Economic Development, Culture and Tourism Department for $18,750.00;

- Millennium Fashion Gala from the Economic Development Division with Economic Development, Culture and Tourism for $25,000.00;

- Circle of Trees - A Timepiece from the Parks and Recreation Division of the Economic Development, Culture and Tourism Department for $42,000.00;

- Lost Rivers, Found Opportunities from the Parks and Recreation Division of the Economic Development, Culture and Tourism Department for $50,000.00;

- Children's Programs and Community Gardens from the Parks and Recreation of the Economic Development, Culture and Tourism Department for $14,000.00;

- Toronto's Guide to the Millennium from the Special Events Division of the Economic Development, Culture and Tourism Department for $50,000.00;

- Destination Carlaw - Design Competitions and Streetscaping from the City Planning Division of the Urban Planning and Development Services Department for $7,000.00;

- Holiday House Renovation, Parkdale from the City Planning Division of the Urban Planning and Development Services Department for $19,000.00;

- Jane/Finch Streetscaping from the City Planning Division of the Urban Planning and Development Services Department for $23,000.00;

- Firefighter' Memorial from the Fire Services Division of the Works and Emergency Services Department for $42,000.00;

- Doors Open from Heritage Toronto for $35,000.00; and

- Wetlands' Wildlife Preservation from the Toronto Zoo for $10,250.00; and

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

Discussion:

Outreach to City Departments about the City's Main Street Grant application was directed to senior managers across the departments, agencies, boards and commissions and to all Members of Council. In addition, the Interdepartmental Millennium Workgroup members were requested to announce information regarding the Main Street Ontario Grant Program and the submission deadline to their respective organizations.

A total of 17 projects were submitted for consideration. One project was later withdrawn.

The application is a compilation of 13 applications submitted for projects from four of the City Departments (i.e., Chief Administrator's Office; Economic Development, Culture and Tourism; Urban Planning and Development Services; Works and Emergency Services), Heritage Toronto and the Zoo. The Interdepartmental Millennium Workgroup formed a sub-committee to determine a method to score and weigh the submissions, review all the project applications, select the successful applicants and develop the consolidated application. The application is the result of this process.

The three remaining projects, although worthy and recommended for endorsement by the City, did not meet the criteria for the Main Street Ontario Grant Program.

Conclusion:

The above recommendations have been reached through a process exercising due diligence and these projects reflect the City's best opportunity to be successful in accessing the funding under the Main Street Ontario Grant Program.

Contact:

Ms. Cathi Forbes, Culture Division, 395-6192.

--------

City of Toronto Millennium Projects

Main Street Ontario Applications and Recommendations

Details and descriptions of these projects are contained in the attached Appendix of this report, Main Street Ontario Application Projects.

--------

Appendix

Main Street Ontario Application Projects

Project 1: "Our Millennium"- Sharing the Future

Project Purpose:

The City of Toronto has demonstrated leadership in providing an accessible government by actively engaging residents and community organizations in shaping the future of Toronto. An accessible, accountable and responsive municipal government occurs when proactive programs eliminate discrimination and barriers. An education and awareness series, will be implemented to mark the Millennium. This series will examine our changing City, celebrate the diversity for which we are internationally recognized, and reflect on the challenges for municipal government and communities beyond the year 2000. The series will expand upon established programming and reach new audiences to build a more inclusive society.

Education forums and an awareness campaign designed for a range of different audiences will celebrate Toronto's cultural heritage and diversity in areas outside downtown. The campaign will support local community initiatives and neighbourhood pride, as well as provide opportunities for everyone in Toronto to collectively celebrate and promote a more inclusive city for the future.

Main Street Ontario funding would enable the City of Toronto to expand each of the following programs.

Poster Campaign:

An expanded campaign will help celebrate the City's diversity at the turn of the millennium. The campaign will be launched at the beginning of the year and subsequent posters will establish a positive image of a diverse, vibrant and inclusive Toronto that encourages everyone to fully participate in civic life. Posters will be displayed using municipal space, bus shelters, community centres and other strategic locations.

Education and Awareness Series:

An expanded series of public education forums, cultural displays and art exhibits, economic development seminars, civic awards, ceremonies, strategy sessions, celebrations and festivals could be held from February to December, 2000. Examples of events and days of significance, which would be recognized include:

- Black History Month;

- International Women's Day;

- International Day for the Elimination of Racial Discrimination;

- Refugee Rights Day;

- Disability Access Programs;

- National Aboriginal Day;

- Pride Week;

- St. Jean Baptiste Day*;

- International Literacy Day;

- Women's History Month;

- Persons' Day; and

- Human Rights Day.

* St. Jean Baptiste Day - June 24, 2000: a celebration of Francophone culture in Toronto. St. Jean Baptiste Day is a significant tradition in Canada. To better celebrate the Canadian nation and its two founding languages, we are planning an event highlighting the diversity of Francophone culture in the City. For the year 2000 and in the context of a culturally diverse Toronto, we are planning an event for St. Jean Baptiste Day which includes: a colourful celebration of Francophone art, culture, music, food, dance and community.

"Equity and Human Rights" Banner Program:

The successful "Equity and Human Rights" could be expanded in the year 2000 to areas outside the downtown. High traffic areas could be targeted to celebrate communities and neighbourhoods across the City.

Homecoming:

Toronto's diversity will be celebrated through special events, posters and banners displayed in prominent spaces across the City. In addition, special events and the poster campaign will be highlighted on the City of Toronto website. Visitors to Toronto will have an opportunity to share in public forums and events and gain an awareness of how our diversity makes the City more interesting, one of the best places in the world to live, and contributes to global competition.

Land of Opportunity:

The City of Toronto is the destination point for over 70,000 immigrants and refugees annually. This collective history defines Toronto. Local community pride and neighbourhood certitude has become the foundation from which the City has socio-economically matured. An education series will discuss innovative policies and programs to address barriers and ensure equitable access to services. By examining past history forums, we will explore the challenges Toronto faces in the new Millennium.

We Are Ontario:

Through an exciting calendar of special events and forums we will celebrate and promote a better understanding of what Toronto looks like in the year 2000. Diversity does not just include characteristics such as gender, race, sexual orientation, disability, age, education, religion and ethnicity but also an increasing diversity in life styles, values, power and life chances. Forums will examine the social and economic impact of diversity and what our changing demographics are telling us about the future.

Community Partners:

Community partnerships will be integral in planning and implementing the project. Specific working groups, citizen advisory committees and community partners will help deliver the educational forums and celebrations. Residents involved with the project will have an opportunity to build relationships with elected officials and City staff. Community representatives will facilitate seminars and speak at public events during the course of the year.

Management:

Access and Equity staff will manage the project in consultation with resident advisory committees and community agencies. The project will be evaluated on the following criteria:

- attendance at events;

- number of volunteers in the project;

- composition of audience: did the events attract new and more inclusive audiences;

- media coverage;

- expansion of database;

- number of "hits" to information on the website;

- number of new community partnerships for future projects; and

- increased participation and awareness of resident advisory committees.

Sponsor: Chief Administrative's Office - Access and Equity Centre.

Request for Provincial funding: $14,000.00.

Project 2: Main Street Millennium Banners and Murals

Project Purpose:

The purpose of this project is to foster pride of local community by installing banners and murals which celebrate the millennium and local history on the "Main" business streets of these communities. The banner and mural program will complement the community setting, celebrate special attributes of the community, and, as one of the revitalization tools, will act as a means to instill pride and economic activity into areas designated for economic renewal. While the banner and mural program is an ongoing component of the City's support to local communities, the enhanced funding in the millennium year will permit more local communities to participate in this program, and to focus on millennium themes.

Description:

The project will involve the design and installation of banners and murals in Toronto's designated revitalization areas. In most cases, this will involve working with local Business Improvement Areas (BIA's), Business and Industrial Associations, Residents and Local Art Groups. Within the Employment Area Revitalization program, multi-stakeholder community associations will be involved in the planning, design and installation of banners and murals. In particular, the mural program involves the use of local artists and concentrates on local themes and history.

Outcomes:

It is anticipated that the banner and mural program will satisfy all of the objectives identified, including the "Homecoming", "Beautify Ontario", "Land of Opportunity" and "We Are Ontario". The City's banner and mural program celebrates local resident and business communities, adding aesthetic value and enhancing local features. Since most mural projects depict historical events, these projects provide a direct link with the community's history and display the strength of diversity which exists in Ontario. The location of banner and mural projects on the City's Main Streets improves local commerce, encourages local shopping, and increases the pedestrian use of Main Streets, which in turn enhances local community vitality, improves community relationships, increases security and reduces crime.

Results of the Project:

The banner and mural program will strengthen the local volunteer sector because the local community will be involved in the design and selection of banner and mural installations. The decision-making activity builds local community capacity, builds and strengthens bonds between community members and, in the design of banners and murals, permits the opportunity to showcase special local talents. The cultural capacity of the local community also increases as a result of this activity.

The celebratory character of banners, and the uniqueness of murals, increases the attractiveness of stores on local Main Streets, and increases commerce and business activity in these areas.

Since the Economic Development Division is committed to working with local business, residential, industrial, and employer associations, which are brought together on the local selection committee, local inter-sectoral relationships and community capacity is increased. Often increased public and private contributions result from the stimulus of programs such as the banner and mural program.

The volunteer sector in the local community is provided with an opportunity to participate in collective decision-making and to assume leadership roles in the process of determining the optimal expenditure of the resources provided.

Volunteer Contribution:

It is anticipated that 10 to 12 installations of banners and murals will result from this program. Local volunteers will be actively involved in the development and selection of local projects. As a result, between 50 to 75 local volunteers will likely participate in the design, development and installation of projects. Approximately 75 percent of the work will be provided by local volunteers.

Management:

As described above, City staff will design the application form and establish selection criteria and manage the application process and timelines, in accordance with the Description section above. Local review committees will decide on the banner and mural installations and will make their recommendations to City staff. City staff will administer the formal award and will manage the disbursement of funds.

Sponsor: Economic Development, Culture and Tourism - Economic Development Division.

Request for Provincial funding: $18,750.00.

Project 3: Millennium Fashion Awards

Project Purpose:

As we approach the Millennium, and following the creation of the new City of Toronto, we would like to take advantage of this important opportunity to showcase the strengths of our fashion industry. Each year the City of Toronto presents the Awards for Excellence in Fashion Design, a program initiated in 1986 to recognize outstanding achievements in Toronto's fashion/apparel industry. This industry has been identified as being of strategic importance to the City. The Awards are presented in six categories: Designer of the Year; Specialty Designer; Accessories Designer; Industry Achievement; New Designer; and Fashion Graduate. Funding for the event is committed in the Economic Development budget allocation for the Fashion Industry Liaison Committee, and staff time has been allocated for organizing this event.

The Year 2000 Toronto Millennium Fashion Awards (working title), would provide an enhanced opportunity to showcase an elite group of Millennium Award winners, develop new partnerships with supporting sponsors and industry representatives, to involve the community and build pride in Ontario's capabilities. This application is in keeping with the City's "Quality of Life" theme, particularly with regard to the Healthy City principle of economic vitality.

Description:

Given that approximately 80 percent of the Province's apparel industry is located in Toronto, this event would recognize the accomplishments of outstanding companies among the majority of Ontario's fashion/apparel industry.

Project planning will begin as soon as the funding is approved by the Province sub-committee will be struck within two weeks, to provide industry input to the event planning process. Once details are confirmed, sponsorships will be negotiated and companies interested in participating in the fashion show identified. (Depending on the degree of interest, a jury may need to be established to select the final line-up.)

Outcomes:

The Toronto Millennium Fashion Awards project will meet three of the Province's four Main Street Ontario objectives.

The Homecoming:

Although not its main purpose, the Millennium Awards will attract visitors to the City, who have an interest in, or a connection to, Toronto's fashion/apparel industry. Scheduled within the first quarter of the year, this program may provide some Ontarians with their first opportunity to celebrate the Millennium, and encourage them to do so in their own Province.

Land of Opportunity:

The Millennium Awards are intended primarily as a showcase for the success of key members of Ontario's fashion/apparel industry. It will provide a unique opportunity to highlight the rich past of this important industry, to demonstrate the vibrant present through a show of the designs and accomplishments of industry members, and to instill pride in the bright and confident future for this industry in Ontario.

We Are Ontario:

Workers in the fashion/apparel industry are primarily members of the wide variety of cultural communities in our City, as are many of the designers, contractors and manufacturers. The industry has a long history in this City, particularly in the King-Spadina area. The Awards presentation will honour the culture and heritage of one of Ontario's founding industries.

Results of the Project:

A number of the Province's community objectives will be met by this proposal for the Toronto Millennium Fashion Awards.

The solicitation of nominations, selection of winners, public presentation of the awards and media coverage will build pride by showcasing the achievements of the fashion/apparel industry. Measures of this success will include the degree of industry and community involvement, as well as the value of the publicity and goodwill generated.

One of the goals of the Awards program is to publicize the capabilities of the sector, creating stars in the public's eyes, to increase demand for the product and thus strengthen the local economy. Short-term results, such as sales increases, and long-term results, such as employment increases, are expected.

With the support of the Province and industry across the new City, and the all-important Millennium theme, we believe this program will encourage the development of new partnerships through local public and private sector groups working together.

In the fashion industry many students gain credibility and important contacts by providing volunteer services. This event will give participating students an opportunity to learn new project management skills.

The Toronto Millennium Fashion Awards will be a high-profile event for the community, accessible to people of all ages and abilities.

Volunteer Contribution:

The City has considerable experience in, and a good reputation for, coordinating fashion industry initiatives with wide support from industry members. The Fashion Industry Liaison Committee (FILC), established by Toronto City Council in 1994, is made up of industry volunteers who represent all the various sub-sectors of the industry (manufacturing, design, labour, wholesale, retail, accessories, fur and education), and chaired by Councillor Chow and Councillor Kelly.

A sub-committee (FILC) will be struck to provide guidance and support for the Awards. Nomination and selection of the Award recipients is undertaken by industry members on a volunteer basis, increasing industry "ownership" of the process and the results. Key representatives from manufacturing design, retail, wholesale, labour and media sub-sectors volunteer to sit on the Independent Selection Committee. The process is managed by the City.

With the widened scope of this event, students from Toronto area fashion schools (George Brown College, The International Academy of Merchandise and Design, Ryerson Polytechnic University and Seneca College), will be asked to provide volunteer assistance. In addition, the friends, colleagues and families of the Award winners will provide invaluable support for the event.

Management:

The project will be managed by the City's Sector Development staff person responsible for the fashion/apparel industry, and overseen by Economic Development management staff. The (FILC) Awards Sub-committee will provide industry support.

Sponsor: Economic Development, Culture and Tourism - Economic Development Division.

Request for Provincial funding: $25,000.00.

Project 4: Circle of Trees - A Millennium Time Piece

Project Purpose:

Create a public art work to commemorate the Millennium in the City of Toronto for residents and visitors.

Description:

The work consists of the planting of seven maple trees in a circle located in the new Greenwood/Woodbine Park. One of the trees is not a living tree, but a real tree cast in bronze. This will be only the beginning of the life of the work. It is meant to be left to let nature and life unfold around it. The living trees will grow while the bronze tree will stay the same, continuing to act as a measure of time as experienced by the living trees. Its meaning as a piece of art will grow as the work naturally changes through the seasons and the years. The "Circle of Trees" is meant to be a timepiece like the Millennium, which is essentially the measurement of time.

The installation will be raised about two feet above grade to distinguish it as something separate from its surroundings. The piece will be erected in a clear field-like area so that the trees in the circle will not be associated with the other neighbouring trees or landscaping. This will create a stage-like area for theatrical and/or dance performances. There will be a plaque in front of the relief sculpture illustrating the "Circle of Trees" as they were first planted.

Outcomes/Results:

The installation will benefit the residents and the community as an artistic and environmental enhancement of the park and surrounding areas. The lasting benefits to the community and the whole City is a new green space in which the piece will grow, change and provide a thoughtful approach to the Millennium while at the same time be truly integrated as part of the park. The neighbourhood is fully supportive and this will increase ownership of the Millennium project. In addition, it will attract visitors to the park and stimulate lively discussion. It will leave a legacy of the Millennium for future generations to enjoy and explore, and become a desired destination within the City of Toronto.

The "Circle of Trees" blends art and nature in a unique living project which will be an ecological timepiece. The living trees present time as measured by growing objects. The Bronze Tree is a symbol of man and his desire to capture time through art, freezing a moment in hopes of capturing the beauty around him. However, the natural beauty of a living tree is ever changing. The irony of stopping the natural life of the object in order to hold on to it forever is common in both art and man's approach to the environment. There is a strong desire to control nature and time in both.

Volunteer Contribution:

The "Circle of Trees" project is a partnership involving the artist, Ms. Laurie McGugan, the Toronto Parks and Recreation Division, a local Community Centre, Community 55, and the Beaches Triangle Residents Association. The proposed budget is $105,000.00. Volunteers will contribute their time and talents in each stage of the project. Some examples are marketing and promotion to assist in fundraising (this has already resulted in the donation of the boulder from Beaver Valley Stone Ltd. on which the plaque will be mounted), some landscaping materials and the park design, plantings and general stewardship of the completed project. Expected in-kind donations are approximately $40,000.00 and volunteers will help generate much of it.

Management:

The artist and the Parks and Recreation Division have worked closely together in the initial stages and are jointly responsible for the project. The installation of the piece will be in the spring of the year 2000, as this is the best time for planting. The community groups have enthusiastically sponsored and endorsed the "Circle of Trees" and are committed to its upkeep which is minimal. Part of the philosophy of the work is based on the uninterrupted growth of the living trees. If a tree dies, a new tree will not be planted in its stead.

Conclusion:

This project was rated as one of the premiere projects supported by the City of Toronto. To date, it has received a Millennium Grant from City Council of $5,000.00, partnership with the Parks and Recreation Division, endorsement of the City for the Main Street Ontario application.

Sponsor: Economic Development, Culture and Tourism - Parks and Recreation Division.

Request for Provincial funding: $42,000.00.

Project 5: Lost Rivers, Found Opportunities

There are three community-based projects within the scope of this application:

(1) The Toronto Labyrinth at Trinity Square

This project creates a place for contemplation and relaxation. Taddle Creek once flowed through this park, providing a place of respite. The creation of a labyrinth as a healing place will give new meaning to the land that carried Taddle Creek. Walking a labyrinth has calming effects on people and its construction will benefit those who work or visit the area. Its creation will add to the North American campaign of constructing numerous labyrinths at the turning of the Millennium, as a gesture towards world peace.

(2) The Stream of Sweetgrass at Moss Park

This initiative is meant to bring a new sense of hope to the Moss Park communities by bringing people together to take pride in their park and enhancing their quality of life. The creation of a winding pathway of tallgrasses and aromatic plants will both provide safe access through the park and also reflect the former course of Taddle Creek. A healing garden and communities garden will also foster community revitalization and park stewardship. As the Millennium approaches, people look forward in anticipation to a better quality of life in their community and in their City. Supporting this community project as a Millennium initiative is key to these hopes and aspirations.

(3) The Taddle Creek Millennium Walk of Exploration - Signage

Community groups along Taddle Creek want to explore their local community heritage. The series of signs placed along the Taddle Creek will foster local pride and interest in natural and social-cultural heritage, and will provide points of interpretive interest for visitors. This is a relevant Millennium initiative as it highlights the recognition and celebration of the past rich cultural and natural heritage of the Taddle Creek communities, the City and the Province in commemorating the new Millennium. This project also complements the other two projects by providing context.

These projects are all identified as initiatives of a broad-based grassroots, not-for-profit organization, entitled "The Taddle Creek Watershed Initiative". Its aims are to foster healthy city living through community renewal and environmental work. Its work is highly dependent on partnerships with other community organizations and institutions like the City of Toronto.

Communities located along the alignment of Taddle Creek are very interested in recognizing and honouring the local historical aspects of this buried creek through highly symbolic gestures. They feel it appropriate that Taddle Creek should be commemorated as the City enters a new era. These projects are unique as Millennium initiatives. They meet the Main Street Ontario application criteria and will point to:

(i) enhancing and celebrating community living;

(ii) recognizing and honouring community and natural heritage;

(iii) generating awareness of the lost rivers heritage of our City; and

(iv) local and visitor interest about how our City came to be and where it is going into the Millennium.

Each project described in this application is intended to celebrate the arrival of the Millennium by fostering restoration in community pride and in the use of the landscape. They imbue the landscape with meaning and provide opportunities for people to heal at the individual and community level.

(1) Toronto Labyrinth

Purpose:

(1) to provide a unique and meaningful way to commemorate the Millennium year, January 1 to December 31, 2000 can launch a legacy;

(2) to attract a new kind of visitor to Toronto's parks;

(3) to contribute a classic park feature - as functional as it is beautiful;

(4) to facilitate and enhance workshops and study groups at Holy Trinity Church and elsewhere;

(5) to offer an experience to Toronto residents and visitors not readily available elsewhere, including the disabled; and

(6) to provide a symbol (like Toronto's Peace Garden) that speaks to individuality and the cultural mosaic within the collective whole which is Toronto.

Description:

This project consists of the construction of a labyrinth structure at Trinity Square, the adjacent park square to Holy Trinity Church. The Toronto Labyrinth Community will provide the required technical assistance to facilitate the construction of this initial labyrinth of grass and stone. They believe this site to be an ideal location and to be Toronto's contribution to Veriditas, program based out of San Francisco's Grace Cathedral. The aim of the program is to introduce the labyrinth in as many forms and in as many places as possible, by the start of the millennium. The grass and stone labyrinth will encourage people from all walks of life who work and live in the City, as well as visitors to the City, to walk its specific maze as a type of active meditation. By virtue of its design, the labyrinth is considered to be a tool that promotes health and well being, and many have recently been built in the United States.

As a public amenity, this Millennium project would also be part of the Taddle Creek Millennium initiatives. Trinity Square is located on the historical alignment of the creek and the labyrinth is identified as another project in the Taddle Creek Healing Waters and Gardens Program.

Outcomes:

This project meets all of the Main Street Ontario objectives.

The Homecoming:

What else could be more Main Street to Toronto than the Eaton's Centre and City Hall, already a major draw for tourists? Labyrinths are a proven tourist attraction - hundreds of thousands flock to San Francisco's Grace Anglican Cathedral which features two labyrinths. Why the Millennium year? Partially due to the focus of the Veriditas project in San Francisco, the labyrinth has become a symbol of our place in this time.

Beautify Ontario:

This project aims to create a millennium garden. Part of the Taddle Creek Healing Gardens and Waters Program, the Labyrinth is seen as a type of healing garden. It enhances an existing civic space. Beautification of a grass square by the creation of this labyrinth structure will be undertaken in such a way that interprets the former path of a buried creek. The circular shape of the labyrinth works well with the square and provides a stunningly pleasing effect viewed from ground level or from the glass towers around it.

Land of Opportunity:

Ontario's rich past, in terms of natural and cultural heritage as reflected in Toronto's local history is showcased here in the sense that Taddle Creek's natural and cultural history will be interpreted.

Ontario's history will also be linked to the 4000 year-old history of the labyrinth by its creation here, at the dawn of a new Millennium. Additionally, landscape planners and designers involved with this project will receive public and media profile. The labyrinth will become an attractive public and tourist amenity all Torontonians will be proud of, contributing to a healthier City.

We Are Ontario:

Ontario's strength is its diversity. The labyrinth is recognized and welcomed by a diverse populace. It reaches across cultures and religions. This project is an initiative that showcases one of many ways in which Ontarians are promoting and experiencing different forms of health and well-being that are both ancient and new for the next millennium. Community use by a diverse group of health and well-being organizations, professionals and people is expected, church congregations; T'ai Chi practitioners; Jungian analysts (who have used them to help people connect with their sense of well-being); environmentalists (who have used them as a means to commune with the earth); patients from the nearby hospital district; and general park users wishing to go on a contemplative stroll.

Volunteer Contribution:

This project will require volunteer input. There already exists a base of volunteers from which to draw, particularly since this project was initiated by an already existing community organization interested in constructing labyrinths to mark the new Millennium. Six to eight volunteer members of the core group are already extensively involved in a co-ordinating committee. The Toronto Labyrinth Group has about forty volunteers, and hundreds have attended Toronto-area labyrinth workshops. The volunteers will work closely with City staff members, providing direction and some, if not all, the work that will come during implementation and maintenance.

Management:

The Toronto Labyrinth Group core group will undertake the management of this project with assistance from the City Parks and Recreation Division. They will share maintenance duties with the nearby Church of the Holy Trinity.

(2) The Stream of Sweetgrass at Moss Park

Purpose:

(1) to enhance and celebrate community living at the beginning of a new Millennium;

(2) to recognize and honour community and natural heritage;

(3) to generate awareness of the lost rivers heritage of our City; and

(4) to stimulate interest about how our City came to be and about where it is going as we approach the next Millennium.

Description:

The proposal calls for a phased development of a multi-purpose park amenity for the southern end of Moss Park. The basic idea is to create a winding pathway of tallgrass and a community garden/healing garden, both of which are meant to foster, among other things, community revitalization and park stewardship. The project aims to encourage the surrounding communities to become involved in their park by facilitating pedestrian flow through the park, and by providing gardening opportunities. Also notable is the recognition of the human and natural heritage to the park (it was once a significant meadow at the confluence of Taddle Creek and Moss Park Creek). Plans call for the planting of tallgrasses and heritage sweetgrass along a created path of crushed limestone reflecting closely the historic alignment of Taddle Creek. The path would encourage pedestrian flow through the park while also allowing for interpretation of heritage. The community garden and healing garden components would be used by local community organizations for delivery of their services.

Partners/ Participants:

- Toronto Parks and Recreation;

- Toronto City Works and Emergency Services;

- Office of Councillor Kyle Rae;

- John Innes Recreation Centre Advisory Committee;

- Toronto East Downtown Neighbourhood Association;

- Queen East Business Association;

- Anishnaabe Health Centre;

- Salvation Army of Canada;

- The Follower's Mission;

- Moss Park Armouries;

- Evergreen Foundation;

- Foodshare;

- Chidean House;

- Toronto Police Services; and

- The Taddle Creek Watershed Initiative.

Outcomes:

This project meets all of the Main Street Ontario objectives.

The Homecoming:

This project promises to become a local and city-wide tourist attraction for the Millennium year. People from the community and from across the Greater Toronto Area will be drawn to the idea of walking through a path of tallgrasses reflecting the former path of a buried creek. The community garden and healing garden will also draw visitors to the park by providing opportunities for relaxation and interpretation.

Beautify Ontario:

This project is very much about instilling a sense of pride in the local community regarding their park and its heritage. It will ease accessibility into the park and ease security fears. It is a project that aims to improve the area through beautification and expanding programming opportunities such as community gardening. Celebrating the Millennium through community revitalization is key.

Land of Opportunity:

Ontario's rich past, in terms of natural and cultural heritage as reflected in Toronto's local history is showcased here. Again, instilling community pride is a key objective. The Millennium year will be marked with the notion that this project is inspired by the past to move forward with vigour into the future.

We Are Ontario:

This project is both a local heritage initiative as well as an endeavour that will also provide opportunities for staging local community festivals. It will also showcase different ways in which Ontarians can experience different forms of health and well-being, both ancient and new for the next millennium.

Results:

This project will begin to show results when people in the area will once again feel safe to walk to the park for its enjoyment. When people begin using the park for gardening as well as coming to the park out of pleasure for walking through the Stream of Sweetgrass, then this too will be a measurable result. It is a project that aims to instill local pride in the park, as this amenity will not only provide local quality of life improvements but also attract others into the area who otherwise would not visit. By implication, a deeper appreciation for local heritage will also be a result. The project also aims to strengthen the local economy, as people will visit the attraction and shop in the area. It will certainly encourage the development of new partnerships between local, public and private sector groups, as the list above indicates. The initiative will be strongly dependent on volunteer services during the development and construction and ongoing maintenance phases of each aspect of the project. Individuals drawn from the surrounding residential and social services communities will gain leadership, management and other useful skills. These results are long term and are qualitative in nature. The local community will be the ones to benefit from this project directly. Short term, measurable results will be indicated when some of the serious social problems regarding drug use and abuse will disappear from the area. Once people feel good about their park and all the various programming opportunities this initiative provides, they will return to take ownership of it. This will be a powerful symbolic gesture as the community enters the Millennium with renewed hope.

Volunteer Contribution:

This project will require significant volunteer input. There already exists a base of volunteers from which to draw, particularly since this project has been brought forward to the community for preliminary feedback. The project will soon be presented to a wider community audience in order to strike a working committee of six to eight volunteer members of the community. A number of community meetings have taken place and will continue to take place to build support while refining the project to meet any outstanding community needs and concerns.

Management:

The project will be managed by the above-mentioned committee of volunteers drawn from the surrounding community as well as from City staff, particularly from the Parks and Recreation Division. They will be working closely with City staff members and the Toronto Police Services, providing direction and facilitating some, if not all, the work that will come during implementation and maintenance. Maintenance will be jointly undertaken by Parks and Recreation Division staff (minimal requirements) and community volunteers interested in the upkeep of the various aspects of the project.

(3) The Taddle Creek Millennium Walk of Exploration - Signage

Purpose:

(1) to enhance and communicate community living at the beginning of a new Millennium;

(2) to recognize and honour community and natural heritage;

(3) to generate awareness of the lost rivers heritage of our City; and

(4) to stimulate interest about how our City came to be and about where it is going as we approach the next Millennium.

Description:

This signage project consists of the design, development and implementation of four signs, in addition to the two signs associated with Project Nos. (1) and (2). These will recognize local history, educate residents and tourists about the natural history of the relevant areas and give context to the lost rivers projects within which each of the signs are located. All the signs would be located along the historic Taddle Creek alignment. Each sign, designed for purposes of education and communication, would include historic photographs and maps of Taddle Creek, local references to its former existence, its transition from watershed to sewershed and other natural history references. Also included would be an explanation of relevant local community cultural history, as well as an explanation of the various relevant Millennium projects associated specifically with each sign's location.

Taken as a whole, the signs would also point to a type of Taddle Creek Millennium Walk of Exploration. The signs would act as a guide for residents and visitors alike who may wish to discover and walk along the historic alignment of the Taddle Creek (much like the Garrison Creek Discovery Walk) and who wish to know more about each of the surrounding communities.

The proposed locations for each of the signs are:

(1) TTC Hillcrest Yards, at Bathurst and Davenport Roads;

(2) Taddle Creek Park, at Bedford and Lowther Streets;

(3) Philosopher's Walk;

(4) Holy Trinity Church/Trinity Square - helping describe the proposed labyrinth structure, why it is there and how to use it;

(5) Moss Park - describing the Stream of Sweetgrass concept; and

(6) Parliament Square.

Partners/Participants:

- Hillcrest Ratepayer's Association;

- Wychwood Park Trustees;

- Wychwood Park Ratepayer's Association;

- Bathurst-Davenport Community Group;

- Grassroots Albany;

- Annex Resident's Association;

- Moss Park Resident's Association;

- John Innes Recreation Centre Advisory Committee;

- Toronto East Downtown Neighbourhood Association;

- Queen East Business Association;

- Anishnaabe Health Centre;

- Corktown;

- St. Lawrence Resident's Association;

- The Toronto Labyrinth Group;

- The Church of the Holy Trinity;

- Community History Project;

- The Taddle Creek Watershed Initiative;

- The Eaton Centre;

- Heritage Toronto;

- TTC;

- Toronto Parks and Recreation Division;

- Toronto City Works and Emergency Services;

- Office of Councillor John Adams;

- Office of Councillor Olivia Chow;

- Office of Councillor Kyle Rae;

- Office of Councillor Jack Layton; and

- Office of Councillor Pam MacConnell.

The Homecoming:

These signs will promote and interpret local community history thereby attracting visitors and Torontonians to the community and other communities along Taddle Creek.

Land of Opportunity:

These signs will showcase the successes of past and present Ontarians, particularly as their roles relate to local history and present relevant projects.

We Are Ontario:

These signs will promote and interpret local community history, which help tell part of the story that is Ontario.

Results:

The signage program is fairly self-explanatory and the results tied very much into the above-noted projects. The development of the signs will provide opportunities for local community members to have input into the description of the past and present understanding of their community.

Volunteer Contribution:

This project will require significant volunteer input. There already exists a base of volunteers from which to draw, particularly since this project has been brought forward to the community for preliminary feedback. As such, for each sign six to eight volunteer members of the public have become or will become extensively involved. The volunteers will work closely with City staff members, providing direction and some, if not all, the work that will come during implementation.

Sponsor: Economic Development, Culture and Tourism - Parks and Recreation Division.

Request for Provincial funding: $50,000.00.

Project 6: Millennium Children's Programs and Community Gardens

Project Purpose:

To promote outdoor exploration, ecological awareness and hands-on gardening opportunities for children and community groups.

Project Description:

Children's Programs:

Spring, summer and fall children's programs will offer 8,000 children, youth and volunteers the opportunity to participate in hands-on nature exploration and gardening activities. The programs will build on two successful years of programming, covering a range of ecological concepts. The programs aim to help children to deepen their awareness of ecological relationships, while learning about Toronto's natural and cultural heritage.

Community Gardens:

The project will support the start-up and development of community gardens across the City with the goal of establishing one per ward by the end of the year 2001.

We are seeking funds to expand the Children's Garden and Exploring Toronto programs and towards meeting the new Parks and Recreation goal* of supporting community gardens (*see Community Garden Action Plan in original proposal). Specifically, we seek to add a new millennium component, comprised of a series of 10 to 15 events that would not otherwise take place. These would include:

(1) Exploring Earth Day in the Year 2000;

(2) The Multicultural Community Garden Touring Festival (three to five events across the City in different regions);

(3) Children's Gardening and Exploring Toronto Millennium Fair; and

(4) Children's Gardening and Exploring Toronto Fall Festival.

This event series will celebrate the emergence of children and youth environmental awareness, engagement and action in 2000 and beyond. The event series will be modelled on five events that we have successfully tested in 1998/1999 (attendance - 500 volunteers/participants at each). Through themes such as "Organic Gardens and Urban Biodiversity," "Exploring Toronto's First Nation's Heritage," "Multicultural Gardens and Foods of the World," "Community Planting and Stewardship" and "Secret Urban Habitats" these events will highlight local and regional community knowledge and achievements (both cultural and ecological). Volunteers from various groups and communities will be encouraged to attend and participate.

New project resources related to event themes (e.g., a child and youth "zine"/booklet on urban exploration, discovery, gardening and stewardship; tips on growing organic vegetables, etc.) will be developed for dissemination at events. This material will be developed with input from children, youth, parents, teachers, and other members of the community. The intent of this material will be to celebrate and generate community enthusiasm for starting, developing and programming community gardens, children's gardens and environmental exploration.

Partners:

- Greenest City;

- Food Share Metro Toronto;

- The Evergreen Foundation;

- Heart Health/Active Living Community Project;

- Lost Rivers Project;

- Metro Separate School Board;

- Seeds of Diversity;

- Task Force to Bring Back the Don;

- Toronto District School Board;

- Toronto Works and Emergency Services; and

- Waste Watcher Volunteers Program.

Outcomes of the Plan:

The outcomes of this plan best relate to Main Street's "Beautify Ontario" theme. The project will improve City parks and lands, increase public access to hands-on environmental education programs, and increase opportunities for positive community interaction with environmental themes.

Results of the Project:

(1) Building pride in communities by showcasing local achievements, heritage, culture, commerce and vitality.

The project will build and foster community knowledge of Toronto's heritage and diversity, traditional food production, farming and organic growing techniques, ravine systems and natural spaces, native plant species and habitats. By supporting community gardens and children's programs, the project will celebrate and cultivate the cultural and ecological knowledge of local communities.

(2) Encouraging the development of new partnerships through public and private sector groups working together.

The project will focus on park site development, and program resource dissemination (web site, newsletters, curriculum links, workshops, and community events). Project resources will be made available to volunteer groups and local businesses interested in starting, developing, supporting and/or maintaining community gardens and children's programs.

(3) Strengthening the volunteer sector by providing opportunities to learn new leadership skills.

The project builds on the volunteer programs already established by the City of Toronto. The project will offer an opportunity for - 5,000 volunteers to participate in community gardens, greening projects and children's programs. Volunteers will have the opportunity to:

- learn how to lead and organize projects within their own communities;

- build personal confidence, social networks and ties to their local communities;

- learn organic gardening and ecological restoration techniques; and

- learn how to lead educational and hands-on children's activities.

(4) Providing community events for people of all ages and abilities.

Ten to fifteen Community Garden and Children's Garden program events will be held over the spring, summer and fall including:

Spring, summer and fall workshop and celebratory events (e.g., community garden and greening workdays, Earth Day eco-games, summer garden cookouts, children's exploration and ecological gardening drop-in programs and Harvest events).

Volunteer Contribution:

Community and volunteer contributions to the project are expected to be extensive with over 5,000 volunteers working in community gardens, and many more hoping to contribute to children's program development.

Management:

The Parks and Recreation Division, City of Toronto, will manage the project. Evaluation will be ongoing through the project (program participant surveys, volunteer evaluations, verbal feedback). Seasonal staff and year-end program reports will summarize comments received.

Anticipated participation will total 5,000 at events; 400-500 per event (includes community volunteers, parents, children and youth, partners).

Sponsor: Economic Development, Culture and Tourism - Parks and Recreation Division.

Request for Provincial funding: $14,000.00.

Project 7: Toronto's Millennium Project

Project Purpose:

The arrival of the new Millennium is a defining moment for humankind. Around the world, this "moment in time" is gathering momentum and there is a sense of celebration on a grand scale.

Toronto Special Events has launched innovative plans for a unique project which will:

(1) generate grassroots community excitement about the Millennium;

(2) provide umbrella marketing to a year's worth of Millennium events and projects within the City and the Province; and

(3) bring economic vitality to the City, the communities and the corporate sector.

Project Description:

"Celebrate: Toronto Millennium" Project:

The Toronto Millennium Office has been mandated by Council to generate grassroots community excitement about the Millennium by developing a campaign called "Celebrate: Toronto Millennium". The campaign launches New Year's Eve 1999 and runs throughout the year. Some of these events will be annual events with a Millennium theme, many others will be new initiatives for this special year. The Millennium Office will support and promote this spectacular roster of events, festivals and attractions and create the publicity buzz around them.

There are a number of ways the Millennium Office will achieve their objective:

Toronto's Guide to the Millennium:

This promotional guide will have wide distribution across the City and areas of the Province inviting locals and visitors to take part in a year's worth of special events, attractions, art, heritage sites, and much more. Each month in the guide will have a theme to showcase all that Toronto has to offer. Entries in the guide will consist of a title or name, location, short description, date(s) and contact telephone number (or web site) for more information.

The guide will act not only as a promotional resource but also as an incentive piece to encourage citizens of Toronto to take part in their Millennium year. The Millennium Lights celebration on New Year's Eve will provide an opportunity to launch the guide encouraging continued support of Toronto festivals, community groups and other events that take place in the City annually.

The Millennium Office will conduct an aggressive media relations campaign to generate media coverage about the guide and promote its distribution through designated centres across Toronto and beyond. In addition, we will work with the City's external marketing arm, Tourism Toronto, to generate interest from external markets across Ontario. The launch is planned for late November or December 1999.

Main Street Ontario Contribution:

The generous contribution of the Main Street Ontario Grant Program will provide for the printing and wider distribution of the guide outside of the City to promote tourism within the Province and from across the border. In addition, a portion of the provincial grant could go towards a CD-ROM version of the guide.

Millennium Tool Kit:

In addition to "Toronto's Guide to the Millennium", the Millennium Office is developing the Millennium Tool Kit designed to support and assist grassroots community endeavours. Anticipated to be ready for distribution by October 1999, the kit will include items such as:

(1) event planning materials such as the Frequently Asked Questions brochure about road closures, permits, access information and so forth;

(2) Initiative Endorsement Request form for inclusion in the promotional booklet, "Toronto's Guide to the Millennium", and the Web Site;

(3) booking contract for the Millennium Mascot;

(4) promotional material for the Millennium Lights Celebration on New Year's Eve 1999;

(5) information about the Toronto Millennium programs and activities; and

(6) pre-printed Millennium background sheets, posters and other promotional items for use by community groups.

Main Street Ontario Contribution:

The generous contribution of the Main Street Ontario grant program will allow for the inclusion of the Guide (or CD-ROM version) in the Tool Kit assisting community groups in promoting and positioning their millennium initiative in the year long celebrations.

Other Promotional Projects:

The City has also developed a Web Site to host all community-based and City events, projects and programs relevant to the Millennium. Our Millennium Mascot, Millenni, was officially introduced at Toronto Winterfest February 1999.

Project Outcome:

The Millennium Project will meet the following Main Street Ontario objectives:

The Homecoming:

Tourism and other community initiatives designed to attract visitors to the community and encourage Ontarians to visit their province first, in the millennium year.

We Are Ontario:

Local heritage programs, projects and initiatives and cultural shows and festivals designed to highlight all that is Ontario.

The project strives to encourage visitors from across Southern Ontario in hopes of attracting visitors from across the Province to explore Toronto and its surrounding areas first in the Millennium year. By hosting a Millennium "kick-off", the Millennium Lights Celebration, the City of Toronto acts as a starting point for Millennium visits. With Toronto's Guide to the Millennium in hand, visitors can embark from the Millennium Lights Celebration to a year of activities neatly and conveniently packaged.

Acknowledging that the Millennium year will warrant community projects and heritage programs, we encourage involvement by all community and cultural groups to highlight themselves, their City and their Province on our Festival Stage, in Toronto's Guide to the Millennium and on our Web Site. We offer marketing support in the form of the Millennium Tool Kit at no cost, for community groups to promote their millennium initiative as part of the City's celebrations, no matter what their size, highlighting all that is Toronto and Ontario.

Results of the Project:

The project proposed by the City of Toronto Special Events Office will meet the following community objectives outlined by Main Street Ontario.

Builds pride in Ontario communities by showcasing local achievement, such as heritage, culture, commerce and vitality.

The Toronto Special Events and the Millennium Office will offer the Toronto's Guide to the Millennium and Millennium Tool Kit to assist in the promotion of community Millennium endeavours

Strengthens Local Economies.

The Toronto Special Events has an extensive portfolio of past events that substantiate our claim that the Millennium Project will bring significant economic impact to the Greater Toronto Area. This trend will continue as we promote Toronto and the Greater Toronto Area all year round with our Toronto's Guide to the Millennium booklet.

By providing grassroots festivals and community groups with access to marketing support as well as festival design and implementation support (through the Millennium Tool Kit initiative), Toronto Special Events will bolster the local economies through the promotion of these events, ultimately attracting larger audiences and achieving greater economic impact.

Encourages the development of new partnerships through local, public and private sector groups working together.

Toronto's Guide to the Millennium booklet and the Millennium Tool Kit unite corporations and community groups giving them the opportunity to work together on new and exciting projects for the future.

The "Celebrate: Toronto Millennium" campaign will highlight new Millennium events as well as existing events that have a Millennium theme. This will aid fledgling festivals by marketing them on a wide scale and providing continued support of annual celebrations that will occur beyond the Millennium year.

Inclusive in nature, this project will strive to build new and significant relationships between the corporate and private sector. Our corporate sponsors embrace the opportunity to be involved at the community level and thus they welcome the involvement of our many not-for-profit groups.

Strengthens the volunteer sector by providing opportunities to learn new leadership and event management skills.

Our staff includes a Volunteer Coordinator who facilitates requests by community groups and individuals seeking volunteer opportunities.

Our office will liaise between groups in our "Celebrate: Toronto Millennium" project who require volunteer support and outside groups and individuals wishing to volunteer their time to community events.

Provides community events for people of all ages and abilities.

The "Celebrate: Toronto Millennium" will provide households in and outside of Toronto with a handbook of the many events and activities to participate in throughout the year. This publication will highlight many different communities across the Greater Toronto Area and list activities that are suitable to a variety of ages and abilities.

Management:

Toronto Special Events Team:

The Toronto Special Events Team is a full-service event production team of the City of Toronto with an integrated approach to marketing, sponsorship, programming and logistics. Reporting to Special Events Division, the Toronto Millennium Office was established to promote and develop community involvement in the City's millennium celebrations throughout the year 2000.

Sponsor: Economic Development, Culture and Tourism - Special Events Division.

Request for Provincial funding: $50,000.00.

Project 8: Destination Carlaw - Design Competitions and Streetscaping

This project falls under two Main Street Ontario project themes, the Environment and Economic Vitality. A design competition for planters, benches and lamp posts, including the development of prototypes will assist in the upgrading of the streetscape environment, which in turn will directly enhance and enrich the Economic vitality of the area.

Success will be measured by the increase in the number of small businesses participating in Event Day over the number of artists that participate in the Studio Art Tour this year. Between 200 to 500 people are expected to participate in the project. Everyone on Carlaw Avenue and the surrounding community are expected to directly benefit from streetscape improvements both visually (with the greening of the street) and physically (offers a place to sit down, throw garbage and safety with the improvement of the street lighting). The direct benefit of the project is to increase local tourism revenues by inviting people into the neighbourhood and seeing the artists at work which will create jobs if we are successful.

The project will have a lasting and meaningful legacy. The direct physical improvement of the street, an art landmark created and the creation of a demand for goods and services produced on Carlaw Avenue by people living and working here. The support of this type of living arrangement reduces the number of cars required and the number of trips to work.

Destination Carlaw is a neighbourhood sponsored development service for the Carlaw business community. Working with the local businesses and business people who are actively involved in the community and surrounding Riverdale area.

This project will be managed jointly with the City area planner staff person and the Director of Destination Carlaw, Paul Winterton. A sub-committee of landowners, a major developer involved on the street, ward councillors and interested individuals are involved overseeing this project to date.

This portion of the project will be completed in the Fall of 2000 to represent the kick off of a new beginning for Carlaw Avenue.

Sponsor: Urban Planning and Development Services - City Planning Division.

Request for Provincial funding: $7,000.00.

Project 9: Holiday House Renovations, Parkdale

Project Purpose:

Holiday House will provide a permanent showcase for Ontario's cultural mosaic, fostering a greater understanding of the diversity of Canadian Culture. It will bring new life to a historic building, assist in the revitalization of Parkdale's Main Street/Town Square, and provide meaningful training and employment opportunities for local youth.

Project Description:

Holiday House will be a non-profit museum where young people are encouraged to join in the celebrations of different festivals from various cultural traditions in today's Ontario. The foods, music, games, dress and visual arts associated with each holiday will surround and involve the children from the moment they enter the building, where they will be greeted as if they were guests to a party in someone's home. They will be invited to take part in many activities that will convey, through fun, some of the essential qualities of each holiday and its culture. In its planning stage, it has received overwhelming community support and it promises to involve thousands of hours of volunteer effort during its development and operation

The Main Street Ontario Project would involve the development of a series of exhibitions devoted to the festivals or holidays of individual culture. The Museum for Children "Celebrating Many Cultures" must also have a long-term exhibition that will portray to its visitors the full mosiac of Canada's cultural diversity, graphically depicting the multicultural make-up of Canada's population.

Principal Project Participants:

- Parkdale/Liberty Economic Development Committee;

- Sponsor/Funding Provider;

- City of Toronto; and

- Parkdale Intercultural Association.

Beautify Ontario:

The Holiday House Project will involve the restoration of the historically designated McMillan building. The site has been identified as a priority for streetscape improvement, representing an integral part of Parkdale's Town Square initiative. The Museum will also be wheelchair accessible, with every effort being made to remove barriers for persons with disabilities.

We are Ontario:

The project will serve as a permanent cultural showcase, highlighting the rich cultural heritage of the Province.

Project Results:

Local Economy:

The restoration of the McMillian building will dramatically improve the character and quality of Parkdale's Mainstreet and Town Square area, benefiting Queen Street businesses and the entire community of Parkdale. As an area attraction, the site will have an anchor effect for local retail activity, creating the potential for increased consumer spending for local businesses. The museum will also prioritize the hiring of local youth for the operation of the facility, providing a source of employment and training for Parkdale youth.

New Partnerships:

Holiday House will involve the participation of dozens of community and cultural organizations, local businesses, corporate sponsors, and three levels of government. The project will build on existing community alliances and because of the project's inclusive and unique nature, it will also provide for many new and unique partnerships.

A Museum for All Ages and Abilities:

While the museum will be principally designed for children, its showings will be of interest to all ages. Access to the facility will be barrier free and every effort will be made to ensure that the facility is as accessible as possible.

Volunteer Contributions:

While more than several hundred hours have already been contributed to developing the concept of Holiday House, it is anticipated that several thousand additional hours from as many as 100 community organizations and individuals will be required in the project's development phase alone.

Management:

Management of the development and operation of the facility will be under the direction of Holiday House's Board of Directors. The day-to-day operation of the facility will be the responsibility of the museum's curator and administrative staff.

A Community/Cultural Advisory Board will provide the main source of feedback from the community and will advise the Holiday House Board and staff on all issues pertaining to programming and facility operations.

Sponsor: Urban Planning and Development Services - City Planning Division.

Request for Provincial funding: $19,000.00.

Note on matching funds: The building at 1291 Queen Street West, valued at approximately $300,000.00, will be sold by a local businessman, Mr. Sheldon Fainer, to Holiday House (a newly incorporated non-profit organization) for $1.00.

Project 10: Jane/Finch Streetscaping

The Project:

The Jane and Finch district with its large building setbacks, expansive parking areas and large right-of-ways, as well as diminished levels of safety, is in need of substantial improvements. The intention of this streetscape project is to develop and implement a design for a commemorative bench and plantings, with plaques celebrating local groups and individuals.

Community Interest and Involvement:

The Jane and Finch area is one of Toronto's most vibrant and multi-cultural communities. The residents of this area take great pride in their community and for many years have worked diligently to redefine its image in order to reflect its cultural richness. In many instances, the residents have also challenged the media to re-examine its role in creating negative perceptions about the community and to encourage the promotion of an image more representative of the real situation.

On September 15, 1998, the Jane and Finch community was awarded a Trillium Communities "Caring Communities" award. Through this award, Jane and Finch is recognized as a Caring Community through the achievements of many community organizations. Jane and Finch was chosen from dozens of submissions to the Trillium Foundation from across Ontario and it was the only one given to any Toronto neighbourhood.

The improvement of its public open spaces and its streets will help improve the safety, create a pedestrian friendly environment, project a positive and distinct image and revitalize the neighbourhood. Community input for the preliminary design concept was obtained in meetings with ratepayers and local business and their recommendations have been incorporated into the design. The community will continue to be involved throughout the detailed design stage.

Sponsor: Urban Planning and Development Services - City Planning Division.

Request for Provincial funding: $23,000.00.

Project 11: Firefighters' Memorial

A memorial to firefighters who have died in the line of duty, the project already has a budget of 1 percent of the construction costs set aside. A new Fire Station is currently under construction in Toronto's Harbourfront beside the Peter Street Slip at a cost of $4 million. Proposed is a bronze statue to commemorate firefighters who died while on duty. It will be a public garden in a high pedestrian traffic and tourist area. It is also a growing residential area in Toronto's Harbourfront community.

Project Purpose:

To provide a memorial which commemorates firefighters that have died in the line of duty.

Description:

It will involve a public art competition that includes a bronze statue of one firefighter crouched down spraying a fog pattern and another firefighter passing in the opposite direction carrying a rescued child. This memorial will be set in a landscaped garden in the heart of Toronto's waterfront. It will be open to the public with benches, a drinking fountain and it will be accessible for people of all ages and abilities.

The Homecoming:

It will attract tourists, especially firefighters from around the world. It will be a landmark that will encourage Ontarians to visit their province first, in the millennium year.

Beautify Ontario:

It will involve a public art competition. The memorial will be accessible for people of all ages and abilities.

Land of Opportunity:

This memorial garden will showcase Toronto Firefighters' bravery while protecting lives, property and the environment. It will instill pride in Ontario's rich past, vibrant present and remain a landmark tribute for the future.

We are Ontario:

It celebrates the heritage of Canada's largest fire service, and the fifth largest fire service in North America, commemorating past and future fallen firefighters.

Volunteer Contribution:

Volunteer artists and landscapers may be considered for the future development and construction of this memorial garden.

Management:

A team from the Toronto Fire Services, the City of Toronto Public Art Program and the Toronto Parks and Recreation Division will manage this project.

Sponsor: Works and Emergency Services - Fire Services.

Request for Provincial funding: $42,000.00.

Project 12: Open Doors - Toronto's Built Heritage

Project Purpose:

The purpose of the project is to generate awareness of and excitement about Toronto's architectural heritage among both residents and visitors and to build Toronto's international reputation as a centre of design excellence. The project, entitled "Doors Open", will do this by establishing a festival-style weekend event during which buildings of historic and/or architectural significance, not normally open to the public, will open their doors. Throughout the City (from Etobicoke to Scarborough, North York to downtown Toronto) the "Doors Open" project will be built on the principles of access, awareness, and excitement. And admission to all participating venues will be free.

Developed as a British garrison town in the late 18^th century, incorporated as City in 1834 and built by immigrant labourers and entrepreneurs from around the world, Toronto has developed a deserved reputation as a livable city, a multi-cultural city, an award-winning city, a place of eclectic architectural styles and excellent urban design. Using Toronto's built heritage as a theme to address our past and embrace the next millennium, Heritage Toronto is planning a two-day event, entitled "Doors Open", during which buildings of historic and/or architectural significance, not normally open to the public, will open their doors.

It's an idea that promises to bring people together to think about and share the stories of this City and to celebrate our built heritage and our shared cultural experience.

An event of this scope, unprecedented in Toronto, requires considerable planning, funding and partnerships within the many communities in this City. While Heritage Toronto is the primary organizing body for "Doors Open", the project will not be possible without support from various levels of government, the business and media sectors and the people of Toronto. To achieve this level of participation from so many sectors is a primary goal of this project and one which we believe is entirely possible.

Specific Project Goals:

- 50 buildings participating throughout the new City of Toronto;>

- 25,000 visitors;

- 340 volunteers;

- publishing a free "Doors Open" souvenir program/map/passport;

- project builds Toronto's reputation as a great city that has achieved excellence in architectural design both contemporary and historic; and

- showcase our City; develop civic pride; lasting legacy; attract tourist market (May 27 and 28, 2000 fall on the Memorial Day long weekend in the USA).

Marketing:

The budget indicates $120,000.00 of a total budget of $170,000.00 is allocated for Marketing and Promotion materials and activities. Seeking creative media partnerships to stretch our advertising budget, generate interest (through media contests, etc.) and heighten advance awareness of the "Doors Open" weekend are all planned strategies. Ultimately the campaign's goal will be to get as many people involved in this millennium project by creating a sense of excitement about our city.

Partners involved in the Project:

Major Partners:

The Toronto Heritage Foundation is an organization dedicated to promoting the public interest in the history of the project and will partner with Heritage Toronto to assist in raising funding for the project.

The Design Exchange will provide information about interiors of buildings, and assist with a publication and map. This organization will also provide a valuable contribution by identifying owner contacts and helping the project achieve participation from significant building owners.

City of Toronto Economic Development and Parks Committee has endorsed the project and requested City staff to work with Heritage Toronto staff to support the project.

Other Partners:

Toronto Historical Association is a non-profit umbrella organization that represents volunteer-based heritage groups in the City and facilitates heritage volunteer groups' participation in the project.

The Scottish Civic Trust:

The seeds for the "Doors Open" project were planted in the Summer of 1998 during a lecture in Toronto given by Sir James Dunbar-Nasmith (cousin of Toronto architect, Catherine Nasmith) in which he discussed the incredible success of Scotland's Doors Open Day(s). Dunbar-Nasmith is the Chairman of the Scottish Civic Trust which co-ordinates the program in 24 cities.

"My own office in Edinburgh is open on Doors Open Day, and it's astonishing how popular it is as an activity. Thousands of people spend the day as if it was a sort of carnival, going round the different buildings. It has been a great success and it's something which isn't too difficult to organize, and as effective as anything in introducing people to the enjoyment that can be got out of visiting good buildings."

The Scottish Civic Trust has agreed to act as our mentor and advisor on this project.

The Toronto District School Board has agreed in principle to assist by opening some of their unique school buildings.

The Arts and Letters Club has agreed in principle to assist by opening its doors as a participant in the project.

Roger Du Toit Architects Limited which owns an architecturally significant building in Toronto has agreed to host an open house to the public during the event.

The City of Toronto's Facilities and Real Estate Division has agreed in principle to assist by including several of the City's well known buildings in the "Doors Open" project.

The City of Toronto's Urban Design Department is assisting by identifying significant buildings that should be included in the project.

The University of Toronto has agreed in principle to assist by including several of the university's well known buildings in the "Doors Open" project.

The Toronto Board of Trade Tourism Committee has endorsed the project and is providing advice on promotional and sponsorship opportunities.

Corporate Partners will be approached including Canadian Banking Association; Building Owners, insurance companies, Urban Development Institute, Chambers of Commerce (North York, Scarborough, Etobicoke, etc.) Mediacom (transit shelter ad space); former Heritage Toronto Award winners and plaque recipients, etc.

Media Partners will be approached including The Toronto Star (initial discussions have begun), CITY TV, CHUM FM, CBC Radio/TV, Toronto Life magazine, NOW magazine, The History Channel, CFMT, etc.

The "Doors Open" project will meet all of the following Main Street objectives.

The Homecoming:

This project is designed to attract visitors to Toronto. It is specifically being held on the last weekend in May, which is the Memorial Day long weekend in the USA and a great weekend for American Tourists in Toronto.

Beauty Ontario:

This project will increase awareness and appreciation of heritage buildings and will provide reward and recognition for building owners who have restored their buildings. One of the long term outcomes of the project will be to increase investment in historical restorations.

Land of Opportunity:

The "Doors Open" project is specifically designed to showcase excellence in Ontario's architects and their designs. It also uses the built environment as a lens through which to view the City's rich past, and to share the stories of this City.

We Are Ontario:

The "Doors Open" project will give recognition and profile to the City's local heritage groups that have strived for many years to protect the City's heritage.

The project will showcase examples of excellent architectural design and heritage restoration in various communities across Toronto.

Quantitative results will include:

- measurement of number of visitors to the two-day event - goal is 25,000;

- number of building owners who agree to open their doors - goal is 50;

- measurement of local and tourist media coverage of event - goal is to have media partnerships with one radio, television and print publication;

- measurement of number of participating heritage and museum groups - goal is to have all local LACAC panels as partners and to have all historic sites participate in the two-day event; and

- measurement of private sector interest in project through ability of souvenir program to attract advertisers.

Qualitative results will include:

- increased awareness and understanding of Toronto's built heritage and how the City's stories are reflected in it;

- increased investment in heritage restoration;

- increased neighbourhood pride; and

- increased recognition of Toronto as a centre for architectural design excellence.

Strengthens local economies.

The project will strengthen local economics by bringing visitors into specific neighbourhoods and by building local pride.

Quantitative results:

- measurement of number of visitors to specific local economic areas and amount of local media coverage.

Qualitative results will include:

- increase in neighbourhood pride.

Encourages the development of new partnerships through local, public and private sector groups working together.

This project is of a scope that in order to be successful, requires an extensive network of partnerships and community and corporate participation.

Quantitative results will include:

- number of building owner participants;

- amount of in-kind donations;

- amount of corporate sponsorship the project can attract; and

- number of local heritage, architectural and community groups participating.

Qualitative results will include:

- increased organizational capacity to, on behalf of key partners, develop a shared set of goals, problem solve and communicate effectively in order to meet project timelines.

Strengthens the volunteer sector by providing opportunities to learn new leadership and event management skills.

The success of the project will depend heavily on the participation of the volunteer heritage community and its ability to work successfully with volunteer, public and private sector organizations outside of that community. Opportunities for leadership will include forging consensus among new partners and across different types of organizations, attracting local building owners to participate in the project, attracting local media to the project, managing and organizing the "opening of buildings" and public tours on the actual event days.

This project is an event that will attract all ages and abilities. The key to attracting this wide demographic range will be in having project ambassadors from various age groups supporting and working on the project and building enthusiasm among their own constituency. The project management structure will be reflective of this demographic diversity.

Participation rates across age and ability groups will be measured by a participant survey that will be part of the project management.

Volunteer contribution:

A total of 340 volunteers will be involved in the project as listed below:

Volunteer project management - 10 volunteers x 100 hours each = 1,000 hours

Volunteer management at the local level - 100 x 10 hours each = 1,000 hours

Volunteer ambassadors - 30 x 10 hours each = 300 hours

Volunteer event management 200 (50 buildings x 4 volunteers per building) = 200 x 5 hours = 1,000 hours

Total volunteer hours for the project: 3,300 hours

The percentage of work to be completed by volunteers will be about 50 percent.

Management:

The project will be managed by a volunteer steering committee made up of representatives of the major partners and participating organizations. This steering committee will report to the Board of Heritage Toronto.

Heritage Toronto will provide staff for project management.

Heritage Toronto will implement the requisite systems in order to measure and report in a timely and accurate manner on how this program has satisfied the objectives of the Millennium plan. This will include, for example, analysis of how the program has attracted tourists to the community, has resulted in the beautification of communities, has showcased the successes of Ontario and has instilled a pride in Ontario's rich past, and recognized local heritage programs by measuring quantifiable results against budgeted figures, including, for example:

- tracking the number of attendees;

- tracking the number of building owners who have opened their doors;

- measurement of media coverage - include copies of all;

- amount of in-kind donations, corporate sponsorship, etc.;

- number of volunteers;

- number of advertisers and advertising revenue attracted to souvenir program;

- profile of program visitors and participants to measure diversity of audience; and

- number of new memberships sold in Heritage Toronto and Design exchange as a measure of increased awareness and appreciation of city's built heritage.

Sponsor: Heritage Toronto.

Request for Provincial funding: $35,000.00.

Project 13: Wetlands' Wildlife Preservation

Purpose:

Children from 2,000 schools will be invited to participate in a variety of educational programs to learn more about wildlife in wetlands and how people can help to preserve these habitats.

Project Components:

The Adopt-A-Pond Project Program's mission is to conserve wetland biodiversity. It achieves this goal by educating and supporting community and school groups to protect and sustain existing wetlands. Adopt-A-Pond helps Canadians of all ages to sustain a productive and significant component of our environment -wetlands.

The Toronto Zoo's innovative Constructed Wetland ecosystem, in conjunction with the Adopt-a-Pond Program's Outreach programming and events such as "Spring Toad Festival", helps schools, community groups and visitors of all ages to understand and learn more about their local wetlands. This exciting new program will help Canadians of all ages, from all communities, to learn more about the importance of wetland ecosystems and what can be done to protect them.

Wetlands are one of the most diverse and productive ecosystems in the world. Wetlands provide a number of valuable "natural services", from filtering water, to preventing the erosion of shorelines, to helping prevent floods. Unfortunately, wetland ecosystems are being lost to human development at an alarming rate. It is estimated that 75 percent of Southern Ontario's original wetland base has been lost. This loss is not negligible - Canada contains 24 percent of the Earth's wetlands.

The "Toad Festival" is an educational program designed to monitor five American Toads on the Toronto Zoo site to determine habitat use by these animals. Amphibian populations are valuable components in an ecosystem as they are considered indicator species for environmental health. This project offers a significant educational opportunity for participation by schools, Zoo volunteers and outreach programming such as "Meet the Toad Tracker", providing hands-on opportunities for the general public to participate in an amphibian monitoring program. Participants in the Spring Toad Festival will get hands-on experience using radio-telemetry techniques, hear the chorus of male toads calling from the wetlands, and learn more about amphibians by viewing the toads in the wetlands. Providing opportunities for individuals to participate in this program will ultimately increase awareness of amphibian and reptile communities and provide individuals with an opportunity to demystify science through firsthand experience.

Frogwatch-Ontario is a long-term amphibian monitoring program, established through the Toronto Zoo's Adopt-A-Pond Program, Environment Canada's Ecological Monitoring and Assessment (EMAN) Program, and the Ontario Ministry of Natural Resources' Natural Heritage Information Centre (NHIC). The Toad telemetry study will further supplement this monitoring program by adding a new hands-on component for individual community participation. For complete information on the amphibian monitoring program, the Frogwatch-Ontario Web Page address is <www.cciw.ca/frogwatching/>.

Adopt-A-Pond receives financial support from numerous organizations and individuals interested in conservation. It receives promotional assistance from like-minded conservation organizations. For example, Environment Canada and the Ontario Ministry of Natural Resources are working in partnership with the Adopt-A-Pond Program to make Frogwatch-Ontario possible.

Main Street Ontario Objectives:

We Are Ontario:

The Toronto Zoo's Constructed Wetland is a significant toad breeding habitat in close proximity to community members and visitors, providing an ideal location and forum for this type of hands-on outreach education program. This community based program will offer great enjoyment for visitors of all ages. Frogwatch-Ontario is a program for people of all ages, all across Ontario. Frogwatch observers can participate in the program by monitoring frog calls from their urban backyards, at their cottage or from rural areas across the Province. Calling frogs and toads of Ontario are highlighted in this program (including some endangered and rare species) encouraging visitors to learn their Ontario frog calls and then actively explore their local wetland areas, ultimately generating an awareness of the natural diversity of wetland habitat within Ontario.

Results of Project:

Education of community members creates an understanding of ecosystems and allows for a greater appreciation for the flora and fauna within those habitats. Allowing the public to take a role in monitoring and data collection will establish a greater responsibility for land stewardship and appreciation for Ontario's natural environment.

This project offers a significant opportunity for publicity and programming through this public event at the Toronto Zoo. Projects and events are promoted through press releases, articles, the Toronto Zoo web page <www.torontozoo.com>, Adopt-A-Pond newsletters, event banners, posters, the Toronto Zoo visitor guide, and annual report.

The Adopt-A-Pond Program will use several methods to evaluate the success of the Spring Toad Festival. As a whole, the success of the event will be determined by the number of community members, schools, and visitors participating in the Spring Toad Festival. We will also monitor success by the number of participants in "Meet the Toad Tracker", the number of toads with transmitters, the distance moved by the toads and the maps of distribution and habitat use by American Toads.

Currently, over 1,500 school and community groups in Ontario participate in the Adopt-A-Pond program. This interactive education program will offer an exciting new experience for thousands of Toronto Zoo visitors. The Toronto Zoo has the infrastructure and ability to provide labour on a long-term basis. The high public visibility of the Toronto Zoo, combined with the accessible location of the Constructed Wetlands, thereby ensures the long-term viability of these programs.

Volunteer Contribution:

The Adopt-A-Pond Program trained 20 Zoo volunteers as Pond Guardians on wetland and amphibian ecology. These volunteers are valuable educational resources working with community members, offering a great deal of knowledge and expertise in community outreach programs. These volunteers will be involved in the program for the week of the Toad Festival with follow-up activities at the Constructed Wetlands kiosk. Visitors to the Zoo will contribute to data collection by entering information on the displayed chart of toad locations.

Management:

The Spring Toad Festival will be managed by the Coordinator of the Adopt-A-Pond Program (assisted by the Summer Student) through coordination of volunteers, writing and distribution of press releases, writing articles, and production of posters and flyers announcing the event. As a whole the event will be evaluated by the number of community members, schools, and visitors that participate in the Spring Toad Festival. We will also monitor success by the number of participants in "Meet the Toad Tracker", the number of toads with transmitters, the distance moved by the toads and the maps of distribution and habitat use by American Toads.

Sponsor: Toronto Zoo.

Request for Provincial funding: $10,250.00.

14

Millennium Logo Time Stamp

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

The Economic Development and Parks Committee recommends the adoption of the recommendations of the Millennium Task Force embodied in the following report (September 9, 1999) from the City Clerk:

Recommendations:

The Millennium Task Force on September 8, 1999, recommended to the Economic Development and Parks Committee, and Council, the adoption of the report (August 18, 1999) from the Commissioner of Economic Development, Culture and Tourism, wherein it is recommended that:

(1) all City Departments use the Millennium logo (which incorporates the City's logo and wordmark) to time stamp legacy projects being launched or completed in the year 2000, at their discretion, with respect to appropriateness and budget considerations; and

(2) all City Departments incorporate the Millennium logo, at their discretion, in promotional materials, publications and communications produced in the year 2000, to develop community awareness and involvement in the City's year long celebrations.

Background:

The Millennium Task Force had before it a report (August 18, 1999) from the Commissioner of Economic Development, Culture and Tourism, entitled "Millennium Logo Time Stamp".

(Report dated August 18, 1999, addressed to the

Millennium Task Force Committee from the

Commissioner of Economic Development, Culture and Tourism)

Purpose:

To request that the Millennium Task Force review and approve the recommendations requesting that all City departments include the revised Millennium logo on appropriate print materials, publications and legacy projects throughout the year 2000.

Recommendations:

It is recommended that:

(1) all City Departments use the Millennium logo (which incorporates the City's logo and wordmark) to time stamp legacy projects being launched or completed in the year 2000, at their discretion, with respect to appropriateness and budget considerations; and

(2) all City Departments incorporate the Millennium logo, at their discretion, in promotional materials, publications and communications produced in the year 2000, to develop community awareness and involvement in the City's year long celebrations.

Discussion:

Developed to be a lasting legacy for this unique moment in history, the Millennium logo will enhance and promote Toronto's Millennium celebrations throughout the year 2000 by its appearance across the City on posters, signs, street banners, and so forth. The logo adds a celebratory and creative touch to the existing City of Toronto logo. Recently revised to include the time stamp "2000 - 2001", the Millennium logo can literally mark the moment in history for City projects as diverse as flower bed plantings; to concrete impressions in a newly laid sidewalk; to the plaque for a new public art exhibit. It's a legacy that the whole City can appreciate.

Conclusion:

The whole City will benefit from the profile created by the Millennium logo display across Toronto from both a promotional and a legacy perspective.

Contact Name:

Ms. Halina Cieszynska, Project Manager, 397-9998.

(A copy of the Millennium Logo referred to in the foregoing report was forwarded to each Member of the Millennium Task Force with the agenda for the Millennium Task Force meeting of September 8, 1999, and a copy thereof is also on file in the office of the City Clerk.)

15

Other Items Considered by the Committee

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

(a) Update on Activities at the Metro Convention Centre.

The Economic Development and Parks Committee reports having received a presentation from Mr. Tom Wells and Mr. Howard Brown, City Appointed Directors, the Metro Toronto Convention Centre, providing an update on present and future activities at the Metro Convention Centre. The Chair, on behalf of the Committee, thanked Mr. Wells and Mr. Brown for for their presentation.

(b) Expansion of Victoria Village Arena - Agreement with the

Canadian Macedonian Federation (Ward 11 - Don Parkway).

The Economic Development and Parks Committee reports having deferred consideration of the following report and communications to the next meeting of the Committee to be held on October 4, 1999:

(i) (June 2, 1999) from the Commissioner of Economic Development, Culture and Tourism, recommending that:

(1) the appropriate City officials be authorized to enter into negotiations with the Canadian Macedonian Federation for an agreement based on the key points of the letter of intent referred to in this report; and

(2) upon successful completion of the negotiations, such agreement be brought forward to the Economic Development and Parks Committee and City Council for review and consideration, and not be executed until approval has been obtained.

(ii) (June 21, 1999) from Mr. James G. Karas, President, Pan-Macedonian Association of Ontario Inc., requesting to make a presentation to the Economic Development and Parks Committee and requesting a postponement for the hearing of deputations.

(iii) (undated) from Mr. Michael Papadouris, AHEPA, requesting to make a presentation to the Economic Development and Parks Committee and to have the matter deferred to the North York Community Council meeting.

(c) Harmonization of Ice Rental Rates - Arena Boards of Management - East York (Ward 1); Lakeshore-Queensway (Ward 2); York Humber (Ward 27); and all Former City of Toronto Wards.

The Economic Development and Parks Committee reports having:

(1) deferred consideration of the following report and communications and directed that a working group be established to look further into the harmonization of ice rental rates at Board of Management or Agency operated Arenas, and report thereon to the Economic Development and Parks Committee on or before September 2000; and

(2) requested the Commissioner of Economic Development, Culture and Tourism to report to the Economic Development and Parks Committee meeting of October 4, 1999, on membership of the aforementioned working group:

(i) (June 22, 1999) from the Commissioner of Economic Development, Culture and Tourism, providing an outline identifying potential implementation options and financial effects of harmonizing ice rental rates and policies between City owned, City operated indoor arenas and City owned, Board of Management or service agency operated arenas and recommending that:

(1) the principle of harmonization of ice rental rates across the City be adopted;

(2) in addition to financial statements, the Arena Boards of Management and the two arenas leased by Lions' Clubs, as well as city managed arenas, be required to report annually on the statistical usage by category of renters as set out in this report (Appendix "D");

(3) the Department staff continue to work co-operatively with the Arena Boards and Lions Clubs to review harmonization issues and opportunities for cooperative service;

(4) the ice rental category of "Community Youth" (local youth involved in ice activities) be harmonized effective September 1, 2000, at an annualized cost of $141,321.00;

OR

instead of the Departmental Recommendation No. (4), the Committee may wish to choose:

(5) no change occur at this time with respect to harmonization of ice rental rates at Board of Management or Agency operated arenas.

(ii) (July 5, 1999) from Councillor Bill Saundercook, Chair, Works Committee, requesting that Recommendation No. (4) in the report (June 22, 1999) from the Commissioner of Economic Development, Culture and Tourism be amended to read "effective September 1, 1999"; and that staff be authorized to negotiate on an arena specific basis with the arena Boards of Management in conjunction with the "Community Youth" user groups in order to adjust the contracts between these user groups and the Boards allowing for the flow-through of the savings to the user groups as a result of lower ice rental rate, and that the department budget be adjusted accordingly.

(iii) (July 7,1999) from Councillor Anne Johnston, North Toronto, requesting that this item be deferred until October 1999, to allow the arena boards time to review the Commissioner's report and to respond to same.

(iv) (July 5, 1999) from Mr. Eric Anweiler, Manager, North Toronto Memorial Arena, requesting that this item be deferred until September or October 1999, to allow Arena Boards, Users Groups and Individuals ample time to study this report and prepare to come before the Economic Development Committee and make their concerns heard.

(v) (July 6, 1999) from Mr. Donald G. Ottaway, Chair, Ted Reeve Community Arena, requesting that this item be postponed until September 1999, so that the Board Chairs and the Members can discuss and present their comments without being rushed into perhaps what might be a compromised position.

(vi) (July 6, 1999) from Mr. Peter Simmie, Chairman, Leaside Gardens Board of Management, commenting on the options presented in the draft report on Ice Harmonization.

(vii) (September 4, 1999) from Ms. Vivian Perks, requesting that the City reconsider the option of harmonizing ice rental rates at the North Toronto Memorial Arena.

(viii) (September 8, 1999) from Mr. Thomas C. MacMillan, advising of his concerns regarding the harmonization of ice rental rates at the North Toronto Memorial Arena.

(ix) (September 9, 1999) from Mr. L. Milton Hess, Q.C., advising of his concerns regarding the harmonization of ice rental rates at the North Toronto Memorial Arena.

(x) (September 9, 1999) from Mr. Eric L. Versteeg, expressing his lack of support for the ice rental harmonization proposal presently under consideration, and outlining his concerns.

(xi) (September 10) from Councillor Anne Johnston, North Toronto, requesting that the Committee adopt Recommendation No. 5 in the report (June 22, 1999) from the Commissioner of Economic Development, Culture and Tourism.

(xii) (September 12, 1999) from Ms. Susan Krausz, President, North Toronto Hockey Association, expressing her concern regarding the proposed harmonization of ice rental rates and the proposed reduction in ice rates at North Toronto Arena which will result in the arena running at a deficit, rather than a surplus.

--------

Mr. Mario Zanetti, Director of Parks and Recreation, South District, made a presentation to the Economic Development and Parks Committee regarding the foregoing matter.

The following persons also appeared before the Economic Development and Parks Committee in connection with the foregoing matter:

- Councillor Anne Johnston, North Toronto;

- Mr. Bill Channing, Greater Toronto Hockey League;

- Mr. Peter Simmie, Chair, Leaside Arena;

- Councillor Michael Walker, North Toronto;

- Mr. Brian McGroarty, William H. 'Bill' Bolton Arena;

- Ms. Jacyn Wade, North Toronto Skating Club;

- Ms. Lucy Kovac, North Toronto Skating Club;

- Mr. Jim Herder, Chair, North Toronto Memorial Arena Board of Directors;

- Ms. Kathy Grant, Toronto, Ontario;

- Mr. Richard Parker, Toronto, Ontario;

- Mr. Kevin Gordon, Toronto, Ontario;

- Mr. Jim Lutz, President, Leaside Hockey Association; and

- Ms. Debbie Wilkes, Toronto, Ontario.

(d) Long Term Planning for Parks and Recreation Facilities - All Wards.

The Economic Development and Parks Committee reports having:

(1) requested the Commissioner of Economic Development, Culture and Tourism to report back to the Economic Development and Parks Committee meeting on October 4, 1999, providing a consultation work plan with respect to addressing Councillors' concerns with regard to this matter; and

(2) received the following report and communication:

(i) (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism, outlining general directions for the development of long term plans for parks and recreation facilities; and recommending that this report be received for information.

(ii) (September 10, 1999) from Ms. Anne Dubas, President, CUPE Local 79, requesting that Local 79 representatives be included in the long term planning process for Parks and Recreation Facilities.

--------

The following Members of Council appeared before the Economic Development and Parks Committee in connection with the foregoing matter:

- Councillor Joanne Flint, North York Centre South; and

- Councillor Michael Walker, North Toronto.

(e) Natural Ice Rink Program - All Wards

The Economic Development and Parks Committee reports having withdrawn the following report and communications for further review at the request of the Commissioner of Economic Development, Culture and Tourism:

(i) (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism, providing information regarding the harmonization of the operation of natural ice rinks in the City of Toronto; and recommending that:

(1) effective January 1, 2000, the operation of all natural ice rinks in the City of Toronto become the responsibility of interested community groups and volunteers, with the exception of those rinks being provided on park ponds, which would continue to be maintained by Parks and Recreation staff; and

(2) City staff provide guidance to the community groups and volunteers in the making of natural ice rinks and the necessary maintenance requirements; Parks and Recreation staff continue to install temporary lighting and rink boards, and provide hoses for volunteers to use; and in addition, City staff provide snow removal services for the community operated rinks during excessive snowfall situations, along with regular monitoring of the rinks, to ensure public safety.

(ii) (September 10, 1999) from Ms. Anne Dubas, President, CUPE Local 79, urging the Committee to reject the report's recommendation and to ensure that Parks and Recreation employees continue to maintain the City's natural ice rinks.

(iii) (September 10, 1999) from Mr. Michael Penman, Toronto, Ontario, respecting maintaining the natural ice surfaces.

(iv) (September 13, 1999) from Mr. Brian Cochrane, President, CUPE Local 416, requesting that City officials be directed to meet with Local 416 to discuss their proposed course of action and to provide all the information relating to the Natural Ice Rink Program.

(f) Recreation Needs Assessment and Feasibility Study Findings and Recommendations Respecting Five Study Areas - Wards 2, 6, 19, 24, 25, 27, and 28.

The Economic Development and Parks Committee reports having:

(1) recommended to the Policy and Finance Committee, and Council, the adoption of the following report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism, subject to deleting the word "considered" in Recommendation No. (3) and inserting in lieu thereof the word "approved", so that such Recommendation now reads:

"(3) the guidelines outlined in this report for structuring the inclusion of the proposed facilities in the Parks and Recreation Capital Program be approved by Council."; and

(2) requested the Commissioner of Economic Development, Culture and Tourism:

(1) to report directly to City Council for its meeting of September 28, 1999, on the cost of securing, for public use, the St. Basil's North Campus site (3100 Weston Road) through a long-term lease and/or other arrangement; and

(2) to include in the final needs assessment and feasibility study the following as it relates to South Etobicoke:

(a) funding required for the potential replacement of the pool and health club at the Gus Ryder facility;

(b) the inclusion of the Toronto School Board and the Lakeshore Lion's club in the process;

(c) that the gymnasium be a joint venture with the Separate School Board, noting that the said School Board is submitting a site plan in the Year 2000 for a new facility, and that this project be considered for inclusion in the Year 2000 and 2001 Capital Budget process; and

(d) review a possible merger of the programs and activities of the Horner Avenue Seniors Centre and the Franklin Horner Community Centre and identify the City's ability to secure a long term lease with the Toronto District School Board for the continuation of the programs at the Franklin Horner Community Centre.

(August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism reporting on the objectives, approach and findings of a needs assessment and feasibility study (draft final stage) for proposed indoor recreation facilities in five areas of the city (South Etobicoke, Western North York, York, Parkdale and St. James Town); and recommending that:

(1) the findings of the needs assessment and recreation study, as contained in the draft final study report and outlined in this report, for the areas of South Etobicoke, Western North York, York, Parkdale, and St. James Town be received;

(2) staff be directed to report back to the Economic Development and Parks Committee following the public meetings anticipated to be held in each of the study areas in October; and

(3) the guidelines outlined in this report for structuring the inclusion of the proposed facilities in the Parks and Recreation Capital Program be considered by Council.

--------

The following Members of Council appeared before the Economic Development and Parks Committee in connection with the foregoing matter:

- Councillor Irene Jones, Lakeshore-Queensway;

- Councillor Chris Korwin-Kuczynski, High Park;

- Councillor Pam McConnell, Don River;

- Councillor Joe Mihevc, York Eglinton; and

- Councillor Kyle Rae, Downtown.

(g) Decision-Making Protocol for Parks and Recreation Matters - All Wards.

The Economic Development and Parks Committee reports having:

(a) adopted the report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism, subject to the following amendments:

(1) amending Recommendation No. (2) to read:

"(2) upon consideration of this report and any comments from the Community Councils, the Economic Development and Parks Committee endorse a protocol for dealing with parks and recreation matters and authorize its use by the Commissioner of Economic Development, Culture and Tourism (or designate) in determining the appropriate Committee routing process for parks and recreation matters;";

(2) amending Recommendation No. (3) to read:

"(3) authority be granted, at the appropriate time, to introduce any necessary Bills in Council."; and

(3) deleting the word "citizen" in the following report and inserting in lieu thereof the following: "nomination to City-wide special committees and task forces of residents and/or municipal property taxpayers in the City of Toronto who are at least 18 years of age, except on bodies dealing with children and youth issues."

(b) referred the report (August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism to all Community Councils for consideration with a request that any comments be forwarded to the Economic Development and Parks Committee for consideration at its November 8, 1999 meeting.

(August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism recommending that:

(1) this report be forwarded to the Community Councils for consideration, with a request that any comments be forwarded to the Economic Development and Parks Committee for consideration at its November 8, 1999 meeting;

(2) upon consideration of this report and any comments from the Community Councils, the Economic Development and Parks Committee endorse the protocol outlined in this report for dealing with parks and recreation matters and authorize its use by the Commissioner of Economic Development, Culture and Tourism (or designate) in determining the appropriate Committee routing process for parks and recreation matters; and

(3) authority be granted to introduce any necessary Bills in Council.

--------

Councillor Joanne Flint, North York Centre South, appeared before the Economic Development and Parks Committee in connection with the foregoing matter.

(h) Renaming of Beltline Park (Ward 22) - The Kay Gardner Beltline Park.

The Economic Development and Parks Committee reports having referred the following communication to the Toronto Community Council for report thereon to City Council, together with the "Revision to Parkland Naming Policy" adopted by City Council on November 25, 26 and 27, 1998:

(August 23, 1999) from Councillor Michael Walker, North Toronto, recommending that staff from the Economic Development, Culture and Tourism Department, Parks and Recreation Division, in consultation with Heritage Toronto staff, be requested to report on renaming the Beltline Park which runs right through Ward 22 in the old City of Toronto the "Kay Gardner Beltline Park" in recognition of former Councillor Kay Gardner who was instrumental in creating the park back in 1989.

(i) Naming of New Parkette - North East Corner of Yonge Street and Lawrence Avenue East - The George Milbrandt Parkette.

The Economic Development and Parks Committee reports having referred the following communication to the Toronto Community Council for report thereon to City Council, together with the "Revision to Parkland Naming Policy" adopted by City Council on November 25, 26 and 27, 1998:

(August 23, 1999) from Councillor Michael Walker, North Toronto, recommending that staff from the Economic Development, Culture and Tourism Department, Parks and Recreation Division, in consultation with Heritage Toronto staff, be requested to report on naming the new parkette on the north-east corner of Yonge Street and Lawrence Avenue East in Ward 22, "The George Milbrandt Parkette" in recognition of local citizen George Milbrandt who was instrumental in creating the park.

(j) Support for Community and Major Festivals - All Wards.

The Economic Development and Parks Committee reports having received the following report for information; and having requested the Commissioner of Economic Development, Culture and Tourism to report back on a strategic approach to the co-ordination of City support of major festivals, small community festivals, tourist attractions, etc.:

(August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism, providing information regarding support available to community and major festivals and events; referring to a more substantive report in this regard which was adopted by Council at its meeting June 9, 10 and 11, 1999; and recommending that this report be received for information.

--------

The following persons appeared before the Economic Development and Parks Committee in connection with the foregoing matter:

- Mr. Adonis Artemakis, Chair, Greektown on the Danforth Business Improvement Association, and filed a copy of his presentation; and

- Ms. Susan Graham-Nutter, Affinity Marketing Concepts, and filed a copy of her presentation.

(k) Nations in Bloom Competition - All Wards.

The Economic Development and Parks Committee reports having received the following report for information:

(August 23, 1999) from the Commissioner of Economic Development, Culture and Tourism, reporting on the status of the Nations in Bloom 99 project and competition process; and recommending that this report be received for information.

Respectfully submitted,

BRIAN ASHTON

Chair

Toronto, September 13, 1999

(Report No. 3 of The Economic Development and Parks Committee, including additions thereto, was adopted, as amended, by City Council on September 28 and 29, 1999.)