The Roles and Responsibilities of Community Councils
in the Context of the Council-Committee Structure
(City Council on July 8, 9 and 10, 1998, deferred consideration of this Clause to the next
regular meeting of City Council to be held on July 29, 1998.)
--------
(Clause No. 1 of Report No. 8 of the Special Committee to Review the
Final Report of the Toronto Transition Team)
The Special Committee to Review the Final Report of the Toronto Transition Team
recommends the adoption of the report (June 13, 1998) from the Chief Administrative
Officer, subject to:
(1)amending Recommendation No. (3) (c) (ii) to read as follows:
"(3)(c)(ii)the matter shall be considered to be of local interest and shall be processed
through the Community Council unless identified by Council as having a City-wide
interest;";
(2)amending Recommendation No. (4) to include a requirement that local residents be
notified of any application for permission under ravine, fence and tree by-laws and be
informed that local Councillors can have the matter called for a hearing before
Community Council on request;
(3)amending Recommendation No. (5) by adding thereto the following:
"(5) (a)that in accordance with the process for determining protocols for planning
and transportation:
(i)the City Clerk and the Commissioner of Economic Development, Culture and
Tourism report on a protocol for the processing of matters relating to Parks and
Recreation to the Community and Neighbourhood Services Committee for information
and comments to the Special Committee; and
(ii)the Special Committee forward the aforementioned report and its comments to the
Community Councils for information and comments directly to the next meeting of
Council;
(b)in developing the protocol for the processing of matters relating to Parks and
Recreation, the following principles be followed:
(i)the guidelines should provide clarity in interpretation yet allow for flexibility in
application;
(ii)the matter shall be considered to be of local interest and shall be processed through
the Community Council unless identified by Council as having a City-wide interest";
(iii)decisions regarding how issues should be routed through Committees of Council
should be made as early as possible; and
(iv)Community Councils should continue to have input into matters of City-wide
interest;";
(4)amending Recommendation No. (6) to read as follows:
"(6)(a)Council pursue legislative amendments to enable Community Councils to
make final decisions on local matters;
(b)until the Province has passed such legislation, Council enact an enabling by-law
delegating power to Community Councils, on local matters, either directly, or by
delegating to staff authority to make decisions on the approval of the relevant
Community Council;
(c)that the City Solicitor be requested to report to the Special Committee on the best
method of achieving that delegation of authority;
(d)that the Chief Financial Officer and Treasurer be requested to report to the Special
Committee on methods of assigning limited budgetary authority to Community
Councils, including the authority to redirect funds within its envelope and the ability to
administer a modest 'Community Priorities Fund'; and
(e)that the Community Councils continue to have a significant role in the creation of
the City Budget;";
(5)striking out Recommendation No. (8) viz:
"(8)to reflect their geographic focus and status within the overall Council-Committee
structure, the Community Councils be renamed so that they will now be known as the
East York Committee, Etobicoke Committee, North York Committee, Scarborough
Committee, Toronto Committee and York Committee;"; and
(6)amending Recommendation No. (10) to specifically direct the Chief Administrative
Officer to include in his forthcoming report recommendations relating to the provision
of resources to Citizen Assemblies, Residents' Associations and Tenants' Associations,
including support currently provided through the Healthy City Office.
The Special Committee to Review the Final Report of the Toronto Transition Team reports,
for the information of Council, having:
(1)referred the following motion to the Chief Administrative Officer for report thereon
directly to Council for its meeting scheduled to be held on July 8, 1998, particularly on the
impact of such a policy on Social Services:
Moved by Councillor Anne Johnston on behalf of Councillor Pam McConnell:
"That the Special Committee recommend to Council that the principles embodied in
Recommendations Nos. (1) (a) and 3 (c) (ii), as amended, apply to all areas of City
decision-making;
(2)requested the Chief Administrative Officer to submit a report to Council for its meeting
scheduled to be held on July 8, 1998, commenting on some of the points raised by the
deputants; and
(3)referred the communication (May 21, 1998) from the City Clerk to the City Clerk and
the City Solicitor for report thereon to the meeting of the Special Committee scheduled to be
held on July 17, 1998.
The Special Committee to Review the Final Report of the Toronto Transition Team
submits the following report (June 13, 1998) from the Chief Administrative Officer:
Purpose:
The purpose of this report is to:
(1)describe the outcome of the public consultations on the roles and responsibilities of
Community Councils;
(2)recommend specific actions to clarify the roles of Community Councils within the
current Council-Committee structure and enhance the way in which Community Councils
carry out their responsibilities;
(3)emphasise the importance of considering Community Councils within the context of the
overall review of political governance structures in the City;
(4)advise Council not to consider changes to the relative authority and responsibilities of
Council and the Community Councils in the short term that could preclude consideration of
innovative, made-in-Toronto, citizen-centred options for the overall organisation of
governance structures in the City;
(5)emphasise the importance of citizen involvement as a fundamental organizing principle
for the City's political governance structures; and
(6)describe the parameters for a review of the City's political governance structures.
Funding Sources, Financial Implications and Impact Statement:
The actions recommended in this report can be accommodated within current budget
allocations.
Recommendations:
It is recommended that:
Clarification of Community Councils' Roles within the Current Council-Committee
Structure:
Transportation:
(1)to simplify the political decision-making process and enable Community Councils to
deal with matters related to the former Metropolitan roads in addition to community roads:
(a)Council endorse the principle that, once Council adopts a consolidated road classification
system and traffic operations policies, responsibility be delegated to Community Councils to
deal with matters related to all roads within their area of jurisdiction, except for policies and
matters delegated to the Urban Environment and Development Committee (UEDC);
(b)the Commissioner of Works and Emergency Services give priority to the preparation of
a road classification system and associated traffic operations policies, for review by the
UEDC and adoption by Council; and
(c)the Commissioner of Works and Emergency Services submit a report to the UEDC on
how the Transportation Services Division will phase in the delegation of these
responsibilities;
(2)the UEDC continue to be responsible for policies and matters related to the road system
which are of City-wide significance, such as the road classification system, traffic operations
policies, road maintenance policies, right-of-way use and occupation policies, budgets
prepared with input from the Community Councils, and all matters related to expressways;
Planning and Development:
(3)in response to Council's request of June 3 and 4, 1998, that the City Clerk and the
Commissioner of Urban Planning and Development Services submit a joint report to the
Special Committee on a protocol for the processing of planning matters, and to ensure that
there is input from both the UEDC and the Community Councils:
(a)the City Clerk and the Commissioner of Urban Planning and Development Services
report on the protocol for the processing of planning matters to the July 13, 1998, meeting of
the UEDC for information and comments directly to the Special Committee meeting
scheduled to be held on July 17, 1998;
(b)the Special Committee forward the report and its comments to the July 22, 1998
meetings of the Community Councils for information and comments directly to the July 29,
1998 meeting of Council; and
(c)in developing the protocol, the following principles be considered:
(i)the guidelines should provide clarity in interpretation, yet allow for flexibility in
application;
(ii)if a City-wide interest cannot be established, then the matter should be considered a local
interest by default and be processed through a Community Council;
(iii)decisions regarding how planning matters are routed through Committees of Council
should be made as early as possible;
(iv)Community Councils should continue to have input in planning matters identified to be
of City-wide interest; and
(v)only one Committee of Council should make recommendations to Council on any given
planning matter;
Delegation:
(4)to streamline Community Council and City Council agendas:
(a)Council delegate final decision-making authority to:
(i)the Chief Planning Official with respect to applications for permission under site plan
control and ravine by-laws;
(ii)the Director, Municipal Standards with respect to applications for permission under
fence by-laws; and
(iii)the Commissioner of Economic Development, Culture and Tourism with respect to
applications for permission under tree by-laws,
with the provision that ward Councillors will be notified about the applications and, if the
applicant or a Member of Council is not satisfied with the proposed staff decision, staff will
refer the matter to the appropriate Community Council to hear deputations and make a
decision; and
(b)the City Solicitor, in consultation with the City Clerk and the Commissioners of affected
departments, submit a report to the Special Committee on additional matters, currently
within the purview of the Standing Committees and Community Councils, that can be
delegated to staff under current legislation;
Parks and Recreation:
(5)the Commissioner of Economic Development, Culture and Tourism submit a report to
the Task Force on Agencies, Boards and Commissions on options for stakeholder and
volunteer input to the Parks and Recreation Division;
Relationship of Community Councils to City Council:
(6)because City Council is the municipality's "legislature" and should have the exclusive
authority to legislate via the enactment of by-laws, Council not approve proposals to:
(a)pursue legislative changes to empower committees of Council, including Community
Councils, to pass by-laws; and
(b)provide Community Councils with discretionary funding authority independent of City
Council;
(7)to explore Council's options to delegate to Community Councils certain prescribed
categories of final decisions involving the application of some discretion, the City Solicitor
and the City Clerk, in consultation with the Chief Administrative Officer and the
Commissioners, submit a report to the Special Committee on the feasibility and legality of
the delegation of the following responsibilities to another level within the legislative
structure:
(a)licensing and extension of boulevard cafes;
(b)special occasion LLBO permits;
(c)street name changes;
(d)parking pad issues;
(e)temporary road closures for special events;
(f)installation of stop signs on local roads;
(g)installation of speed bumps;
(h)changes to parking prohibitions on local roads;
(i)preliminary evaluation reports for planning applications;
(j)regular contract awards to the lowest bidder where funding for the project has already
been approved in the budget; and
(k)appointments to local BIAs and recreation centre boards;
(8)to reflect their geographic focus and status within the overall Council-Committee
structure, the Community Councils be renamed so that they will now be known as the East
York Committee, Etobicoke Committee, North York Committee, Scarborough Committee,
Toronto Committee and York Committee;
Community Council Boundaries:
(9)to assess alternative approaches to ensuring that the City's government has an effective
geographic focus, the Special Committee's examination of Council's political
decision-making structure should include consideration of:
(a)the appropriateness of the current Community Council boundaries;
(b) the process for defining geographic committees of Council; and
(c)linkages to the ward boundary review being undertaken by the UEDC;
Citizen Involvement in Government:
(10)the Chief Administrative Officer's forthcoming report on citizen involvement in
municipal governance explore more fully the experience of other jurisdictions in this regard
and comment further on the potential of Citizens' Assemblies;
Council-Committee Structure and Procedures:
(11)to develop a made-in-Toronto, citizen-centred, political governance structure to come
into effect for the second eighteen months of the Council term:
(a)the Chief Administrative Officer report to the Special Committee by October 1998, on
new political decision-making structures and procedures of Council and its Committees that
will:
(i)ensure that Council's decision-making structures are sensitive to, accommodate and
protect the diverse needs of all members of the community and unique character of all areas
of the City;
(ii)recognise the value of a geographic focus in the consideration of Council business;
(iii)provide a visible, accessible and meaningful process for members of the community,
Members of Council and City staff to participate in and respond to Council's deliberations
and decision-making process;
(iv)ensure that the role, function, policies and decisions of Council and its Committees are
clear and communicated effectively throughout the organisation and to the community;
(v)assert Council's policy direction and financial control over all parts of the organisation
and its Agencies, Boards and Commissions; and
(vi)facilitate the efficient management of Council's workload; and
(b)a small workgroup of Members of the Special Committee, including the Chair, act as a
reference group to staff in the review of the political decision-making structures and
procedures of Council and its Committees;
(12)Council not establish any new committees or task forces until the Special Committee
brings forward its recommendations on political governance structures for the City, unless
there are exceptional circumstances that cannot be accommodated within the existing
Committee structure;
General Recommendations:
(13)authority be granted for the introduction of any Bills necessary to effect the foregoing;
and
(14)the appropriate City officials be authorised to take the necessary action to give effect
thereto.
Council Reference:
Council adopted the Special Committee's workplan and Terms of Reference on February 4,
5 and 6, 1998. The workplan listed the definition of the role of Community Councils and
their relationship to the rest of the Council structure as a priority item for the Special
Committee.
On February 23, 1998, Members of the Special Committee and the Chairs of the
Community Councils attended a half-day workshop on the context of legislative parameters
and governance principles and objectives affecting the roles and responsibilities of
Community Councils. Following the workshop and public deputations at its meeting on
February 26, 1998, the Special Committee submitted a public consultation plan and a
discussion paper on the roles and responsibilities of Community Councils to City Council.
Council adopted the public consultation plan on March 4, 5 and 6, 1998.
This report describes the outcome of the public consultations on the roles and
responsibilities of Community Councils and their relationship to the rest of the Council
political governance structure.
Staff of the Economic Development, Culture and Tourism, Urban Planning and
Development Services and Works and Emergency Services Departments contributed
directly to the development of recommendations respecting their specific functions.
Comments have been received from senior staff across the organisation on early drafts of
this report.
Discussion:
The Consultation Process:
The discussion paper and a short questionnaire requesting comments were sent to everyone
on the Special Committee's mailing list and made available to the public through the City's
Civic Service Centres and public library branches. Electronic versions of the discussion
paper and questionnaire were posted on the City's website on the Internet. Efforts were
made to give staff an opportunity to comment on the discussion paper.
The Special Committee hosted three issue-specific discussion groups on April 6, 7 and 8,
1998, in which participants discussed:
(i)the role of Community Councils in recreation services;
(ii)the role of Community Councils in planning and development control; and
(iii)the definition of community and the concept of neighbourhood reporting.
The Special Committee also sent the discussion paper to the six Community Councils for
their consideration and community input. The Community Councils held public meetings in
April and May 1998, and have forwarded their comments to the Special Committee.
Seventy-six people participated in the Special Committee's three discussion groups.
Thirty-five people mailed, faxed or e-mailed written comments in response to the discussion
paper. A further 66 people made deputations or submitted written comments to the
Community Councils. All of this input was reviewed and taken into consideration in the
preparation of this report.
What People Said:
Although everyone had a unique way of expressing their opinions, the following common
themes characterise the public input:
(a)local government should have a visible, tangible local presence and the process of local
government should be located throughout the city instead of confined to a downtown
building - Council has a responsibility to reach out and engage the public through a variety
of means, including decentralized service centres, community meetings, access to Council
agendas in libraries and on the Internet, etc.;
(b)access and communication are central to local government - local government should be
approachable and citizens should have a forum in which they can easily contact councillors;
this forum should make citizens feel comfortable;
(c)dialogue between citizens and their local government must be meaningful - citizens do
not want to speak to Councillors who are not interested in their particular concern; they also
do not want to speak to Councillors who have no say in the resolution of their issues;
(d)local forums are needed so that issues that are important to the community but less
important on a city-wide scale get the attention they deserve - local facilities and resources
are an important source of local identity but may not mean much to Councillors from other
parts of the City;
(e)local government needs to be understandable and visible to be accountable - citizens
should know who is responsible for what and how local and city-wide issues are dealt with;
it should be easy for the public to scrutinize Council spending and the process by which
spending priorities are determined;
(f)access, accountability and authority are linked - citizens should be able to access those
who are accountable for the issues that concern local communities, but accountability does
not mean much unless authority to act on the issues goes with it;
(g)ensuring that local concerns are addressed is more important than trying to match the
structure to defined community boundaries - the City is made up of many geographic
communities much smaller than the current Community Council boundaries and of many
non-geographic communities as well; we cannot segregate the city into air-tight
geographical boxes; and
(h)we are a city made up of various communities, not a city made up of former
municipalities.
Many of the comments received address the role of Community Councils because that is
how the discussion paper was written and the questionnaire phrased. However, the
comments also speak to the governance of the City in general, its relationship to the public
and the public's involvement in it. People described their needs and expectations with
respect to the overall governance of the City. They want the City government to be visible,
accessible, meaningful and sensitive to them. They want it to engage them and they want to
have the opportunity, as well as the right, to participate in it. In short, they want a
citizen-centred City government structure.
As discussed later in this report, these comments will help to guide the next phase of the
Special Committee's workplan, which will focus on a review of the overall political
decision-making structure in the new City. While staff intend to submit recommendations on
the Council-Committee structure to the Special Committee by October, implementation is
likely to take several months following Council adoption of a new structure. Furthermore, in
adopting Report No. 1 of the Striking Committee on January 2, 6, 8 and 9, 1998, Council
appointed membership of the interim Standing Committees for a period of eighteen months,
or the first half of this term of Council. It may reinforce the stability of Council if any major
changes to the Council-Committee structure that result from the Special Committee's review
of governance be implemented effective the second eighteen months of the Council term.
In the interim, there are a number of ways to improve the functioning of Community
Councils immediately within the current Council-Committee structure
Clarification of the Roles of Community Councils within the Current Council-Committee
Structure:
The following proposals draw on ideas generated at the discussion groups and have been
developed in consultation with the affected Commissioners and the City Solicitor.
Role of Community Councils with Respect to Roads:
A variety of approvals from City Council are required to plan, design, construct and operate
the road system. These include:
(a)traffic by-laws;
(b)parking control by-laws;
(c)traffic control signals;
(d)stop signs;
(e)pedestrian crossovers;
(f)permit parking;
(g)boulevard leasing/encroachments;
(h)vending;
(i)construction by-laws;
(j)environmental assessments (Class "C" and Individual);
(k)capital/operating budgets; and
(l)contract tender awards.
In order to determine how reports seeking these approvals are routed, that is, either through
the UEDC or the Community Councils, it is important to clarify the types of roads within
the road system and to understand their respective functions.
Elements of the City's road system can be classified into five basic types: expressways;
major arterials; minor arterials; collector roads and local roads. These classes can be
aggregated into two main components, "main roads" and "community roads."
Main roads are roads for which there is a City-wide interest and include the expressways
and most of the former Metropolitan arterials, plus other arterials and major roads, such as
those which carry streetcars, formerly under local municipal jurisdiction. The main road
system provides for the connection between major land uses in the City, facilitates transit
use and provides for adequate emergency access on a City and regional basis. The most
important feature required to maintain the integrity and the proper operation of a main road
network is that of continuity, whereby the nature of the road and especially its vehicular
carrying capacity, do not change from community to community.
Community roads are all other roads that are not classified as main roads and include minor
arterial, collector and local roads. Minor arterial and collector roads provide the necessary
connection between individual communities and the main road system. Traffic generated
within neighbourhoods generally follows collector roads within those neighbourhoods to the
main road system from where it can be distributed on a regional basis. While it is important
to have uniform guidelines for the operation of these community roads, there can be
exceptions as these roads serve specific districts or communities and tend to serve a
particular local need that does not usually affect the City as a whole.
Currently, the Community Councils deal with all community roads within their respective
area of jurisdiction. The UEDC deals with the former Metropolitan roads and all policy
matters. The UEDC can refer items to affected Community Councils for a response back to
the UEDC as appropriate.
At present, the decision-making process related to the implementation and administration of
road system policies can be cumbersome and confusing to the interested public. It would be
simpler if either the Community Councils or the UEDC dealt with all roads. Within the
framework of a set of clear, harmonised policies, developed by the UEDC and adopted by
Council, Community Councils should be able to deal with both main roads and community
roads. The policy framework will guide the Community Councils with respect to the range
of possible actions that they may take.
It is recommended that to simplify the political decision-making process and enable
Community Councils to deal with matters related to the former Metropolitan roads in
addition to community roads:
(a)Council endorse the principle that, once Council adopts a consolidated road classification
system and traffic operations policies, responsibility be delegated to Community Councils to
deal with matters related to all roads within their area of jurisdiction, except for policies and
matters delegated to the Urban Environment and Development Committee (UEDC);
(b)the Commissioner of Works and Emergency Services give priority to the preparation of
a road classification system and associated traffic operations policies, for review by the
UEDC and adoption by Council; and
(c)the Commissioner of Works and Emergency Services submit a report to the UEDC on
how the Transportation Services Division will phase in the delegation of these
responsibilities.
In order to achieve consistency in the operation and maintenance of roads throughout the
City of Toronto, it is important that the UEDC continue to be responsible for the
development of harmonised and uniform policies and practices for all roads within the City.
This will ensure that standards for construction, operation, maintenance, etc., are similar for
roads of the same classification across the new City. These policies would be approved by
City Council and would provide a uniform framework to which politicians and staff can
refer in decision making and public consultation processes.
It is recommended that the UEDC continue to be responsible for policies and matters
related to the road system which are of City-wide significance, such as the road
classification system, traffic operations policies, road maintenance policies, right-of-way use
and occupation policies, budgets prepared with input from the Community Councils, and all
matters related to expressways.
Role of Community Councils with Respect to Planning and Development:
The land use planning matters facing the City range from strictly local issues to wholly
City-wide issues. Somewhere in the middle of this range are planning issues of interest to
both the local community and entire City. Each point along the range can be characterised in
the following manner:
(a)Strictly City-wide Issues include:
(i)major policy/research initiatives providing context/framework for community planning
implementation (e.g., developing a new Official Plan, establishing a comprehensive zoning
by-law);
(ii)thematic issues affecting the entire City (e.g., use of industrial lands, household and
housing stock issues such as condominium conversion, infrastructure master planning,
issues arising from planning research and monitoring);
(iii)inter-governmental issues related to planning (e.g., legislative changes, GTSB, GTA
Transportation Plan);
(iv)administrative matters (e.g., applications and fees, best practices, budgets/work
program); and
(v)cross-community issues (e.g., matters straddling Community Council boundaries,
Don River watershed, urban design awards);
(b)Issues With Both a City-wide and Local Context, include:
(i)key structural elements of the City impacting more than one community
(e.g., establishing a waterfront corridor, major infrastructure elements);
(ii)features/areas/issues of city-wide significance (e.g., Exhibition Place, Union Station,
Rouge Park); and
(iii)pioneering/precedent setting issues and areas (e.g., contaminated sites protocol);
(c)Strictly Local Issues are:
(i)all other planning matters.
In general, strictly City-wide issues are routed through the UEDC, with Community
Council input as appropriate, and strictly local issues, which constitute the majority of
planning matters, are routed through the Community Councils. In most instances, it is clear
how the matter should be routed through the Committee structure to Council. However, in
some cases, specifically those involving both City-wide and local contexts, there is potential
for confusion and uncertainty over which Committee has jurisdiction over a planning matter.
A good illustration of such uncertainty was provided during Council's consideration of
Clause No. 13 of Report No. 5 of the Scarborough Community Council (Morningside
Heights Land Use Study) on June 3 and 4, 1998. In the course of the debate over a motion to
strike out the Community Council's recommendations and refer the item to the UEDC,
concern was raised over the lack of clear guidelines to determine that there was a City-wide
interest in the matter. Consequently, Council requested the City Clerk and the Commissioner
of Urban Planning and Development Services "to develop a protocol for the processing of
planning matters and submit a joint report thereon to the Special Committee."
Council's request is consistent with the Transition Team's proposal that a set of guidelines
should be developed to assist in understanding what planning issues may have City-wide
implications and should therefore be dealt with by the UEDC. Guidelines would provide the
Chief Planning Official with a consistent mechanism to screen planning issues prior to
forwarding them to the appropriate Committee of Council.
Staff in the Urban Planning Division have indicated that they are in the process of finalising
recommendations for guidelines and a protocol for their use. It is recommended that, in
response to Council's request of June 3 and 4, 1998, that the City Clerk and the
Commissioner of Urban Planning and Development Services submit a joint report to the
Special Committee on a protocol for the processing of planning matters, and to ensure that
there is input from both the UEDC and the Community Councils:
(a)the City Clerk and the Commissioner of Urban Planning and Development Services
report on the protocol for the processing of planning matters to the July 13, 1998 meeting of
the UEDC for information and comments directly to the Special Committee meeting
scheduled to be held on July 17, 1998; and
(b)the Special Committee forward the report and its comments to the July 22, 1998
meetings of the Community Councils for information and comments directly to the July 29,
1998 meeting of Council.
Guidelines for the development review process and for addressing policy/research planning
matters should simplify the political decision-making process as it pertains to planning
matters. To this end it is recommended that, in developing the protocol, the following
principles be considered:
(i)the guidelines should provide clarity in interpretation, yet allow for flexibility in
application;
(ii)if a City-wide interest cannot be established, then the matter should be considered a
local interest by default and be processed through a Community Council;
(iii)decisions regarding how planning matters are routed through Committees of Council
should be made as early as possible;
(iv)community Councils should continue to have input in planning matters identified to be
of City-wide interest; and
(v)only one Committee of Council should make recommendations to Council on any given
planning matter.
A more detailed description of these principles is contained in Appendix 1 at the end of this
report. Establishing guidelines and a protocol for their use, based on the principles outlined
above, should help to clarify the respective roles of the Community Councils and the UEDC
in regard to planning and development issues.
As noted above, the majority of planning matters have been local interest issues and have
been reported to Council by the Community Councils. At the City Council meetings on
February 4, 5 and 6, March 4, 5 and 6, April 16 and May 13 and 14, 1998, the Community
Councils reported on almost 1,100 items that they had considered. Council's action differed
from that recommended by the Community Councils in just 36 cases, or approximately three
times out of every hundred. The process appears to be working satisfactorily.
Delegation of Final Decision-Making Authority:
What does appear to be problematic, however, is the volume of business before the
Community Councils. Some agendas can run to hundreds of pages. Many of the reports that
appear on Community Council agendas deal with routine administrative matters, including
applications for exemptions to fence, tree and ravine by-laws, and applications for site plan
approval. The City of Toronto, Planning and Municipal Acts permit delegation of decisions
on administrative matters to staff, a Committee of Council or another Council appointed
committee.
Various administrative responsibilities are already delegated to staff (e.g., plan of
subdivision approvals and routine condominium approvals), Committees of Council (e.g.,
holding statutory public meetings, recommending citizen appointments to other
committees), and other committees (e.g., Committee of Adjustment). Further delegation
would help to streamline Community Council and City Council agendas. It would also
address the frustration that some Councillors have expressed with having routine
administrative matters compete with more substantive issues for consideration at
Community Council meetings.
It is recommended that Council delegate final decision-making authority to:
(i)the Chief Planning Official with respect to applications for permission under site plan
control and ravine by-laws;
(ii)the Director, Municipal Standards with respect to applications for permission under
fence by-laws; and
(iii)the Commissioner of Economic Development, Culture and Tourism with respect to
applications for permission under tree by-laws,
with the provision that ward Councillors will be notified about the applications and, if the
applicant or a Member of Council is not satisfied with the proposed staff decision, staff will
refer the matter to the appropriate Community Council to hear deputations and make a
decision.
It is further recommended that the City Solicitor, in consultation with the City Clerk and the
Commissioners of affected departments, submit a report to the Special Committee on
additional matters, currently within the purview of the Standing Committees and
Community Councils, that can be delegated to staff under current legislation.
Role of Community Councils with Respect to Recreation Services:
At present the Community Councils consider matters related to:
(i)local planning, development, maintenance and issuance of permits for the use of parks;
(ii)gardening/greenhouse, garden plot and arborist services and administration of the Weed
Control Act;
(iii)maintenance and operation of recreational facilities, including administration of
concessions;
(iv)delivery of local recreation activities including participant registration and liaison with
non-profit community, recreation and sports groups; and
(v)the establishment of local capital budget priorities as input to City Council's capital
budget process.
The Standing Committee deals with City-wide and system-wide matters including:
(i)structures for service delivery;
(ii)strategic and long range planning;
(iii)establishment of overall standards for buildings, facilities, pricing, program registration,
conservation and environment, preventive maintenance and parks maintenance;
(iv)public park policy;
(v)uniform by-law;
(vi)marketing and communication;
(vii)grants policy;
(viii)golf courses; and
(ix)liaison with City-wide agencies such as the Toronto and Region Conservation
Authority.
The current division of responsibilities between the Community Councils and Standing
Committee for matters related to parks and recreation services appears to work well. The
delegation to staff of responsibility for decisions on applications under the tree by-laws, as
recommended in this report, will relieve some of the agenda pressure, particularly at the
Toronto Community Council.
The discussion group on the role of Community Councils in recreation services identified
the need for a mechanism to provide input and advice to senior staff in the Parks and
Recreation Division. Each of the former municipalities had some form of advisory
arrangement and found them to be quite useful and an appropriate means for volunteer and
stakeholder involvement without the statutory formality of formal board.
The Task Force on Agencies, Boards and Commissions is examining the role of recreation
centre advisory committees and boards of management as part of its mandate. It is
recommended that the Commissioner of Economic Development, Culture and Tourism
submit a report to the Task Force on Agencies, Boards and Commissions on options for
stakeholder and volunteer input to the Parks and Recreation Division. No other changes are
recommended at this time.
Community Councils within the Context of the Overall Council-Committee Structure:
The City of Toronto Act, 1997 defines Community Councils as committees of Council. As
such it is important that they be considered within the context of the overall
Council-Committee structure. Under Section 102.1 of the Municipal Act, the Council of a
municipality may delegate to a committee or an employee various powers, duties or
functions to implement the decisions of Council. However, the Act does not authorise the
delegation of powers, duties and functions that are legislative or non-administrative in
nature. Only City Council, not Committees of Council, has the power to pass by-laws, adopt
estimates, levy taxes, or hire and fire staff.
Statutory limitations like these are what distinguish Community Councils from City
Council and reinforce their status as committees of Council. In law, Community Councils,
like other Standing Committees of Council, are part of the Council decision-making
structure. They are neither equal to nor an alternative to the City Council.
Some respondents to the discussion paper proposed that this relationship should change and
that the Community Councils should be more like the former area municipalities. They
suggested that Community Councils should be empowered to pass by-laws, should have
independent budgets, discretionary spending authority and hire their own staff. The Toronto
Community Council proposed that increased delegation of responsibilities to and greater
empowerment of Community Councils along these lines would reduce the burden of issues
at City Council.
There is little evidence to support the perception that City Council is overburdened because
Community Councils lack by-law authority or discretionary budgets. As already noted in
this report, Council has made amendments to only three per cent. of items in reports from
the Community Councils. There is no case that can be made to further empower Community
Councils based on an efficiency imperative. In fact, the pursuit of by-law authority and
discretionary budgets for Community Councils or any other committees would impair the
ability of Council to govern the City.
Relationship of Community Councils to City Council:
The City Council's ability to represent the interests and govern on behalf of all people in the
City must not be hindered. Ward based political representation provides the basic ingredient
for a system of local government that balances the unique interests and needs of local
communities with the collective interests and needs of all residents of the City as a whole.
Each Member of Council is elected to perform two roles. One role is to represent a specific
constituency of electors. This involves facilitating their access to the political and
administrative structures, advocating on their behalf and representing their interests in the
political decision-making process. The second role is to participate in the overall governance
of the City.
Councillors discharge both roles through their work in policy committees, Community
Councils and agencies, boards and commissions. Not being a member of a particular
committee does not preclude a Councillor from playing an active role as a Member of
Council in the deliberation of issues.
The committee system is a way of organising the decision-making process to make it work
more efficiently, effectively and accessibly. As noted several times in this report, it is
important that Community Councils be seen in this context. Like other committees of
Council, Community Councils provide a forum for a sub-group of the full City Council to
consider specific issues in depth, to hear deputations and engage in a dialogue with
interested members of the community.
Like all committees of Council, Community Councils are in a position to provide some
measure of due diligence to the consideration of issues that come before them. The
uniqueness of Community Councils within Toronto's committee system is their geographic
focus with membership of the committee based on representing a specific ward within the
City. In other respects, Community Councils perform like other Standing Committees of
Council.
The granting of by-law authority to Community Councils, or any other committee of
Council, would compromise City Council's ability to deal with City-wide issues and could
prevent some communities and interests from being fairly represented before their City
government. Council is the municipality's "legislature." Within the municipal governance
context, Council should have the exclusive authority to "legislate" via the enactment of
by-laws. It is recommended that Council not approve proposals to pursue legislative changes
to empower committees of Council, including Community Councils, to pass by-laws.
It is further recommended that Council not approve proposals to provide Community
Councils with discretionary funding authority independent of City Council. In the interests
of fairness across the City, Council must retain the ability to set spending priorities. This
ability would be compromised if Community Councils or other committees of Council had
discretionary spending authority independent of Council. Participants in the community
definition and neighbourhood reporting discussion group and several respondents to the
discussion paper cautioned that spending decisions should not be sheltered, protected or
hidden. Everything should be on the table and open to public scrutiny when City Council
deals with the budget.
The request for by-law authority for Community Councils may relate to another issue
altogether. That has to do with the requirement to enact a by-law to put certain decisions into
effect. The issue is not that Community Councils need by-law powers. It is that it may be
appropriate for Community Councils to make final decisions on strictly local matters. This
would be possible for some of those matters, which are currently sent to City Council for a
final decision because a by-law is required. If there was no requirement to enact a stand
alone by-law to effect the decision, there would be no need to require Council to make the
final decision. It is possible that final decisions on a number of matters related to roads and
traffic within the jurisdiction of Community Councils could be affected in this way.
The Secretariat contacts in the City Clerk's Division have identified numerous items, in
addition to the matters already recommended for delegation to staff in this report, that
appear consistently on the agendas of Council, Standing Committees or Community
Councils and are consistently approved with minimal debate.
It is recommended that the City Solicitor and the City Clerk, in consultation with the CAO
and the Commissioners submit a report to the Special Committee on the feasibility and
legality of the delegation of the following responsibilities to another level within the
legislative structure:
(i)licensing and extension of boulevard cafes;
(ii)special occasion LLBO permits;
(iii)street name changes;
(iv)parking pad issues;
(v)temporary road closures for special events;
(vi)installation of stop signs on local roads;
(vii)installation of speed bumps;
(viii)changes to parking prohibitions on local roads;
(ix)preliminary evaluation reports for planning applications;
(x)regular contract awards to the lowest bidder where funding for the project has already
been approved in the budget; and
(xi)appointments to local BIAs and recreation centre boards.
Renaming Community Councils:
Given their role and the clear intent of the City of Toronto Act, 1997 the term "Community
Council" is misleading. Community Councils are committees of Council, not councils
themselves. The Toronto Transition Team recommended that City Council should consider
renaming Community Councils to better reflect their role as committees of City Council
dealing with local matters. This proposal has merit, as it would help to reduce any confusion
about the nature of the Community Councils.
The Community Councils' mandates encompass matters specific to geographic areas. The
name should reflect their focus and their status within the Council structure. It is
recommended that the Community Councils be renamed so that they will now be known as
the East York Committee, Etobicoke Committee, North York Committee, Scarborough
Committee, Toronto Committee and York Committee.
Community Council Boundaries:
The common thread that knits together the themes coming out of the public input is the high
value placed on citizen participation in municipal government. Some people stressed that
maximum citizen involvement must be the central objective of municipal government rather
than one desirable outcome. From this citizen-centered perspective, the principle of
locally-based, inclusive decision-making must guide the structures and functions of
municipal government.
It is more difficult to achieve agreement on what is meant by "local." The discussion group
on the definition of community and the concept of neighbourhood reporting demonstrated
that some people have a fierce sense of what local means, while others have a very unclear
notion of its meaning to them. What was clear, however, was that definitions of "local" and
"community" involve the issue of scale. Local tends to mean smaller than the City and
smaller than the areas covered by any of the Community Councils.
To some extent, any geographic definition of community is imprecise. Nevertheless, the
best starting point may well be the ward. Ward Councillors, with their dual roles as
representative and governor, are the first elements of municipal governance. They are also a
fundamental and essential link between citizens and the municipal government.
Aggregations of wards are currently used to define Community Council boundaries. Many
respondents to the questionnaire suggested that these groupings could or should change to
reflect communities more appropriately. Different groupings of wards could be used for
planning different services. In this way, wards and their elected representatives become the
logical building blocks of City government.
Among the ideas raised in the discussion groups and public comments were the formation
of civic districts linked to civic commissions on, for example, children and youth, the notion
of clusters of two or three wards, the creation of anywhere from four to a dozen geographic
committees of roughly equal size, and the establishment of City-wide Standing Committees
that would carry out their functions through geographically distinct panels, much as the
Committee of Adjustment is conceived in the new City.
There are many potential approaches to organising City governance on a geographic basis.
It is important to recognise that it is the geographic focus itself that makes sense. It does not
necessarily follow that the current configuration of Community Councils is the most
appropriate way to effect that focus. To assess alternative approaches to ensuring that the
City's government has an effective geographic focus, it is recommended that the Special
Committee's examination of Council's political decision-making structure should include
consideration of:
(a)the appropriateness of the current Community Council boundaries;
(b)the process for defining geographic committees of Council; and
(c)linkages to the ward boundary review being undertaken by the UEDC.
Citizen Involvement as a Cornerstone of Local Government:
Wards also provide the logical building blocks for local democracy and citizen participation
in government. Experience in some wards in the City suggests that ward-based Citizens'
Assemblies can provide a valuable and inclusive way for citizens to participate in municipal
governance. The Citizens' Assembly has made a successful contribution to local democracy
in Ward 19 (High Park) since the fall of 1997 and is taking root in Ward 21 (Davenport).
The Ward 19 Citizens' Assembly is based on public forums such as town hall meetings that
take place several times a year in different parts of the ward. The assemblies are open to all
residents and are widely publicized throughout the ward. At the assemblies, ward
Councillors report to their constituents about the business and issues of the City, respond to
questions and concerns about municipal activities and hear community members' advice
about directions to take at City Council. The agenda is set and driven by the citizens.
Residents involved in organizing the Ward 19 Citizens' Assemblies say that these forums
are intended to achieve several short-term goals. They:
(i)provide regular, open forums where all local residents have a voice;
(ii)increase public reporting by elected Councillors to their constituents;
(iii)hold Councillors accountable to electors between elections;
(iv)provide a forum for community organizations to interact around issues of common
concern; and
(v)stimulate community action on issues between meetings.
These goals reflect the potential of the Citizens' Assembly concept to both generate
community interest and involvement in civic issues and provide linkages between ward
Councillors and their constituents.
Ward 19 residents also suggest that, in the longer-term, Citizens' Assemblies can:
(i)inform communities better about issues relevant to them;
(ii)engage residents in discussion about municipal decisions and policies that affect them;
(iii)increase the visibility of and improve communication among existing local
organizations;
(iv)increase participation of marginalized groups and individuals;
(v)encourage deeper thinking by residents, local organizations and politicians about
solutions to problems and directions for community development; and
(vi)lead to greater empowerment of communities.
These are all-important functions, which contribute to community empowerment and
informed and active participation in municipal government.
Citizens' Assemblies are not substitutes for other locally based resident and ratepayer
associations or other more formal citizens' groups that exist in great numbers and varieties
across the City. However, a striking feature of the Citizens' Assemblies is the way in which
they have succeeded in capturing the energy of groups of citizens. Many residents in the
western wards of the former City of Toronto coalesced into West Enders for Local
Democracy (WELD) to voice their concerns over Bill 103 and the impending amalgamation.
The Citizens' Assemblies, with their broader focus on community empowerment, local
democracy, Councillor accountability and citizen-centred government structures have
evolved from WELD's initial concentration on the potential impacts of Bill 103 into a
continuing engagement of citizens with their City government.
Another characteristic of the assemblies is that the impetus for their creation comes from
within the communities themselves and not from government. The City government cannot
make Citizens' Assemblies happen or succeed. However, the City can play a valuable role in
assisting community groups in wards in which there is a desire to create Citizens'
Assemblies.
In some jurisdictions, the City government plays a very active role in facilitating citizen
involvement. The City of Portland, Oregon has gone so far as to establish an Office of
Neighbourhood Associations and is said to have one of the most effective city-wide systems
of citizen participation in the United States today. Citizens of Portland began creating
neighbourhood associations in the 1950s. After a series of struggles between the associations
and the city government in the early 1970s, the city formally recognized the neighborhood
associations, and has since helped to build an elaborate structure to fund them, ensure open
and fair participation, and give them an important role in city budgeting, crime prevention,
and land use planning.
As noted in the report outlining the progress of the Special Committee's workplan, the
CAO is preparing a comprehensive report on needs and issues related to citizen involvement
in municipal governance. The report will be submitted to a forthcoming meeting of the
Special Committee and will address the linkages between citizen involvement and
governance structure. It is recommended that the CAO's forthcoming report on citizen
involvement in municipal governance explore more fully the experience of other
jurisdictions in this regard and comment further on the potential of Citizens' Assemblies.
Parameters for a Review of Governance Structures:
The report on the progress of the Special Committee's workplan also notes that the next
phase of the Special Committee's work will focus on reviewing the City's political
governance structure. The themes highlighted in the present report and the above comments
on citizen involvement and Citizens' Assemblies point to some key community-generated
objectives against which governance structural options must be tested.
The governance structure must also satisfy internal organizational needs. It must facilitate
Council's role in setting policies and priorities and making decisions necessary to govern the
City. Both community-generated objectives and internal organizational needs define the
parameters for the Special Committee's review of options for the political decision-making
structure.
The Transition Team's Final Report provided an interim "starter kit" for the
Council-Committee structure which was adopted for the first part of this term of Council. It
is now time to focus on what needs to be in place for the second half of the Council term.
To develop a made-in-Toronto, citizen-centred, political governance structure to come into
effect for the second eighteen months of the Council term, it is recommended that:
(a)the CAO report to the Special Committee by October 1998, on new political
decision-making structures and procedures of Council and its Committees that will:
(i)ensure that Council's decision-making structures are sensitive to, accommodate and
protect the diverse needs of all members of the community and unique character of all areas
of the City;
(ii)recognise the value of a geographic focus in the consideration of Council business;
(iii)provide a visible, accessible and meaningful process for members of the community,
Members of Council and City staff to participate in and respond to Council's deliberations
and decision-making process;
(iv)ensure that the role, function, policies and decisions of Council and its Committees are
clear and communicated effectively throughout the organisation and to the community;
(v)assert Council's policy direction and financial control over all parts of the organisation
and its agencies, boards and commissions; and
(vi)facilitate the efficient management of Council's workload.
It is further recommended that a small workgroup of Members of the Special Committee,
including the Chair, act as a reference group to staff in the review of the political
decision-making structures and procedures of Council and its Committees.
The review of political decision-making structures will consider the role of Community
Councils, or alternative approaches to geographically focussed committees of Council,
within the context of the overall Council-Committee structure. It will also address some of
the anomalies that have become apparent within the interim structure. It will also aim to
relieve the stress that the interim structure is placing on Council agendas and staff resources.
It is necessary to look at the overall Council-Committee structure to understand the extent to
which Council agendas may be under stress.
On January 2, 6, 8 and 9, 1998, Council adopted the Committee structure recommended by
the Transition Team on an interim basis. To begin with, that structure included the following
sixteen Committees:
(1)Urban Environment and Development Committee;
(2)Works and Utilities Committee;
(3)Community and Neighbourhood Services Committee;
(4)Emergency and Protective Services Committee;
(5)Corporate Services Committee;
(6)East York Community Council;
(7)Etobicoke Community Council;
(8)North York Community Council;
(9)Scarborough Community Council;
(10)Toronto Community Council;
(11)York Community Council;
(12)Strategic Policies and Priorities Committee;
(13)Budget Committee;
(14)Audit Committee;
(15)Striking Committee; and
(16)Nominating Committee.
At the same meeting, Council created a further ten committees and task forces including:
(1)Economic Development Committee;
(2)Special Committee to Review the Final Report of the Toronto Transition Team;
(3)Task Force on Agencies, Boards and Commissions;
(4)Task Force on Community Access and Equity;
(5)Homeless Strategy Task Force;
(6)Task Force to Develop a Strategy on Issues of Concern to the Elderly;
(7)Environmental Task Force;
(8)Children's Action Committee;
(9)Task Force on Community Safety; and
(10)the World City Committee,
and adopted a motion to have the Board of Health report directly to Council.
Since January, Council has established numerous additional committees and task forces. To
date, Council has created at least 40 committees and task forces.
All of these committees are formally constituted and require secretariat support from the
City Clerk, including formal agendas and minutes, and policy support from appropriate
departments. This proliferation of committees contributes to scheduling difficulties and
places significant pressure on the use of staff resources. In addition to the 40 committees,
Councillors also sit on the City's agencies, boards and commissions and the boards of
numerous external organisations and must also represent and respond to the needs of their
constituents.
The Council of the newly amalgamated City took office in January 1998 without the benefit
of a coherent transition plan. In that light, Council has accomplished a tremendous amount
in its first five months, including the passage of a zero mill rate increase budget and the
adoption of key recommendations on the location of the seat of government and an
administrative structure.
In hindsight, though, Council established task forces and committees based on reactions to
the Transition Team's recommendations and in recognition of the inheritance from seven
governments. Consequently, insufficient consideration was given to the relationship between
specific policy issues and the mandates of different committees. From one perspective, it
may be possible to submit reports on particular issues to Standing Committees, rather than
through an additional layer of task forces. For example, many of the items on the World City
Committee's workplan appear to fall within the mandate of the Economic Development
Committee. Similarly, the rationale for reporting policies on user fees through a task force
rather than through the appropriate Standing Committee is not immediately clear.
Even the interim mandates of the Standing Committees recommended by the Transition
Team are not always clearly distinct from each other. For example, both the Corporate
Services and Strategic Policies and Priorities Committees deal with key resource matters,
normally within the purview of an executive committee, although neither performs the role
of an executive committee.
These issues will be addressed in the review of Council's political decision-making
structure and procedures. It is recommended that Council not establish any new committees
or task forces until the Special Committee brings forward its recommendations on political
governance structures for the City, unless there are exceptional circumstances that cannot be
accommodated within the existing Committee structure.
Conclusions:
This report proposes parameters for a review of the overall political governance structure in
the City and stresses that Community Councils must be considered within that context.
Community Councils are part of a committee system that should facilitate efficient, effective
and accessible decision-making by City Council and they should not be dealt with in
isolation.
In responding to proposals for greater decision-making authority to be granted to
Community Councils, it is important to avoid creating a divisive system of government
lacks the capacity to address City-wide issues. As ward representatives and Members of City
Council, Councillors are in a position to deliberate on all aspects of an issue and consider
what is best for their constituents as well as what is best for all citizens of Toronto. The
structure of government should not pit communities against each other or make it difficult to
achieve a broad consensus.
Community Councils, with their geographic focus, add an important perspective to the
decision-making process. However, the political governance structure must not be restricted
to recognition of geographic communities alone. The City's governance structure must be
responsive to other definitions of community and give all self-defined communities a chance
to participate in the process of government. A simplistic definition of City-wide versus local
matters may not reflect the reality of a City that is made up of overlapping and
interdependent communities.
Toronto is now a unified City made up of many communities. City Council must move
forward and define the political governance structures of the new City in terms of the needs
and interests of all citizens and communities as well as the practical requirements of a large
organisation. While it is true that the current Community Council boundaries may provide
an element of continuity in a period of change, they should not dictate the specific design of
a citizen-centred governance structure.
This next step in the work program of the Special Committee will facilitate the movement
from interim governance structures towards the development of a made-in-Toronto, by
Toronto City Council, citizen-centred governance structure.
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Appendix 1
Principles to Guide the Establishment of a Protocol for the Development Review Process
(a)The guidelines should provide clarity in interpretation, yet allow for flexibility in
application. The guidelines should provide as much guidance as possible in regard to
interpretation and the consequent routing of planning matters through the political
decision-making system, but should not be rigid and prescriptive. They should be able to
accommodate extraordinary circumstances. The protocol should give the Chief Planning
Official the authority to apply the guidelines and the discretion to determine when to use
them. Developing the first set of guidelines is just a starting point representing current
conventional wisdom that would be refined over time as the body of experience in their use
is developed.
(b)Planning matters should be addressed at the lowest level possible unless a greater
City-wide interest can be demonstrated. In developing and interpreting the guidelines, the
onus should be on establishing a City-wide interest. If a City-wide interest cannot be
established, then the matter should be considered a local interest by default, and
subsequently processed through Community Councils.
(c)Decisions regarding how planning matters are routed through Committees of Council
should be made as early as possible. In applying the guidelines, decisions on Committee
routing should be made early. For development applications requiring a preliminary staff
report, that report should identify whether there is a City-wide interest in the matter and
whether the matter will be routed to City Council through the Community Council or
through the UEDC. The preliminary report should always be routed through the affected
Community Council(s) and, in cases where it is decided the Committee route is through the
UEDC, the UEDC as well.
(d)Community Councils should continue to have input in planning matters identified to be
of City-wide interest. For planning matters defined to have a City-wide interest and routed
through the UEDC, provision should continue to be made for Community Councils to hear
deputations (as well as UEDC) on City-wide planning matters and forward their
recommendations to the UEDC.
(e)Only one Committee of Council should make recommendations to Council on any given
planning matter. If a planning matter is to be routed through Community Council (based on
the guidelines), then the recommendation to City Council should come from the Community
Council only. If a planning matter is to be routed through the UEDC, then the
recommendation to City Council should come from the UEDC only. In this latter case, any
comments and recommendations received from the Community Councils should be
considered by the UEDC in its recommendation and become part of the record to City
Council.
The Special Committee to Review the Final Report of the Toronto Transition Team
submits the following communication (June 23, 1998) from Councillor Pam
McConnell, Don River:
The Staff of the Miller Committee have tabled recommendations regarding the Roles and
Responsibilities of Community Councils.
The recommendations on planning and transportation reflect the overall trend of the
responses to the community consultations: matters without City-wide policy implications
should be dealt with by the Community Councils. Unfortunately, many of the other
recommendations do not reflect this view.
I believe that community consultation carries with it an obligation to respond to the views
the community presents. But on matters like parks and recreation, by-law powers for the
Community Councils and budgetary powers for Community Councils, the recommendations
fall well short of the overwhelming trend of the public feedback that was received.
Deputation after deputation spoke to these issues. Three Community Councils endorsed
changes in these areas. The report accepted the logic of this approach in two areas. But
where Community Council powers matter most, they are not reflected in the
recommendations.
City staff have accepted the need to decentralize and delegate power to make an
organization as large as our new City work. If a flattened, decentralized organization makes
sense for staff, why doesn't it make sense for our decision-making process as well?
When I look at the shape of the debate today, I worry that we have become locked in an old
battle. The Mega-city is here. We are all in this together. Let's step out of our retrenched
positions, take off the blinders of our old Mega-city battles, and look at what's best for this
new City of ours. People in this City want a visible, accessible, meaningful process that
reflects their unique local needs. The Special Committee recognizes that in their
recommendations on planning and transportation. Let's follow the direction of the
community consultations and apply that same logic to the rest of our City processes.
Motions:
(a)Motions Re: General Principles:
WHEREAS the Special Committee Recommendations adopt the principle that, if no
City-wide interest can be established, all matters should be considered a local interest by
default and be processed through the Community Council; and
WHEREAS the Special Committee has embodied those principles in Recommendations
Nos. (1)(a) and 3(c)(ii); and
WHEREAS those principles accurately reflect the common theme of the community
consultations;
THEREFORE BE IT RESOLVED THAT the Special Committee apply the principle
embodied in (1)(a) and 3(c)(ii) to all areas of City decision-making.
(b)Motion Re: Delegation of Authority (Recommendation No. (4):
WHEREAS the current method of processing matters relating to site plans, fences, and trees
ensures a notification of local residents who may have concerns about the issues; and
WHEREAS the current process provides residents with clear information on how they can
have access to a public hearing;
THEREFORE BE IT RESOLVED THAT Recommendation No. (4) be amended to include
a requirement that local residents be notified of any application and informed that local
Councillors can have the matter called for a hearing before Community Council on request.
(c)Motion Re: Processing Parks and Recreation Matters (Recommendation No. (5):
WHEREAS the Special Committee has not indicated a system for processing matters
relating to Parks and Recreation; and
WHEREAS the consultations included requests that local Parks and Recreation matters be
dealt with at the local level; and
WHEREAS the following process reflects the process selected by the Special Committee
for the processing of Planning and Transportation matters;
THEREFORE BE IT RESOLVED THAT, in accordance with the process for determining
protocols for Planning and Transportation:
(a)the City Clerk and the Commissioner of Economic Development, Culture and Tourism
report on a protocol for the processing of matters relating to Parks and Recreation to the
Community and Neighbourhood Services Committee for information and comments to the
Special Committee;
(b)the Special Committee forward the report and its comments to the Community Councils
for information and comments directly to the next meeting of Council;
(c)in developing the protocol, the following principles be followed:
(i)the guidelines should provide clarity in interpretation yet allow for flexibility in
application;
(ii)if a City-wide interest cannot be established, the matter should be considered a local
interest by default and be processed through the Community Council;
(iii)decisions regarding how issues should be routed through Committees of Council
should be made as early as possible;
(iv)Community Councils should continue to have input into matters of City-wide interest.
(d)Motion Re: By-law Powers for Community Councils (Recommendation No. (6):
WHEREAS many of the respondents to the community consultation supported by-law
powers for Community Councils; and
WHEREAS virtually no respondents to the consultations opposed such powers; and
WHEREAS the Community Councils of North York and Toronto supported by-law
granting powers for Community Councils;
THEREFORE BE IT RESOLVED THAT, Recommendation No. (6) be amended by
removing the main clause and Clause (a) and replacing them with:
(a)Council pursues legislative amendments to enable Community Councils to pass by-laws;
(b)until the Province has passed such legislation, Council enact an enabling by-law
delegating power to Community Councils, either directly, or by delegating to staff authority
to make decisions on the approval of the relevant Community Council;
(c)the City Solicitor reports to the Special Committee on the best method of achieving that
delegation of authority.
(e)Re: Budgetary Powers for Community Councils (Recommendation No. (6):
WHEREAS the Budget Process for 1998 improved the Budget by ensuring that it reflected
local as well as City-wide priorities; and
WHEREAS the Community Councils' role in the 1998 Budget Process helped to provide a
visible, accessible and meaningful budget process; and
WHEREAS many participants in the community consultations requested enhanced
budgetary powers for the Community Councils; and
WHEREAS the Community Councils of North York, East York and Toronto all endorsed
enhanced budgetary powers for Community Councils;
THEREFORE BE IT RESOLVED THAT the Chief Financial Officer and Treasurer be
requested to report to the Special Committee on methods of assigning limited budgetary
authority to Community Councils including the authority to redirect funds within an
envelope and the ability to administer a modest "Community Priorities Fund".
BE IT FURTHER RESOLVED THAT the Community Councils continue to have a
significant role in the creation of the City Budget.
(f)Re: The Names of Community Councils (Recommendation No. (8):
WHEREAS the Community Councils were established to provide local communities with a
local Council structure; and
WHEREAS the Community Councils are more than simply Committees of Council; and
WHEREAS the Community Councils reflect unique and critically important geographic
considerations affecting the quality of life in our City;
THEREFORE BE IT RESOLVED THAT Recommendation No. (8) be struck out.
(g)Re: Citizen Participation (Recommendation No. (10):
WHEREAS there are many citizens' organizations already serving local residents and
assisting them in influencing decision-making at Council; and
WHEREAS the most common problem for citizens involved in the public process is the
lack of resources to assist in their work;
THEREFORE BE IT RESOLVED THAT Recommendation No. (10) be amended to
specifically direct the Chief Administrative Officer to include in his report recommendations
relating to the provision of resources to Citizen Assemblies, Residents Associations and
Tenants' Associations.
The Special Committee to Review the Final Report of the Toronto Transition Team
also submits the following communication (June 25, 1998) from Councillor Frank
Faubert:
I am not able to present at Committee this Friday, but am writing to let you know my
comments about one recommendation of the June 13, 1998 report of the Chief
Administrative Officer to your Committee on the Roles and Responsibilities of Community
Councils in the Context of the Councillor-Committee Structure. This relates to the
recommendation under Renaming Community Councils which states that they should be
renamed so they would be known as the East York Committee, Etobicoke Committee, North
York Committee, etc.
While a case could be made to change their designation from "Council" to "Committee",
any action to remove the "Community" designation would be a serious mistake. That would
be a further removal of their function from the community's understanding and expectation
of responsibility and access, for which these bodies are mandated. I believe the clear intent
of the City of Toronto Act 1997 is that their role is one of community responsibility and
liaison between the local electors and the central Council, as well as to assume certain roles
and responsibilities as designated by the Toronto City Council itself, and any powers they
exercise are ones devolved from Council. While they operate as a committee of Council,
clearly their role is one of both a special and a specialized one in the governance of the new
City.
If Committee wishes to recommend any change, they may wish to amend the
recommendation so that it reads, "It is recommended that the Community Councils be
renamed so that they will now be known as the East York Community Committee, the
Etobicoke Community Committee, the North York Community Committee, the
Scarborough Community Committee, the Toronto Community Committee, and the York
Community Committee."
--------
The Special Committee to Review the Final Report of the Toronto Transition Team reports,
for the information of Council, having also had before it the following communications:
(a)(May 15, 1998) from the City Clerk, Etobicoke Community Council, advising that the
Etobicoke Community Council:
(1)referred the submissions received at a public meeting held on May 7, 1998, to hear
deputations on the Role of the Community Council, to the Special Committee to Review the
Final Report of the Toronto Transition Team; and
(2)received the communication (March 12, 1998) from the City Clerk forwarding Clause
No. 2 of Report No. 3 of The Special Committee to Review the Final Report of the Toronto
Transition Team, headed "Draft Discussion Paper on the Roles and Responsibilities of
Community Councils".
(b)(May 11, 1998) from the City Clerk, Scarborough Community Council, advising that
The Scarborough Community Council, on May 7, 1998, directed that The Special
Committee to Review the Final Report of the Toronto Transition Team be advised that the
Scarborough Community Council:
(1)held a public meeting at 7:30 p.m. on Thursday, May 7, 1998, to obtain public input on
The Roles and Responsibilities of Community Councils;
(2)heard deputations from the following persons:
-Ms. Doreen Lalor, Ward 13 resident;
-Mr. Andrew Schulz, The Community Resource Centre of Scarborough;
-Dr. Bob Frankford, Ward 13 resident;
-Mr. Sandy Grigg, President, Cliffcrest Community Association;
-Ms. Helen Jensen, Ward 13 resident;
-Ms. Marike Nepaszing, Ward 17 resident; and
(3)in addition to the foregoing, received written submissions from:
-Mr. Alan Carter; and
-Mr. Bob Gazey;
(4)directed that all written submissions be forwarded for the information of The Special
Committee; and
(5)reiterated its previous position, taken at The Scarborough Community Council meeting
held on April 1, 1998, concurring in the recommendations of The Special Committee that
Community Councils:
(i)be permitted to establish sub-committees; and
(ii)be permitted to record votes at meetings.
(c)(April 21, 1998) from the City Clerk, East York Community Council, advising that The
East York Community Council on April 20, 1998:
(1)recommended to the Special Committee to Review the Final Report of the Toronto
Transition Team:
(I)that a list of municipal functions/responsibilities be established by the Special
Committee which reflect city-wide or broad municipal interest including the following:
(a)the authority to pass by-laws;
(b)the authority to restructure Community Council boundaries, alter ward boundaries or
change councillor representation;
(c)the authority to levy taxes;
(d)the ability to issue debentures;
(e)the power to expropriate land;
(f)the power to enter into agreements, or to sue or be sued;
(g)the ability to hold title to property;
(h)the power to appoint municipal officers or to hire and fire staff; and
(i)the authority to make grants;
(ii)that any other municipal functions/responsibilities be deemed residual which shall be
dealt with by the community councils;
(iii)that Community Councils be granted the authority to carry out any policy or by-law
adopted by City Council whereby the discretion shall be vested with the community council;
(iv)that Community Councils be consulted during the standardization and consolidation
process of all municipal by-laws;
(v)that general acceptance of the recommendations and comments in Appendices 1 and 2
of the aforementioned report of the Special Committee with the exception of the following
recommendations from Appendix 1 whereby concern was expressed:
(a)Recommendation No. (2)(c) regarding many functions previously handled at the Metro
level which could and should be devolved to the community councils, including many
former Metro roads and all Metro parks and requesting Council to continue to review all its
functions to allow for the maximum local delivery of service;
(b)Recommendation No. (2)(d) regarding the linkage of functions into the existing
community service infrastructure to allow citizens to enjoy cost savings and service
integration;
(c)Recommendation No. (2)(e) regarding community councils retaining responsibility for
most of the areas they now oversee, including sewers, garbage, non-regional roads, parks,
recreation centres, and planning matters other than regional planning and the Official Plan;
(d)Recommendation No. (4) in its entirety regarding how community councils set and
spend their budgets; and
(e)Recommendation No. (5)(c) regarding the premise that all staff serving the functions
managed by community councils would report to the community council;
(vi)endorsement of the principle that a two-thirds majority vote by City Council be
required to overturn recommendations made by community councils;
(2)requested the Chief Financial Officer and Treasurer to report directly to the Special
Committee on the feasibility of granting discretionary funds to Community Councils; and
(3)received the report (March 1998) of the Special Committee to Review the Final Report
of the Toronto Transition Team with respect to the draft discussion paper on the roles and
responsibilities and requesting the East York Community Council to report to the Special
Committee after receiving community input.
(d)(May 14, 1998) from the City Clerk, Toronto Community Council, advising that The
Toronto Community Council:
(1)recommended to the Special Committee to Review the Final Report of the Transition
Team that the City's delegates to the Federation of Canadian Municipalities (FCM) national
convention, particularly the FCM Board Members from the City of Toronto, urge the FCM
to develop a comprehensive position and strategy to accomplish a constitutional amendment
which will provide for municipalities to be autonomous orders of government within
Canada's governance structure;
(2)urged the Special Committee to insist on the broadest possible interpretation of the
powers which may be actually or essentially delegated to Community Councils and to be as
creative as possible to provide for achieving these objectives. For example the following
tools should be developed: a framework for a community council budget; a by-law
delegating significant planning approvals to the Community Council; and
(3)recommended to the Special Committee that staff be requested to assist the Working
Group on Community Consultation in drawing up a list of specific responsibilities
(including specific by-law making powers and specific budgetary powers) which would be
delegated to Community Councils, in keeping with the proposal from the Working Group
endorsed by Toronto Community Council, and that this list be forwarded to the Special
Committee as a model for the delegation of powers.
The Toronto Community Council also:
(1) adopted the following motion from Councillor Pam McConnell:
"WHEREAS the report of the Working Group on Citizen Participation called for the
delegation of by-law powers, limited budgetary authority, staff direction and service
management to the Community Councils; and
WHEREAS the Toronto Community Council has already endorsed the report of the
Working Group; and
WHEREAS the Special Committee to Review the Final Report of the Transition Team will
quickly be developing final, concrete proposals regarding the powers of Community
Councils;
THEREFORE BE IT RESOLVED THAT the Toronto Community Council strongly
encourage the Special Committee, and through it, City Council, to actively pursue the power
to delegate by-law making authority to Community Councils, and;
BE IT FURTHER RESOLVED THAT the Toronto Community Council strongly urge the
Special Committee, and through it, City Council, to reduce the burden of issues at Council
by fully delegating matters that are clearly local in scope to the Community Councils;
(2)received the report titled, "Roles and Responsibilities of the Community Councils - A
Discussion Paper (March 1998)" and thanked the members and Chair of the Special
Committee for their efforts in this regard.
(e)(June 2, 1998) from the City Clerk, North York Community Council, advising that The
North York Community Council on May 27, 1998, recommended to the Special Committee
to Review the Final Report of the Toronto Transition Team that:
(1)the Ontario Legislature be petitioned on an urgent basis to amend Bill 103 by deleting
the current subsection 8(4) and substituting a provision substantially as follows:
8(4)The City Council may, by by-law, assign to a Community Council, with respect to the
part of the urban area that it represents, any function that City Council may carry out in
respect of that part of the urban area; and
8(4.1)Without limiting the generality of subsection (4), the City Council may assign to a
Community Council the authority to make recommendations for by-laws which
recommendations, subject to subsection (7), oblige the City Council to act under subsection
(6); and
this resolution be circulated to the other Community Councils in the City of Toronto;
(2)the Chief Financial Officer and Treasurer be requested to develop a model whereby the
Community Councils would have budgets which could be used for discretionary spending to
reflect local priorities, such budgets to be calculated on a per capita population basis;
(3)the Commissioner of Economic Development, Culture and Tourism be requested to
report on how heritage issues such as the designation and preservation of heritage properties
can be dealt with by Community Councils;
(4)there be staff from the Clerk's Department on site to service the Community Council
exclusively;
(5)responsibility for the payment of Councillors' office expenses be transferred from the
Clerk's Department to the Finance Department;
(6)a model be implemented whereby the City Council will deal with major issues such as
of waste disposal, sewage treatment, water treatment, police, fire, etc., and that Community
Councils be left to deal with community issues; and
(7)Community Councils determine their own procedural by-laws.
(f)(May 21, 1998) from the City Clerk, enclosing for information and any attention deemed
necessary, Clause No.1 contained in Report No. 6 of The Special Committee to Review the
Final Report of the Toronto Transition Team, headed "Preliminary Revisions to the Interim
Procedural By-law", which was adopted, as amended, by the Council of the City of Toronto
on May 13 and 14, 1998, such Clause embodying the following recommendation:
"It is further recommended that:
(a)the following procedure for hearing deputations from the public and from Councillors at
Committee meetings who are not members of the Committee be forwarded to the Special
Committee to Review the Final Report of the Toronto Transition Team for consideration:
'(i)introduction by the Chair of the subject matter. (Ward Councillors are informed in
advance of the meeting by the Committee Secretary with regard to items on the Agenda
relating to his/her Ward to which requests have been communicated to the Clerk to appear
before Committee.);
(ii)deputant(s) appear before Committee on the subject matter;
(iii)Committee Members and non-Committee Members may ask questions of deputant(s)
through the Chair of the Committee;
(iv)Non-Committee Members who wish to address the Committee are then permitted to
speak as deputants;
(v)subject matter is then considered and debated by Committee Members only and decision
made; and
(vi)public informed of Committee decision."
(g)(April 14, 1998) from the City Clerk, North York Community Council, advising that the
North York Community Council on April 1, 1998, requested that the Special Committee
consider the matter of City Council referring back to Community Councils planning items
on which public hearings have been held and whether City Council has the authority to refer
such items back to Community Councils.
(h)(May 6, 1998) from Mr. William Roberts, Director Swansea Area Ratepayers
Association, forwarding comments respecting the Roles and Responsibilities of Community
Councils.
Mr. Phillip Abrahams, Senior Corporate Policy Analyst, gave an overhead presentation to
the Special Committee to Review the Final Report of the Toronto Transition Team
respecting the Roles and Responsibilities of Community Councils and filed a copy of his
presentation material.
The following persons appeared before the Special Committee to Review the Final Report
of the Toronto Transition Team in connection with the foregoing matter:
-Mr. Brian Maguire, and filed a written submission in regard thereto;
-Mr. Bob Barnett, and filed a written submission in regard thereto;
-Ms. Carol Fripp, Leaside Property Owners Association; and filed a written submission in
regard thereto;
-Ms Joan Miles;
-Mr. Gary Collver, Etobicoke Citizens for Effective Government, and filed a written
submission in regard thereto;
-Mr. Forrest Lunn;
-Mr. William Phillips;
-Mr. Colin MacLeod;
Mr. Peter Clutterbuck, Social Planning Council;
-Ms. Rita Luty;
-Mr. William Roberts; and filed a written submission in regard thereto;
-Mr. David Vallance, Chair, CORRA;
-Ms. Jennifer Penny;
-Mr. Charles Crawford;
-Mr. Michael Kerr; and
-Ms. Marjorie Sutton.
The following Members of Council appeared before the Special Committee to Review the
Final Report of the Toronto Transition Team:
Councillor Pam McConnell, Don River; and
Councillor Joe Pantalone, Trinity - Niagara.
(City Council on July 8, 9 and 10, 1998, had before it, during consideration of the
foregoing Clause, the following report (June 29, 1998) from the Chief Administrative
Officer:
Purpose:
This report comments on points raised in deputations to the Special Committee to Review
the Final Report of the Toronto Transition Team during its consideration of the roles and
responsibilities of Community Councils on June 26, 1998.
Funding Sources, Financial Implications and Impact Statement:
There are no financial impacts.
Recommendation:
It is recommended that Council receive this report for information.
Council Reference/Background/History:
On June 26, 1998 the Special Committee to Review the Final Report of the Toronto
Transition Team considered a report from the Chief Administrative Officer (CAO), entitled
"The Roles and Responsibilities of Community Councils in the Context of the Council
Committee Structure." Several members of the public made deputations to the Special
Committee in connection with this item. The Special Committee requested the CAO to
submit a report to Council for its meeting on July 8, 1998 commenting on some of the points
raised by deputants.
The Special Committee also requested the CAO to report to the July 8, 1998 meeting of
Council on the impact, particularly on Social Services, of applying the principles embodied
in Recommendations Nos. (1) (a) and (3) (c) (ii), as amended, in the aforementioned report
on the roles of Community Councils to all areas of City Council decision-making.
This report responds to both of the above requests.
Comments on Points Raised by Deputants:
Do the recommendations ignore public input?
Some deputants suggested that the recommendations in the report fly in the face of
everything that was said during the public consultations. As noted in the report, 177 people
submitted their opinions:
-76 people participated in the Special Committee's three discussion groups;
-35 people sent written comments in response to the discussion paper; and
-66 people made deputations or submitted written comments to the Community Councils.
All of this input revealed a great diversity of opinions on the role of Community Councils.
Some people clearly think that Community Councils should be as powerful as municipal
governments in their own right and should be the main focus for all City decision-making
and citizen input. Others think that Community Councils are divisive, will perpetuate
inequities and should be strictly curbed or eliminated. The specific recommendations about
the roles and authority of Community Councils are based on a review and analysis of all the
input received and represent an effort to balance the diversity of views.
On the other hand, the public submissions showed considerable consensus around the
opinion that all parts of the City government structure have to be accessible and
citizen-centred. Therefore, the report places emphasis on setting parameters for the review
of the overall governance structure that will help achieve these objectives.
Are Community Councils the only points of access to City government?
Some deputants suggested that if a decision is not made by a Community Council, then the
process leading to the decision is not accessible to the public.
The report stresses a citizen-centred value as an underlying principle for the entire
governance structure. A citizen-centred governance structure implies that every part of the
structure is accessible to citizens and their input, including the parts of the structure that set
City-wide policies.
There appeared to be an assumption, implicit in some of the deputations to the Special
Committee, that citizens need only have access to Community Councils and that the rest of
the governance structure is somewhere else, remote and inaccessible. Unless Council can
ensure that all parts of the structure are accessible, there is a risk that Community Councils,
or any form of geographic committee, can become "gatekeepers" to Council business and
prevent the kind of accessible government that people want. It is important to recognize that
citizen-centred government is not limited to citizen access to Community Councils.
Does the ability to set City-wide policies imply the centralization of service delivery?
Points raised by some deputants suggest some confusion over the distinction between the
political decision-making system and the administration of service delivery. The report
discusses the former. It considers the balance between City-wide policies and the
geographic decentralization of political decision-making. That balance does not affect
service decentralization. Service delivery is decentralized now. In most instances, front line
services are organized into much smaller geographic units than any of the Community
Councils. In some instances, departments have defined service areas that do not coincide
with Community Council boundaries. The fact that the Urban Environment and
Development Committee develops and Council approves a City-wide policy for traffic
operations or for processing development applications need have no bearing on how
decentralized or otherwise front line services are.
Are Citizens' Assemblies substitutes for Community Councils?
No. Some deputations reflected confusion about how citizens engage with the governance
structure versus how they engage generally with civic issues. The Citizens' Assembly
approach addresses the latter. Citizens' Assemblies represent an approach to local
democracy that gives citizens an opportunity to hold their elected representatives
accountable between elections. Citizens' Assemblies are processes. They are not agencies of
the municipal government. They are not substitutes for any other form of citizen
organization or any part of the government structure. Where they have the potential to add
value is in heightening citizens' awareness of and interest in civic issues and the life of the
City. The citizens set the agenda for the Assemblies. The concept of Citizens' Assemblies is
consistent with the consensus view in the public input that there need to be opportunities, as
well as rights, for citizens to engage their City government and play a role in influencing the
City's agenda.
Does the report recommend centralizing all power in the hands of a few bureaucrats?
The greatest confusion amongst some deputants appears to be over the report's
recommendation to delegate decision-making authority to staff for applications under a
small number of by-laws. The delegation recommendation is almost a sidebar to the rest of
the report, whose focus is on accessible, citizen-centred decision-making. All of the
delegated functions are, to some extent and in some parts of the City, already delegated. All
involve routine decisions related to the administration of City policies. Most decisions are
not controversial and all will be subject to appeal to the Community Council.
Comments on the Impact on Social Services of Processing all Council Business Through
Community Councils:
The report, entitled "The Roles and Responsibilities of Community Councils in the Context
of the Council-Committee Structure" includes the following two recommendations as
endorsed by the Special Committee:
(1) (a)Council endorse the principle that, once Council adopts a consolidated road
classification system and traffic operations policies, responsibility be delegated to
Community Councils to deal with matters related to all roads within their area of
jurisdiction, except for policies and matters delegated to the Urban Environment and
Development Committee; and
(3) (c) (ii)the matter shall be considered to be of local interest and shall be processed
through the Community Council unless identified by Council as having a City-wide interest.
Councillor McConnell recommended that the principles embodied in these
recommendations should be applied to all areas of City decision-making.
Recommendations Nos. (1) (a) and (3) (c) (ii) above apply respectively to roads and local
development control. It is possible to identify roads that serve specific districts and
communities or particular local needs that do not affect the City as a whole. Similarly, local
development applications deal with matters that affect specific communities or areas
exclusively. However the same is not true for program areas that respond to individual and
family needs and more broadly support the social and economic health of the overall
community.
In areas such as social assistance, social housing, public health and the other social
services, the policies and practices must be viewed from a City-wide perspective to ensure
that all residents, regardless of where they happen to live in the City, have fair and
equitable access to services. In these program areas, what may seem desirable to a local
community may not in fact be fair to certain groups of people in the City as a whole. One of
the main reasons social services were amalgamated 31 years ago was the discrepancy in
service levels and policies between communities. The risk of creating ghettos of poverty and
the impact on the health of the City as a whole was recognized then and remains relevant
today. The pooling of social assistance and social housing costs across the GTA and the
provisions of the proposed Greater Toronto Services Board Act reinforce the reality that
these program areas are best viewed from a City-wide or regional perspective.
Even in planning and development, local community decision-making can have negative
consequences for particular segments of the population. For example, if zoning by-laws in
one Community Council area prohibit basement apartments or other affordable housing
options, lower income families would be excluded from that area and be concentrated in
areas with a less restrictive by-law. Clearly, planning policies such as these have a
significant impact beyond the particular geographic districts to which they apply.
The reason that responsibility for local planning, roads and recreation matters was
delegated to Community Councils lies in the ability to clearly identify matters of strictly
local interest and impact within these portfolios. It does not follow that the same kinds of
distinctions can be found in other program areas. In fact, attempting to do so in the human
services would have negative impacts on the individuals who require those services and
more broadly on the City as a whole.
Conclusions:
A number of points were raised during deputations to the Special Committee on June 26,
1998. The points suggest that there was some confusion over a few of the concepts and
recommendations included in the report, entitled "The Roles and Responsibilities of
Community Councils in the Context of the Council-Committee Structure". This report
clarifies the parts of the report on Community Councils that some deputants had difficulty
understanding. The report also comments on the implications for Social Services if all
Council business was processed through Community Councils. It is recommended that
Council receive this report for information.)
(City Council also had before it, during consideration of the foregoing Clause, a
communication (June 26, 1998) from Mr. Arthur Lofsky, Toronto, commenting on the
report (June 13, 1998) from the Chief Administrative Officer.)
Respectfully submitted,
COUNCILLOR DAVID MILLER,
Chair
Toronto, June 26, 1998
Patsy Morris
Tel. (416) 392-9151