November 30, 1999

To: Budget Advisory Committee

From: Joe Halstead, Commissioner Economic Development, Culture and Tourism

Subject: FY2000-FY2004 Capital Works Program - Economic Development, Culture and Tourism Department: Response to Requests for Information from the Budget Advisory Committee Meeting on November 15, 16 and 17, 1999.

All Wards

Purpose:

This report provides responses to the number of questions raised at the Budget Advisory Committee meeting held November 15, 16 and 17, 1999 related to the Economic Development, Culture and Tourism Department's Capital Works Program for the FY2000 to FY2004 Budget Cycle.

Financial Implications and Impact Statement:

There are financial implications only if City Council approves the requests for additions to the capital works programme.

The Chief Financial Officer and Treasurer has reviewed this report and concurs with the financial impact statement.

Recommendations:

It is recommended that:

(1) this report be received for information and considered along with other reports at the final wrap-up of the Budget Advisory Committee; and

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

Background:

The Budget Advisory Committee, at its November 15, 1999 meeting, considered the FY2000 to FY2004 Capital Works Program of the Economic Development, Culture and Tourism Department along with those of other Departments and Divisions. During the meeting, several deputations from Councillors were heard, and members of the Budget Advisory Committee raised a number of questions requiring a response. This report provides the requested information.

Comments:

Responses to the questions and requests for reports are:

A. Parks and Recreation Division:

Question 1:

Report on the $1.0 million net contribution for the expanded planting program of the City's Tree Advocate, and the $100 thousand for the location survey to be carried out by internal staff.

Response:

The FY2000 submission shows a cash flow of $1.0 million ($1.0 million gross and $500 thousand net). The City Tree Advocate requested that the Budget Advisory Committee consider a net budget of $1.0 million dollars for FY2000.

The proposed $1.0 million dollar net allocation would allow the department to proceed with the full project scope. Donor funds received in the year 2000 could be used to offset FY2000 expenses, or to offset the FY2001 programme.

A key component of this sub-project is to use students to survey and locate appropriate sites to plant the trees. This work is estimated to cost $100 thousand ($25 thousand for each of the four Parks and Recreation Districts) and is separate from any funding to be used for planting. This analysis is required to enable future tree planting initiatives to proceed on a priority basis.

Question 2:

Report on the status of the Rouge Community Complex on Generation Boulevard in the former City of Scarborough.

Response:

During the Budget Advisory Committee meeting information on the former City of Scarborough's long range facility plans was discussed.

Our investigation revealed that the Rouge Community Complex was not included in either the FY1999 to FY2003 or the FY2000 to FY2004 Capital Works Programs, although it was subject to a 1993 feasibility study in the former City of Scarborough and was planned for in FY2002 in that program, subject to the availability of development charge and reserve funds. The original budget consisted of $300 thousand for design work and $1.8 million for construction.

We propose to consider this request in the context of the Department's "Long Term Plan for Parks and Recreation Facilities - All Wards". This study will be undertaken in FY2000. The results of the study will determine priorities for the FY2001 to FY2005 program, as well as confirm the preferred project location and updated costs.

Question 3:

Report on the status of the following pools: Grange Park, Bathurst Quay, Alexandra Park, Little Norway and University Settlement House, and why they are a lower priority.

Response:

University Settlement House pool was submitted for FY 2000 by the Department, but the funding of $175 thousand was subsequently deferred to future years due to cash flow difficulties in year 2000. Funding of $125 thousand for Alexandra Park pool was submitted by the department for consideration in FY2001. There is no pool at Grange Park and that area is being serviced by both University Settlement House and Harrison Baths.

There is no pool at Little Norway, but the design and development of the new Bathurst Quay pool which serves this area is contained in the Facilities and Real Estate Division of Corporate Services Department's budget based on a decision that Association of Community Centres (AOCC's), or special board managed facilities would fall under that department's budget. The project is planned to start with design development in FY2003 and construction starting the following year.

Question 4:

Provide a report on the future expansion for the North York Centennial Arena and Esther Shiner Stadium.

Response:

Department staff will provide a full analysis of the potential and feasibility for twinning the Centennial Arena (including re-working the entrances, concessions and skate change areas to be more functional and customer friendly) and to explore in detail what needs to be done to revitalize Esther Shiner Stadium would require architectural/engineering assistance estimated at $75 thousand dollars. This funding is currently not included in the FY2000 to FY2004 program.

Question 5:

Report on any health and safety matters relating to Glen Long and Irving W. Chapley artificial outdoor ice rinks, or any other arenas experiencing ammonia leaks.

Response:

The major components of the refrigeration systems at both Chapley and Glen Long have surpassed their life expectancy. Given this, there is higher risk of ammonia leaks and total equipment failure.

Details related to the two noted outdoor ice rinks are:

(a) Irving W. Chapley.

The two compressors at this site are over forty years old and well beyond normal life expectancy. In 1998, the evaporative chiller, the rink boards, glass, and a number of valves and associated piping were replaced. Funding of $110 thousand for new compressors was requested in FY2000 but deferred to future years due to cash flow difficulties in year 2000. Replacement of the compressors would complete the upgrade work at this location.

(b) Glen Long.

The refrigeration system is thirty-six years old and is well past its life expectancy. In 1999 the rink pad, header, brine piping, boards and glass were replaced. Funding of $150 thousand for the refrigeration system was requested in FY2000 but deferred to future years due to cash flow difficulties in year 2000. Replacement of the refrigeration system would complete the upgrade work at this location.

Question 6:

Report on the effect on the operating budget and whether user fees will be proposed or

not in regard to the St. Jamestown Community Centre project.

Response:

Once completed, the St. Jamestown Community Centre is projected to have estimated operating costs of approximately $846 thousand per annum for staff, utilities, equipment, cleaning supplies and program supplies.

As far as fees are concerned, this will be governed by the City of Toronto's policies in effect at the time the facility is in operation. Under existing policies, no user fees for recreation programmes would be charged for this facility.

Question 7:

Report on why the Community Gardens project was withdrawn from the five-year program.

Response:

The Department had submitted funding of $100 thousand to allow the establishment of three new community gardens in FY2000 at the following locations: Dixon Road Community Garden in the former City of Etobicoke; Flemington Community Garden in the former City of East York; and Anthony Road/Muki Baum Community Garden in the former City of North York. Establishing a community garden involves providing a water service, soil testing and amendments topsoil, planting bed establishment, fencing and storage facilities. Such projects are very popular and serve to build important horticultural relationships with communities.

The project is deferred to future years due to cash flow difficulties in year 2000.

Question 8:

Update on repairs needed at Gus Ryder pool.

Response:

Five sub-projects related to Gus Ryder Pool (Ward 2) were submitted by the department for FY2000, one for FY2001 and one for FY2002 under both Facility Components and Major Maintenance project headings.

The repairs identified in the submissions for FY2000 totalled $265 thousand and included: replacement of two boilers used to heat pool water ($50 thousand - major maintenance); replacement of an electrical panel ($10 thousand - major maintenance); improved ventilation in the pool equipment room area ($185 thousand - major maintenance); and improved disabled access to the pool ($20 thousand - facility components). The Department's submission for FY2001 included the replacement of the whirlpool ($25 thousand - facility components), and for FY2002 the repair of the brick cladding on the facility ($20 thousand - facility components). The project is deferred to future years due to cash flow difficulties in year 2000.

Question 9:

Provide further information on the $200 thousand expenditure for the walkway from the Brickworks to Todmorden Mills, including the potential to redirect funding for the development of a bicycle path in the Governor's Bridge area.

Response:

The FY1999 capital Budget approved $150 thousand to develop the walkway from the Brickworks to Todmorden Mills. During 1999, discussions related to design and development of the walkway were undertaken. Based on figures and comments from the Works and Emergency Services Department, the budget was increased to provide for inflation to the original estimate, cover engineering costs, and an increase in costs for pedestrian crossing lights.

The walkway provides an essential pedestrian connection between the two attractions that will require the full $200 thousand budget to implement it. Accordingly, there will be no funds available to redirect to develop a bicycle path in the Governor's Bridge area. However, we will consider that site when we are preparing the Trails and Pathways project budget for FY2001 to FY2005.

Question 10:

Report on the condition of the stairs at Betty Sutherland Trail and whether there are any liability issues for the City.

Response:

The stairs included in the submission are those off George Henry Boulevard and they should be replaced given their existing poor condition. The edge of the steps are deteriorating and the stairs have no handrails even though they are very steep. Staff ranked these stairs as a relatively high priority in the submission (18 out of 93) based on the need for replacement. As with any item considered under the state of good repair category there is some element of concern if left unattended and, as such, these steps should be repaired.

Should City Council be willing to proceed with this work, it is eligible for reserve funding.

Question 11:

Report on the feasibility of using the former York Civic Centre land as a base for the new recreation centre.

Response:

The York Civic Centre site was assessed as part of the needs assessment and feasibility study for the proposed centres in South Etobicoke, Western North York, York, Parkdale and St. Jamestown. Based on the assumption that the existing buildings and uses at the York Civic Centre would continue, the study indicated that the York Civic Centre site has potential for the proposed centre, particularly with respect to complementary public uses and open space access (pedestrian, vehicle and transit), and partnerships. The study also identified a number of constraints on developing a centre on site including size, topography, soil conditions, parking and the configuration of the existing buildings (e.g. the animal control facility) and the local road access.

Detailed investigation of these specific site constraints and opportunities was beyond the scope of the study. The viability of the site would depend on the results of these types of detailed investigations.

In the opinion of the consultant who conducted the feasibility study, the

"Civic Centre site will offer the greatest potential if a redevelopment scheme is investigated that would see the community centre located in the area currently occupied by the parking lot and the animal control facility. Local access and parking could be reorganized on the site. The potential for linking the community centre to the existing Centennial Centre of the municipal building to take advantage of programming and operational partnerships could also be explored. This will require confirmation of the future use of these buildings."

It is estimated that $75 thousand would be required to complete this detailed work. This funding is currently not included in the FY2000 to FY 2004 program.

Question 12:

The reintroduction of the joint school playground program for the Separate and Public School Boards be addressed at the FY2000 budget wrap up meetings, and further that the Chief Financial Officer provide information on which former municipalities had such programs.

Response:

The Department and the Chief Financial Officer have discussed this item and can report that some form of joint development of playgrounds did occur in the former Cities of East York, Etobicoke, Scarborough, Toronto, and York.

There is only one new joint playground development project slated for FY2000. It is part of an overall park development project with the George Etienne Cartier Separate School budgeted for $ 225 thousand. The department will consider continuing the joint approach during deliberations of the FY2001 to FY2005 Capital Works Program and will institute discussions with both the Separate and the Public School Boards in time to include any specific projects for consideration in that budget cycle. All of these projects depend upon the school and community partners being able to match the City's funding.

One condition needs to be added to any proposed joint development with either School Board, so that if the school where a joint development occurs is targeted to be closed, the School Board would agree, prior to signing a site-specific joint develop agreement, that they will relocate or pay for the purchase of a new play apparatus on city-owned lands to replace the site being taken from service.

Question 13:

Consideration be given to playground renovation or replacement in Child Care Centres.

Response:

The Parks and Recreation Division is not responsible for the repair and upkeep of playground apparatus associated with Day Care Centres. As such, the matter should be referred to the Community Services Department for consideration.

Question 14:

The Chief Administrative Officer report on the impact of the withdrawal of $400 thousand from the Greenwood Park (Woodbine Park) project.

Response:

The Chief Administrative Officer and the Department have discussed this request, and rather than submitting a separate report will respond within this report to the Budget Advisory Committee.

The Department requested another $400 thousand in FY2000 for the Woodbine Park sub-project for the purpose of updating the budget estimates to reflect inflationary impacts, and adding amenities back in to the program for the park development. The project manager advises that the three-year capital forecast developed in 1997 for the years 1998, 1999 and 2000 did not include the addition of the former Metro parking lots along Coxwell Avenue frontage of the park. The additional space caused the budget to be spread over a larger area,therefore, a number of park elements had to be deleted to accommodate this situation.

These elements include: additional electric light poles, concrete pathways, wayfinding and interpretative signage, seating, drinking fountains, bollards, and trash bins. This would bring this major new park up to a proper level of development in time for the planned opening on July 1, 2000.

Question 15:

Report to the Budget Advisory Committee on the following: (a) Greystone Park - the impact of reduction from $100 thousand to zero and the possibility of reinstating the funding (b) Corvette Park - the reasoning for putting this project back one year to 2001 and if it can be reinstated in the year 2000 and (c) Mid Scarborough - the reasoning for the withdrawal of the upgrades to the community centre and why the installation of the elevator is not on the list, and that consideration be given to reinstating these projects.

Response:

(a) Greystone Park - The Department had requested $100 thousand in FY2000 to develop a sports pad with lighting at this site. It is recommended this item be deferred to future years due to cash flow difficulties in year 2000. The impact of the reduction to zero is that the project will not be able to proceed in FY2000. This will meet with negative community reaction as the area consists of high rise developments and a high proportion of youth seeking summer recreation activities. Within this high needs area and seriously warrants consideration.

(b) Corvette Park. - The Department had identified this as a FY2001 project of $276 thousand in its submission. However, further review has confirmed that this site is in a high need, high density area and serious consideration should be given to including this project in FY2000.

(c) Mid Scarborough. - Both the upgrades and installation of an elevator are in the five-year capital program. The Department identified this work in its initial submission over two years starting in FY2001.

In FY2001, $985 thousand is allocated for mechanical and architectural restoration, followed by installation of a new elevator for $300 thousand in FY2002. This work would result in a full upgrade to the facility.

B. Culture Division:

Question 16:

Status of funding for Fort York and the request for the visitors Centre.

Response:

The 2000 Capital Budget Proposal for Culture includes two projects for Fort York: funding for the restoration program and the Fort York Visitor Centre.

(a) Restoration Program: Funds were approved in 1999 capital budget for 1999 and 2000 to complete, over two years, the restoration of the Stone Powder Magazine and the Blue Barracks. This work is part of the restoration master plan for Fort York.

(b) Creation of a Visitor Centre at Fort York is identified in Heritage Toronto's strategic plan and is a key component in Fort York's Business Plan. It is intended to provide reception, ticketing, washrooms, and orientation theatre, exhibition space, and a gift shop to support increased trade from bus tours and the travel trade.

The initial request of $250 thousand for year 2000 was to refine the "Vision Centred Business Plan" into an implementation plan, providing detailed capital and operating estimates and completing required archaeological investigation of the Visitor Centre site(s) in preparation for future construction.

Consultation with the Friends of Fort York and Fort York staff has resulted in a repositioning of the 2000 proposed work. The revised request of $100 thousand would complete three distinct projects and would provide the essential groundwork to further the development of the Visitor Centre.

Implementation Business Plan ($15 thousand):

The 1998 "Vision-Centred Business Plan" laid the foundation for an Implementation Business Plan keyed to the new structure of Heritage Services and current financial expectations. The Business Plan will project a 10-year pro forma with action plans for leveraging funding and support. An executive summary and collateral material will be aimed at fund development. The funding is to contract professional services to facilitate board, staff and volunteer input and to produce an overview for collateral material.

Preliminary Design Program ($50 thousand):

The services of an Architectural / Engineering Consultant will be required to evaluate and propose location, scope and strategies for completing the Visitor Centre. The Visitor Centre concept is not of one building, but a group of buildings providing visitor services at the Fort. This may include a reception/retail facility, re-created historic buildings within the fort walls and enhanced amenities in existing heritage buildings on site. The architectural program, pre-design and cost estimates will be the result of this work.

Key deliverables include accurate design drawings with structural solutions addressing archaeological features for any buildings proposed for reconstruction; location concept for other service components of the Visitor Centre; costing data; and collateral material for the fund development and presentation package.

Archaeological Investigation ($35 thousand):

Archaeological investigation will provide information on missing buildings at the fort, identify structural implications related to existing foundations and underground features, and thereby inform and direct the location study. Opportunities to reconstruct missing buildings as part of the Visitor Centre facilities will be confirmed through this investigation. Testing the site of the modern Visitor Centre facility will be necessary before money is spent on design for a specific location. Archaeological discoveries may affect location proposals in order to preserve and interpret key features.

Question 17:

Status of the restoration plan, including funding, for Casa Loma structural repairs and details on the cost to upgrade the kitchen facilities.

Response:

The work is detailed in the restoration plan prepared for the City in 1997 by Taylor / Hazell Architects Ltd. Based on their site investigations, they have estimated that

"Approximately 25% of the exterior building envelope including Casa Loma, the Stables, tunnel and related built elements, are in a state of advanced deterioration primarily due to water infiltration. It can be predicted that under present conditions, the incidence of building failure and partial collapse will continue and accelerate, and will involve increasingly large components of the building. It is recommended that appropriate and immediate action be undertaken to protect the public and ensure the preservation of this important heritage resource.

The City's current restoration program at Casa Loma is not sufficient to deal with the advanced state and scope of deterioration and concern over public safety.

The findings of this report are that building stabilization and restoration should occur immediately and will cost in excess of $16 million. It is recommended that the City of Toronto re-examine its present funding structure out of consideration for public safety, building preservation and overall cost benefit to the City of Toronto. Furthermore, it is recommended that a comprehensive 10-year restoration program be adopted". [Taylor / Hazell Architects Ltd.]

The recommended 10-year restoration program is based on $2.047 million per year of work, and will cost $20.47 million. Due to the rate of deterioration, the consultants have determined that a restoration plan of $800 thousand per year would take 45 years to complete, and would cost the City $37 million. Each year, an increasing amount of the budget is needed for damage control rather than restoration. In 1999 this included the emergency dismantling of two east chimneys judged to be a "clear and present danger to the public".

The Department, Finance and the CAO have recommended that the funds realized from the lease of the property to the Kiwanis Club be invested in the ongoing repair and restoration of the facility. This amounts to approximately $869 thousand per year for the Casa Loma and the Stables. Staff will seek out additional sources of funding, as recommended by the CAO, to support the long-term restoration program.

Information on the cost to upgrade the kitchen facilities was not provided by the consultants, but will be investigated and brought forward before the end of the capital budget process.

Question 18:

The impact of not replacing the roof at the Canadian Stage.

Response:

The roof on the theatre building is in poor shape. There is a potential for leaks in to the facility if the $45 thousand planned for FY2000 is not available, but it is not a critical situation and could be deferred for one year. It should be noted that the work should not be delayed beyond FY2001, and that there is still a possibility of emergency repairs in FY2000 if the roof does develop leaks.

Question 19:

The impact of not replacing the compressor at the Young People Theatre.

Response:

The replacement of the compressors has been deferred a number of years. The compressors are only 50 to 60 per cent efficient and are over loaded. This situation worsens as each deferral occurs. The system is very close to failure and should, if at all possible, not be delayed further. Funding of $65 thousand would be required to complete this work.

Question 20:

Revisit the following projects: Oakwood Vaughn Arts Centre, Fort York Visitors Centre, Public Art Acquisition and Todmorden Mills Papermill Retrofit.

Response:

Oakwood Vaughan Arts Centre.

In 1997 the former City of York adopted a Community Cultural Plan which supported the development of the Oakwood/Vaughan area as a distinctive cultural district. It is expected that the creation of an arts district in Oakwood/Vaughan will spark revitalization and investment in the area. The most important next step in this development is seen to be the establishment of studio spaces for artists and arts organizations.

The York Community Cultural Plan revealed a widespread acceptance of the Oakwood/Vaughan area as an emerging "arts community" or "distinctive cultural district". A number of factors were identified as positioning it for this purpose: the acknowledged concentration of professional artists who live there; its ethnic diversity; its relationship to Toronto's art scene; its designation for economic renewal; its arts development roots in the Art Starts Neighbourhood Cultural Centre; and the cultural focus of the new Oakwood Village Library and Arts Centre.

During the 1999 Capital Budget Process the York Community Council asked that a means be sought to achieve this goal. The Culture Division has met with community representatives and Artscape and has recommended that the City purchase space to provide affordable studio space for artists and arts organizations in this area. It is proposed that Artscape would operate the space on the City's behalf, as it does with a number of City-owned properties in the Toronto Community Council area. Artscape and the local arts community are ready to move forward with their planning but require a specific location. This request is for approval in principle only. Prior to any purchase being made, staff would bring forward a report with full details of site, purchase cost, governance model and operating plan. The operating costs would be assumed by Artscape, the artists and arts organizations involved.

During discussion at the Economic Development and Parks Committee meeting held on November 29, 1999 deputations from the community came forward supporting this initiative. We support the program and there is a suggested way to move towards accomplishing the start of it. The FY2000 Chief Administrative Officer's recommended budget contains funding for joint playground development with the Toronto District Catholic School Board within Ward 28 in the gross amount of $560 thousand. The City's share of the funding is $120 thousand net. This project could be delayed to FY2001 with the City's share of the funds for the joint playground work re-directed towards the Oakwood Vaughan project in FY2000.

Public Art Acquisition Program.

The Public Art Program Reserve Fund was established by the former City of Etobicoke in 1994 to provide funding for a broad range of community based public art initiatives, including art for new and renovation projects approved in the capital budget, and neighbourhood projects in partnership with community groups. Seven projects have been funded to date. Two community-based projects in the North York Community Council area have sought funding for year 2000.

In 1998, Public Art Advisors from the former municipalities formed the Toronto Public Art Group and prepared a draft Public Art Plan. The draft Plan recommends that the City undertake public art projects on City property in partnership with community organizations. These types of projects contribute to City and community identity; create landmarks; provide a public amenity which enhances public buildings, open spaces and streetscapes; and provides high quality art in publicly accessible areas that has a lasting impact on the City and has enduring value for the public. It brings visual artists into the public realm and adds their work to the complex fabric of the cityscape.

Continuation of the funding will allow the expansion of the program to encompass all geographic areas of the City and will ensure a vibrant public art program for the new City.

Todmorden Mills Papermill Retrofit.

In 1988 a Museum Master Plan was completed which identified that the Paper Mill building was the main focal point for the Todmorden Mills site but was not integrated into the museum complex. The report provided recommendations for the building's space usage and identified the need for museum exhibition and storage space situated within the Paper Mill building.

Funds were approved in the 1999 Capital Budget for a planning study to define functional program space and provide working drawings for the development of a museum exhibition, program and storage space, together with a multi-purpose program space. The study was also to provide specifications for the conversion of the HVAC system.

The Study, prepared by ERA Architects (October 1999), has found that the site's goals can be met with some modification. The findings of the Study are:

(a) The Paper Mill is a significant heritage building and should be the focal point for interpretation of the local and industrial heritage of the site;

(b) The interior environmental conditions of the Paper Mill can be greatly improved, providing benefits in conservation, interpretation and economies of use and operation;

(c) The Paper Mill can be adapted to provide much needed space for museological functions, but modifying the building to fully meet museological standards for environmental controls will have a negative impact on the heritage fabric of the building and the potential for improved heritage interpretation;

(e) The interior environmental conditions of the Brewery building can be altered to meet very high standards of environmental control without negatively affecting the building;

(f) The Brewery could be modified to accommodate environmentally sensitive artifacts which cannot be accommodated in the Paper Mill.

The implementation of the recommendations of the Study will greatly improve the operations and standards of this museum.

An application for support funding from the federal government's Museum Assistance Program has been submitted for this project.

B. Economic Development Division:

Question 21:

Report on directing the $60 thousand recommended under the Employment Area Revitalization Program to improvements to the Leaside Business Park, and that no funding for the two stone gateways be provided.

Response:

As part of the capital project funding under the employment revitalization program, $64 thousand has been requested for the Leaside and Bermondsey employment areas. Improvements to the Millwood bridge entrance such as landscaping and gateway signage are currently in the preliminary design stage, and have not been finalized. They will be subject to further review through exploring various design options with a working committee.

Question 22:

The Commissioner Economic Development, Culture and Tourism contact the South Etobicoke Industrial Employers Association (SEIEA), which is trying to preserve the area for industrial use, to inquire if SEIEA will partner with the City on preliminary signage and gateway markers for the South Eotbicoke industrial area.

Response:

The SEIEA is a fully participating member of the South Etobicoke Regeneration Project. A multi-stakeholder Steering Commttee directs the project. SEIEA is participating with the Steering Committee to develop an Action Plan that will include a multi-year infrastructure planning for the South Etoboicoke employment lands. The $53 thousand request will provide preliminary funding for signage and gateway markers, and would be an important first stage in this undertaking.

Conclusion:

This report provides responses to concerns and questions raised at the Budget Advisory Committee's initial meeting on November 15, 16, 17, 1999 relating to the Economic Development, Culture and Tourism Department.

Contact:

Frank Kershaw

Director of Policy and Development

Tel: 392-8199

Fax: 395-0278

e-mail: fkershaw@mtal.metrodesk.metrotor.on.ca

Joe Halstead

Commissioner Economic Development, Culture and Tourism