City of Toronto 'Path for Growth' Toronto Prosperity Initiative

8/6/2019 City of Toronto 'Path for Growth' Toronto Prosperity Initiative

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Prepared or City o Toronto Economic Development Committee and Toronto City Council

Adir Cmmittee Reprt|Je 2011

Toronto Prosperity InitiativeEstablishing the Path to Growth


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The contribution o all Advisory Committee members is grateully

acknowledged. The recommendations and comments presented in this

report reect the discussion and consensus o the Committee members.

The members are unanimous that the 12 key recommendations should

be supported, and that together with the proposals or urther study, the

report contains ideas that will promote Torontos prosperity. All Committee

members participated in their personal capacities, their afliations are

provided or identifcation only.


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Etaiig a Pat t Grwt 1

TAblE of ConTEnTs

Meage rm Ccir Micae Tmp. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Cair, Ecmic Deepmet Cmmittee

Meage rm bae Gdrig, M.s.M., CfA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Cair, Trt Prperit Iitiatie

Trt Prperit Iitiatie Adir Cmmittee Memer. . . . . . . . . . . . . . . 4-5

Eectie smmar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Itrdcti. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Context. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Advisory Committee Mandate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Action Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

W te ie cimate ad ecmic grwt i Trt i imprtatad rget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Immediate Acti . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Getting Toronto Right. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Management by Perormance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Re-engineer the Business / Government Interace. . . . . . . . . . . . . . . . . . . . . . . . 20

City-owned Property, Creating Value and Reducing Costs . . . . . . . . . . . . . . . . . 22

Outreach and Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

ftre Iitiatie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Labour Force Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Strategic Industry Sectors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Non-land City Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Cci . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

smmar Recmmedati r Immediate Acti . . . . . . . . . . . . . . . . . . . . . . . 36

smmar sggeted ftre Iitiatie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Toronto Prosperity InitiativeEstablishing the Path to Growth


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2 Trt Prperit Iitiatie

MEssAGE fRoM CounCIlloR MIChAElThoMPsonAs Chair o the City o Torontos Economic Development Committee, I invitedBlake Goldring, M.S.M., CFA, Chairman and Chie Executive Ofcer, AGF, toassemble and Chair an Advisory Committee tasked with helping Toronto torealize its economic potential.

Blake brought together an impressive team o prominent business and labourleaders to identiy impediments to economic development in Toronto, andto propose improvements to the Citys relationship with business. Each andevery member o the Advisory Committee demonstrated an extraordinarycommitment to this mission, and I thank them all or their exceptionalinsights and wise counsel.

Toronto is Canadas economic capital and we have the ingredients or globalsuccess. However, we have lagged behind in our eorts to transorm ourpotential into tangible success. The Advisory Committee, with its exceptionalpool o experience and insight, is a key frst step toward seizing our economicpotential. It is an important step because the Committee has broughtorward ideas that are economically easible and can deliver immediate resultsor the City.

Through purposeul discussion and rank exchanges, Committee membersidentifed areas o responsibility that have become obstacles to the Cityseconomic success. While many o their ideas are not new, what is new is ourdetermination to address and remedy them. The Committees work is bothcommendable and essential as a motivator o civic improvement.

I am pleased to accept this report rom the Toronto Prosperity Initiative

Advisory Committee and submit it to the Economic Development Committeeand City Council or consideration and action. It is my hope that Council willendorse these recommendations expeditiously, so that we may move orwardquickly to advance the Citys economic development agenda.

Ccir Micae TmpWard 37, Scarborough CentreChair, Economic Development Committee

Councillor Michael ThompsonChair, Economic DevelopmentCommitte


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MEssAGE fRoM blAkE GolDRInG

Blake GoldringChair, Toronto Prosperity Initiative

It is my pleasure as Chair o the Advisory Committee or the TorontoProsperity Initiative to submit this report, Toronto Prosperity Initiative:Establishing a Path to Growth to the City o Torontos Economic DevelopmentCommittee and Council or their consideration.

The Advisory Committee was convened at the request o CouncillorThompson, Chair o the Economic Development Committee. Its membershipbrings together a broad array o interests and wealth o experience andknowledge. I thank all members o the Advisory Committee or giving sowillingly and generously o their time, ideas, and thoughtul comments overour many meetings and drating sessions.

Although the City delivers a vast array o services and programs, the AdvisoryCommittee was asked to identiy priority issues o immediate concernrequiring the attention o City Council and sta. Specifcally, we werechallenged with identiying a short list o pragmatic action areas that shouldbe addressed quickly and would stimulate economic growth and job creationin the short term.

I am confdent we have met that challenge. Moreover, in addition to theshort-term benefts, I believe the recommendations contained in this report iimplemented will lay the oundation or a cultural shit within the City that willlead to long-term economic prosperity, job growth and an even better city.

I also want to thank all o the City sta who acilitated the AdvisoryCommittee meetings and the preparation o this report. City sta, likeAdvisory Committee members, understand there is more work to do. Therecommendations in this report identiy the priority areas or action. Subject

to approval by City Council, we ask that detailed implementation plans bedeveloped and acted upon with a sense o urgency.

I greatly appreciate the opportunity to chair this committee and contributeto the building o our great city. In accepting the invitation to participateon the Advisory Committee, I like other members, asked only that ourrecommendations be seriously considered and addressed.

I look orward to the Citys comments.

bae C. GdrigM.S.M., CFAChairman and Chie Executive OfcerAGF Management LimitedChair, Toronto Prosperity Initiative


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ToRonTo PRosPERITy InITIATIvE

Aviy Ci

Blake C. Goldring

Chairman and Chie Executive OfcerAGF Management LimitedChair, Toronto Prosperity Initiative

Paul BoucherSenior Investment DirectorMeridiam Inrastructure

Darrell BrickerChie Executive OfcerIpsos Reid

Joe Halstead

Chair, Ontario Place Development CorpBoard Member, Metrolinx

Michael ThompsonChair, Economic Development CommitteeCouncillor, Scarborough Centre, Ward 37

Pamela JeeryPresident, The Jeery Group LimitedFounder, Womens Executive Network(WXN)

D. Allen Loney

President and Chie Executive OfcerGreat-West Lieco Inc.The Great-West Lie Assurance CompanyLondon Lie Insurance CompanyThe Canada Lie Assurance Company

William MorneauExecutive ChairmanMorneau Shepell

Hari PandayPresident and Chie Executive OfcerPanVest Capital CorporationSenior Advisor, ICICI Bank Canada


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William B.P. Robson

President and Chie Executive OfcerC.D. Howe Institute

Wayne SquibbPresident and Chie Executive OfcerRealstar Group

Catherine SwitPresident and Chie Executive OfcerCanadian Federation o IndependentBusiness

Larry Tanenbaum, O.C.

Chairman and Co-OwnerMaple Lea Sports and Entertainment

Carol WildingPresident and Chie Executive OfcerToronto Board o Trade

Dr. Joseph Wong

Founder and Chair EmeritusYee Hong Centre and Foundation

Michael YorkePresidentCarpenters Local 27

Jennier ToryRegional President, Greater TorontoRegionRBC Royal Bank


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ExECuTIvE suMMARy

Cities around the world are acing an array o economic, fscal and operationalchallenges. Toronto, like many other cities, has in the past sought to addressthese issues with a series o temporary solutions and property tax increases.While the recession o 2008/2009 exacerbated the prevailing situation, Torontoemerged rom the economic downturn better positioned or success than mostother major cities around the world. Capitalizing on this success, however, willrequire thoughtul, ocused and deliberate actions.

As Chair o the Citys Economic Development Committee, Councillor MichaelThompson (Scarborough Centre, Ward 37), convened an Advisory Committeeo prominent business and labour leaders to recommend ways to stimulate andaccelerate economic growth and job creation and achieve a sustainable solutionto the challenges Toronto is acing. In undertaking this task, the AdvisoryCommittee members reviewed past reports and proposals, consulted withcolleagues and associates, and exchanged ideas with its Chair and each other

through telephone calls and e-mails, and through ull committee meetings.

The Committee members noted that eecting the undamental change necessaryor sustained success would require a cultural shit in how the City does business.The Committee also recognized that there is no quick fx; however, it is essentialthat the City take quick action to initiate the change process. Consequently, itocused its attention on identiying actions that could be implemented and showresults in the short-term, while also contributing to the cultural shit necessaryor long-term sustainability. The Committee deliberated on actions that wouldincrease transparency and accountability, improve efciencies, make better useo existing assets, and establish mechanisms or ongoing collaboration.

In addition to the 12 recommendations, the Advisory Committee also identifed

10 uture initiatives or consideration. These additional actions which willsupport labour orce development, strategic industry sectors, non-property Cityassets, and positioning are also very important initiatives or the City to pursueas soon as practical but will take longer to implement and produce results.

The Advisory Committee recommendations align with the strategic rameworkpresented to the Economic Development Committee by its Chair at its meetingin January 2011. That is, to improve Torontos business climate and acceleratesustainable jobs and investment growth by expanding external and internalcollaboration, ocusing on quality jobs, re-engineering the business/governmentinterace, and emphasizing measurement.

I ully endorsed and implemented, these recommendations will engage theideas and energy o business, labour, residents and City sta, help them provideinormed and meaningul input, reduce the riction too oten encountered inday-to-day interactions with the City, reduce costs and generate additionalrevenue or the City, contribute to building a more entrepreneurial andinnovation-driven city and increase accountability or results.

This report is presented as part o a larger integrated cultural change process. Toestablish a process o continual improvement the City should prepare an annualreport documenting progress on each o the ollowing recommendations.


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A Acti Pa r Trt 9

1.0 IntroduCtIon

1.1. Ctet

The work o the Toronto Prosperity Initiative Advisory Committee is in keeping

with a new approach to economic development presented by CouncillorThompson to the Economic Development Committee on January 28, 2011.Councillor Thompsons proposed strategic ramework establishes a clear goaland action areas or the Economic Development Committee that are in keepingwith the Mayors stated priorities as well as the principles o good governance.

Ga

To improve Torontos business and cultural climate, and acceleratesustainable jobs and investment growth

strategic Acti Area

Expand external & internal collaboration Focus on quality jobs Re-engineer the business/government interace Emphasize measurement

1.2. Adir Cmmittee Madate

The Toronto Prosperity Initiative Advisory Committee was convened at theoutset o his Chairmanship by Councillor Michael Thompson to provide a seto objective, inormed and constructively critical advice to the Chair to assistthe Economic Development Committee in addressing its goal and strategicaction areas. The Advisory Committee members were asked to develop a short

list o actionable recommendations to stimulate job creation and economicgrowth by improving the efciency o City policies, programs and operationsand establishing a positive, customer-ocused service delivery culture.

1.3. Prce

At Councillor Thompsons invitation, Blake Goldring, Chairman & CEO, AGFManagement Ltd., agreed to serve as Chair o an Advisory Committee todevelop recommendations or consideration by the Economic DevelopmentCommittee, Mayor Rob Ford and City Council. The Advisory Committee,including Mr. Goldring and Councillor Thompson, was comprised o 17senior business and labour leaders. The members brought a broad base o

knowledge, expertise and both strategic and practical experience to the tableas they discussed city governance and how it aects the economy. Sta romMayor Fords ofce and Councillor Thompsons ofce as well as MichaelWilliams, General Manager, Economic Development & Culture (EDC)Division and Randy McLean, Director (Acting), Strategic Growth & SectorDevelopment, EDC, also participated in the discussions.

The Advisory Committee was challenged to review previous reports andproposals and prepare concrete, actionable recommendations that wouldproduce tangible results in the short term and establish a clear pathway orlong-term success.


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In undertaking this task, the Advisory Committee reviewed theAgenda orProsperity, the Citys current economic competitiveness strategy adopted byCity Council in 2008, and the Blueprint or Fiscal Stability and Economic Prosperity A Call to Action, also adopted by Council in 2008. TheAgenda or Prosperity

is a long-term aspirational vision or the city. The Blueprint or Fiscal Stabilityand Economic Prosperityocused primarily on fnancial matters. Both wereprepared prior to the economic downturn and recession that began in theFall o 2008. The Toronto Prosperity Initiative: Establishing a Path to Growth reportborrows rom and builds on these previous plans where appropriate takinginto consideration the new economic reality.

The Advisory Committee also benefted rom presentations and commentsby Councillor Michael Thompson, Councillor Doug Ford and City stawho participated in the deliberations, as well as their own wide and diversenetwork o colleagues, associates, riends and others who all share a commoninterest in the success o the City.

Five meetings o the Advisory Committee were convened by the Chair todiscuss issues and opportunities, generate a long list o potential action areas,develop assessment criteria, identiy priorities and make recommendations.Advisory Committee members also provided input to the Chair via e-mail,telephone and individual meetings. Councillor Thompson requested that theAdvisory Committee present its recommendations to the Citys EconomicDevelopment Committee at its meeting scheduled or June 2, 2011.

1.4. Acti Area

The Advisory Committee was asked to identiy potential action areasto improve the business and cultural climate in Toronto and accelerate

sustainable economic activity. The Committee was also specifcally requestedto provide its recommendations in regard to the highest priority action areas.The Committee was not asked to develop detailed costing or implementationplans. Subject to City Council endorsement o the Advisory Committeesrecommendations costing and implementation plans should be prepared byappropriate City sta.

A total o 22 potential action areas were identifed by the AdvisoryCommittee. All o these action areas can be categorized as efciencyimprovements related to City operations and/orjob creation initiatives. All 22potential action areas were assessed and rated by the Advisory Committeebased on our criteria:

Impact (high, medium, low) Cost (high, medium, low) Ease o implementation (easy, moderate, difcult) Timing (immediate, 1 2 years, 2 5 years, 5+ years)

The Advisory Committee recognizes that the required changes, includingre-engineering the business/government interace are not easy tasks andcannot happen in a day, or even a year. However, it is important to begin thechange process as soon as possible and to demonstrate and communicateprogress quickly. The recommendations o this report thereore do notattempt to overreach or address all o the citys issues at once. There is no


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silver bullet, magic wand or pot o gold. The recommendations ocus onachievable, short-term initiatives intended in large part to bring about visibleimprovement in critical services and reduce the riction in businesses andlabours day-to-day dealings with the City, thereby sending a strong signal to

residents, businesses and potential investors that change is under way.The Advisory Committee recommends 12 action areas or priorityimplementation by City Council and sta. These 12 priority action areashave a strong emphasis on achieving results quickly but aecting changethat will have long lasting impacts. Ten additional action areas that wouldtake longer to implement and generate results are also included in thisreport as uture initiatives. All 22 action areas are considered by the AdvisoryCommittee as important or the City to address. Implementing as many othe recommended priority action areas as quickly as possible will create somemuch needed positive momentum and make it easier to gain the public andstakeholder support necessary to advance longer term objectives.

The recommendations are not about marketing, they are about reality. Thebest marketing will be the business owner who passes on to a contact thatToronto is a better administration to work and invest with than it was ayear ago. This change will be eected one transaction at a time. It is a retailcampaign driven by deeds, not a wholesale campaign driven by slogans andads. The recommendations are practical in nature and have been deliberatelydeveloped to ensure that the benefts will accrue to the entire city whenproperly implemented.

1.5. W te ie cimate ad ecmic grwt i Trti imprtat ad rget

By virtually any measure, Toronto is Ontario and Canadas economic,education, corporate and cultural capital.

With a population o 2.7 million people, Toronto is the core city o a largeurban area o about 6.1 million people known as the Greater Toronto Area& Hamilton, and the Greater Golden Horseshoe which extends to NiagaraRegion and includes 8.5 million residents. City o Toronto residents are welleducated, highly skilled, and creative. They have come rom around the worldto make Toronto their home.

Toronto is also Canadas corporate headquarters, leading business address,and largest employment centre. About 1.4 million jobs, or about 10 per cent ototal national employment, are located in Toronto in a diverse array o 83,000

businesses. An estimated $144 billion o goods and services are generatedannually (GDP 2010) within the city. On a percentage o national GDP basisToronto is equivalent to the economic activity generated in the United States byNew York City, Chicago, Boston and San Francisco combined.

The economy o the Toronto region is diverse as well as large. This is akey strength that gives it resiliency and thereore makes it better able thanmany other city regions to weather economic downturns. Toronto is aleading North American and global centre or fnancial services, inormationtechnology, culture, education, biotechnology, health care, design, ood andbeverage, green/renewable energy, proessional services and tourism.


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Canada is currently recognized as having one o, i not the best, fnancialservices system in the world, and Toronto is at the heart o that systemwith 14 major fnancial headquarters located here - one o the highestconcentrations anywhere. The Financial Services sector alone employs

221,000 people in Toronto. Canadas fve largest banks, three o the worldstop 50 pension unds with combined assets o $300 billion, three o theworlds top insurance companies headquartered or with many signifcantoperations, 61 mutual unds companies responsible or managing 90% oassets in Canada as well as 50 oreign bank subsidiaries, nine Global Fortune500 companies, and North Americas third-largest stock exchange areclustered in Toronto. Toronto is also Canadas technology hub and one oNorth Americas largest inormation and communications technology (ICT)clusters by employment with almost 12,000 ICT frms and over 160,000employees. This number o employees does not include the many thousandso ICT sta working in other technology-intensive industries, such as fnancialservices, business services, and health care.

Culturally, Toronto is recognized as the third-largest theatre centre in theEnglish-speaking world, ater New York and London. It is also the third largestcentre in North America or flm and television production. The cultural

sector employs about 130,000 highly entrepreneurial people in or-proft andnot-or-proft organizations o all sizes.

Torontos geographic location also provides it with a competitive advantage.Toronto is a gateway to a $15 trillion NAFTA market with more than 180million consumers living within a 90-minute ight or one-day drive.

In short, despite changing global conditions, Toronto continues to be a keydriver o the Ontario and Canadian economies. Getting Torontos economyright is a matter o importance and urgency.

50

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400

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$Billions

City of Toronto

Toronto CMA

GDP Price ad CMA


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Audit

CITY COUNCIL

Civic

Appointments

Board

of HealthStriking

Executive Standing Policy

CommitteesCommunity

Councils

Community Development

& Recreation

Parks &

Environment

Economic

Development

Planning &

Growth Management

Public Works &

InfrastructureLicensing &

Standards

Government

Management

Executive

Committee

Budget

Committee

Employee& LabourRelations

Affordable

Housing

Etobicoke -York

North York

Scarborough

Toronto &

East York

figre 1 Cit Cci strctre


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CITY COUNCIL

Deputy City Manager Deputy City ManagerDeputy City Manager &

Chief Financial Ofcer

City Manager

Executive Management

Human Resources

Internal Audit

Strategic & Corporate Policy

Strategic Communications

City Clerks Ofce

City Clerk

Legal Services

City Solicitor

Note: The CityClerk and Solicitorreport to City

Council for statutorypurposes and to theCity Manager foradministrativepurposes.

Integrity Commissioner

Lobbyist Registrar

Note: The AuditorGeneral, IntegrityCommissioner,Lobbyist Registrarand Ombudsmanreport directly toCity Council.

Auditor General

Social Development,Finance & Administration

Toronto BuildingTreasurer

Chief Corporate Ofcer

311 Toronto

Long-Term CareHomes & Services

Parks, Forestry& Recreation

Shelter, Support &Housing Administration

Employment &Social Services

Municipal Licensing& Standards

Solid WasteManagement Services

Toronto Water

Transportation Services

Accounting Services

Pension, Payroll &Employee Benets

Purchasing & MaterialsManagement

Revenue Services

Facilities Management

Waterfront Secretariat**

Policy, Planning, Finance& Administration

TorontoEnvironment Ofce Corporate Finance

Finance &Administration

Information &Technology

Special Projects

* The Medical Ofcer of Health reports to the Board of Health and coordinates with the

Deputy City Manager on administrative matters affecting City employees within Toronto Public Health

** Within the Deputy City Managers ofce indicated

Financial Planning

Fire Services

Toronto Ofce ofPartnerships**

Affordable HousingOfce**

Public Health*

Economic Development& Culture

Emergency MedicalServices

Childrens Services

Court Services

Ombudsman

Major CapitalInfrastructure

Coordination Ofce**

Ofce of EmergencyManagement**

Real Estate Services

Fleet Services

Technical Services

City Planning

Equity, Diversity andHuman Rights Ofce

figre 3 Cit Maagemet strctre


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The City should adopt a set o key perormance indicators (KPIs) that reectcritical success actors and will defne and measure how well it is perormingin relation to its strategic goals and objectives. The role o KPIs in defningsuccess cannot be overstated. For the City to achieve success, everyone

involved Mayor, Council, senior management, ront line sta and externalpartners and stakeholders must be working toward the same goals andobjectives. KPIs serve to align actions by removing ambiguity and clearlydefning the direction o success and expected results.

Measuringresults on a regular basis tells us whether or not our policies,programs and other initiatives are taking us in the right direction and arehaving the intended impact. Results are not just about looking back: theyprovide inormation to guide uture improvements.

The City does maintain a number o dierent perormance indicatordatabases; however, with the exception o the Ontario MunicipalBenchmarking Indicators (OMBI) series the Citys perormance measures are

not made public in any comprehensive or regular manner. KPIs should also beestablished to measure the impact o the Citys actions on the local economy.These indices show how eectively tax dollars are being used and should bepresented to the public.

Regular reporting ensures accountability. Positive results are recognized andinspire confdence; poor results identifed early allow corrective actions to betaken and improvement made sooner.

KPIs are also one o the most eective ways or the City to communicateexternally to what at this time is a sceptical public. Regular reporting o resultsindicates not only the Citys perormance, but also the serious attitude it takesto ensure good perormance. Internally, KPI results are eective in getting

buy-in rom constructively oriented employees and motivating cross divisionallearning. Eective KPIs motivate and recognize excellence.

Well-chosen KPIs will provide the Mayor, Council, management and sta withthe inormation they need to make improvements. Keeping the indicatorsew and concrete, at least at the outset, would be the best approach. To thegreatest extent possible, the indicators should be about results City sta canaect wholly or mainly by themselves (i.e. progress should not be dependentupon the actions and/or agreement o others).

Indicators cannot capture everything o importance, but they can highlightkey elements. For example, transportation is one o the most importantissues the City must tackle. It is also one o the most costly and difcult to

address. Congestion on the highways, roads and transit systems within thecity o Toronto is costing businesses and residents billions o dollars annually.This issue directly impacts businesses o all types and all sizes. Congestionmakes it more difcult or existing businesses to operate and more difcult toattract new businesses and skilled workers to the city. As Toronto continuesto develop, travel demand will continue to increase. The City needs acomprehensive plan to manage and accommodate the increasing demandwith the goal o regularly measuring and reducing congestion and travel time.

Ideally we may want an indicator

that aggregates travel times across

many routes and dierent periodso the day, week, and year. This type

o indicator, however, is difcult

to veriy and not easily understood

by the public. A more narrow

indicator, such as travel times on

specifc routes is less comprehensive

but more meaningul. Similarly,

while comparisons to other similar

sized cities would be helpul as we

should be striving to be the best,

comparative data are not always

readily available. Using 2010 data

as a starting point and working to

improve rom there would acilitate a

quick start to this initiative.


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Possible KPI categories and measures include:

Travel and transportation (travel time, TTC on-time rates, congestionat key intersections)

Outside services (timeliness o garbage collection, snow removal, EMSservices, street cleanliness) Inside services (wait times or various services/permits, telephone

return times)

Cost reporting (cost o building permit and inspection services, roadmaintenance, transit operating costs, wastewater treatment)

As noted above some o these data are already recorded and reported.

Sta at all levels o the organization should be empowered to share ideasor improvements and sustainability. Some o the best and most easilyimplemented ideas or increasing efciency and removing unnecessary barriers

come rom ront-line sta. Good ideas may also come rom sta working inother ABCCDs with relevant experience or knowledge.

Implementation o KPIs should extend to the Citys ABCCDs. Theperormance o City corporations, such as Toronto Hydro, should bebenchmarked against best-in-class providers o similar products and/orservices worldwide with a ocus on increasing proftability, reducing costs andhaving the best metrics in their class.

RECoMMEnDATIons:

A.1. Establish key success / perormance indicators and targets todefne and measure operational improvements and perormancerelative to base periods, other comparator cities and best in class.KPIs should ocus on internal perormance metrics and externalimpact metrics. Extend the use o KPIs to benchmark and reporton the perormance o City corporations with a ocus on increasingproftability and reducing costs. Implement mechanisms to monitorand report results on a regular basis.

A.2. Empower all City sta to share ideas. Establish easy-to-use, easy-to-access, systems or all sta to submit suggestions. Celebrate andreward good ideas.

2.3 Re-egieer te bie / Germet Iterace

In terms o re-engineering the business / government interace to stimulate jobcreation and investment attraction, three priority areas or the City to addressare: (i) reducing the time and cost or the review and approval o developmentand building applications, particularly industrial, commercial and institutionaldevelopment, including expansions, relocations and new acilities; (ii) removingunnecessary regulatory and process barriers; and (iii) implementing bestpractices or procurement procedures. These initiatives will strengthen the Citysrole as an enabler o economic growth and prosperity.

Industrial, commercial and institutional developments create quality jobs or


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Toronto residents. These types o development also pay more in municipalproperty taxes than they consume in city services and thus make a net positivecontribution to the Citys fnances. The Citys GoldStar (concierge service)program to better coordinate and accelerate the development review process,

and the Imagination, Manuacturing, Innovation and Technology (IMIT) Grantprograms to accelerate and attract developments that create permanent jobsare initiatives that have been helpul, but these activities need to be signifcantlyenhanced. The City will be undertaking an Ofcial Plan review this year andrevisiting its comprehensive zoning by-law. These initiatives should be expandedto re-engineer the planning and building approval process to substantially reducethe time and cost o development.

Sometimes the best thing a government can do is get out o the way. In todaysglobally competitive, high speed economy, successul businesses have shitedrom routine assembly o standardized goods and services to continuallyevolving, made-to-order, value-added production. To acilitate economic

success, the City o Toronto must also shit rom a rules and regulations basedapproach designed to control investment, to a exible, adaptable approachdesigned to invite, welcome and accelerate investment. Although the recentlyinitiated and ongoing e-Service initiatives are noticeable improvements, the Cityshould systematically review its regulations, procedures and permits to eliminateunnecessary requirements. For example, the City should review its constructionstandards and work with the surrounding municipalities to adopt commonproduct specifcations or materials to the greatest extent possible.

The City o Toronto is one o the largest public sector purchasers in Canadawith an estimated annual total procurement o about $1.5 billion o third partygoods and services. At this scale, even small improvements can produce largecost savings. Other major cities and governments that are also large purchasers

have developed sophisticated procurement, risk sharing, value engineering andcontract management procedures that may beneft the City. In addition, as theeconomic and corporate capital o Canada, there are many large corporationslocated in Toronto with a vast amount o private sector procurement experiencethat the administration should tap into. The ongoing fnancial constraintsin both the public and private sector make this an opportune time to engagein public-private partnerships to share risks, reduce costs, and accelerateimplementation o major capital projects.

The City should also explore the expanded use o property tax incentives.Taxation is one o the most eective policy implementation levers available to theCity. Strategic use o incentives will accelerate achievement o the Citys goals.

RECoMMEnDATIons:

A.3. Re-engineer the planning and building review and approval processwith the goal o cutting the time by one-third to one-hal. Focuson city-building with an emphasis on accelerating and reducingthe cost o industrial, commercial and institutional development,including expansions, relocations and new acilities.

Photo courtesy: Toronto Transit Committee


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A.4. Evaluate the strategic use o tax incentives to stimulatedevelopment.

A.5. Systematically review regulations, procedures and permits toremove barriers to job creation and investment.

A.6. Implement best practices or procurement procedures. Identiyindustry-leading best practices, including use o public-privatepartnerships or large capital assets, and implement to reduce costsand/or improve value.

2.4 Cit-wed Prpert, Creatig vae ad Redcig Ct

The City has been said to be land rich and cash poor. The City owns about$18 billion o real estate, substantial amounts o which are dormant orunderutilized. In 2009, the City established Build Toronto as an arms lengthcorporation to generate revenue by maximizing the value and economic

development potential o properties under its management. Sale, jointventure and lease options should be considered. Build Torontos eortsshould be enhanced to accelerate the monetization o the Citys land assets.This process may require investing in certain lands to maximize their valueby making them development ready beore sale or lease. Some o the City-owned properties are ormer industrial sites. Although these sites are ingood locations well serviced by road, transit and utilities the property valuesare signifcantly reduced by soil contamination issues. Cleaning up theseproperties would both increase the value and accelerate redevelopment andjob creation.

The process should also take advantage o opportunities to leverage

investments by others. The City o Toronto is or example a major landowner in the waterront area which includes the West Don Lands communitythat will accommodate the Toronto 2015 Pan/Parapan American GamesAthletes Village. The section o the West Don Lands that will be used duringthe Games is being developed by Waterront Toronto in partnership withInrastructure Ontario. The upcoming 1812 Bi-Centennial celebrations(2012) and Pan Am Games (2015) are catalysts that should be used to kickstart and accelerate development in order to create jobs, attract tourists andincrease assessment sooner rather than later.

Residents and businesses within the City o Toronto requently cite the actthat city roads and sidewalks are constructed, repaved or repaired or onepurpose only to be dug up soon thereater or another purpose. In addition

to the inconvenience and delays these multiple construction activitiescause, they leave cracks in the road and sidewalk surace that make thesepublic assets more susceptible to damage by water, rost and salt, therebynecessitating urther repairs. The result is a patchwork o repairs that isinconvenient, unsightly and costly to city taxpayers. The City should pursueall possible avenues to coordinate construction activities so that all necessarywork, including work by private utilities (e.g. cable, gas, hydro, telephone) iscompleted as part o a single project. In the event it becomes necessary orany agency to dig up the road, sidewalk or other City asset within a defnedtime period, such as fve years, that agency should bear the ull cost to


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restore the asset to the pre-existing condition and pay a signifcant penalty.It is not appropriate that City o Toronto taxpayers bear the costs or have toaccept the unsightly appearance resulting rom the work o other utilities andagencies. Correcting the current situation may require a change in provincial

and/or ederal regulations that grant broad permission to other utilities toaccess municipal rights-o-way. The City has established the Major CapitalInrastructure Coordination Ofce. The Citys upcoming core service reviewshould examine whether this ofce should be strengthened and promoted.

Beyond construction activity, there is wide spread public concern thatthe appearance, and in particular the cleanliness, o Citys streets, transitshelters, parkettes and other areas used by residents, businesses and visitorshas seriously declined over time. This reects badly on the city as a placeto live, work and invest, and on the City government. Conversely, a high-quality, clean, public realm projects a sense o confdence, saety, securityand pride that enhances the citys image and attracts social and economicactivity. Residents, businesses and visitors all beneft rom improving ourpublic spaces. A substantive and sustained eort is required to improve andmaintain the appearance o the public realm.

RECoMMEnDATIons:

A.7. Enhance and accelerate monetization o the Citys land assets.Make surplus City-owned land useable and development ready.

A.8. Expedite approval process and unding to accelerate developmentand densifcation o the Waterront using 1812 BicentennialCelebrations and 2015 Pan/Para pan American Games as catalyststo create jobs, attract tourists and increase assessment.

A.9. Strengthen and promote the existing Major Capital InrastructureCoordination Ofce. Pursue all possible avenues, including changesto ederal and provincial regulations and penalties or violations,to ensure that construction activities are coordinated and that allnecessary work, including work by private utilities (e.g. cable, gas,hydro, telephone) is completed as part o a single project.

A.10. Address health, saety and cleanliness issues to improve Torontospublic spaces and image. A substantive and sustained eort isrequired to improve and maintain the appearance o the public realm.Explore ways to engage the private and philanthropic communities.

2.5 otreac ad CaratiSuccessul businesses develop strong relationships with their customers,suppliers and support services and agencies. It is essential or the City toestablish similar relationships with the business community to developa deeper understanding o the opportunities and challenges businessand labour ace, and conversely or business and labour to develop anappreciation o municipal governance and management. Delivering on apromise o customer service excellence requires a proactive approach toidentiying and resolving concerns beore they become problems. A rankexchange o inormation, or example, in regard to why companies chose


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to locate in Toronto, why they chose to expand within the city or elsewhere,why they might consider leaving, would provide invaluable insights abouthow policies, programs and services can best be adapted to achieve win-winoutcomes or business, labour and city building.

Getting it right requires addressing the cost o doing business. Municipalproperty taxes on industrial and commercial properties within the City oToronto continue to be higher than in the surrounding regions. Reducingthis tax dierential is vital or sustained economic growth. Successullyimplementing the recommendations o this report will help acceleratethe Citys long-term plan to become more tax competitive by reducingoperational costs and improving services.

Getting it right also requires a collaborative and coordinated approach notonly within the Citys administration, but also with external partners andstakeholders as well.

One o the greatest strengths o the Toronto region is its diversity. Diversityin its broadest context economic diversity which creates resiliency,cultural diversity which brings creativity and innovation, aboriginal peoples,immigrants and native born Canadians, densely populated urban areas aswell as suburban and rural areas, advantaged areas and neighbourhoods inneed, diversity o thought and lie experience, and socio-economic diversityincluding age, education, income, religion, sexual orientation and more.

While diversity o people and activities is an asset, ragmentation o publicorganizations can be an obstacle. We can only realize the potential oour diversity advantage i we are able to coalesce these diverse realitiesand orm a united whole. At the present time, there are a large number oorganizations within the Toronto region doing work both at a community

scale and city-wide scale that have similar mandates. Consequently someappear to be duplicating eorts, i not directly competing with others, ratherthan collaborating. For example, the Greater Toronto Marketing Alliance(GTMA), Invest Toronto and Toronto Region Research Alliance (TRRA) allhave mandates to attract oreign direct investment. A more collaborativeand coordinated regional approach would beneft all. It is essential that theCity o Toronto strive to orge an alignment o interests and actions amongthe many dierent groups and organizations with the goal o reducing costsand improving eectiveness. A collaborative approach will also help ensurethat the interests o all groups are considered and the benefts o economicprosperity equitably distributed.

The City should take a lead role in convening representatives romsurrounding municipalities, business, labour and academia, as well asprovincial and ederal government ofcials to begin development o a regionaleconomic competitiveness strategy and implementation plan.

Recognizing that the municipal governments, business and labourorganizations and academic institutions within the Toronto region are parto a single, interdependent economic region, the City o Toronto should striveto develop and implement a regional approach to attracting investment andstimulating economic growth. A collaborative regional approach is imperativei we are to eectively compete with other major world city regions.


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RECoMMEnDATIons:

A.11. Mayor Ford and Councillor Michael Thompson, Chair, EconomicDevelopment Committee, should continue and possibly expandan ongoing outreach program to engage the CEOs o Toronto-based companies and other civic leaders. An ongoing Open orBusiness Advisory Committee should also be established to monitorimplementation o the recommendations o this report and provideadvice to the Chair o the Economic Development Committeethroughout this term o City Council.

A.12. The Chair o the Economic Development Committee shouldtake a lead role in convening representatives rom surroundingmunicipalities, business, labour and academia, as well as provincialand ederal government ofcials to begin development o a regionaleconomic competitiveness strategy and implementation plan.

3.0 F Iiiaiv

The Advisory Committee also identifed 10 additional action areas or seriousconsideration. These action areas are also very important initiatives or theCity to pursue as soon as practical but will take longer to implement andproduce results. Any o the 10 uture initiatives described below could beadvanced i opportunity and budget presented themselves. In almost all othese uture initiative areas, considerable awareness o the need or actionexists and many initiatives are already underway. By listing them here, theCommittee wishes to draw attention to the need or even greater action.

3.1 lar frce Deepmet

The unemployment rate or youth (aged 15 24 years) living in Toronto isconsistently and signifcantly higher than the rate or the overall labour orce.Given the approaching ood o retirements o the baby boom generationgreater eorts need to be applied to encouraging and acilitating youthemployment.

There should also be a specifc ocus on aboriginal peoples and aboriginalyouth. The aboriginal peoples population in Toronto is about fve years youngerthan the non-aboriginal peoples population (median age 32 years, comparedto 37 years), has higher unemployment and lower annual income levels.

The City should expand partnerships and enhance existing programs such as:

Partnership to Advance Youth Employment (PAYE) Youth Employment Partnership (YEP) More skills programs at colleges and universities Partnerships with Toronto Community Housing Corporation (TCHC) Using procurement processes to encourage apprenticeships (e.g.

construction)

Urban Aboriginal Peoples Strategy


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The City should also look to expanding partnerships to engage youth in sportsand arts. Sports and arts are eective and positive ways to strengthen a senseo belonging, develop team building and leadership skills, and encouragecreativity. All o these attributes are also important employment skills.

With an aging population and less than replacement birthrate, immigrationis essential to ensuring Toronto has the labour orce required to supporteconomic growth. At present the knowledge and skills o many well educatedand highly trained immigrants are signifcantly underutilized to the detrimento the individuals, their amilies, communities and businesses. We need toattract and retain skilled immigrants in Toronto and more ully utilize theirabilities. The ederal and provincial governments must be encouraged todevelop programs to assist immigrants to transition to lie in Canada, ideallybeore they leave their country o origin. All orders o government should workcollaboratively to ensure programs are as seamless as possible.

International students also beneft the City in a number o dierent ways.

International students are an important part o the business model or mostpost-secondary education institutions in Canada. As students, they bring adiverse range o knowledge and experience to the classroom that beneftsall students. As visitors to Toronto, they explore our neighbourhoods andcontribute to the local economy. As graduates, i they choose to remain inToronto they provide essential skills or economic growth. I they choose toreturn home or relocate elsewhere in the world, they may become business,political and social leaders in their new home and provide a positiveconnection back to Toronto or uture interactions.

Education and training should ocus on all types o jobs. Torontosconstruction industry, or example, is recognized as one o the best in the

world. The industry has also developed outstanding training centres thatassist youth to fnd good paying jobs and develop the labour orce o theuture or the industry. This is an opportune time to enhance and expandexisting labour orce development programs and to frmly establish Torontoas a Centre o Excellence in this feld.

Innovation is now a critical success actor or all businesses. Successulcompanies are continually developing new products and services and/or re-engineering the way they conduct their business and deliver their current suiteo oerings. Creating orums, events, venues and other opportunities to bringdierent perspectives together is a proactive way to accelerate innovation.MaRS, or example, is a hub or breakthrough thinking in lie sciences,technology and social entrepreneurship. The Canadian Film Centre andOntario College o Art & Design Universitys Digital Futures Initiative oeringnew cross-disciplinary programs in practice, research and innovation relatedto digital media, and Ryersons Digital Media Zone are other examples opartnership to accelerate innovation and commercialization.

InITIATIvEs:

B.1. Expand partnerships and enhance programs to stimulate youthemployment, apprenticeships and internships. Consider theselective use o tax incentives to support business and developmentin priority areas.


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B.2. Work with other orders o government and support organizationssuch as the Toronto Region Immigration Employment Counciland Internationally Educated Proessionals Conerence to expediterecognition o international credentials and experience, and ensure

immigrants are employed based on their accreditation, knowledgeand skills.

B.3. Work with colleges, universities and other educators to makeToronto a magnet or young, ambitious international students.

B.4. Enhance and promote Toronto as a Centre o Excellence orproessional and skilled trades.

B.5. Work with industry to create thought incubators.

3.2 strategic Idtr sectr

The City should build on existing eorts to identiy the industry sectors mostcritical to economic growth in Toronto and direct resources to anchor, incent,and own these key sectors, in order to establish Toronto as the centre ogravity. There should also be a ocus on developing sector-based economicgrowth strategies and policies or attracting capital and creating a businessenvironment that is conducive to private sector development. A good startwould be to prepare a white paper that assesses Torontos strengths andweaknesses, examines how the citys strengths tie together and identifesuture policy directions.

Canadas fnancial services industry is now recognized as a global leaderand Toronto is the ocal point o the industry. The City should work withorganizations such as the Toronto Financial Services Alliance (TFSA) to

determine how best to lever this well-earned reputation to develop a globalinvestment management centre rivalling London, New York, Singapore andDublin. One approach would be to target oreign investment managementfrms, including private equity and hedge und managers, administrativeservices, trading platorms and global research teams to establishoperations in Toronto. Incentives should be developed, including tax breaks.Consideration should be given to the applicability o the tactics successullyused by Singapore and Hong Kong to attract quality frms, including possibleinvestment allocations into newly established frms by certain public pensionplans subject to fduciary and hurdle rates o return being met.

InITIATIvEs:

B.6. Encourage and support urther development o strategic industrysectors with goal o establishing world class clusters.

B.7. Reinorce and expand Torontos presence as a global investmentmanagement centre.

Photographer: Jerry Abramowicz


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3.3 n-ad Cit Aet

The City is the sole shareholder o Toronto Hydro, Toronto CommunityHousing Corporation, Toronto Parking Authority and a minority shareholdero Enwave. Monetization o all or part o certain o these assets (as is being

studied by the City) could be used to reduce the Citys defcit and invest instrategic initiatives.

InITIATIvEs:

B.8. The City should investigate a wide range o opportunities tomonetize non-land City assets.

3.4 Pitiig

To those o us who live or work in Toronto, and most visitors, our city hasmany unique, interesting and attractive attributes. However, there is a lowlevel o awareness and considerable misinormation about Toronto aroundthe world. Toronto has a generally good reputation, but its global brandis weak and its outstanding eatures are not top-o-mind or most non-residents. People recognize the name, but know very little about our city. Asa frst step in establishing and creating a greater awareness o the Torontobrand, the value o the current brand in the global context should be assessedincluding the cost and benefts o a proactive set o initiatives in this area.The global brand should be developed in a regional context and reect theintegrated strengths o the Toronto area.

Over a long period o time fscal imbalances have developed between thethree orders o government that need to be properly addressed. Toronto andCanadian municipalities in general suer this imbalance. Transer payments

rom other orders o government are usually conditional and ocus on thepriorities o the unding provider and tend to be unstable and unpredictablesources o revenue. A more permanent solution based on the roles andresponsibilities o all orders o government is required.

InITIATIvEs:

B.9. Assess the value o the Toronto brand.

B.10. Pursue stronger fscal ederalism and greater intergovernmentalcooperation.

Examples o leveraging City

assets and initiatives adopted

elsewhere.

Governments across Canada and

around the world have invested

in casinos as a means to generate

revenue without raising taxes,increase tourism and create well-

paid jobs. There are many areas

within Toronto where a casino

would also be a major catalyst or

redevelopment o the surrounding

lands in addition to providing a new

revenue source. Given the size and

catchment area o the city, Toronto

can support several world-class,

year-round casinos. The revenuestreams rom casino operations

could be invested in debt reduction,

strategic inrastructure and improved

social services.

Other potential revenue sources

include converting organic matter

to pellets to be reused as uel which

is cleaner than coal but less so

than natural gas. The technology

is now mature and there are manyinstallations in the US and Europe.

Toronto is an ideal candidate city

with a very good sorting discipline.

This project would reduce waste

disposal hauling costs, generate

renewable energy and CO2 credits,

and create about 100 jobs. Capital

costs, in the order o $500 - $750

million can be unded through a

public-private partnership.


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4.0 ConClusIons

The City o Toronto has all the ingredients or success and enormouspotential or sustained economic growth and prosperity. At the same

time, it aces a number o signifcant challenges. All o the members othe Advisory Committee, convened by Councillor Michael Thompson(Chair, Economic Development Committee) and Chaired by BlakeGoldring, M.S.M., CFA (Chairman and Chie Executive Ofcer, AGF)were pleased to assist the City in addressing these challenges.

The Advisory Committee approached its task in a thoughtul andconsidered manner, reviewing past reports and proposals, seeking outadditional research and inormation rom others, and engaging in rankdiscussions and debates about priorities and the merits o potentialsolutions. It is clear that achieving success will require greater fnancialdiscipline and an action plan clearly ocused on increasing efciency,

making better use o existing assets and leveraging the capacity o theprivate sector.

The City is at a turning point. There needs to be a undamental changerom past practices o applying temporary fxes to ully embracingbest practices o implementing sustainable solutions. This changewill require a cultural shit in how the City does business and itsrelationship with its publics. The 12 recommendations and 10 utureinitiatives contained in this report ocus on getting the basics right andestablishing the internal inrastructure or continual improvement.

First and oremost the Advisory Committee recommends that key

perormance indicators (KPIs) and targets be established to clearlydefne the Citys goals and expected results. By clearly setting outcommon expectations, KPIs are an eective way o aligning theactivities o dierent units within large organizations. They will alsoenable the City to communicate its progress to the public and otherstakeholders.

As part o this transormative change process, the Committee alsorecommends that the City re-engineer the planning and building reviewand approval process. These are critical city building unctions. TheCity has implemented a number o improvements to streamline theexisting processes; now is the time to develop a new process with thegoal o cutting the time by one-third to one-hal. Similarly, the Cityshould make undamental changes to its procurement processes,including the expanded use o public-private partnerships, particularlyor major capital projects to accelerate investment and job creation.

The City should pursue ways to make better use o its existing assetsas quickly as possible. Enhancing and accelerating the monetization othe Citys land assets, strengthening and promoting the existing MajorCapital Inrastructure Coordination Ofce and addressing the health,


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saety and cleanliness o the public realm would serve to generate newrevenues, reduce costs and help retain and attract investment.

To deliver on its commitment o customer service excellence, the Cityshould take a proactive approach to strengthening its relationshipswith business, education, labour and the surrounding municipalities.The Mayor and Chair o the Economic Development Committeeshould expand their ongoing outreach program as much as is practicalto engage the CEOs o Toronto-based companies to identiy issuesand opportunities. The City should also take a lead role in conveningrepresentatives rom other municipalities in the Toronto region,together with business and labour, as well as provincial and ederalgovernment ofcials to begin development o a regional economiccompetitiveness strategy.

Finally, and critically, we recommend a mechanism to provide or

overall accountability. An ongoing Open or Business AdvisoryCommittee should be established to monitor implementations o therecommendations o this report and provide advice to the Chair o theEconomic Development Committee throughout this term o Council.An annual report indicating progress to date and describing proposednew initiatives should be prepared and submitted to the AdvisoryCommittee.

All o the recommendations o this report have been prepared to helpa great city realize its true potential. We appreciate the opportunity tocontribute to Torontos uture success.


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5.0 say f rcai f Iia

Aci

5.1 Maagemet Perrmace

A.1. Establish key success / perormance indicators to defne andmeasure improvement and perormance relative to baseperiods, other comparator cities and best in class. Implementmechanisms to monitor and report results on a regular basis.Extend the use o KPIs to benchmark and report on theperormance o City corporations with a ocus on increasingproftability and reducing costs.

A.2. Empower all City sta to share ideas. Establish easy to use,easy to access, systems or all sta to submit suggestions.Celebrate and reward good ideas.

5.2 Re-egieer te bie / Germet Iterace

A.3. Re-engineer the planning and building review and approvalprocess with the goal o cutting the time by one-third to one-hal. Focus on city-building with an emphasis on acceleratingand reducing the cost o industrial, commercial andinstitutional development, including expansions, relocationsand new acilities.

A.4. Evaluate the strategic use o tax incentives to stimulatedevelopment.

A.5. Systematically review regulations, procedures and permits toremove barriers to job creation and investment.

A.6. Implement best practices or procurement procedures.Identiy industry-leading best practices, including use opublic-private partnerships or large capital assets, andimplement to reduce costs and /or improve value.

5.3 Cit-wed Prpert, Creatig vae ad Redcig Ct

A.7. Enhance and accelerate monetization o the Citys land assets.Make surplus City-owned land useable and development

ready.A.8. Expedite approval process and unding to accelerate

development and densifcation o the Waterront using 1812Bicentennial Celebration and 2015 Pan/Para pan AmericanGames as catalysts to create jobs, attract tourists and increaseassessment.


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A.9. Strengthen and promote the existing Major CapitalInrastructure Coordination Ofce. Pursue all possibleavenues, including changes to ederal and provincialregulations and penalties or violations, to ensure that

construction activities are coordinated and that all necessarywork, including work by private utilities (e.g. cable, gas,hydro, telephone) is completed as part o a single project.

A.10. Address health, saety and cleanliness issues to improveTorontos public spaces and image. A substantive andsustained eort is required to improve and maintain theappearance o the public realm.

5.4 otreac ad Carati

A.11. Mayor Ford and Councillor Michael Thompson, Chair,

Economic Development Committee, should establish anongoing outreach program to engage the CEOs o Toronto-based companies and other civic leaders. Establish anongoing Economic Competitiveness Advisory Committeeto monitor implementation o the recommendations othis report and provide advice to the Chair o the EconomicDevelopment Committee throughout this term o CityCouncil.

A.12. The Chair o the Economic Development Committee shouldtake a lead role in convening representatives romsurrounding municipalities, business, labour and academia,as well as provincial and ederal government ofcials to begindevelopment o a regional economic competitiveness strategyand implementation plan.


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6.0 say f sgg F Iiiaiv

6.1 lar frce Deepmet

B.1. Expand partnerships and enhance programs to stimulateyouth employment, apprenticeships and internships. Considerthe selective use o tax incentives to support business anddevelopment in priority areas.

B.2. Work with other orders o government to expedite recognitiono international credentials and experience, and ensureimmigrants are employed based on their accreditation,knowledge and skills.

B.3. Work with colleges, universities and other educators tomake Toronto a magnet or young, ambitious internationalstudents.

B.4. Enhance and promote Toronto as a Centre o Excellence orproessional and skilled trades.

B.5. Work with industry to create thought incubators.

6.2 strategic Idtr sectr

B.6. Encourage and support development o strategic industry sectorswith goal o establishing world class clusters.

B.7. Reinorce and expand Torontos presence as a global investmentmanagement centre.

6.3 n-ad Cit Aet

B.8. Monetize non-property City assets.

6.4 Pitiig

B.9. Assess the value o the Toronto brand.

B.10. Pursue stronger fscal ederalism and greater intergovernmentalcooperation.


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Documents

City of Toronto 'Path for Growth' Toronto Prosperity Initiative