Introduction to Toronto's Government Structure

Historical Perspective
Historical Perspective of Bilingual Education
Brown vs. Board of
Education (1953)
Segregation of children in public schools, solely on the
base of race, even though the physical facilities and all
other tangible factors may be equal, deprives children of
minority group of equal educational opportunity. (14th
amendment)
Civil Rights Act 1964 Most important law that had far reaching
and tremendous
long-term impact on our country. It prohibited
discrimination in every form and venue in our country. It
related and included African Americans, women, and
others.
Lau vs Nichols 1974 Ruled that English is the basic language of
instruction. It
ensured that English was to be learned by all pupils.
Schools must have instruction for language deficiency.
Aspira vs. New York Affirmed Lau and decided hwo receives
services in school.
Puerto Rico Legal Defense Fund Argued landmark cases
that had profound implications for Latinos throughout the
U.S. especially in New York.
Keys vs. Denver First ruling on school segregation in the North

and the
West. Specified that L1 be required. Intentional
segregation was stopped, especially for Latinos as well as
African Americans as students.
1976 14 states mandate Bilingual Education.
California AB 1329
Chacon-Moscone
Bilingual Bicultural
Education Act
Explicitly proclaimed bilingual education as a right.
AB 507, California
Bilingual Education
Improvement and
Reform Act- 1980
Updated and strengthened AB 1329. This act mandated
that districts provide instruction for every LEP student in
California.
Sunset AB 507- 1987 Federal Government intervened on AB
507. Despite the
Acts’ Sunsetting, many of their “general purposes”
remained operative and districts were required to follow
these purposes in their programs. Districts use of
students’ primary language remained operative.
Prop 227 - 1998 California public instruction required to be in
English.
Provided money for children ($50 million yearly) to
become fluent in English through intensive immersion
special classes, English only classes. The vote was

passed 3.3 million to 2.1 million.
The No Child Left Behind Act of 2001 (Public Law 107-110),
often
abbreviated in print as NCLB, is a controversial United States
federal law (Act of Congress) that reauthorized a number of
federal
programs aiming to improve the performance of U.S. primary
and
secondary schools by increasing the standards of accountability
for states, school districts, and schools, as well as providing
parents more flexibility in choosing which schools their
children
will attend. Additionally, it promoted an increased focus on
reading and re-authorized the Elementary and Secondary
Education Act of 1965 (ESEA). The Act was passed in the
House of
Representatives on May 23, 2001[1], United States Senate on
June
14, 2001[2] and signed into law on January 8, 2002.
NCLB is the latest federal legislation (another was Goals 2000)
which enacts the theories of standards-based education reform,
formerly known as outcome-based education, which is based on
the belief that setting high expectations and establishing
measurable goals can improve individual outcomes in education.
The Act requires states to develop assessments in basic skills to
be
given to all students in certain grades, if those states ar e to
receive
federal funding for schools. NCLB does not assert a national
achievement standard; standards are set by each individual
state,
in line with the principle of local control of schools and in order

to
comply with the Tenth Amendment to the United States
Constitution, which specifies that powers not granted to the
federal government or forbidden to state governments are
reserved powers of the individual states.
Teacher quality based on NCLB Act
The No Child Left Behind act requires that, in order for states
to
receive federal funding, all teachers must be "highly qualified"
as
defined in the law by the end of the 2006-07 school year. A
highly
qualified teacher is one who has (1) fulfilled the state's
certification
and licensing requirements, (2) obtained at least a bachelor's
degree, and (3) demonstrated subject matter expertise. The
procedure for demonstrating subject matter knowledge depends
on a teacher's tenure and level of instruction.
For those who are new to the profession of teaching(less than
one
year of experience):
Elementary teachers must pass a state test demonstrating their
subject knowledge and teaching skills in reading/language arts,
writing, mathematics and other areas of basic elementary school
curricula.
Middle and high school teachers must demonstrate a high level
of
competency in each academic subject area they teach. Such
demonstration can occur either through passage of a rigorous

state academic subject test or successful completion of an
undergraduate major, a graduate degree, coursework equivalent
to
an undergraduate major, or an advanced certification or
credentialing.
Experienced teachers can satisfy the subject matter requirement
in
the same manner as new teachers or demonstrate subject
knowledge through a state-determined high objective uniform
state standard of evaluation (HOUSSE). These requirements
have
caused some difficulty in implementation especially for special
education teachers and teachers in small rural schools who are
often called upon to teach multiple grades and subjects.
WILLIAMS VS. CALIFORNIA (2005). The Eliezer Williams, et
al., vs.
State of California, et al. (Williams) case was filed as a class
action
in 2000 in San Francisco County Superior Court. The plaintiffs
include nearly 100 San Francisco County students, who filed
suit
against the State of California and state education agencies,
including the California Department of Education (CDE). The
basis
of the lawsuit was that the agencies failed to provide public
school
students with equal access to instructional materials, safe and
decent school facilities, and qualified teachers.
The case was settled in 2004, resulting in the state allocating
$138
million in additional funding for standards-aligned instructional
materials for schools in the first and second ranks (known as
deciles) determined through the 2003 Academic Performance

Index (API) Base. The settlement includes another $50 million
for
implementation costs and other oversight-related activities for
schools in deciles one through three (2003 API Base). These
two
amounts were included in the state budget (Outside Source)
signed
in July 2004 by Governor Schwarzenegger. Another $800
million
will be provided for critical repair of facilities in future years
for
schools in deciles one through three (2003 API Base). The
settlement will be implemented through legislation adopted in
August 2004: Senate Bill (SB) 6, SB 550, Assembly Bill (AB)
1550,
AB 2727, AB 3001. Up to 2.3 million California public school
students may benefit from funding from the Williams case
settlement.
As a result of the Williams case, the CDE has proposed changes
to
the School Accountability Report Card (SARC) template that all
schools must update and publish annually. The proposed
changes
will help all schools report the overall condition of their
facilities,
the number of teacher misassignments and vacant teacher
positions, and the availability of textbooks or instructional
materials. The proposed changes were submitted to the State
Board of Education, which approved the changes at its meeting
on
November 9, 2004. The new Williams-related reporting
elements

are being amended into the 2003-04 SARC template, which is
expected to be released by December 15, 2004. More
information
is available at the SARC Web page.
Here are the legal documents and legislation passed to fulfill
the
Williams requirements:
* Memorandum to County and District Superintendents:
(Dated
20-Dec-2004), regarding the Notice of Settlement in Williams.
* Notice of Proposed Settlement (Posted 28-Jan-08; DOC;
87MB; 71pp.) | PDF (Posted 26-Oct-2004; 3MB; 76pp.)
Notification
to the parties in Williams of a proposed resolution to the case.
* Settlement Implementation Agreement (Posted 28-Jan-08;
DOC; 33MB; 42 pp.) | PDF (Posted 26-Oct-2004; 2MB; 46pp.)
Outline of how Williams will be resolved.
* SB 6 | SB 550 | AB 1550 | AB 2727 | AB 3001 (Outside
Sources): Legislation enacted to resolve Williams.
* Education Code Section 60119 - Curriculum Frameworks
&
Instructional Material: Text of Education Code Section 60119,
as
revised by Chapter 900, Statutes of 2004.

Introduction to
Toronto’s Government
November 2018
www.toronto.ca
For more information about Toronto’s Government visit:
www.toronto.ca/get-involved-how-government-works
Contents
About Toronto 1
The City of Toronto’s Governance System 5
A Balanced Model of Governance 6
City Council 6
Council and Committee Structure 10
The Toronto Public Service 13
Accountability Officers 14
City Agencies and Corporations 15
Public Engagement 17
The City’s Finances 18
What is the City Budget? 18
Overview of the City’s Operating Revenues and Expenses 18

Overview of the City’s Capital Budget 18
City Services and Programs 21
City Agencies and Corporations 25
Service Agencies 25
City Corporations 26
Partnered Boards 27
Adjudicative Bodies 27
Land Acknowledgement
The land the City of Toronto stands on today is the traditional
territory of many
nations, including the Mississauga of the Credit, the
Anishnabeg, the Chippewa, the
Haudenosaunee and the Wendat peoples and is now home to
many diverse First Nations,
Inuit and Métis peoples. Toronto is covered by Treaty 13 signed
with the Mississauga of
the Credit, and the Williams Treaty signed with multiple
Mississaugas and Chippewa
Bands.
City Motto
Diversity Our Strength is the City of Toronto’s motto. It refers
to the combined strength of
the seven former municipalities that make up the City of

Toronto.
Toronto’s Flag
In 1974, the City of Toronto held a competition to design a new
flag. More than 700 submissions were received from children
and adults across the city, ranging in age from six to 90 years
old. In a unanimous vote, Council selected the design of 21
year-old George Brown College graphic design student, Renato
De Santis. De Santis’ design included the letter ‘T’ for Toronto,
the outline of City Hall on
a blue background, and a red maple leaf representing the
Council Chamber at the base of
the towers. After the amalgamation of the City of Toronto in
1998, a further competition
was held but the decision was made by Council to keep the
original design.
Toronto’s Coat of Arms
The City of Toronto Coat of Arms is designed in the form of
a shield and is used as a symbol of identity. The symbol is
intended for ceremonial application only. Use of the Coat of
Arms on business stationery is restricted to Toronto’s Mayor
and Councillors or as authorized by the City Clerk.
The Coat of Arms was created in 1998 in consultation with the
Chief Herald of Canada.
1
About Toronto

The City of Toronto and the Toronto Region
Toronto is Canada’s largest city and a world leader in business,
finance, technology,
entertainment, and culture. Its large population of immigrants
from all over the globe has
also made Toronto one of the most multicultural cities in the
world.
Located on a broad sloping plateau cut by numerous river
valleys, Toronto covers 641
square kilometres and stretches 43 kilometres from east to west
and 21 kilometres from
north to south at its longest points.
The City of Toronto sits at the centre of a larger metropolitan
area called the Greater
Toronto Area (GTA), also known as the Toronto Census
Metropolitan Area (CMA) by
Statistics Canada, with slightly different boundaries (See Figure
1).
Figure 1. Toronto and the Greater Golden Horseshoe
2
Quick facts about Toronto:
• 307 km of rivers and creeks run through the city flowing into
Lake Ontario.
• There are more than 1,600 named parks comprising more than
8,000 hectares of
land (ravines, valleys, woodlots, parks, beaches, golf courses,

and parkettes).
• Toronto has about 10 million trees, approximately 4 million of
which are publicly-
owned trees. These include 600,000 street trees and 3.5 million
trees in parks,
ravines, and other natural areas.
• The City of Toronto owns and operates nearly 100,000
housing units.
• There were more than 106,000 businesses in Toronto in 2017.
Toronto’s Population
Toronto has a large and diverse population. It is home to about
2.9 million people and is
expected to continue to grow steadily. In 2017, the Province of
Ontario projected that the
city of Toronto could grow by 500,000 people in the next 25
years (see Figure 2).
In 2016, there were 46,320 people living in the Toronto Census
Metropolitan Area
who identified as Indigenous. Of the people who identified as
Indigenous, 60 percent
were First Nations (North American Indian), 33 percent were
Métis, and the remaining
seven percent identified either as Inuk (Inuit) or as holdi ng
multiple or other Indigenous
identities.
However, studies using different research methods to identify
the city’s Indigenous
population suggest the Census figures may under-represent the
population. For example,
the Our Health Counts Toronto study cited a 2016 Indigenous

population in the city that
was between 34,000 to 69,000 people.
Demographic and housing facts:
• Toronto’s population grew by 116,511 residents between 2011
and 2016, an increase
of 4.5 percent.
• 80,805 new dwellings were added to the city’s housing stock
between 2011 and 2016.
• In 2016:
• there were 1.1 million private households in Toronto. Of
these, 53 percent of
households owned their home, while 47 percent rented.
• 26 percent of private dwellings in Toronto were
condominiums.
• 52 per cent or 1.4 million people belonged to a visible
minority group-- the first
time this figure surpassed 50 per cent in Toronto.
• For the first time, there were more people over the age of 65
in Toronto than
people under the age of 15. The average Torontonian was 41
years old.
3
Figure 2. Toronto’s Population and Population Projections
Source - Census Canada and Ontario Population Projections

Update, 2017–2041
Toronto’s Economy
Each month, the City releases to the public a Toronto Economic
Bulletin that provides
a snapshot of the regional economy and includes data on the
labour market, the size
of the economy, real estate activity, retail sales, transportation,
and city rankings. This
information is available at www.toronto.ca/toronto-economic-
bulletin, and provides
an update on the GTA as one of the largest regional economies
in North America. An
estimated $332 billion of goods and services are produced in the
Toronto region. Toronto
accounts for just over half of this total at $168 billion, about
nine percent of Canada’s
economic output.
Toronto offers a rich mix of partners, suppliers, and a talented
workforce to companies
who do business here.
Economic facts:
• The 2017 City’s annual employment survey counted 1.5
million jobs at 75,620
business establishments in the city.
• Professional, scientific, and technical services companies are
now the city’s largest
employers, overtaking manufacturing and retail, since 2006 (see
Figure 3).
• The number of technology employers in the Toronto region is
the largest in Canada

and third largest in North America, behind San Francisco and
New York, employing
more than 200,000 people at more than 14,600 technology
companies.
• The financial services sector continues to grow in Toronto,
directly employing
more than 250,000 people. The Toronto region is home to the
head offices of the
3,400,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Actual
Population
Projected
Population
19
66 19
71

19
76
19
81
19
86 19
91
19
96
20
01
20
06 20
11
20
16
20
21
20
26
20
31
20
36

20
41
4
five largest banks in Canada and the majority of international
banks’ subsidiaries and
branches in Canada.
• The production of domestic and foreign film and television is
now a major local industry
regularly contributing $1 billion to the economy and directly
employing more than
30,000 people in Toronto.
Figure 3. Toronto Census Metropolitan Area Top 10 Industries
0 100,000 200,000 300,000 400,000 500,000
Administrative and Support
Transportation and Warehousing
Accommodation and Food Services
Educational Services
Construction
Finance and Insurance
Health Care and Social Assistance
Manufacturing

Retail Trade
Professional and Technical Services
Employment
2006
2 0 1 6
5
The City of Toronto’s
Governance System
The Canadian Constitution sets out the responsibilities of the
federal and provincial
governments and does not recognize municipalities as a separate
order of government.
The Constitution gives provinces exlusive control over
municipalities, including the rules
that govern them.
Provincial regulations and legislation define the City’s
relationship with the Ontario
government. The most significant is the City of Toronto Act,
2006, which gives the
City powers to provide services to its residents, manage its
finances and establish
accountability officers for the City.
Other Acts that define the rules governing the City include the
Municipal Elections Act,

Municipal Conflict of Interest Act, Municipal Freedom of
Information and Protection of
Personal Privacy Act, Planning Act and Heritage Act.
Level of
Government
FEDERAL
Government of
Canada
PROVINCIAL
Government of
Ontario
MUNICIPAL
City of
Toronto
Powers
defined by
Constitution Act,
1867
Constitution Act,
1867
City of Toronto Act,
2006
Powers • National defence
and Canadian

Armed Forces
• Postal service
• Banking
• Employment
• Immigration and
citizenship
• Census
• Foreign affairs and
international trade
• Agriculture and
more
• Health
• Education
• Driver and vehicle
licensing
• Energy
• Human rights
• Natural resources
• Environment
• Social services and
more
• Water treatment
and sewers
• Parks and
recreation centres
• Libraries

• Garbage collection
• Public transit
• Land use planning
• Traffic and parking
• Police and fire
services
• Paramedics
• Homeless shelters
• Childcare and more
6
A Balanced Model of Governance
The City of Toronto’s governance model relies on a balance
between:
City Council: The legislative body for the City, Council has a
duty to find consensus
while balancing city-wide and local considerations. Council is
composed of the Mayor
and Councillors. The Mayor fulfills a city-wide mandate,
leading Council in strategic
and financial planning and representing the City to other
governments. The Mayor and
Councillors each have one vote at Council and a majority vote
decides most matters.
Public Service: The staff of the City and most agencies make up
the public service. The
public service provides objective, professional advice to
Council and its agencies and
corporations, and implements Council’s decisions according to

City policy, standards and
principles of effective public service.
The Public: The public play an essential role in ensuring the
effectiveness of decision
making by:
• identifying issues for Council and staff consideration;
• providing input and feedback on services, reports and policies;
• partnering with the City to deliver programs;
• making their ideas and recommendations for improvement
known through protests,
deputations, voting, participation in public meetings, surveys,
advisory bodies etc.;
and
• communicating with staff, Councillors and the Mayor.
The City has four Accountability Officers and an Open and
Closed Meeting Investigator
to help ensure that City government remains open and
transparent.
City Council
The powers of the City, granted by the Province of Ontario, are
exercised by Council
unless Council decides to delegate its authority. Council has
direct responsibility for
oversight of the City’s services and indirect oversight for
services delivered through
its agencies and corporations, such as the Toronto Police
Service, the Toronto Transit
Commission (TTC), the Toronto Public Library, and Toronto
Community Housing.

Council is made up of the Mayor and 25 Councillors. The
Mayor is elected by voters from
across the city. Each Councillor is elected by voters in one of
25 wards (see Figure 4). The
term of office for the Mayor and Councillors is four years.
7
Figure 4. City of Toronto Wards
The role of Council as set out in the City of Toronto Act, 2006,
is to:
• represent the public and to consider the well-being and
interests of the City;
• develop and evaluate the policies and programs of the City;
• determine which services the City provides;
• ensure that administrative policies, practices and procedures,
and controllership
policies are in place to implement the decisions of Council;
• ensure the accountability and transparency of the operations of
the City, including
the activities of senior management;
• maintain the financial integrity of the City; and
• carry out the duties of Council under the City of Toronto Act
or any other Act.
Political Parties
In Ontario, the Mayor and councillors are not elected to
represent a political party.
Elected officials do not operate under any party mandates and

there is no official
opposition.
Each member of Council is independent and can choose how
they vote on any issue.
8
The Mayor
The Mayor has two important roles: head of Council and Chief
Executive Officer.
As the head of Council, the Mayor:
• acts as Chief Executive Officer;
• chairs meetings of Council so that its business can be carried
out efficiently and
effectively (power delegated to the Speaker with the consent of
the Mayor);
• provides information and makes recommendations to Council
with respect to
Council’s role in ensuring that administrative policies, practices
and procedures are
in place to implement the decisions of Council and in ensuring
the accountability and
transparency of the operations of the City;
• provides leadership to Council;
• represents the City at official functions; and
• carries out any other duties under the City of Toronto Act,
2006 or any other Act.

As the Chief Executive Officer, the Mayor:
• upholds and promotes the purposes of the City;
• promotes public involvement in the City’s activities;
• acts as the representative of the City both within and outside
Toronto;
• promotes Toronto locally, nationally and internationally; and
• participates in and fosters activities that enhance the
economic, social and
environmental well-being of Toronto and its residents.
The duties and powers of the Mayor include:
• calling special meetings of Council;
• expelling any person for improper conduct at a meeting
(power delegated to the
Speaker with the consent of the Mayor);
• acting as a commissioner for taking affidavits (as may any
member of Council);
• declaring that an emergency exists in the city, implementing
an emergency plan and
declaring when an emergency has ended;
• signing all bylaws, together with the City Clerk, passed at
meetings at which the
Mayor has presided; and
• chairing certain committees, including the Executive
Committee.
Council has also delegated to the Mayor the power to appoint
and remove the Deputy
Mayor and Standing Committee chairs.

9
The Mayor is a member of all committees and is entitled to one
vote. The Mayor also has
a seat on the boards of a number of City agencies and
corporations, although Council,
with the consent of the Mayor, may appoint another member to
take the Mayor’s place.
The Mayor may identify designates for these board positions.
Although the Mayor, as head of Council, chairs Council
meetings and can expel any
person for improper conduct at a meeting, Council with the
consent of the Mayor,
established the positions of Speaker and Deputy Speaker for
these purposes. The Speaker
and Deputy Speaker are elected by Council from among its
members and serve for the
term of Council.
Deputy Mayor
The Mayor may appoint a Deputy Mayor. The Deputy Mayor
assists the Mayor, is Vice-
Chair of the Executive Committee and can act as Mayor when
the Mayor is absent from
the City, because of illness or when the office of the Mayor is
vacant.
The Deputy Mayor has all the rights, power and authority of the
Mayor except the power
to sit on a Community Council.

City Councillors
Councillors have both a legislative role and a constituency role.
In their legislative role,
they are responsible as part of Council for deliberating and
establishing policies and
by-laws to implement Council’s decisions. In their constituency
role, Councillors are
responsible for consulting with the public who live in their
wards and considering multiple
perspectives on the issues on which they are making decisions.
To find out who your
Councillor is, call 311 or visit www.toronto.ca/members-of-
council.
Councillors work on city-wide, ward and local neighbourhood
issues. To carry out this
role effectively, Councillors serve on various committees and
boards including:
• A standing committee,
• A community council, or
• Sub-committees, special committees, ad hoc committees, or
advisory committees
and agency or corporation boards.
In addition to these formal appointments, many Councillors
serve in a volunteer capacity
on other community organizations.
10
Council and Committee Structure

All Council and committee meetings are open to the public.
Only in certain circumstances
as described in the City of Toronto Act, can a meeting be closed
to the public. Even
if there is a closed session of a meeting, the meeting will begin
and end in public
and Council will vote in public. Only on a procedural matter or
to give confidential
instructions to City officials, can a vote happen in a closed
session.
Committee and Council agendas, reports, minutes, decision
documents, votes and
attendance are made available online to the public at
www.toronto.ca/council. Meetings
are streamed live on YouTube and live updates on the status of
agenda items are at
www.toronto.ca/council.
The public can speak to a committee or Community Council
about an agenda item for
up to five minutes, and Councillors may ask them questions.
Speakers must register in
advance with the committee clerk. Instructions are provided
online with the meeting
agendas. The public may also submit comments in writing at the
meeting, by email, fax
or mail to the committee clerk. All comments collected by City
Clerk’s Office staff are
included on the public record.
Only community councils and committees hear from public
presenters. The public cannot
speak at Council, except under special circumstances. For more
information or to contact
a committee clerk visit www.toronto.ca/council.

The Committee System
With few exceptions, the business of the City is introduced at a
committee and debated
to make recommendations to Council (Figure 5). Committees
allow for debate and public
input on:
• Reports from City officials, agencies, corporations, and
advisory committees,
• Communications from Members of Council, and
• Matters referred to them by Council.
Council’s committees include:
• Executive Committee: Chaired by the Mayor, monitors and
makes
recommendations to Council on priorities, plans, international
and
intergovernmental relations, governance structures and
processes including the
City’s relationship with its agencies and corporations, and the
financial integrity of
the City.
• Standing Committees: Responsible for setting priorities and
direction to achieve
their mandate, providing a forum for policy debate and public
speakers, and
recommending policies to Council.
11

• Community Councils: Geographically based committees, made
up of groupings
of City wards and their membership comprises the Councillors
of those wards.
Community Council responsibilities include making
recommendations and decisions
on local planning and development, as well as neighbourhoo d
matters including
traffic plans and parking regulations. Community Councils
report to City Council
but they also have final decision-making power on certain
items, such as traffic and
parking, fence bylaw exemptions and appointments to local
boards and Business
Improvement Areas.
• The Board of Health: A local board of the City governed by
the Health Protection
and Promotion Act and the Ontario Public Health Standards and
Protocols. The
Board of Health:
• ensures public health programs and services are delivered
according to
provincial standards and in response to local needs;
• works with Toronto Public Health staff to develop plans, goals
and policies for
Toronto Public Health and ensures that these plans are
efficiently implemented;
• advises Council on a broad range of health issues; and
• recommends to Council annual capital and operating budgets.
• Special Committees: Established by Council to provide a
forum for specialized
consideration of matters. The Audit Committee, the Budget

Committee, and the
Appointments Committees (Civic and Striking) are all special
committees.
12
F
ig
u
re 5
. O
ve
rview
o
f C
ity
’s D
ecisio
n
M
akin
g
P
ro
cess

R
e
p
o
rts fro
m
C
ity
a
g
e
n
cie
s a
n
d
co
rp
o
ratio
n
s

P
ro
p
o
sa
l fro
m
m
e
m
b
e
rs o
f C
ity
C
o
u
n
cil
R
e

p
o
rts fro
m
C
ity
sta
ff
R
e
p
o
rts fro
m
C
ity
C
o
u
n
cil

a
d
v
iso
ry
b
o
d
y
C
o
m
m
u
n
ity
C
o
u
n
cils a
n
d

S
ta
n
d
in
g
C
o
m
m
itte
e
s
R
e
co
m
m
e
n
d
atio

n
s
to
C
ity
C
o
u
n
cil
C
ity
C
o
u
n
cil
F
in
a
l D
e
cisio
n

C
ity
C
o
u
n
cil
p
asse
s b
y
law
s
co
n
fi
rm
in
g
d
e
cisio
n

s
C
ity
p
u
ts th
e
d
e
cisio
n
s in
to
a
c
tio
n
Ite
m
s c
a
n

b
e
re
fe
rre
d
b
a
ck to
C
o
u
n
cil
o
r co
m
m
itte
e
fo
r m
o
re
in

fo
rm
atio
n
C
o
m
m
u
n
ity
C
o
u
n
cils c
a
n
m
a
ke
fi

n
a
l d
e
cisio
n
s o
n
so
m
e
m
atte
rs
U
rg
e
n
t n
ew
b
u
sin
e

ss fro
m
m
e
m
b
e
rs o
f C
ity
C
o
u
n
cil
o
r C
ity
sta
ff
c
a
n

g
o
d
ire
c
tly
to
C
ity
C
o
u
n
cil
C
ity
sta
ff
m
ay
h
o
ld

p
u
b
lic co
n
su
ltatio
n
s
to
p
ro
v
id
e
in
fo
rm
atio
n
a
n
d

g
ath
e
r in
p
u
t
T
h
e
p
u
b
lic c
a
n
sh
a
re
th
e
ir
o
p

in
io
n
w
ith
co
m
m
itte
e
m
e
m
b
e
rs b
y
sp
e
a
kin
g
at

a m
e
e
tin
g
o
r su
b
m
ittin
g
co
m
m
e
n
ts in
w
ritin
g
T
h
e

p
u
b
lic c
a
n
atte
n
d
C
ity
C
o
u
n
cil m
e
e
tin
g
s
in
p

e
rso
n
o
r w
atch
o
n
lin
e
T
h
e
p
u
b
lic c
a
n
co
m
m

e
n
t o
n
p
o
licie
s
a
n
d
se
rv
ice
s to
sta
ff
a
n
d
C
o
u

n
cillo
rs a
n
d
b
y
co
n
ta
c
tin
g
3
11.
13
The Toronto Public Service
The public service is the City’s staff who implement the
priorities and directions of
Council and are responsible for the delivery of services to
residents, many 24 hours a day,
and seven days a week.

The public service is guided by the Toronto Public Service
Bylaw, legislation that defines
the separation between the City’s administration and Council
and sets out the public
service’s professional, impartial, and ethical standards.
The City Manager
The City Manager is the head of the public service and is
accountable to Council for the
effective delivery of Council’s policies and programs by the
Toronto Public Service.
The City Manager:
• is responsible for efficient and effective delivery of services,
policy direction and
program delivery of all City divisions,
• provides Council with a single point of administrative
accountability and strategic
leadership, and
• provides organizational leadership to the Toronto Public
Service.
The City Manager is appointed by Council on the
recommendation of the Mayor.
The Deputy City Managers and Chief Financial Officer
The City Manager is assisted by three Deputy City Managers
(DCMs) and one Chief
Financial Officer (CFO). The Deputies lead City-wide
initiatives, collaborating and
integrating across programs to deliver services and Council’s

priorities.
The City Clerk
The City Clerk is an officer of the City whose duties are
outlined in provincial legislation
and delegated by Council. Council appoints the Clerk who
reports to Council for statutory
responsibilities and the City Manager for administrative
purposes.
The services provided by the City Clerk’s Office include:
• supporting Council’s decision making processes;
• corporate information management;
• assisting the Mayor and Councillors in their ceremonial and
civic duties;
• serving the public in provincially-mandated areas, such as
issuing marriage licences;
• providing administrative, budget and business support to
Members of Council and
the Integrity Commissioner, Lobbyist Registrar and
Ombudsman, and
• administering elections.
14
The City Solicitor
The City Solicitor oversees the Legal Services division and
reports to Council for statutory
purposes and to the City Manager for administrative purposes.
Legal Services provide

legal advice to City divisions in multiple areas of law including
municipal law, litigation,
real estate law, employment and labour law, planning law, and
prosecutions, and to
Council as required.
Divisions & Division Heads
Division Heads are responsible for managing City divisions.
Divisions deliver one or more
City services. The Division Head is responsible for:
• responding to questions about their programs and services at
Standing Committees
and Council meetings;
• setting service objectives for their division and monitoring
progress;
• day-to-day operations;
• staff and budgets within their service, and
• working collaboratively to achieve Council priorities.
Accountability Officers
The City of Toronto is required by provincial law to have an
Auditor General, Integrity
Commissioner, Ombudsman, lobbyist registry, and an Open and
Closed Meetings
Investigator. More information about the Accountability
Officers is available below and
online www.toronto.ca/accountability-officers/.
The Accountability Officers provide Council and the public
with objective and
independent oversight to ensure the transparency and
accountability of City government.

Each Officer has their mandate and can only act on matters and
conduct investigations
within that mandate.
The four Accountability Officers operate under a four-way
Memorandum of
Understanding, allowing them to co-operate and co-ordinate
their work as they
independently fulfil their respective mandates.
• The Auditor General: Responsible for assisting Council in
holding itself and the
City’s administration accountable for stewardship over public
funds and for the
achievement of value for money in City operations including all
divisions, agencies,
and the offices of the Mayor and Members of Council. The
Auditor General also
manages the Fraud and Waste Hotline.
• The Integrity Commissioner: Responsible for providing advice
and education to
the Mayor and Councillors and appointees of local boards on the
application of the
15
Municipal Conflict of Interest Act and their respective Code of
Conduct, and other
bylaws, policies and legislation governing ethical behavior.
Applicable Codes of
Conduct, include:
• Code of Conduct for Members of Council;
• Code of Conduct for Members of Local Boards; and

• Code of Conduct for Members of Adjudicative Boards
The Integrity Commissioner investigates complaints into
whether a Member
of Council or a member of a local board or adjudicative boar d
has violated the
applicable Code of Conduct.
• The Lobbyist Registrar: Promotes and enhances the
transparency and integrity of
City government decision-making through public disclosure of
lobbying activities
and regulation of lobbyists’ conduct. The Lobbyist Registrar’s
responsibilities include
overseeing the lobbyist registration system, providing advice,
conducting inquiries
and investigations and enforcing compliance of the Toronto
Municipal Code and
advising Council on lobbying matters.
• The Ombudsman: Works to ensure that the City treats the
public fairly and that
services are provided in a way that is fair and equitable for all.
The Ombudsman
Toronto team independently and impartially investigates
complaints and concerns
about administrative unfairness concerning all City divisions
and most City
agencies, corporations and local Boards, but not Council.
Ombudsman Toronto also
proactively consults with the bodies it oversees to ensure
administrative fairness in
systems, processes and approach. www.ombudsmantoronto.ca
• Open and Closed Meetings Investigator: Investigates
appropriateness of a

meeting that was closed in full or in part to the public and
submit findings and
recommendations to City Council or the local board.
City Agencies and Corporations
The City has 134 agencies and corporations. Each agency and
corporation has a different
mandate and responsibility but generally fall into four broad
categories:
• 32 service
• 9 corporations,
• 10 adjudicative boards, and
• 83 business improvement area boards
16
Council has established agencies and corporations for a variety
of reasons including:
• adding expertise, experience, labour and enthusiasm;
• meeting objectivity or legislative requirements;
• leveraging City resources by attracting funding;
• meeting objectives beyond core municipal services;
• operating in a commercial market environment;
• engaging local community and diverse perspectives to guide
service delivery.
More information is available below and online at:
https://www.toronto.ca/agencies-corporations/
• Service Agencies: The City delivers key services through
service agencies, including

some community centres and arenas, libraries, police, theatre,
public health, and
transit services. Council approves the budget of most City
agencies, appoints its
board members and, in some instances, appoints its chair.
• City corporations: City corporations own assets, or operate
and manage assets for
the City, approve their Budgets and staffing and operate
independently from the City
administration. The City is the sole shareholder of City-
controlled corporations and
their accountability is established through a Shareholder
Direction and corporate
bylaws approved by Council. Corporations are required to
submit their annual
audited financial statements and reports to Council as the
shareholder, but Council
does not approve their budgets or positions.
• Adjudicative bodies: These bodies operate independently from
the City and hold
hearings to resolve disputes, regulate activities or adjudicate
and to determine
certain legal rights and benefits. The City’s adjudicative bodies
are established under
legislation including the City of Toronto Act and the Planning
Act. The City supports
the administration of adjudicative bodies so their administrative
costs are included in
divisional budgets approved by Council through its annual
operating budget process.
• Business Improvement Areas (BIAs): Designated by the City
and partially funded
through a levy on commercial and industrial property owners

and business tenants
in specific geographic areas, BIAs oversee the improvement and
beautification of
streetscapes, promote local businesses, and organize community
events. Their
operating budgets are funded through a levy on all commercial
and industrial
properties within the BIA boundary.
17
Public Engagement
Vote in Local Elections
Municipal elections happen every four years on the fourth
Monday of October. Eligible
voters can vote for a mayor, councillor and school board
trustee. A by-election can be held
between general elections if a Council or school board seat
becomes vacant.
The public can vote in Toronto’s municipal election if they are:
• a Canadian citizen; and
• at least 18 years old; and
• a resident in the city of Toronto; or
• a non-resident of the city of Toronto, but they or their spouse
owns or rents property
in the city; and
• not prohibited from voting under any law.
The public can contact the Mayor or their councillor at any time

and find out who their
councillor is by calling 311 or at www.toronto.ca/members-of-
council/. Every councillor
has an office at City Hall and many also have offices in their
wards.
Engage in City Issues
City staff engage the public in a variety of ways to gather input
about local or city-
wide issues through meetings, open houses, online forums,
advisory bodies, surveys,
polls and more. The public can find out about opportunities to
participate at
www.toronto.ca/getinvolved.
Serve on a City Board
The City delivers some of its services through agencies and
corporations. Each agency
and corporation has its board of directors and many include
members of the public.
Information on how to apply to become a member of a board is
available on the City’s
Public Appointments web page at
www.toronto.ca/ServeYourCity.
Other Ways to Engage
Polls: Households or businesses may receive information by
mail from the City about a
local poll. Polls are conducted to gather opinions about possible
changes, such as installing
traffic calming on a street, or allowing front-yard parking at a
nearby property.

Petitions: The public can deliver a petition in person or send it
by mail, fax or e-mail to
the City Clerk if the petition relates to a matter on Council’s
agenda, to a Council member
for any matter. The petition, including all the names of those
who have signed it, becomes
part of the public record.
18
The City’s Finances
What is the City Budget?
The City’s budget describes how much money the City will
raise and spend within a year
to align its finances with the City’s priorities and services to
residents. The budget also
guides decisions on what City infrastructure will be purchased,
built and repaired.
The City is required by provincial law to balance its operating
budget each year, which
means that the money spent must be equal to the money raised.
To balance the budget,
the City can either increase its revenues using tools, such as
property taxes and fees or
through managing expenses, by changing or reducing the cost of
services.
Overview of the City’s Operating Revenues and Expenses
In the 2018 operating budget, the total cost to deliver City
services to Toronto residents

was $13 billion.
The City receives funds to pay for services from four primary
sources. The largest source
is property taxes which made up approximately 32 percent of
the operating budget,
followed by user fees (28 percent), and provincial grants and
subsidies (18 percent). In
2018, the Municipal Land Transfer Tax provided approximately
six percent of the City’s
revenue.
Overview of the City’s Capital Budget
In addition to the operating budget, the City prepares a 10-Year
Capital Budget and
Plan. The capital budget funds the City’s assets that support
service delivery. It pays for
the construction and repair of transit, roads, bridges, public
buildings (such as libraries,
community centres and fire stations), water and sewer facilities,
parks and other major
infrastructure projects.
The City updates and presents a new 10-year Capital Budget and
Plan each year as part
of the annual budget process. The capital budget is funded from
reserves, development
charges, other levels of government, and by borrowing funds or
taking on debt.
19
Figure 6. City Operating Budget in 2018 (in millions of dollars)

Figure 7. City Operating Revenues in 2018 (in millions of
dollars)
Total
$13 Billion
Toronto Public Library
$202 (2%)
Parks, Forestry and
Recreation, $468 (4%)
Non-Program
$778 (6%)
Capital Financing
$977 (7%)
Governance and
Internal Services
$1,386 (11%)
Emergency Services
$1,834 (14%)
Rate-Supported Programs
$1,860 (14%)
Road and Transit
$2,387 (18%)
Cost Sharing Programs
$3,092 (24%)
Total

$13 Billion
Property Taxes
$4,176 (32%)
User Fees
$3,373 (28%)
Recoveries from Inter-Divisional
and Capital Transfers, $480 (4%)
Reserves and Reserve
Funds, $518 (4%)
Municipal Land
Transfer Tax, $818 (6%)
Other Revenue
$959 (7%)
Provincial and Federal Subsidies
and Grants, $2,363 (18%)
20
Figure 8. Planned Capital Spending, 2018 – 2027 (in millions of
dollars)
Figure 9. Planned Capital Funding, 2018-2027 (in millions of
dollars)
Total
$40 Billion

Spadina Subway
Extension, $160 (1%)
Fleet Services, $709 (2%)
Shelter, Support & Housing
$1,018 (3%)
Facilities Management
$1,330 (3%)
Other
$2,844 (7%)
Parks, Forestry &
Recreation, $1,312 (3%)
Scarborough Subway
$3,365 (9%)
Smart Track
$3,765 (10%)
Transportation Services
$5,168 (13%)
TTC
$6,307 (16%)
Rate Supported (Water and
Waste Management
$13,863 (35%)
Total
$40 Billion

Rate Supported
$13,863 (35%)
Debt
$5,939 (15%)
Recoverable Debt, $940 (2%)
Capital from Current
$5,607 (14%)
Provincial Gas Tax, $1,096 (3%)
Other, $1,290 (3%)
Development Charges
$1,344 (3%)
ReserveReserve Funds
$2,850 (7%)
Provincial Subsidy
$3,035 (8%)
Federal Subsidy
$3,878 (10%)
21
City Services and Programs
311 Toronto: Provides information on City services and
programs by phone and online to
residents, businesses, and visitors 24 hours a day, seven days a

week. Emergency calls are
managed through 911, and community, social and health
questions through 211.
Accounting Services: Prepares Toronto’s annual consolidated
financial statements and
checks that all transactions, including payments to City
vendors, are reported.
Affordable Housing Office: Works with housing agencies,
community groups and other
orders of government on policies and projects to increase
affordable housing.
Children’s Services: Manages Toronto’s child care system by
running child care sites and
summer camps, providing child care subsidies, and promoting
information and resources
for families. Leads the City’s Children’s Strategy and manages
special projects, initiatives
and events.
City Clerk’s Office: Administers the municipal election,
manages Council’s decision
making process by supporting Council and committee meetings,
makes information
accessible to the public while protecting privacy, provides
leadership in matters of
protocol, provides administrative support to Members of
Council and their staff and
processing registry and gaming licenses.
City Planning: Guides and manages the growth and physical
form of the city and the
effects on the social, economic and natural environment by
consulting with the public,
undertaking research, developing policy and by-laws,
undertaking strategic initiatives,
and reviewing and processing development applications.
Civic Innovation Office: Delivers and develops innovative
approaches to problem

solving within City government.
Corporate Finance: Provides strategic, financial, and risk
management services to
protect and improve the City of Toronto’s financial position.
Corporate Security: Provides security services to City divisions
and some agencies
including access to facilities, training, patrolling, and risk and
building assessments.
Court Services: Manages trials and payments relating to the
Provincial Offences Act
and provides administrative support to three of the City’s
adjudicative boards: Toronto
Licensing Tribunal, Administrative Penalty Tribunal, and the
Toronto Local Appeal Body.
Economic Development and Culture: Supports local businesses
and industries to create
an economically strong city, while promoting Toronto to the
world. Provides arts and
heritage programs, policies and services, looks after cultural
facilities and collections and
supports cultural organization.
22
Employment and Social Services: Helps people find jobs
through career counselling,
training, and other programs. Assists with employment and
school costs, such as child
care or transit, and distributes provincial financial assistance
for shelter, food, clothing
and other basic needs.
Equity, Diversity & Human Rights: Supports the City in making
its services, programs
and policies responsive to the needs of Toronto’s diverse

communities by providing advice
to the City Manager, Council, divisions and employees.
Engineering and Construction Services: Provides specialized
technical services
including engineering design and management of City
construction projects, reviewing
development projects, and surveying and mapping.
Environment and Energy: Develops and implements
environmental and energy policies
and programs to help reduce greenhouse gas emissions,
facilitate energy conservation and
manage demand to secure Toronto’s energy supply. Educates
citizens, businesses, and
other stakeholders about environmental and energy issues.
Executive Management: Supports the day-to-day operation of
the City Manager’s Office
and the daily work of the City Manager.
Facilities Management: Provides maintenance, custodial and
repair services to ensure
that City properties are maintained, safe, clean and functioning
well.
Finance and Administration: Provides financial and
administrative support to the Office
of the Chief Financial Officer.
Financial Planning: Provides corporate financial planning,
management, and reporting
and control services to achieve fiscal sustainability of the City.
Fire Services: Responds to all types of emergenc y incidents that
occur across the city on
a 24/7 basis and delivers public fire and life safety education
programs, community risk
reduction programs, and enforcement of the Ontario Fire Code.
Fleet Services: Manages the City’s fleet of vehicles for
divisions, agencies and
corporations, including driver training, vehicle maintenance,
green fleet initiatives and

licensing of vehicles.
Human Resources: Assists the City of Toronto to build, attract,
and retain a skilled,
knowledgeable, high-performing and diverse workforce. Fosters
a safe and healthy work
environment for City employees and develops and maintains
working relationships among
managers, employees, unions and staff associations.
Information and Technology: Provides information and
technology solutions including
business systems, networks, applications, infrastructure, client
support, and education.
23
Internal Audit: Assists senior management in meeting their
responsibilities for
maintaining proper internal controls, identifying and evaluating
exposures to risks and
helping to strengthen risk management throughout the City.
Legal Services: Provides comprehensive legal advice to City
divisions and agencies and
Council.
Long-Term Care Homes & Services: Provides long-term care
services to residents in
the City’s directly operated long-term care homes and services
for vulnerable individuals,
which include adult day programs, supportive housing services
and homemaking services.
Major Capital Infrastructure Coordinating Office: Coordinates
major construction
projects to support long-term planning to ensure City divisions
and other organizations
who deliver major infrastructure projects work together.

Municipal Licensing and Standards: Administers and enforces
bylaws that regulate
property standards, graffiti, noise, parks and issues business
licenses and permits. Also
responsible for animal control, sheltering and adoption services.
Office of Emergency Management: Helps the City and its
residents prepare for
emergencies, and coordinates responses and recovery efforts
during emergencies.
Office of Partnerships: Creates partnerships with the City and
businesses, not-for-profit
organizations, community groups, residents’ associations and
individuals.
Parks, Forestry and Recreation: Maintains parks, green spaces,
ravines, trails, forests,
and city trees and protects Toronto’s natural environment.
Provides affordable access to
recreational programs and playgrounds, pools, community
centres, and other facilities
across the city.
Paramedic Services: Provides 24-hour pre-hospital emergency
and non-emergency care,
transportation to and between hospitals, and public education
programs.
Pension, Payroll and Employee Benefits: Administers employee
pension plans and
benefit packages, processes the City payroll and maintains
employee information.
Policy, Planning, Finance, and Administration: Provides
centralized financial and
administrative support to the Deputy City Manager and
divisions of Infrastructure and
Development Services.
Purchasing and Materials Management: Works with City
divisions and some City
agencies to procure goods and services.

Real Estate Services: Oversees the management of the City’s
real estate portfolio and
coordinates property acquisition, disposal, appraisal and
leasing.
Resilience Office: Leads the development of an action plan for
implementing new
resilience initiatives city-wide and engages with the 100
Resilience Cities network to draw
in resources and lessons which can be applied in Toronto.
24
Revenue Services: Responsible for billing, collection,
processing and administration of
revenue from property tax, water and sewage services, and
parking violation notices.
Shelter, Support and Housing Administration: Provides
temporary shelter and support
services for homeless individuals and families, creating
permanent affordable housing
solutions, and funds about 350 community agency partners.
Social Development, Finance and Administration: Leads the
City’s commitment to
inclusive and safe neighbourhoods and communities, community
engagement and life
skill opportunities for youth. Builds and leverages
intergovernmental and community
partnerships to develop and deliver community social services.
Provides financial and
program support to the divisions in Communi ty and Social
Services.
Solid Waste Management Services: Collects, transports,
processes, composts and
disposes of municipal and some private sector waste, including

garbage, recyclables,
organics, litter, metal, yard, household hazardous, and
electronic waste.
Strategic Communications: Provides strategic and corporate
communications, planning,
project management and media relations support to Council,
committees, and City staff.
Strategic & Corporate Policy: Provides independent and
objective analysis and advice to
the City Manager and Council on corporate initiatives and
priorities, governance, policy,
strategic planning and intergovernmental relations.
Toronto Building: Responsible for enforcing provincial and
municipal building
regulations and by-laws related to the construction, renovation,
demolition and change
of use of buildings through the issuance of building permits and
inspections. Provides
zoning and building code information to the public and
technical advice to City Council,
committees, City divisions and agencies.
Toronto Water: Responsible for clean water production,
transmission and distribution,
wastewater collection and treatment, and stormwater collection
and treatment.
Transportation Services: Responsible for building and
maintaining a transportation
network to connect people with activities and communities
across the city. Ensures safe
and reliable transportation and public realm for everyone who
walks, cycles, drives or
takes transit.
Transformation Office: Develops strategies to help the City
become more effective and
efficient and to deliver the greatest value for public dollars by
transforming operating

programs and services.
Treasurer: Provides internal financial and employee services to
City divisions, agencies
and corporations and leadership, administrative oversight and
coordination of the
financial services divisions.
25
City Agencies and Corporations
Service Agencies
Arena Boards: Manage and operate eight of the City’s 48 indoor
ice sport facilities, and,
in consultation with the General Manager of Parks, Forestry &
Recreation, allocate ice-
time to users each year.
The Association of Community Centres (AOCCs): Funded in
partnership with the
City, these 10 multi-purpose centres provide public space and
locally controlled programs
and services to residents across the city.
Business Improvement Areas (BIAs): Designated by the City
and partially funded
through a levy on commercial and industrial property owners
and business tenants
in specific geographic areas, BIAs oversee the improvement and
beautification of
streetscapes, promote local businesses, and organize community
events.
CreateTO: Leads City-wide real estate portfolio and asset
strategy, development
planning, and major projects. Also develops City buildings and

lands for municipal
purposes and assists City divisions, agencies and corporations
with real estate planning.
Exhibition Place: Promotes and operates Exhibition Place as a
park, entertainment,
tradeshow, and business destination.
Heritage Toronto: A community board that interprets and
advocates for Toronto’s built,
archaeological, natural and cultural heritage.
Civic theatres: Manages the City-owned Sony Centre for the
Performing Arts,
St. Lawrence Centre for the Arts and Toronto Centre for the
Arts, which host Canadian,
not-for-profit, culturally diverse music, dance and events.
Toronto Investment Board: Manages the City’s investments of
funds that are not
immediately required by the City.
Toronto Atmospheric Fund: Provides funding and support to
initiatives that improve
energy efficiency and reduce greenhouse gas emissions and air
pollution.
Toronto Public Library: Provides library services, collections
(e.g. books, magazines,
DVDs and CDs) for borrowing, information and research
assistance, programs, study
and community space to support the information, education,
cultural and leisure needs of
residents and communities.
Toronto Parking Authority: Operates municipal off-street
parking facilities, on-street
metered parking and the Bike Share Toronto system.
26

Toronto Police Service: In partnership with communities, keeps
Toronto safe
through crime prevention, law enforcement, assistance to
victims of crime, public order
maintenance, and emergency response.
Toronto Public Health: Promotes health and prevents illness
through health education
and disease prevention programs.
Toronto Transit Commission: Manages, operates and maintains
the City’s network of
subways, streetcars, buses and Wheel-Trans, a specialized
service for people who require
accessible transportation, and constructs transit expansion
projects.
Toronto Zoo: Manages, operates, fundraises for, and maintains
the Zoo, including
conservation and sustainability programs to preserve
endangered plants and animals.
Yonge-Dundas Square: Manages, operates, and maintains
Yonge-Dundas Square and
delivers public event production and coordination.
City Corporations
Build Toronto: Develops properties owned by the City of
Toronto and its agencies or
corporations for municipal purposes, or to realize value,
stimulate employment, and
regenerate neighbourhoods. Supports CreateTO, as part of the
city-wide real estate model.
Casa Loma Corporation: Provides oversight of the lease
agreement to operate and
maintain Casa Loma as a heritage attraction and hospitality
venue.
Invest Toronto: Engages the private sector in marketing and
promoting activities to

increase business investment and create jobs in Toronto. In July
2017, Council approved
the wind up of Invest Toronto.
Lakeshore Arena: Manages, operates, and maintains the
leasehold interest in the
Lakeshore Arena facility, previously held by Lakeshore Lions
Club.
Toronto Community Housing: City-owned social housing
provider that owns and
manages approximately 58,500 rental housing units in more
than 2,200 buildings across
the city. Provides affordable homes to low and moderate income
households, including
seniors, families, singles, refugees, recent immigrants to Canada
and people with special
needs.
Toronto Hydro: Distributes electricity in Toronto, supports
energy conservation and
demand management activities and provides street lighting
services.
Toronto Port Lands: Manages real estate assets and promotes
employment revitalization
in 400 acres of Toronto’s Port Land. Supports CreateTO, as part
of the city-wide real
estate model.
27
Partnered Boards
Toronto and Region Conservation Authority: Develops and
delivers programs to
further the conservation, restoration, development and
management of the natural

resources within nine watersheds in the Greater Toronto Region.
Toronto Pan Am Sports Centre Inc.: Operates the Toronto Pan
Am Sports Centre on
behalf of the City and the Governing Council of the University
of Toronto.
Waterfront Toronto: A partnered corporation, established by the
Governments of
Canada, Ontario and the City of Toronto to revitalize Toronto’s
waterfront.
Adjudicative Bodies
Committee of Adjustment: Hears applications for minor
variances to City zoning by-
laws and severance of land into separate parcels.
Committee of Revision: Hears objections before imposing local
improvement charges,
reviews proposed charges, special assessments and makes
corrections as needed under
Ontario Regulation 596/06 of the City of Toronto Act, 2006.
Compliance Audit Committee: Decisions on applications for
compliance audits of
campaign finances for municipal election or by-election
candidates and registered third
party advertisers.
Dangerous Dog Review Tribunal: Hears appeals from dog
owners served with a
Dangerous Dog Order to either confirm the determination or
rescind it.
Property Standards Committee: Hears appeals to orders for
violations of municipal
maintenance bylaws and occupancy standards for residential,
multi-residential and
commercial properties.
Rooming House Licensing Commissioner and Deputy
Commissioner: Considers

applications for licences for rooming houses in the former City
of Toronto.
Sign Variance Committee: Makes decisions on applications for
third party sign
variances and appeals on first party sign variance decisions of
the Chief Building Official.
Toronto Licensing Tribunal: Hears matters about licences
(taxis, restaurants,
limousines, tow trucks and building contractors) issued by the
Municipal Licensing
and Standards Division, holds hearings on whether a licence
should be issued, refused,
suspended, revoked or have conditions placed upon it.
Toronto Local Appeal Body: Hears appeals of Committee of
Adjustment decisions for
local planning matters such as minor zoning variances and land
severances (also known
as consents).
West Humber-Clairville | Mount Olive-Silverstone-Jamestown |
Thistletown-Beaumond Heights |
Rexdale-Kipling | Elms-Old Rexdale | Kingsview Village-The
Westway | Willowridge-Martingrove-
Richview | Humber Heights-Westmount | Edenbridge-Humber
Valley | Princess-Rosethorn |
Eringate-Centennial-West Deane | Markland Wood | Etobicoke
West Mall | Islington-City Centre
West | Kingsway South | Stonegate-Queensway | Mimico |
Humber Bay Shores | New Toronto |
Long Branch | Alderwood | Humber Summit | Humbermede |
Pelmo Park-Humberlea | Black Creek
| Glenfield-Jane Heights | Downsview-Roding-CFB | York

walked its streets.”
― André Alexis,
The Hidden Keys
1
CITC04H3 Current Municipal and Planning Policy and Practice
in Toronto
Assignment II Summer 2019
Report on Public Meeting (Participation in, and Review of, the
Planning Process)
Format: 3-4 pages, double-sided, double-spaced.
A key component of Municipal & Planning processes is public
participation. For our last
written assignment, you will attend a public meeting dealing
with a municipal planning
matter (your attendance on the Field Trip to Scarborough
Community Council on June
25 may count).
As discussed in class, the municipal planning process is one of
the most important
activities determining land use outcomes. These meetings are
legally required in the
planning process and regardless of how well or poorly it may be
executed, public

meetings are a short period of time in which major changes in
the Toronto landscape
can occur. These meetings also play a role in grass roots
democracy, allowing local
citizens to determine their surroundings through the decision-
making structure of their
municipal government.
Municipal planners are required throughout their careers to
participate in this process.
More importantly, as a future responsible member of your
community who is educated
about the planning process, you should be engaged in guiding
your community to
appropriate planning outcomes.
To get a first-hand understanding of this process you will attend
a public meeting on a
planning-related matter somewhere in Toronto (the meeting
MUST be in Toronto on a
planning matter in Toronto).
You can find meeting dates for Community Councils, Planning
and Housing Committee
and Committee of Adjustment here:
http://app.toronto.ca/tmmis/meetingCalendarView.do?function=
meetingCalendarView
There are also community consultation meetings held for
specific planning applications,
which look like this:
http://app.toronto.ca/tmmis/meetingCalendarView.do?function=
meetingCalendarView

2
You can find information on individual planning applications
here:
https://www.toronto.ca/city-government/planning-
development/application-information-
centre/
and here:
development/application-information-
centre/
development/application-information-centre/
3
You can also look at the many planning studies currently under
way to find out if any are
holding Community Consultation Meetings:

development/planning-studies-
initiatives/
THE PAPER: After attending the meeting, you should write a 3
to 4 page double spaced
analysis of the meeting. The analysis should provide a brief
description of the setting:
who, what, where, when, etc. You should be very clear on the
matter being considered.
Your analysis should describe the conflicts that were dealt with
at the meeting, explain
both sides of those issues that are discussed, and describe if you
felt other issues
should have been considered and why (or, explain why they
were not considered).
For your analysis to be complete, you should apply what we
have learned in class to
add depth and context. The analysis may include some of your
personal opinion. This
is your chance to SYNTHESIZE what you have learned over the
semester.
WRITING: The writing should be reasonably formal and display
an informed grasp of
the details. Avoid the use of slang, but also be careful about
using jargon and technical
terms that you may not fully understand. Do not use
abbreviations. The ability to
communicate clearly, effectively and professionally is one of
the most important skills to
have as a planner.
IMPORTANT: An analysis of a meeting is NOT just a summary
of the events that took

place. You will do poorly if you just hand in a summary of
events.
NOTE: You MUST attach a copy of the notice or agenda for the
meeting.
If you do not attach a copy of the notice or agenda, a penalty
will be applied to your
mark.
Have fun.
Kelly
development/planning-studies-initiatives/
development/planning-studies-initiatives/
Historical Perspective of Bilingual Education
Colonial EraThe first Bilingual Education schools prior to 1800
were chiefly parochial institutions.German, French and
Scandinavian immigrants opened bilingual schools.Many of
these schools were not bilingual, they were non-English
speaking schools where English was taught as a subject.

1855 California Bureau of Instruction mandated that all schools
teach only English.
With new wave of immigrants arriving in the United States, the
issue of language instruction was pushed to the front burner.
1917 The United States entered into WWI and anti-German
sentiment prompted many schools to end German-English
instruction.
1923 Meyer vs. State of Nebraska: Based on Nebraska act
passed in 1919, this court case reaffirmed the Nebraska policy
that no person should teach any subject to any person in any
language besides English.
No foreign language may be taught (except for dead
languages) to any student before he has passed the 8th grade.
English should be the mother tongue of all children reared
in Nebraska.
Brown vs Board of Education: In December of 1952, the U.S.
Supreme Court had on its docket cases from Kansas, Delaware,
the District of Columbia, South Carolina, and Virginia, all of
which challenged the constitutionality of racial segregation in
public schools. The Court consolidated these five cases under
one name, Oliver Brown et al. v. the Board of Education of
Topeka, Kansas.
Led by Thurgood Marshall, it dismantled the legal basis for
racial segregation in schools and other public facilities.
By declaring that racial segregation violates the 14th

amendment to the constitution, the ground was laid for shaping
future national and international policies regarding human
rights.
1964 Civil Rights Act Landmark legislation that outlawed
segregation in the US schools and other public placesFirst
conceived to help African Americans, the bill was amended to
protect women in courts, and explicitly included white people
for the first time.It also started the Equal Employment
Opportunity Commission.It prohibits discrimination in public
facilities, in government, and invalidates Jim Crow laws in the
South.
Lau v. Nichols1974 Major precedent regarding the educational
rights of language minority students
Issue: Do schools provide equal educational opportunity by
treating all students the same, or must they offer special help to
students unable to understand English.
Lau v. Nichols
continued
This was a class suit brought by non-English-speaking Chinese
students in the San Francisco Unified School District. Probably
the most famous case related to bilingual education. The courts
said that there is not equal education being provided if students
did not speak the language that it was being delivered in. The

schools needed to provide equal access to the curriculum to
students who do not speak English.
This brought about the so called “Lau Remedies”
Lau RemediesMore than 20 students with the same L1 (primary
language) means that a program needs to be
established.Requirements for identification were
establishedCurriculum requirements were established.Training
guidelines recommended for staff were established.Parents to be
notified in L1 about school events.A school plan for addressing
the needs of L1 students needed to be reviewed peeriodically.
Other Court CasesAspira vs. New York—Decides who shall
receive services (addressed Puerto Rican immigrants).Keys vs
Denver—Specified that L1 be required. 1976—14 states
mandated Bilingual Education.
AB 507
Bilingual Improvement Act
This act gave the goal of developing fluency in L2 (second
language), as effectively and efficiently as possible to bilingual
programs. It listed programs that are available and variations of
those programs. It listed teacher qualification requirements.
It required bilingual classes at schools where there were more
that 10 students in the same grade that spoke the same L1.

1987 this program was allowed to sunset, which meant that
bilingual programs in California were no longer required.
Prop 227Known as the Unz InitiativeEliminates bilingual
classes as we know them. (caused some school districts to
change ESL, English as a second language, to ELL, English
language learners).Mandates that all ELL’s be provided with a
Sheltered English Immersion Program.Gives ELL’s one year to
learn English through Sheltered English Immersion before
moving them into mainstream classes.After 30 days parents can
request native language instruction if they get a waiver.Districts
scramble to make changes.
No Child Left BehindControversial United States federal law
that reauthorized a number of federal programs aiming to
improve the performances of U.S. primary and secondary
schools by increasing the standards of accountability for states,
school districts, and schools, as well as providing parents more
flexibility in choosing which schools their children will attend.
The NCLB act requires that in order for states to receive federal
funding, all teachers must be “highly qualified” as defined by
the law by the end of the 2006-2007 school year.
Williams DecisionThe Williams decision essentially maintained
that equal educational facilities are necessary for educational
equity.The condition of school facilities has an important
impact on student performance.Comfortable classroom
temperatureNoise levelResearch has shown that students
attending schools in better conditions outperform students

attending schools in substandard building.School building
influence teacher effectiveness.School overcrowding makes it
harder for students to learn.
AssignmentChoose one of the previous topics (ie Brown v
Board of Education, Williams Decision, Civil Rights Act, etc)
to write a reflection.Use the internet to research more detail
about your chosen topic and then write a response per my
directives to its implications for the California public school, or
your own school. This will be added to your Portfolio.
Bilingual Education and the U.S. Legal System.
In review of this week's reading about Bilingual Education I
was surprised that dual language instruction has been available
in the United States since the beginning of our nation's history.
I was both impressed and discouraged to read how learning a
language has been influenced by politics. What stood out most
was the statement by Sequoyah, "Enlightenment and civilization
of people would progress and develop in proportion as they
were able to express themselves and preserve their ideas upon
the written and printed page, and exchange these ideas, one with
another, by this medium" (Foreman, 1938. p.74). This statement
is so powerful and continues to ring true today. I was equally
impressed with the frankness of the author in discussing the
ambivalence bilingualism in the United States, often viewed
with disfavor. "We consider it a worthwhile accomplishment for
a college graduate from an English-speaking background to
master a second language. But we insist that the children of
immigrant families relinquish their first languages as part of
their "Americanization." Kjolseth (1983) has suggested that we
tend to admire individual bilinguals, such as celebrities,
scholars, and diplomats, and to disparage bilinguals, or
members of ethnic groups. In the popular view, individual
bilingualism is often associated with elevated socioeconomic
status; group bilingualism is generally associated with poverty

and lack of education. Individual bilinguals acquire their second
language through effort and scholarship; group bilinguals
acquire their second language at home" (Judith LessowHurley,
2012, p25). I concur that this prejudice still exists in our
schools and American society. Knowing this, we as educators
must continue to educate our peers and help our students, all
students, not just our EL students. Therefore, instead of
highlighting one case I would like to highlight a few key cases
that shaped the history of our education system.
The Court decisions and powerful historical events that have
had the most impact on my life would be Brown v. Board of
Education (1954), the Civil Right Act (1964), the "Stand at the
School House Door (1963), the "Long Walk" Ruby Bridges
(1963) and Title IX (1972).
The Brown v. Board of Education (1954) is considered by many
as a landmark U. S. Supreme Court case which ended state laws
allowing separate public schools for black and white students.
The unanimous (9-0) decision ruled that separate education
facilities are unequal. As a result of this case racial segregation
was not allowed under the Equal Protection Clause of The
United States Constitution, specifically the 14th Amendment. I
truly believe this decision by the court led to the Civil Rights
Act which changed the entire direction of our country and our
educational system.
The Civil Right Act (1964) which outlawed segregation in the
United States schools and other public places, originally to help
African American was amended to protect women and included
white people for the first time. The social implications at the
time were that not everyone accepted the Brown v. Board of
Education decision and it implementation, as segregation beliefs
of separate but equal held strong. As a young student, (9 year
old,) I can remember the 1963 "Stand at the Schoolhouse Door"
incident involving then Governor George Wallace. Governor
Wallace blocked the door at the University of Alabama
preventing the enrollment of two black students. I remember
watching this on television and studying George Wallace's

inaugural address where he stated, "segregation now,
segregation tomorrow, segregation forever." I can remember the
impact of watching Governor Wallace not step aside and how,
(buy order of President John F. Kennedy), Henry Graham, the
General of the Alabama National Guard, said, "Sir, it is my sad
duty to ask you to step aside under the order of the President of
the United States" allowing Vivian Jones and James Hood to
enroll in school. Vivian Jones went on to be the first African
American to graduate from the University of Alabama. The
picture of this event is held in my mind forever and has been
hung in every classroom I have taught in since 1976.
I also remember watching and studying the "Long Walk" of
Ruby Bridges (1963). Ruby Bridges was the first black child to
attend an all white elementary school in New Orleans,
Louisiana. She and I were born in the same year, 1954 and I
remember watching this on television and studying this
historical event in school. I remember thinking that she was just
like me and talking with my mom about why she had been
denied attending the elementary school close to her house. This
picture was the first historical event picture I purchased in my
collection and has also hung in every classroom I have taught
in.
Title IX (1972) has had the most direct effect on my education
and teaching career. It stated, "No person in the United States
shall, on the basis of sex, be excluded from participation in, be
denied the benefits of, or be subjected to discrimination under
any education program or activity receiving federal financial
assistance." This had a major impact on athletic programs in the
United States and directly female athletes. I had graduated from
high school in 1972 and had experienced the inadequacies of
sports opportunities for females in high school. Additionally, in
college, I experienced this inequality again as it took time for
Title IX to be fully implemented. The college I attended did not
have women's athletic scholarships until the year I graduated,
1976. It was a law that never mentioned sports but drastically
impacted the landscape of games by forcing schools to provide

equal opportunities for both genders. There has been
monumental advancement in the participation of girls and
women in athletics in the decades since. And even now, 42
years later, many colleges and universities still are not
compliant with the law.
In 2012, after 15 years of being an administrator I returned to
teaching. When I was hired, the Physical Education Department
at Dodson Middle School, (to my surprise), was two separate
departments. Men taught boys and the women taught girls, no
co-ed instruction for the last 10 years. I was the only teacher
who would have 3 classes of all boys and two classes of all
girls, (loosely co-ed). After the first two weeks of school I
spoke with the principal and inquired how and why this was
happening. He, also new, was told that the school had written a
"waiver" that had been in place for years. (Waiver and
Inclusion=oxymoron. A good example of when a school district
gets sooo large it is hard to govern). We both read the waiver,
which made no sense and he inquired in a Department Meeting
how this was working. Long story short, over the years with
several changes of department members the two groups were
divided and some arguments had happened. He asked for an
explanation of which way the department should be co-ed or
separate, with an emphasis on defending your position, as he
was being required to explain this to his supervisors. I was the
only one who wrote a response, explaining that we were in
violation of the law, Title IX (1972) and a list of many reasons
why we should be co-ed. He changed the Department to co-ed
this year. This change, along with two additional members to
the department and the development of the "Dodson Way" has
begun to change the face and focus of the P.E. program. I feel
that being co-ed, our focus on "No Tolerance for Bullying" and
the lessons that go with this in our first year as a united group
all working together model inclusion and have begun a positive
shift in the focus of our school.
The Williams Decision (2004) which required that equal
education facilities are necessary for educational equity. This

decision is so true and is a start in a positive direction.
However, its implementation is still ongoing; at least in my
district there is still a long way to go. While I am a believer in
less government, it is important that government be involved
when grave inequities require change. Hopefully, the changes in
education will continue to be in a positive direction that
includes all students and our society as a whole. Lessow-
Hurley, J. (2012). The Foundations of Dual Language
instruction, sixth edition.

Introduction to Toronto's Government Structure

Recommended

Recommended

More Related Content

Similar to Introduction to Toronto's Government Structure

Similar to Introduction to Toronto's Government Structure (20)

More from SusanaFurman449

More from SusanaFurman449 (20)

Recently uploaded

Recently uploaded (20)

Introduction to Toronto's Government Structure