Governance and Action Plans for Toronto PDF

GOVERNANCE AND ACTION PLANS INTRODUCTION ​ Toronto is polarized and seems unable to solve its problems. ​ The city of Toronto faces dysfunctional urban politics. ​ IS TORONTO A CITY THAT WORKS OR A CITY IN CRISES? It has gone through restructuring with impact in delivery of servi...

GOVERNANCE AND ACTION PLANS INTRODUCTION ​ Toronto is polarized and seems unable to solve its problems. ​ The city of Toronto faces dysfunctional urban politics. ​ IS TORONTO A CITY THAT WORKS OR A CITY IN CRISES? It has gone through restructuring with impact in delivery of services, housing, transportation, education. ​ First is economic globalization and structural changes to the economy. ​ Toronto went through a major political restructuring involving amalgamation 1998 of Metro Toronto with its six municipalities. They were put together to create a monocentric government, new policies and programs, four main components: lower taxes, reliance on free market processes (forces on demand, what goods and services should we produce and what price), dismantling the welfare state municipal governments are not able to have enough tax revenue (fiscal squeeze), embrace new public management policies. ​ The census metropolitan area has 5.9 million people. DIVERSITY OR DIVISIVENESS -​ Insatiable need and limited economic resources to meet every ethnic group's needs. If you push too much money for one group it takes money off from other groups. -​ There are over 250 ethnic groups in Canada. Toronto has about 200 ethnic groups. -​ Many immigrants to Toronto settle in: 1.​ Downtown core (tourist or business district) 2.​ Inner suburbs (Etobicoke, scarborough) 3.​ Outer suburbs (Richmond, Witbee) a.​ WHY DO MOST IMMIGRANTS TO THE CITY OF TORONTO LIVE IN ENCLAVES AND GHETTOS? There is a concentration of different ethnicities, ghettos are used derogatory, sharing the same culture, systems. Cost of living areas with lower cost of living, live close to communities with similar backgrounds for sense of connection and belonging and languages. Because of services that are available, basic needs, and the element of networking, it is beneficial for them and convenient. Financial challenges, getting loans from the banks but if you go to a similar background you get informal loans and they are supportive and understand the experience. -​ Some immigrants live in poverty, concentrated in the city’s underserviced inner suburbs. ECONOMIC RESTRUCTURING ​ The GTA has experienced a gradual process of economic restructuring from manufacturing to service orientation. Process of globalization, governments and individuals do not have control over this process, manufacturing activities have gone down significantly and companies have closed. There are less jobs. ​ Service-based employment in the business, consumer and public sectors now constitutes approximately 70 percent of overall regional employment and 97 percent of all employment growth. MIKE HARRIS ADMINISTRATION -​ Under Premier Mike Harris 1998, the Greater Toronto Task Force (GTTF) recommendations were ignored in favor of imposing amalgamation on the six municipalities of Metro Toronto. Before amalgamation there was a city manager appointed by city council with 41 divisions reporting to 3 deputy managers, there were 47 council members and 122 agencies boards, commissions and corporations (Toronto Board of Health, Toronto Police Board, Toronto Transit Commision, Toronto Community Housing). -​ After amalgamation, the provincial government passed the fewer Municipal Politicians Act, which reduced the size of Toronto council to 45 members. 26 counselors, 25 were counselors and 1 was the major. They set up 6 community councils, then there were 4. Evolution of services from government to municipalities (housing, water, sewage, road construction and maintenance, mental health, homeless shelters) were once founded but they were downloaded into the municipalities to deal with but revenue didn’t match use of it. -​ The formal administrative city includes a city manager appointed by city council, with more than 41 divisions reporting to 3 deputy managers.  -​ The amalgamation provided a vehicle to facilitate Premier Harris’ conservative policy agenda, which required a large financially viable local government to manage devolved responsibilities. -​ The reformist city councilors fought back against amalgamation. Former Old City of Toronto mayor John Sewell, who created the Citizens for Local Democracy (C4LD) campaign against forced amalgamation. -​ CRITICISMS LEVELLED AGAINST AMALGAMATION: In the year 2015 individuals were on the waiting list for accommodation in Toronto. Amalgamation disconnected citizens from their local government, especially compared to the connection that it existed before. -​ The conservative government cancelled future affordable housing investment by removing targets in the provincial Policy Statement. They cancelled 17,000 affordable housing projects. Greater emphasis on Landlord and Tenant Act, flexibility for landlords to eject tenants who didn’t pay, Renoviction: they kick out tenants to renovate and raise the price. MELVIN DOUGLAS LASTMAN’S ADMINISTRATION 1998-2003 ​ Lastman ran on the promise of a property tax freeze, which he accomplished in 2000 only to backtrack the next year with a 5 percent increase. ​ Lastman presided over the development of a network of bike lanes, a homelessness strategy and issue-oriented citizen advisory committees that worked with council. ​ However, the Mayor’s reign became characterized by backroom politics and corruption which contributed to the end of his political career. ​ Mayor of the City of North York. Pro growth and pro development. He abandoned the tradition of local democracy, he stood up to the province to secure financial aid to help absorb the cost of amalgamation. Construction of Sheppard subway line, 6.4 km and formidable individual, he knows how to sell. He shook hands with the gang of angels involved in narcotics and he was confronted by reporters and he said he didn’t know who they were. ​ SARS severe acute respiratory syndrome, in Toronto it affected business because people didn’t come to Toronto. ​ Mombasa in 2008, why the hell do I want to go to Mombasa? I just see myself in a pot of boiling water with a bunch of these natives dancing around me. DAVID RAYMOND MILLER’S ADMINISTRATION (First term of office) 2003-2010 ​ During his campaigns, Miller promised to rid the city of corruption, enhance citizen influence in local decision-making, prevent expansion of the Toronto Island airport (situated close to the city where there are high rises and difficult for pilots to operate and expanding it will increase the danger), and invest in a world class city. ​ Miller’s first term in office was characterized by efforts to combat backroom politics. ​ He aimed to address the lingering political and administrative challenges associated with amalgamation. ​ At Miller’s urging, the province passed the new city of Toronto Act in 2006, giving power to municipalities to impose taxes on alcohol consumption, tobacco, less money will be spent by the government on people who spend too much on smoking. Raise money and reduce health problems. ​ In his second term, Miller was successful in improving the city’s finances by using the new City of Toronto Act to pass a vehicle registration and land transfer tax. Use of parking spaces, billboards and impose taxes on land transfer (vehicle registration annual revenues of 48 million dollars and the land transfer generated between 300 to 354 million dollars to the city) that held the city to expand. ​ Challenges that he faced: there was a lot of garbage, they had to ship waste to Michigan and at some point it closed its border to Toronto and a landfill in London, Ontario became a trash can for Toronto’s garbage. Finding a landfill is not easy because you need to conserve health. NIMBY ​ SECOND TERM OF OFFICE ​ Services that he initiated: 13 priority neighborhoods ○​ Priority Neighborhoods Strategy ○​ Suburban Light Rail Transit, Transit City (designed to ease the pressure on public transit). ○​ Affordable housing revitalization, Tower Renewal help homeowners to repair any housing, windows, insulation and social housing. Reduce cost of heating in winter. ○​ Neighborhood revitalization in the inner city and suburbs. Neighborhood poverty and gangs. ○​ Strong neighborhoods task force (SNTF)  ○​ Climate change and green buildings. ○​ Extended garbage strikes: a major problem he faced, people started throwing garbage along the highways in Toronto and it made him very unpopular due to his environmental background. ROB BRUCE FORD’S ADMINISTRATION 2010-2014 Populist style of governance, his style often led to creating enemies and the opposition. People liked him and he was a businessman and 64th mayor of the city of Toronto, first elected into council in 2000. ★​ Ford ran a divisive campaign to “end the war on cars”, which he construed as bike kane and light rail transit (LRT) construction which got in the way of automobiles, and to “stop the gravy train” of city spending which required increased taxation. Too much spending and he wanted to stop that. There is no continuity of government programs because if one political administration cannot achieve something the next one will but will fail on achieving something else. ★​ Conservative, pro market guy and viewed citizens as taxpayers and government as business and since he passed that philosophy has been carried over by subsequent administration. ★​ Unlike Miller, who never lost a major council vote, and Lastmant, who was able to compromise on matters with his opposition, Ford’s populist style of politics meant that he was unable to form alliances. ★​ However, he was able to get council support to pilot contracting-out garbage collection in half the city, but not other core services. ★​ Ford succeeded in removing bike lanes and many citizen advisory committees as well as eliminating the vehicle registration tax, but failed in his efforts to abolish the land transfer tax. ★​ A videotape of Ford smoking crack cocaine caused the council to strip the Mayor of many of his formal powers. He denied it and he didn’t resigned but police confirmed he did it and that’s when he accepted it and people should forgive him. ★​ Later, the mayor was involved in alcohol and drug abuse and sought medical treatment and rehabilitation. City removed him from Mayor powers, cannot seat in budget committees or Mayor agenda, he no longer had staff. ★​ The mayor was diagnosed with cancer and died shortly. MAYOR JOHN HOWARD TORY’S ADMINISTRATION 2014-2020 Controversies about City Hall and Torontonians wanted drama so when he came the priority was to restore dignity back to City Hall. He had promises like reducing traffic congestion, constructing light train systems, Smart Track, housing affordability, growing inequality, poor infrastructure and the main one was Gardiner Express road. There is debrief falling from the concrete. ​ John Tory was elected the new mayor of Toronto on October 27, 2014. ​ Gardiner express road from Lower Jarvis street to Logan Avenue. Estimated to be 700 million to restore it, council debated and at the time they said it should be completely dismantled but he chose to dismantle a part and another part would be restored. ​ The Smart Track system is a 22 stop, 53 km rapid transit plan. 8 billion dollars estimated cost. ​ Uber is a popular ride-hailing service. They start regulating Uber and racing consent. ​ TTC fare hike, if you are 12 years or younger the transport is free and during his era there were problems ​ He had an affair so he quit ​ WHAT IS YOUR ASSESSMENT OF THE PERFORMANCE OF MAYOR JOHN TORY COMPARED TO MAYOR ROB FORD? WHAT ARE THE COMPONENTS OF STRATEGIC ACTION PLAN? 1.​ CITY BUILDING a.​ Infrastructure for a Successful City (designed to mesh into the provincial plan) i.​ Toronto has the necessary social and physical infrastructure to ensure community and individual well-being throughout the city. ii.​ Toronto’s waterfront redevelopment is symbolic of a global city. iii.​ Mayor Tory opposed the option of completely tearing down Gardiner expressway in favour of a hybrid option. 2.​ ECONOMIC VITALITY a.​ Increase Employment Opportunities  i.​ Improving the strategic alignment of the Workforce Development Strategy, Toronto Strong Neighborhoods Strategy, the economic growth plan. ii.​ Facilitating workforce development to ensure equitable opportunities for all residents. b.​ Economic growth i.​ The official plan on employment areas emphasize their role in the diversity of employment in the city. ii.​ To create a more attractive business climate to encourage business growth and investment, foster job creation and improve the city’s finances. iii.​ Boosterism: economic development is good and it can stimulate employment, revenue generation to the government and enhance federal growth through the multiplier effect. Income, sales (output), government revenue and employment. Business is interdependent and interlinked so one business needs will require from other business sales and that will generate growth. 3.​ INVESTMENT IN CULTURE a.​ Creative Capital Gains, by 2017 to create a more vibrant cultural sector to increase employment in the arts, to improve the liveability of the city. ROM; AGO, attraction to bring people to the city, movies being filmed in Toronto. b.​ Supporting programs/services that will ensure that the city has affordable, sustainable and diverse cultural spaces. CNE, Tiff, Gay Parade c.​ Ensuring all citizens have access to and the opportunity for cultural participation in Toronto. 4.​ TRANSPORTATION PLAN AND POLICIES a.​ Reviewing and refining existing transportation policies in Toronto’s Official Plan in 2013 in order to create an integrated framework for movement in the city that supports walking, cycling, transit and goods movement. b.​ Providing input to the Metrolinx Investment Strategy in 2013 by identifying the City of Toronto’s transportation priorities within the context of the Metrolinx Regional Plan. 5.​ HOUSING DEVELOPMENT i.​ The city of Toronto is growing both in terms of residential and non-residential developments. ii.​ The majority of developments are occurring in areas designated for growth (88% for both residential and non-residential developments). b.​ Housing diversity and rental replacement i.​ Implement and renew “Housing Opportunities in Toronto” in order to assist residents to access a range of affordable housing options. ii.​ The policy is geared towards protecting the city’s rental housing stock. 6.​ ENVIRONMENTAL SUSTAINABILITY a.​ Parks and green spaces i.​ The system of urban parks and green areas have expanded significantly. b.​ Street trees i.​ Trees that are being planted contribute to the quality of human life. Health of residents is protected from environmental risks. c.​ Greenhouse gas emission i.​ Growth management and alternative energy forms have helped to reduce greenhouse gas emissions.