Archive for October, 2016

https://www.thestar.com/news/gta/2016/10/31/a-private-cafe-in-plain-view-on-torontos-most-important-street-micallef.html

Elon at Tesla brought forth the other day the companies new solar roofing tiles along with a new upgraded electrical energy storage wall devise, with double the capacity of the prior energy shorage unit.

The tile system is the 1st roofing energy system that aesthetically and functionally through installation format that works with both of the houses in the Junction

The new tile system is the 1st roofing energy system that aesthetically and functionally through installation format that works with both of the houses in the Junction neighbourhood. Former suysems  required typically 2′ x 4′ panels, fluid piping, and roof penetrating connectors to hold the system to the building.

Teslas new system requires none of this additional equipment as the roofing tiles themselves are the collectors for the energy.

The Junction has a abundance of Victorian house styles with varing roof slopes, and typically a high sharp sloped front roof structure. The houses also have a considerable roof coverage, forming the sloped section of the roof.

Most houses also have a flat roof at the rear of the house, which is not suitable for the Tesla tiles. However it is beneficial to alter this roof type to a low angle sloped roof, both for water drainage and roof life. The construction required is simple and inexpensive. It does not involve the removal of the old roof structure or opening into the interior of the house.

This blog author has made roof change twice on Junction Houses. Almost certainly the roof surface area in Junction houses will not allow for the roof solar tiles to provide all of the electrical energy needs for the home, but when combined with the firms Powerwall storage product will be able to create a considerable additive power source.

And with a Powerwall will provide a back up energy source for lights and the fridge for those times when then power grid fails.

Are they viable?

David Jones on the EEVblog is much better educated to provide a opinion than this blog. Worth a watch,

Currently under construction at 43 Junction Rd.

All text company filings 
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3.1— General Development of the Business 🙂 somewhat edited to remove digging words not nesscesary to present the information and with highlighted sections by this blog.

Organic Garage is an independent, Ontario-based natural and organic grocery chain with 2 stores operating through OG in the Greater Toronto Area. 

Organic Garage’s main business activities are selling natural and organic products to consumers through its retail network of store locations. 

Organic Garage was incorporated in 2005 and was born from a concept market that operated inside High Park in Toronto, Ontario. The market was used to test the idea of affordable natural and organic products and through its success, the first location in Oakville, Ontario was founded and opened in March of 2006. 

Organic Garage is an expanding specialty retailer of natural and organic groceries. Its focus is on providing high-quality products at affordable prices. 

The goal is to generate long-term relationships with customers based on a transparent and honest approach by selling only natural and organic groceries that meet Organic Garage’s strict ingredient standards and utilizing an efficient and flexible smaller-store format to offer affordable prices in a fun and inviting shopping environment. Organic Garage’s core mission statement is to offer healthier options for less. 

In recent years, prior to become a publicly listed corporation, OG (formerly Organic Garage), the following events are considered by management to be significant developments in the business of Organic Garage. 

• On March 14th, 2013, the lease was signed for Organic Garage’s second location located in Vaughn, Ontario. 

3.3 — Trends, Commitments, Events or Uncertainties 

Considerable changes in food retail in Canada have occurred over the past ten years. Management or Organic Garage believes that new consumer preferences as well as an increase in two income families, an aging baby-boom generation and a focus on healthy and organic eating are behind many of these changes. 

Market shifts related to product diversity and consumer choice have been the result of these changes. Canadian consumers are demanding service and convenience but many Canadians also want the food that they eat to be healthy and environmentally responsible. The latter demands are evidenced by a shift away from foods that are processed or contain high levels of sugar, saturated fat and salt, and towards more fresh, natural and organic foods with simplified ingredient compositions that can be easily understood. 
The focus on health and wellness is further evidenced by an increased consumer demand for individual or smaller portion sizes.

 Finally, Canadians are becoming increasingly more informed, and concerned, about the sources, quality, environmental impact and sustainability of their food choices, and therefore, are placing greater expectations on those that produce and sell food. Many grocery stores cover huge areas, in comparison to grocery stores of a decade ago.

 Organic Garage is focusing on providing a broad array of organic food at a more accessible price than many of its competitors. It intends to make significant capital investments aimed at modernizing its stores, distribution network and business systems. With respect to selecting the location of stores, the recent trend has been for large food anchor retailers to locate away from enclosed shopping centres to free standing locations or strip centres, to find neighborhood locations in growing markets as well as to seek urban locations. 

Other factors outside of the control of Organic Garage include but are not limited to: changes in general industry, market…

Short-Term Business Objectives 

Our primary business objectives are to continue growing and expanding Organic Garage and increasing the number of stores. With a view to the long term objectives, discussed below, Organic Garage has three primary short-term business objectives. 

1. The first short-term objective is to build the third store. Organic Garage is currently engaged in preparing to open this location in the west end of Toronto during first quarter of 2017. This location has been in development for four years and will showcase Organic Garage’s newest concept and branding, which has been in development for the last 12-15 months. 

Organic Garage is also currently engaged in site selection for two locations, which Organic Garage intends to open by 2018. 

2. The second short term objective is to create a model, using the design and branding of the third store, that can be created for all future store locations. 
Long-Term Objectives 

Organic Garage’s main objective is to continue to grow as suitable locations are found. It is the goal of Organic Garage to continue to add new locations each year. 
The opening of the third store increases the number of existing stores and, as such, the reach of Organic Garage. In addition to this, however, it will act as a blueprint for further growth and as a showcase for the developments that have been worked on in store brand and design over the last 12 months. 

Our Growth. Organic Garage is focused on the following keys to continued growth: 

Increased Store Counts: Organic Garage is currently focused on the Toronto market. As the largest city in Canada with the highest levels of population density (http://www.statcan.gc.ca/tables-tableaux/sum-som/101/cst01/demo05a-eng.htm), Organic Garage will be put in the best position to have new store success and capitalize on the continued population growth going on in the city. 

Increased average basket. Organic Garage is working to consistently have positive store sales growth. 

All txt company filings 
ORGANIC GARAGE COMMON SHARES TO COMMENCE TRADING ON OCTOBER 24, 2016 
October 24, 2016, Toronto, Canada: Organic Garage Ltd. (“Organic Garage”) (CSE:OG) is pleased to announce that its common shares will commence trading on the Canadian Securities Exchange (the “CSE”) today under ticker “OG”. 
Subsequent to the closing of its going public transaction, which constitutes a “fundamental change” under the CSE’s Policy 8, and the private placement of 2,500,000 common shares at 40 cents per share leading up to the closing, Organic Garage now has 21,442,956 issued and outstanding common shares.   
Matt Lurie, President and CEO, stated, “The going public transaction has facilitated the raising of expansion capital necessary to meet our GTA growth strategy.”  
About Organic Garage Ltd. 
Organic Garage (CSE: OG) is a specialty grocery retailer of organic and natural products. Founded in 2005 and headquartered in Toronto, the company operates a centralized distribution centre and two retail locations in the Greater Toronto Area with a third location currently under construction. The company offers a wide selection of products with everyday, affordable pricing in prime retail locations, which provide our customers a fun, inclusive and unique grocery shopping experience. Please visit the Organic Garage website at http://www.organicgarage.com  

Pre-application meeting for proposed Minto development between Pacific Ave & Oakmount Rd., South of Glenlake – November 2, 2016
Developer Minto is hosting a pre-application meeting for the site which incorporates 111 Pacific Ave, 255 Glenlake Ave and 66 Oakmount Rd. I encourage the community to attend this meeting, hear the presentation on the proposed development and provide comments.
I am concerned about more development on this site. While this is not a City Planning meeting, City Planning Staff and I will be there to listen to residents’ concerns and comments.
Wednesday, November 2, 201

6:00 pm – 9:00 pm

Presentation: 6:30 pm

Lithuanian House (Ballroom), 1753 Bloor St

Exhibition Place Board of Governors are in the process of developing a new Strategic Plan for 2017 to 2019. A Consultant’s report on the new Strategic Plan for 2017-2019 will be presented to the public. During each portion of the presentation groups will be asked to work together to respond to his questions. This will be your chance to provide your views on the future of Exhibition Place – 192 acres of City-owned property by the Lake.

There is also in the works a proposal coming forward from Exhibition Place Board of Governors to change the Official Plan designation of the westerly portion (West of BMO Stadium) from heritage, parks and open green space to redevelopment. Parkdale and Liberty Village are two adjacent neighbourhoods that are in dire need of parks and open green space.
Help create a new vision for Exhibition Place that includes the wishes of local neighbourhoods!
Date: Wednesday, November 2nd

Time: 6:30 p.m. – 8:00 pm

Place: FOUNTAINBLU (Queen Elizabeth Building, Exhibition Place)
All text the group 

The Skateboard Strategy will serve as a guide to the City of Toronto as it continues to advance its network of skateboard facilities, amenities and programs. It articulates the City’s role in supporting and advancing the growth of skateboarding and supports the TSC’s work to promote and enhance skateboarding. As a planning framework, the Strategy will help guide decisions for the development of future skatepark facilities to ensure a complete and diverse network. It also identifies opportunities to support community engagement, development, and leadership through skateboarding. 
The Skateboard Strategy is closely aligned with and will inform the Parks and Recreation Facilities Master Plan (FMP) on the identification of additional skatepark facilities. Recommended actions in the Skateboard Strategy will be incorporated into existing operational work planning, service delivery, budget, and strategic partnerships. 
Staff report for action on Skateboard Strategy 1 RECOMMENDATIONS  
The General Manager of Parks, Forestry and Recreation recommends that:  
1. City Council adopt the attached Skateboard Strategy (Appendix A).  
Financial Impact  
There are no direct financial implications resulting from the adoption of the recommendations included in this report. Adoption of the Skateboard Strategy may however, impact expectations regarding the allocation of resources for the creation and use of skateboard facilities. Although Council requested the inclusion of $0.500 million in the 2017 Capital Budget for skateboard facilities, future investments in skateparks will be determined through the 20-Year Parks and Recreation Facilities Master Plan, which will impact the allocation of available resources within the 10-year capital plan and operating budget, starting with the 2018 budget cycles.  
The Deputy City Manager & Chief Financial Officer has reviewed this report and concurs with the financial impact information.  
Equity Impact  
Parks, Forestry and Recreation values inclusion, respect and diversity and aims to improve the quality of life of all Torontonians through the provision of programs and services that are welcoming and accessible. The development of the Skateboard Strategy is guided by five principles: equitable access, quality, inclusion, capacity building, and sustained engagement. Through the application of these principles, the Skateboard Strategy will help ensure that an equity-based approach is used in planning the skatepark network, and in the provision of future skateboard programs.    
DECISION HISTORY  
This report and the attached Skateboard Strategy responds to Council direction from 2014 and 2015 capital budget approval, listed below.  
At its meetings on January 29, 2014 and March 10, 2015, City Council requested the General Manager, Parks, Forestry and Recreation, in consultation with the Toronto Skateboard Association, to develop policy, operating and capital plans to support program development, state-of-good repair and expansion of skateboard facilities. 2014: http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2014.EX37.1 2015: http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2015.EX3.4  
In addition, the following requests were made during the 2016 capital budget process.  
Staff report for action on Skateboard Strategy 2 

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At its meeting on February 17, 2016, City Council requested the General Manager, Parks, Forestry and Recreation to:  
a) undertake the planning and design work for new skateboard facilities in 2016, with costs to be funded from the 2016 Capital Budget for facility planning; b) include $500,000 construction costs for new skateboard facilities in the 2017 capital budget submission, such new locations to be determined by Parks, Forestry and Recreation staff, in consultation with the Toronto Skateboard Committee; and c) provide recommendations for an annual capital program for new skateboard facilities in the 2017 – 2026 capital budget to be brought forward at the same time as the Toronto Skateboard Strategy in 2016, in time for the 2017 budget. http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2016.EX12.2    
ISSUE BACKGROUND  
In 2004, PFR’s Recreation Facilities Report (RFR) recommended that the City develop at least four new skateparks (including one City-wide facility) and consider developing smaller skateboard facilities as opportunities arise. The City has exceeded that direction, and currently has 14 outdoor skateparks (12 permanent and 2 seasonal).  
To ensure that skateparks provide safe and friendly environments for all users, PFR has developed inspection guidelines and also offers a range of skateboarding programs such as camps, drop-ins, and multi-week instructional courses at various locations across the city. PFR has been working closely with the Toronto Skateboarding Committee (TSC) to promote and enhance skateboarding and to understand how to best support the skateboarding community.  
During the 2014 and 2015 Capital Budget approval processes, Council directed PFR to work in consultation with the TSC to develop a strategy that incorporates policy, operating and capital plans to support skateboarding in Toronto.  
Over the past year, PFR carried out an extensive community engagement process to inform the development of the Skateboard Strategy and ensure that it reflects the needs of the skateboarding community. The TSC was engaged throughout the process to identify and confirm priorities, issues and opportunities. In fall 2015, PFR conducted an online survey to better understand how the City’s skateparks are being used, and received more than 1,800 responses. In summer 2016, PFR facilitated focus groups and pop-up consultations with youth on issues of skatepark planning, design, and programming. The feedback from the consultation process provides the foundation for the Skateboard Strategy directions and recommended actions.  
The 20-year Parks and Recreation Facilities Master Plan (FMP) is scheduled for completion in spring 2017 and will guide and prioritize future investment in indoor and 
Staff report for action on Skateboard Strategy 3 

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outdoor parks and recreation facilities. The Skateboard Strategy will inform the identification of additional skatepark locations and the planning for facility type, as well as engagement methods to inform design.  
COMMENTS  
Skateboarding is an established activity that is gaining mainstream popularity, and demand for skateparks and skateboard programming is high. Skateparks provide safe spaces for skateboarders to develop their skills and convene with other members of the skateboarding community. Skateboarding is popular as an unstructured, flexible and adaptable activity with low barriers to participation, and research demonstrates strong links between skateboarding and benefits to personal, community, and economic well-being.  
The Skateboard Strategy articulates the City’s role in supporting the growth of skateboarding, and supports the Toronto Skateboarding Committee’s (TSC) work to promote and enhance skateboarding. It also aligns with other divisional strategies, including the Recreation Service Plan 2013-2017, Youth Recreation Engagement Strategy, and the upcoming 20-year Parks and Recreation Facilities Master Plan (FMP).  
The Strategy provides an overview of skateboarding in Toronto, as well as actions to guide PFR in three key areas:  
1. Skatepark planning – provides a planning framework to guide decisions in the development of future skateparks, including typologies, gap analysis, and site selection. 2. Engagement through skateboarding – explores the ways in which skateboarding can be used as a tool for community building and engagement. 3. Animation, promotion & marketing – looks at promoting skateboarding in the city and promoting Toronto as a city for skateboarding.  
Skatepark Planning  
A strong planning and design process can help identify the best use of resources in order to maximize the accessibility of the City’s skatepark network. Skateparks developed with a strong community and stakeholder engagement process and appropriate amenities tend to be well-used and are valued assets for a community. The Skateboard Strategy presents a framework to guide the future expansion and enhancement of skatepark facilities and helps achieve PFR’s vision of a complete and diverse skatepark network.  
A complete skatepark network contains a variety of skateparks that are equitably and geographically distributed throughout the city. The Strategy outlines a classification system to define skateparks by skateboarding style and size.  
Staff report for action on Skateboard Strategy 4 

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The Skateboard Strategy presents a methodology for planning the future network of skateparks that includes a city-wide gap analysis and site selection/evaluation. The city-wide gap analysis identifies priority areas for new skatepark infrastructure based on criteria including youth population, need for recreation facilities, areas that lack skateparks, and level of community interest. The site selection criteria will assist in evaluating potential sites within identified gap areas.  
Engagement through skateboarding  
The Skateboard Strategy identifies methods for ongoing engagement with the skateboarding community and ways to animate communities through programming and events. Skateboarding can also be a tool for youth engagement and leadership development. Finally, there are opportunities to support local skateboarding initiatives and create strategic partnerships to deliver skateboarding events and programs.    
Animation, Promotion & Marketing  
The Skateboard Strategy outlines the City’s role in promoting skateboarding and Toronto as a city for skateboarding. Skateboarding information and opportunities can be communicated to the public through various channels. There is an opportunity to leverage partnerships, sponsorships, and collaborations to raise the profile of skateboarding, provide responsive services to the community, and further enhance the skateboarding experience in Toronto.  
Implementation  
The Skateboard Strategy will be implemented as follows: 
• The Skateboard Strategy will inform the 20-year Parks and Recreation Facilities Master Plan (2017-2036) on the identification of additional skatepark facilities and associated 10-year capital plans, commencing in 2018.    
• Actions relating to programming, engagement, operations, and maintenance will be incorporated into existing operational work planning, service delivery, and budget. Connections will be made to other divisions within the City, as appropriate. 
• PFR will leverage strategic partnerships to enhance/increase skateboard programs, hold major events, engage youth, and develop new skateboarding facilities.      
Staff report for action on Skateboard Strategy 5 

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CONCLUSION  
The Skateboard Strategy will serve as a guide to the City of Toronto as it continues to grow and enhance its network of skateboard facilities, amenities and programs. The directions and recommended actions were developed with significant input from skateboarders and other stakeholders.    
The Skateboard Strategy will inform the development of the 20-year Parks and Recreation Facilities Master Plan that will recommend and guide the creation of new facilities including skateparks. The Skateboard Strategy aligns with other divisional strategies including the Recreation Service Plan 2013-2017 and the Youth Recreation Engagement Strategy.  
The implementation of this Skateboard Strategy will support the growth of skateboarding in Toronto by ensuring the development of a complete and diverse network that includes different types of skateparks that are accessible, equitably and geographically distributed. It also identifies opportunities to support community engagement, development, and leadership.  
CONTACT Howie Dayton, Director, Community Recreation Branch, Tel: 416-392-7252, Email: hdayton@toronto.ca  
Cheryl MacDonald, Manager, Policy & System Planning, Tel: 416-395-7989, Email: cmacdon2@toronto.ca    
SIGNATURE  
______________________________ Janie Romoff General Manager, Parks, Forestry and Recreation  
ATTACHMENTS Appendix A – Skateboard Strategy  
Staff report for action on Skateboard Strategy 6 

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