DOCSLIB.ORG

1485 Dupont Street Hale Coffee Company

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
1485 Dupont Street Hale Coffee Company FOR LEASE DUPONT 14 8 5 STREET BONUS COMMISSION MACKENZIE SHARPE** SEAN CLINE* CBRE LTD Real Estate Brokerage Vice President Sales Associate 145 King St W, Suite 1100 [email protected] [email protected] Toronto, ON M5H 1JB +1 416 815 2382 +1 416 874 7277 +1 416.362.2244 **Broker *Sales Representative PROPERTY HIGHGLIGHTS • Beanfield Fibre connected • Improved shell ready for tenant’s fixturing (Includes HVAC to open plan, polished concrete or hardwood floors, electrical distributed around perimeter, plumbing rough in for kitchenette) • Freight elevator • Ceiling heights 12ft – 18ft • Abundance of natural light FOR LEASE | 1485 DUPONT STREET HALE COFFEE COMPANY SHP PRINT DEFINA WOOD FIRED PIZZA ONSITE AMENITIES FOR LEASE | 1485 DUPONT STREET CURRENT AVAILABILITIES SUITE SIZE (SQ. FT.) AVAILABLE COMMENTS • Open space, kitchenette, dedicated entrance 1491 2,558 Immediately off Dupont St., meeting room 101 1,603 Immediately • Open space ready for tenant fixturing 203** 1,838 120 days • Landlord will deliver in improved shell ready 204** 1,854 120 days Contiguous to 6,175 sq. ft. for tenant fixturing 205 & 206** 2,483 120 days 208 562 Immediately • Open space ready for tenant fixturing • Landlord will deliver in improved shell ready for tenant fixturing 214 & 215 7, 5 49 * 120 days • Unique space with windows on all four sides 301 2,340 Immediately • Open space ready for tenant fixturing 306 970 Immediately • Open space ready for tenant fixturing 309 1,055 Immediately • Built out ready for tenant occupancy *Divisible **Available as Contiguous space of 6,175 Sq. Ft. SEMI GROSS RENT Please Call Listing Agents to Discuss (per sq. ft. per annum) PLUS UTILITIES • Hydro: $1.50 / sq. ft. (2020 Estimates) • Gas: $0.50 / sq. ft. • In-suite janitorial excluded $1.00 / sq. ft. / annum COMMISSION FOR LEASE | 1485 DUPONT STREET FIRST FLOOR AVAILABLE SUITES: 101 - 1,603 sq. ft. UP UP ELECTRICAL DRIVE-IN DRIVE-IN ROOM 11 102 103 CH=136" 100 1,603 sq. ft. CH=135" CH=137" PROPOSED DEMISING WALL WWR P P ELEV U FREIGHT 104-105-107 MWR U P P 1489 CH=200" 109 CH=89" 113 DRIVE-IN DRIVE-IN 106 RAFTER CH=143" CH=133" CH=136" CEILING BED CH=159" CH=161" CH=134" 108 CH=156" CH=108" 1491 DRIVE-IN DRIVE-IN DRIVE-IN LOADING DOCK ELECTRICAL ROOM UP CH=156" U P P FOR LEASE | 1485 DUPONT STREET SECOND FLOOR AVAILABLE SUITES: 1491 - 2,558 sq. ft. *204 - 1,854 sq. ft. 208 - 562 sq. ft. *203 - 1,838 sq. ft. *205 - 2,483 sq. ft. 214 & 215 - 7,549 sq. ft. *CONTIGUOUS TO 6,175 SQ. FT. 203 204 205 8 202 562 1,838 sq. ft. 1,854 sq. ft. 2,483 sq. ft. 207 211 CH=149" sq. ft. DN UP DN 206 CH=143" UP ELEC. 212 ROOM WWR MWR ELEC. ROOM JANITOR ROOM LAUNDRY ROOM UP ELEC. ROOM ELEV DN ELEC. FREIGHT ROOM 213 205 CH=149" CH=141" CH=141" 209 UP CH=166" UP D DN N N EMERGENCY EXIT UP CH=128" 210 CH=126" PATIO DN 14 15 7,549 sq. ft. 141 201 2,558 sq. ft. PATIO UP DN N N D CH=77" DN 209 MEZZANINE FOR LEASE | 1485 DUPONT STREET THIRD FLOOR 305 MEZZANINE 301 MEZZANINE DN CH=55" DN CH=73" AVAILABLE SUITES: 306 301 - 2,340 SQ. FT. 970 sq. ft.f.t 306 - 970 SQ. FT. 302 303 304 305 307 RAFTER CH=157" 1 CH=157" CH=157" UP CH=157" CH=156" 309 - 1,055 SQ. FT. CEILING BED CH=191.5" 2,340 sq. ft. DN UP FUTURE FUTURE WASHROOM WASHROOM DN N N D ELEC. ROOM ELEC. ROOM ELEV EMERGENCY EXIT FREIGHT DN 308 308CH=155" 309 311 312 RAFTER CH=120" CH=120" CH=120" 300 309 CEILING BED CH=150" 1,055 CH=155" sq. ft. U P 310 P UP CH=155" DN CH=48.5" DN 310 MEZZANINE FOR LEASE | 1485 DUPONT STREET SAMPLE FLOOR PLAN : 1485 DUPONT ST- SUITE 214/215 PLANS BY RSF / SEAT 135 RSF 7,549 CUSTOMIZE YOUR SPACE: HEAD COUNT 56 Plans is a dynamic, interactive leasing and marketing tool that puts MAX OCCUPANCY 75 real estate professionals in control of the test-fitting process. With Plans, teams can quickly and seamlessly manipulate, customize and OPEN SEATS 53 (95%) share floor plans to meet a specific tenant’s needs, while providing real-time visibility into key decision metrics such as headcount and ENCLOSED SEATS 3 (5%) open space. With one click, those test-fits can be instantly transformed WORK SEATS 56 (58%) into 3D immersive experiences, complete with accurate panoramic outdoor views and customizable design themes to give tenants a COLLAB SEATS 41 (42% virtual tour of their potential future spaces. 1485 DUPONT ST: SAMPLE FLOOR PLAN - SUITE 1491 RSF / SEAT RSF HEAD COUNT MAX OCCUPANCY OPEN SEATS ENCLOSED SEATS WORK SEATS COLLAB SEATS 135 2,558 19 26 18 (95%) 1 (5%) 19 (51%) 18 (49%) FOR LEASE | 1485 DUPONT STREET N billy bishop airport FINANCIAL DISTRICT ENTERTAINMENT DISTRICT DUFFERIN STATION bloor-dufferin DEv elopment LINE 2 CHOICE REIT DEVELOPMENT LANSDOWNE STATION REIMAGINE GALLERIA bloor st east bloor st station 1485 DUPONT STREET bus 168 bus 26 DUNDAS WEST STATION dundas st west TRANSPORTATION The Property boasts excellent transit connectivity as it is situated a short distance north of the TTC’s Dundas West and Lansdowne subway stations, as well as the newly completed Bloor GO and UP Express platform, providing an 8-minute direct trip to Toronto’s Downtown Core. The Bloor Danforth line of the TTC, Bloor GO and UP Express terminals are accessible by TTC Bus Route 168, connecting to Dundas West Station, in approximately 5 WALK SCORE TRANSIT SCORE BIKE SCORE MIN. minutes. Dupont Station of the Yonge-University Line is accessible by TTC Bus Route 26 in 15 minutes. There are also numerous street parking and 12 public lots within walking distance from the Site. Furthermore, the Site provides direct access to the West Toronto Railpath, the bike trail currently being TO UNION STATION VIA extended to provide active pedestrians and cyclists direct access to Downtown Toronto. 87 78 88 UP EXPRESS FOR LEASE | 1485 DUPONT STREET AMENITIES N stockyard village RETAIL & RESTAURANT CORRIDOR RESTAURANT/BAR/FOOD Vesuvio Purple Onion West of the Property along Dundas Street West is the core strip of The Junction, Playa Cabana Cantina Bunner featuring contemporary restaurants, craft breweries and specialty retailers. East Curry Twist Delight of the Property, along Dupont, resides another strip of unique restaurants, taverns La Revolucion Indie Alehouse and local retailers. The increasing presence of young professionals and families Pho Huong Farmhouse Tavern residing in the Junction allows the local retail to grow, and the community to flourish while maintaining the historic character. Residents from across Toronto 3030 Hole in the Wall are drawn to the area by its boutique furniture shops and renowned culinary hot Roux Euro Pasta spots. Grocery and pharmacy necessities are adjacent to the Bloor GO terminal Coast Leela Indian Food Bar at Shoppers Drug Mart and FreshCo. The Site is well positioned amongst many essential amenities appealing to many tenants and property owners alike. CAFE Just north of the site is Stockyards District neighbourhood, with retail nodes featuring local as well as national retailers including Walmart, Rona, Canadian Full Stop Cool Hand of a Girl Tire, Home Depot, Best Buy, and Metro. The Stockyards Village is the premier shopping centre serving the west Toronto community. Good Neighbour Crema The Beet Café Cranberries Starbucks Wilder Food DUPONT STREET DUNDAS STREET WEST 1485 dupont street FOR LEASE | 1485 DUPONT STREET AREA STATS WI THI N 5 KM 3KM AVERAGE MEANS OF HIN IT HOUSEHOLD TRAVEL TO W 3.3M SQ.FT. +12,000 POPULATION INCOME WORK PLANNED MIXED USE UNITS PROPOSED DEVELOPMENT WITHIN W ALK IN G D I S T CAR A 240,000 113,000 N $125,000 C 38% BETWEEN 24-44 PUBLIC E YEARS OF AGE 124,000 TRANSIT WALK 34,000 NUMEROUS 21,500 BICYCLE STREET PARKING FOR LEASE | 1485 DUPONT STREET 1485 DUPONT STREET FOR INQUIRIES AND TOURS PLEASE CONTACT: MACKENZIE SHARPE** SEAN CLINE* CBRE LTD Real Estate Brokerage Vice President Sales Associate 145 King St W, Suite 1100 [email protected] [email protected] Toronto, ON M5H 1JB +1 416 815 2382 +1 416 874 7277 +1 416.362.2244 **Broker *Sales Representative This disclaimer shall apply to CBRE Limited, Real Estate Brokerage, and to all other divisions of the Corporation; to include all employees and independent contractors (“CBRE”). The information set out herein, including, without limitation, any projections, images, opinions, assumptions and estimates obtained from third parties (the “Information”) has not been verified by CBRE, and CBRE does not represent, warrant or guarantee the accuracy, correctness and completeness of the Information. CBRE does not accept or assume any responsibility or liability, direct or consequential, for the Information or the recipient’s reliance upon the Information. The recipient of the Information should take such steps as the recipient may deem necessary to verify the Information prior to placing any reliance upon the Information. The Information may change and any property described in the Information may be withdrawn from the market at any time without notice or obligation to the recipient from CBRE. CBRE and the CBRE logo are the service marks of CBRE Limited and/or its affiliated or related companies in other countries. All other marks displayed on this document are the property of their respective owners. All Rights Reserved..
Load more

Recommended publications
  • Bus Bridging Decision-Support Toolkit: Optimization Framework and Policy Analysis
    Bus Bridging Decision-Support Toolkit: Optimization Framework and Policy Analysis by Alaa Itani A thesis submitted in conformity with the requirements for the degree of Master of Applied Science Department of Civil and Mineral Engineering University of Toronto © Copyright by Alaa Itani 2019 Bus Bridging Decision-Support Toolkit: Optimization Framework and Policy Analysis Alaa Itani Master of Applied Science Department of Civil and Mineral Engineering University of Toronto 2019 Abstract Bus Bridging is the strategy most commonly applied in responding to rail service interruptions in North America and Europe. In determining the required number of buses and source routes, most transit agencies rely on ad-hoc approaches based on operational experience and constraints, which can lead to extensive delays and queue build-ups at affected stations. This thesis developed an optimization model, to determine the optimal number of shuttle buses and route allocation which minimize the overall subway and bus riders delay. The generated optimal solutions are sensitive to bus bay capacity constraints along the shuttle service corridor. The optimization model is integrated with a previously developed simulation tool that tracks the evolution of system queues and delays throughout the bus bridging process. A set of bus bridging policy guidelines were developed based on further analysis of the optimization model outputs using a Classification and Regression Tree (CART) model. ii Acknowledgments First, I would like to thank my parents and for their continuous support and trust in my abilities. Although they were thousands of miles away, they were always supportive, I couldn’t have made it here without their presence.
    [Show full text]
  • Service Improvements for 2002
    SERVICE IMPROVEMENTS FOR 2002 Subway Streetcars Buses RT October 2001 Service Improvements for 2002 - 2 - Table of contents Table of contents Summary................................................................................................................................................................4 Recommendations ..............................................................................................................................................5 1. Planning transit service ...............................................................................................................................6 2. Recommended new and revised services for the Sheppard Subway .......................................10 Sheppard Subway.................................................................................................................................................................................10 11 BAYVIEW – Service to Bayview Station...........................................................................................................................................10 25 DON MILLS – Service to Don Mills Station ....................................................................................................................................11 Don Mills/Scarborough Centre – New limited-stop rocket route ....................................................................................................11 Finch East – Service to Don Mills Station...........................................................................................................................................11
    [Show full text]
  • Dupont Subway Station and Casa Loma
    Form Revised: February 2005 TORONTO TRANSIT COMMISSION REPORT NO. MEETING DATE: November 17, 2009 SUBJECT: DUPONT SUBWAY STATION AND CASA LOMA ACTION ITEM RECOMMENDATIONS It is recommended that the Commission: 1. Not change the name of Dupont Subway Station, or the routing of the 33 FOREST HILL bus route, noting that: • the current name of Dupont Station provides the best possible travel and orientation information to TTC customers; • an extension of the 33 FOREST HILL bus route south to Casa Loma and Spadina Station would attract very few new customers to the TTC and, therefore, would not satisfy the TTC’s ridership or financial performance standards; • there is signage in place at Dupont Subway Station, and in TTC customer information material, to assist TTC customers travelling to Casa Loma; • an improved “Station and Vicinity” map will soon be installed at Dupont Station, and this map will clearly display the location of Casa Loma relative to the station; and 2. Forward this report to the Board of Trustees of Casa Loma for their information. FUNDING This report has no effect on the TTC’s operating or capital budgets. BACKGROUND In a memo dated August 13, 2009, Vice-Chair Mihevc requested that staff report back on several issues related to Dupont Station: 1. Renaming the station to be called Casa Loma; DUPONT SUBWAY STATION AND CASA LOMA Page 2 2. Adding Casa Loma to the existing name so that it would be called “Dupont-Casa Loma;” 3. Keeping the name “Dupont” but adding wayfinding within the station and on TTC maps; 4.
    [Show full text]
  • Transit City Bus Plan August 2009 TRANSITCITY BUS PLAN
    Transit City Bus Plan August 2009 TRANSITCITY BUS PLAN TABLE OF CONTENTS EXECUTIVE SUMMARY.................................................................................................... 1 1.0 INTRODUCTION ...................................................................................................... 11 2.0 CURRENT TTC INITIATIVES TO IMPROVE BUS SERVICE ............................................ 12 2.1 MORE-FREQUENT BUS SERVICE, MORE HOURS OF THE DAY ............................ 12 2.2 MAKING BUS SERVICE MORE-RELIABLE, BETTER QUALITY ................................ 13 2.2.1 Hiring Excellent Front-Line Employees..................................................... 13 2.2.2 Customer-Focussed Training ................................................................... 13 2.2.3 Front-Line Workers: Eyes and Ears of the TTC ........................................ 14 2.2.4 More-Reliable Buses, More Accessible, More Amenities .......................... 14 2.2.5 Route Supervisors Help Make it Happen ................................................. 15 2.2.6 Improving and Expanding Wheel-Trans Specialized Service .................... 17 2.3 MAKING BUS SERVICES ACCESSIBLE FOR EVERYONE ....................................... 18 2.4 MAKING BUSES BETTER FOR THE ENVIRONMENT............................................. 19 2.5 IMPROVING CUSTOMER AMENITIES AND SERVICE INFORMATION ................... 19 2.5.1 Service Disruption Notifications.............................................................. 19 2.5.2 Next Vehicle Arrival System:
    [Show full text]
  • Directory of Services for African Newcomers BACKGROUND The
    Directory of Services for African Newcomers BACKGROUND The Directory of Services for African Newcomers has been developed to assist Settlement Workers and others working with African newcomers in making effective referrals to relevant services within the Greater Toronto Area. HOW TO USE THE DIRECTORY 1. Determine the Program Area that best matches the need(s) of your client. There are 15 Program Areas listed below. 2. Go to the Index located on page 31 to view an alphabetical listing of agencies that provide programs or services matching the identified Program Area. 3. Choose the agency you wish to consider. 4. Go to the agency listing, where you will be provided with detailed information about the agency including the location, eligibility criteria, and hours of operation. Please note that, in some cases, information such as Target/Focus of the Program, Eligibility, or Area Served is not indicated. This may mean that the information was not available at the time of printing, or that no criteria were specified. Users of the Directory are always advised to contact the agency directly for additional information. Program Area n Children’s Services n Community Development n Employment n Family Counselling n Health Services n Housing n Immigration n Interpretation/Translation n Language n Legal Services n Senior’s Services n Settlement n Training n Women’s Services n Youth Services For an Index of Program Areas refer to page 31. All information contained herein is accurate as of February 2001. African Canadian Community Trade and Cultural Exchange Tel: 416-350-9683 Fax: 416-539-8334 Address: 2192 Dundas St.
    [Show full text]
  • 2018 Budget Update for Information
    For Information Financial Update for the Period Ended July 6, 2019 and Major Projects Update Date: September 24, 2019 To: TTC Board From: Chief Financial Officer Summary This Report sets out operating and capital financial results for TTC Conventional and Wheel-Trans services for the six-month period ended July 6, 2019. Year-end projections are also provided. 2019 Operating Results Description Year-To-Date (6 Months) Year-End Projection ($Millions) Actual Budget Variance Projection Budget Variance TTC Conventional Gross Expenditures 963.2 978.8 (15.6) 1,890.2 1,906.2 (16.0) Revenue 630.0 642.4 (12.4) 1,265.3 1,284.3 (19.0) TTC Operating Subsidy 333.2 336.4 (3.2) 624.9 621.9 3.0 Wheel-Trans Gross Expenditures 75.4 76.6 (1.2) 149.0 149.0 0.0 Revenue 4.5 4.1 0.4 9.1 8.1 1.0 WT Operating Subsidy 70.9 72.5 (1.6) 139.9 140.9 (1.0) 2019 Capital Results Year-to-Date Description 2018 Actuals Year-End Projection ($ Millions) Budget $ % $ % TTC Base Capital 1,654.8 535.1 32.3% 1,399.6 84.6% TTC Transit Expansion 690.9 75.0 10.9% 436.3 63.1% Total 2,345.7 610.1 26.0% 1,835.8 78.3% Financial Update for the Period Ended July 6, 2019 and Major Projects Update Page 1 of 31 Financial Summary 2019 Operating Results Based on current trends, a $2 million combined (TTC Conventional and Wheel-Trans) operating deficit is anticipated.
    [Show full text]
  • Major Projects Update Report-P12 2018
    For Information Financial Update for the Year Ended December 31, 2018 and Major Projects Update Date: April 11, 2019 To: TTC Board From: Chief Financial Officer Summary This Report sets out operating and capital financial results for TTC Conventional and Wheel-Trans for the year ended December 31, 2018. These results are subject to audit and the audited financial statements will be presented to Audit and Risk Management Committee on May 29 and the TTC Board on June 12. 2018 Operating Results Financial Update for the Year Ended December 31, 2018 and Major Projects Update Page 1 2018 Capital Results Description 2018 Year-End Results ($ Millions) Budget $ % TTC Base Capital 1,662 1,271 76% TTC Transit Expansion 626 248 40% Financial Summary 2018 Operating Results Based on preliminary year-end results, TTC Conventional service is underspent by $38.3 million gross and $13.4 million net. The net variance includes the TTC refraining from making the budgeted $14.0 million draw from the TTC’s stabilization reserve. In addition, Wheel-Trans is underspent by $12.7 million gross and $11.5 million net. Any net operating underspending will be retained by the City in keeping with the surplus management policy. 2018 Capital Results Total TTC base capital expenditures at year end are $1.271 billion or 76% of the 2018 approved Capital Budget. In addition to base capital requirements, TTC also incurred $248 million in expenditures for transit expansion initiatives reflecting 40% of approved 2018 funding for TTC expansion projects. The 2018 capital underspending of $391 million for base capital expenditures and $379 million for expansion initiatives, totalling $770 million, will be carried forward into 2019 to complete capital work, in accordance with the City’s carry forward policy.
    [Show full text]
  • Line 1 Capacity Requirements - Status Update and Preliminary Implementation Strategy
    For Action Line 1 Capacity Requirements - Status Update and Preliminary Implementation Strategy Date: April 11, 2019 To: TTC Board From: Chief Capital Officer Summary Line 1 Yonge-University is the busiest rapid transit line in Canada. With more than 730,000 riders each weekday, the line plays a crucial role in moving people in Toronto and in the Greater Toronto region. It is closely integrated into the TTC network of surface routes, making more than 100 connections and interchanges seamlessly with regional services at 13 stations. Ridership on Line 1 has been growing consistently over the last 15 years, all along the line. At the busiest point on the line, south of Bloor-Yonge Station, morning peak ridership has reached maximums of 28,000 to 30,000 people per hour in the peak direction. This is in line with the current capacity of the service. Increases in ridership are mainly as a result of population and employment growth. Continued growth, along with planned transit expansion projects, is driving forecasted future ridership demand even higher. Current plans will permit modest increases in capacity over the next few years, until approximately 2026. After that point, the continued increase in ridership demand will introduce concerns for the continued safe, reliable, and effective ability of Line 1 to serve transit customers. In order to address these concerns, the TTC is undertaking a Line 1 Capacity Requirements Study, in collaboration with regional and municipal partners. The study is a comprehensive assessment of future expected demand. The study is assessing the changes to subway trains, stations and facilities, signals, electrical power, maintenance procedures, and operating strategies, including staffing, that will be required to meet the ridership demands.
    [Show full text]
  • Alternate Ridership Growth Strategy
    Alternate Ridership Growth Strategy Table of Contents INTRODUCTION ……………………………………………………………………………………….. 2 Public Transit and Climate Change ……………………………………………………………… 3 i. Greenhouse Gas (GHG) Emission Calculations ………………………………………… 3 PATH 1: GOOD SERVICE …………………………………………………………………………….. 5 1.1 Surface Transit Priority ……………………………………………………………………….. 7 1.2 More Frequent Service ……………………………………………………………………….. 9 1.2.1 Bus Network …………………………………………………………………………….. 9 1.2.2 Streetcar Network ………………………………………………………………………..12 1.2.3 Subway System ………………………………………………………………………….13 PATH 2: FULLY ACCESSIBLE ……………………………………………………………………….16 2.1 Free of Harassment & Descrimination ……………………………………………………….17 2.2 Supportive Communications & Wayfinding ………………………………………………….18 2.3 Adequate Physical Infrastructure ……………………………………………………………..18 2.4 Reliable Wheel-Trans Service ……………………………………………………………….. 19 2.5 A Fair PRESTO System ……………………………………………………………………….20 2.6 Safe Transit Access ……………………………………………………………………………21 PATH 3: AFFORDABLE FOR ALL …………………………………………………………………..23 3.1 Lower Fares ……………………………………………………………………………………. 24 3.2 Fair Fare Integration ……………………………………………………………………………26 PATH 4: CITY-WIDE RAPID TRANSIT ………………………………………………………………29 4.1 Public-Private Partnerships (P3's) ……………………………………………………………31 4.2 Supporting Sustainable Communities……………………………………………………….. 31 4.3 Bus Rapid Transit (BRT) Network …………………………………………………………… 32 4.4 Light Rail Transit (LRT) Network …………………………………………………………….. 32 4.5 Subway Network ………………………………………………………………………………. 33 EQUITABLE REVENUE TOOLS ………………………………………………………………………35
    [Show full text]
  • UPPER CANADA RAILWAY SOCIETY 2 * UCRS Newsletter • July 1992
    UPPER CANADA RAILWAY SOCIETY 2 * UCRS Newsletter • July 1992 UPPER CANADA RAILWAY SOCIETY EDITOR IN THIS MONTH'S NEWSLETTER Pat Scrimgeour Watching Trains Across Canada 3 (Some of our favourite places CONTRIBUTING EDITORS to sit and wait, and wait) John Carter, Art Clowes, Scott Haskill, Montreal—Toronto High-Speed Trains 4 Don McQueen, Sean Robitaille, History • Timing • Distance Number 513 - July 1992 Gray Scrimgeour, Chris Spinney, Motive Power and Rolling Stock 10 John Thompson, Gord Webster The Kincardine Connection 11 UPPER CANADA RAILWAY SOCIETY The Ferrophiliac Column 13 RO. BOX 122, STATION A EDITORIAL ADVISOR In Transit 15 TORONTO, ONTARIO M5W 1A2 Stuart I. Westland Transcontinental — Railway News 16 NOTICES CALENDAR NEW ADDRESSES FOR CONTRIBUTIONS Sunday, August 16 — Streetcar tour to commemorate the 100th Western Canada railway news — Gray Scrimgeoui; #570—188 anniversary of electric streetcar operation in Toronto. A six-hour Douglas Street; yictoria, B.C. V8V 2P1. tiip using a rebuilt PCC cap leaving from RusseU Carhouse on Queen Street East at 10:00 a.m. The ticket price is $22.00. For The Ferrophiliac Column — Art Clowes, 1625 ouest, boul. de information, caU Jeffrey Kay at 416 782-9252 or Jan Gregor at Maisoiuieuve, Suite 1600, Montreal (Quebec) H3H 2N4. 416 961-6605. To order tickets, send a cheque or money order Also, contributions can now be sent to Pat Scrimgeour by to Toronto Transportation Society P.O. Box 5187, Station A, CompuServe electronic mad at address 70613,362. Toronto, Ontario M5W 1N5. READERS' EXCHANGE Friday, August 21 - UCRS Toronto meeting, 7:30 p.m., at the Ray Bryson writes that he has a McClary van heater and CHP Heritage Centre.
    [Show full text]
  • Local Guide to Toronto
    Local Guide to Toronto Toronto While the classics have had a long and rich life in Southern Ontario, the name of this province’s capital bears witness to the importance – not of the European tradition – but of the indigenous tradition within its history. Toronto’s etymological fons et origo is tkaronto, a Mohawk word, probably meaning “where there are trees standing in the water.” Prior to European contact, the Mohawk peoples had used the name to describe their ancient fishing weirs in the straits of Lake Simcoe, just north of what is now called the Greater Toronto Area (GTA). But as French and British settlers began moving beyond the St Lawrence in ever-increasing numbers throughout the 18th century, colonizing the territory around the Great Lakes that was under the stewardship of the Iroquois Confederacy and the Confederacy of the Ojibwe and allied nations, tkaronto became Toronto on European lips and soon came to denote the incipient city on Lake Ontario’s north shore. By the time the Missisaugas of New Credit had surrendered their lands in the GTA to the British Crown in the Toronto Purchase of 1787 (a purchase that would not be settled until 2010, when the Government of Canada finally decided to make good on its side of the deal), the name Toronto was so firmly affixed to the region that, although Lieutenant-Colonel Simcoe decided to officially rechristen the city York at the end of the 18th century, its earlier name prevailed: York (or Muddy York, as the city was for a time un-affectionately called) was discarded and Toronto was lawfully returned in 1834, the year of the city’s incorporation.
    [Show full text]
  • Eglinton LRT Station Names
    Metrolinx Engage Report Eglinton LRT Station Names November 11, 2015 97 Front Street West 97, rue Front Ouest Toronto, Ontario M5J 1E6 Toronto (Ontario) M5J 1E6 - 2 - Contents Highlights .............................................................................................................................. 3 Methodology ......................................................................................................................... 4 Participation .......................................................................................................................... 8 Attendance ....................................................................................................................................8 Active Engagement ........................................................................................................................9 Moderation and Civility ....................................................................................................... 12 Traffic Sources ..................................................................................................................... 13 Facebook .....................................................................................................................................13 The Science Centre Member email Newsletter .............................................................................. 13 BlogTO.com ................................................................................................................................. 13 Twitter
    [Show full text]