Economic and Community Development Committee
The full agenda, as filed
All 21 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.
EC10.1adopted
Allocation of Capacity Building and Youth Identify and Impact Grants
This report recommends approval of the 2019 Identify 'N Impact youth-led grants to be made from Community Investment Funding, a project-based funding stream. A total of fifteen (15) projects are recommended for funding by a selection panel of six (6) youth community leaders for a total 2019 investment of $139,494.00. This report also includes information about a project that will work with African, Caribbean and Black Queer and Trans Youth to increase social service system capacity to address their unique needs, in support of the Toronto Action Plan to Confront Anti-Black Racism. This report speaks to two other actions related to city priorities: the disbursement of grants in 2020 to fund actions developed through Social Development and Action Plans in four (4) community revitalization neighbourhoods, and the disbursement of 2019 funds related to the TO Wards Peace program. Providing community grants is one way the city is working towards a future where all Torontonians live in vibrant, equitable, inclusive, safe neighbourhoods and communities where the needs of vulnerable people and communities are met.
The Economic and Community Development Committee recommends that: 1. City Council approve total funding of $139,494 allocated from the 2019 Identify 'N Impact investment program to fifteen (15) youth-led projects, as set out in Appendix A, to the report (November 14, 2019) from the Executive Director, Social Development, Finance and Administration, from the 2019 Approved Operating Budget for Social Development, Finance and Administration. 2. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate, or approve and disburse one-time Community Investment grants in 2020, with funding allocation to be subject to the annual budget process. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate, or approve and disburse one-time grants totalling $125,000 in support of the 2019 implementation of the TO Wards Peace program. 4. City Council request the Executive Director, Social Development, Finance and Administration to report back annually to the Economic and Community Development Committee on the grants approved through authority provided in recommendations 2 and 3.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council approve total funding of $139,494 allocated from the 2019 Identify 'N Impact investment program to fifteen (15) youth-led projects, as set out in Appendix A, from the 2019 Approved Operating Budget for Social Development, Finance and Administration. 2. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate, or approve and disburse one-time Community Investment grants in 2020, with funding allocation to be subject to the annual budget process. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate, or approve and disburse one-time grants totalling $125,000 in support of the 2019 implementation of the TO Wards Peace program. 4. City Council request the Executive Director, Social Development, Finance and Administration to report back annually to the Economic and Community Development Committee on the grants approved through authority provided in recommendations 2 and 3.
EC10.2adopted
Engagement of Non-Profit Organizations to Provide Mentoring Programs for Children Ages 7-11 - Update
The purpose of this report is to provide a response to the Economic and Community Development Committee motion to explore funding opportunities to develop a replicable pilot for a community based mentoring program based on the 40 developmental assets framework for school aged children between the ages of 6 and 12 years in Scarborough's Neighbourhood Improvement Areas. Social Development, Finance and Administration will develop and award one (1) grant to a not-for-profit organization currently delivering mentorship services in Scarborough Neighbourhood Improvement Areas to develop and deliver a collaborative, two year pilot that will increase the availability of mentorship programming for vulnerable six (6) to twelve (12) year old children while also activating or increasing the capacity of agencies who do this work to collectively extend their efforts. Social Development, Finance and Administration will consult with staff in Children's Services to ensure this work is in line with the Toronto Middle Childhood Strategy, as well as City staff working in the area of violence prevention to ensure this pilot contributes to positive youth development.
The Economic and Community Development Committee: 1. Received the report (November 19, 2019) from the Executive Director, Social Development, Finance and Administration for information.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration, recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC10.3referred
Central Etobicoke Community Hub Planning - Update
This report provides a review of high-level opportunities to co-locate multi-agency-led spaces in City of Toronto owned redevelopment sites to serve Ward 2. A summary of three recent community-led service and space location assessments of Central Etobicoke is also provided, as well as the results of the Investment Funding grant approved by City Council in June 2016. Central Etobicoke is an area bounded in the north to Highway 401, south to Burnhamthorpe Road (with some parts reaching Dundas Street), west to include Centennial Park and east just beyond Royal York Road. The area includes the following neighbourhoods: The West Mall, The East Mall, Markland Wood, Eatonville, Richview, Kingsview Village, Mabelle, Scarlettwood Court, Willowridge, and Capri.
The Economic and Community Development Committee: 1. Referred the item to the Executive Director, Social Development, Finance and Administration, in consultation with CreateTO, for further consideration and a report to the Economic and Community Development Committee in the second quarter of 2020 on the feasibility of a hub in Central Etobicoke with additional information on the opportunity and roles of the City and other stakeholders in the development and sustainment of a community hub.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC10.4adopted
This report seeks approval to extend a partnership to conduct longitudinal research that will contribute to the body of knowledge surrounding the impact of affordable child care on child and family outcomes. The Ontario Institute for Studies in Education has partnered with Toronto Children's Services to conduct research that will demonstrate how child care fee subsidy impacts child cognitive, language and school readiness outcomes as well as parental behaviours and responsivity. The research project requires an extension of the original five-year partnership, which started in 2014, for successful completion.
The Economic and Community Development Committee recommends that: 1. City Council authorize the General Manager, Children's Services to extend purchase order number 6041569 with the Ontario Institute for Studies in Education (OISE) at the University of Toronto for an additional two-year term, ending December 31, 2021, to enhance and quantify the evidence base supporting the impacts on child care fee subsidies on children, families, financial partners and the greater economy.
Staff recommendation as filed
The General Manager, Children's Services recommends that: 1. City Council authorize the General Manager, Children's Services to extend purchase order number 6041569 with the Ontario Institute for Studies in Education (OISE) at the University of Toronto for an additional two-year term, ending December 31, 2021, to enhance and quantify the evidence base supporting the impacts on child care fee subsidies on children, families, financial partners and the greater economy.
EC10.5amended
Regent Park Swim Pilot and Engagement Efforts - Status Update
This report responds to Council's direction for the Parks, Forestry and Recreation Division (PFR) to consult with the Access to Recreation Group in Regent Park to address local access to recreation services through programs, partnerships, permitted use of space and through broader community consultation on the Registration and Booking Transformation project, which seeks to replace the Division's registration and facility booking system. In addition, this report provides a status update on the Regent Park Swim Pilot program, as approved by City Council, as part of the 2019 budget process. In 2019, PFR established a Community Reference Group, comprised of members from the Access to Recreation Group and local schools, to consult on local recreational service delivery, particularly on the Regent Park Swim Pilot and the replacement of the Division's registration and facility booking system, which is at its end of its lifecycle.
The Economic and Community Development Committee: 1. Directed the General Manager, Parks, Forestry and Recreation, to report to the October 15, 2020 Economic and Community Development Committee with a year-end progress report on the Regent Park Swim Pilot program; and subject to the review, to report through the 2021 budget process on the feasibility of making the Regent Park Swim Pilot program a permanent program at the Pam McConnell Aquatic Centre.
Staff recommendation as filed
The General Manager, Parks, Forestry and Recreation recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC10.6adopted
Expansion of the Toronto Fire Services Data Portal
Since December 2017, Toronto Fire Services (TFS) has maintained a searchable online database, available to the public, for TFS inspection activities related to fire safety at high-rise residential buildings. This online portal, known as the "High-rise Residential Fire Inspection Results" contains data on all completed inspections conducted at high-rise buildings within the City of Toronto. This report responds to a March 2018 request from the Executive Committee for Toronto Fire Services to consider expanding the information available via the portal on Fire Inspections. The Fire Chief and General Manager, TFS proposes enhancing the information being provided on the portal to include information on both active and completed inspection matters for multi-unit residential occupancy types including high-rise, low-rise, small multi-unit buildings, rooming houses/group homes, hotels, motels, detention centres, and all vulnerable occupancy buildings. This expanded online portal will be renamed as the Fire Inspection Portal. The information posted on this expanded portal will continue to be available on the City's Open Data portal as well. Once the High-rise Residential Fire Inspection Results portal was established, TFS was contacted by Ombudsman Toronto, asking TFS to consider an expanded portal which would include additional public information on inspection matters. TFS consulted with Legal Services, IT Services as well as the City Clerk's Office to ensure this increased transparency is balanced with meeting all relevant privacy requirements. It is expected that the expanded Fire Inspection Portal will be fully operational by the end of 2020.
The Economic and Community Development Committee recommends that: 1. City Council adopt the proposed amendments to Chapter 79, Fire Services, as outlined in Attachment 1 to the report (November 19, 2019) from the Fire Chief and General Manager, Toronto Fire Services, to establish the responsibility for the Fire Chief and General Manager, Toronto Fire Services to maintain a record available to the general public concerning Ontario Fire Code inspection and enforcement activities of Toronto Fire Services in multi-unit residential and institutional occupancies in a manner and form as approved by the Fire Chief and General Manager in accordance with the proper administration and efficient operation of Toronto Fire Services.
Staff recommendation as filed
The Fire Chief and General Manager, Toronto Fire Services recommends that: 1. City Council adopt the proposed amendments to Chapter 79, Fire Services, as outlined in Attachment 1 to this report to establish the responsibility for the Fire Chief and General Manager, Toronto Fire Services to maintain a record available to the general public concerning Ontario Fire Code inspection and enforcement activities of Toronto Fire Services in multi-unit residential and institutional occupancies in a manner and form as approved by the Fire Chief and General Manager in accordance with the proper administration and efficient operation of Toronto Fire Services.
EC10.7adopted
Pilot Mediation Referral Program - Update
This report provides an update on the outcomes of a one-year pilot for a community mediation referral program to support By-law complaints that arise from disputes between neighbours. The program was established in the summer of 2018 as a partnership between the City's Municipal Licensing and Standards (MLS) division and St. Stephen's Community House. Noise, right of entry applications, and fences were chosen as areas of focus for the pilot program; these issues often involve disputes between neighbours where the two parties have an interest in maintaining or repairing their relationship. The one-year pilot program has demonstrated positive outcomes and this report recommends that the program continue and be expanded within MLS. Mediation can help address long-standing neighbour disputes and manage minor By-law issues. In addition, the ability to refer individuals to community mediation services is a useful tool for By-law Enforcement Officers (officers). There is no cost to the City for the operation of the mediation program and the program is free for participants. Any future costs related to program design and training will be accommodated within MLS' existing budget. Since the program was established, 36 cases have been referred to St. Stephen's Community House. Mediation can be a particularly useful tool in situations where there is no further action an officer can take due to no By-law violation, or a minor issue that does not warrant further City involvement. However, one or both parties can often be unwilling to participate and this limits the number of cases where mediation can be used. To enhance the program, staff will update procedures and training materials, increase education and outreach, and expand the use of community mediation services to a wider range of By-law enforcement services provided by MLS.
The Economic and Community Development Committee: 1. Received the report (November 20, 2019) from the Executive Director, Municipal Licensing and Standards for information.
Staff recommendation as filed
The Executive Director, Municipal Licensing and Standards recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC10.8amended
Seniors Services and Long-Term Care Implementation Plan and Update
This report provides a consolidated response to a number of Council directives including a proposed new emotion-centred approach to care in the City's 10 long-term care (LTC) homes. In addition, this report provides detailed information and updates on key initiatives related to priorities and strategic integration of City services for seniors including technological advancement, modernization and re-designing physical environments for Seniors Services and Long-Term Care (SSLTC) as well as progress to date on the Toronto Seniors Strategy Version 2.0. To improve care and service delivery for residents living in the City of Toronto's LTC homes, SSLTC is implementing a comprehensive approach to advance the following: - Improve outcomes for residents and their families - Increase staffing levels to provide more direct care and meet the increasingly complex care needs of residents - Foster a collaborative team and learning environment - Redesign the physical space to be less institutional, more home-like and comfortable. This report responds to Council direction to develop an emotion-centred approach to care while maintaining clinical excellence. This approach puts emphasis on the emotional needs of residents and supports positive relationships between them, staff, volunteers, family and other care partners in the home. In order to build and sustain quality relationships, the skills of awareness and recognition of our emotions in ourselves and in others are required. These skills lead to the ability to meet the emotional needs of others, through expressing empathy, support and connection. When we feel connected, our emotional needs are met; when our emotional needs are met, we can face life and enjoy it. This is the essence of emotion-centred care. Long-term care homes are not exclusively medical and nursing care institutions, they are social organizations where people who need care can continue to live their lives to the fullest. For the resident to experience long-term care as their home, meeting only care and medical needs is not enough. Residents also have social, emotional and psychological needs that staff support. Feeling "at home" also requires a sense of community, which is created from the collective involvement of everyone in the long-term care home - residents and families, staff, volunteers and community members, who all contribute to the community of care. This is the plan to achieve it.
The Economic and Community Development Committee recommends that: 1. City Council increase the direct care staffing levels from 3.5 to 4 hours of care per resident per day to address the rising acuity and complex care needs of long-term care home residents, including training, technical and physical environment enhancements, with funding allocation to be subject to annual review and consideration through the budget process. 2. City Council, authorize the General Manager, Seniors Services and Long-Term Care to implement and fully evaluate an emotion-centred approach to care pilot at Lakeshore Lodge, with funding to be considered as part of the 2020 budget process. 3. City Council request the provincial government to invest additional funding, 80 per cent cost-shared, to increase the level of care hours from 3.5 to 4 hours per resident per day to adequately care for vulnerable individuals living in the City of Toronto's long-term care homes. 4. City Council request the provincial government to fully fund the construction costs of building new long-term care beds, approved by City Council, in response to the recent provincial commitment to expand the number of long-term care beds across Ontario. 5. City Council direct CreateTO to work with Seniors Services and Long-Term Care to assess the feasibility and financial impacts of including long-term care beds as part of the redevelopment goals of the Six Points development of Etobicoke as a mixed use transit-oriented community, and request the General Manager, Seniors Services and Long-Term Care to report to Economic and Community Development Committee on the outcome of this work.
Staff recommendation as filed
The General Manager, Seniors Services and Long-Term Care recommends that: 1. City Council increase the direct care staffing levels from 3.5 to 4 hours of care per resident per day to address the rising acuity and complex care needs of long-term care home residents, including training, technical and physical environment enhancements, with funding allocation to be subject to annual review and consideration through the budget process. 2. City Council, authorize the General Manager, Seniors Services and Long-Term Care to implement and fully evaluate an emotion-centred approach to care pilot at Lakeshore Lodge, with funding to be considered as part of the 2020 budget process. 3. City Council request the provincial government to invest additional funding, 80 per cent cost-shared, to increase the level of care hours from 3.5 to 4 hours per resident per day to adequately care for vulnerable individuals living in the City of Toronto's long-term care homes. 4. City Council request the provincial government to fully fund the construction costs of building new long-term care beds, approved by City Council, in response to the recent provincial commitment to expand the number of long-term care beds across Ontario.
EC10.9adopted
The purpose of the report is to request authority to amend Contract Number 47021306 issued to GFS - Gordon Food Services Canada Ltd. The contract is based on the provincial funding per diem which is 100 percent provincial and zero net to the City. The provincial funding per diem for long-term care home residents has increased by 14.53 percent from $8.33 to $9.54. The contract is set up as an initial two years (April 1, 2018 to March 31, 2020), with three (3) one year options. The total potential contract value for all five years stands at $38,547,063.13 net of all taxes. This report requests an amendment to increase the contract value by $5,599,273.28 spread out across the initial term and the option years. The total potential value of the contract would increase from $38,547,063.13 to $44,146,336.40.
The Economic and Community Development Committee: 1. In accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law) granted authority to amend Contract Number 47021306 issued to GFS - Gordon Food Services Canada Ltd. for the provision of groceries to long-term care homes, by an additional amount of $5,599,273.28 net of all taxes ($5,602,743.69 net of HST recoveries) revising the overall contract value from $38,547,063.13 to $44,146,336.40 net of all taxes ($44,173,698.15 net of HST recoveries) based on the following: - Increasing the initial term of the contract (April 1, 2018 to March 31, 2020) by $2,161,707.89 net of HST recoveries from $14,881,840.25 (net of HST recoveries) to $17,043,548.14 (net of HST recoveries); - Increasing the first option year (April 1, 2020 to March 31, 2021) from $7,664,147.73 (net of HST recoveries) to $8,777,427.29; - Increasing the second option year (April 1, 2021 to March 31, 2022) from $7,894,072.16 (net of HST recoveries) to $9,040,750.11; - Increasing the third option year (April 1, 2022 to March 31, 2023) from $8,130,894.33 (net of HST recoveries) to $9,311,972.61;
Staff recommendation as filed
The General Manager, Seniors Services and Long-Term Care and the Chief Purchasing Officer recommend that: 1. In accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law) Economic and Community Development Committee grant authority to amend Contract Number 47021306 issued to GFS - Gordon Food Services Canada Ltd. for the provision of groceries to long-term care homes, by an additional amount of $5,599,273.28 net of all taxes ($5,602,743.69 net of HST recoveries) revising the overall contract value from $38,547,063.13 to $44,146,336.40 net of all taxes ($44,173,698.15 net of HST recoveries) based on the following: - Increasing the initial term of the contract (April 1, 2018 to March 31, 2020) by $2,161,707.89 net of HST recoveries from $14,881,840.25 (net of HST recoveries) to $17,043,548.14 (net of HST recoveries); - Increasing the first option year (April 1, 2020 to March 31, 2021) from $7,664,147.73 (net of HST recoveries) to $8,777,427.29; - Increasing the second option year (April 1, 2021 to March 31, 2022) from $7,894,072.16 (net of HST recoveries) to $9,040,750.11; - Increasing the third option year (April 1, 2022 to March 31, 2023) from $8,130,894.33 (net of HST recoveries) to $9,311,972.61;
EC10.10amended
This report is to obtain Economic and Community Development Committee's authority to amend (3) three existing non-competitive purchase orders and/or contract established for emergency services and (3) three existing contracts awarded for a (5) five year term in accordance with Request for Proposal No. 9119-16-7030 for the provision of Short Term Accommodations for shelter clients through the use of hotel/motel services for operated shelters. Shelter, Support and Housing Administration continues to contract with various hotels to provide shelter to homeless clients. The target values for the contracts and/or purchase orders that were established for these services will be exceeded at some point this year and in early 2020. Given the dollar value, the committee's approval is required to amend these purchasing vehicles. Economic and Community Development Committee approval is required in accordance with Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Purchasing Officer's authority of the cumulative five year commitment limit for each vendor under Article 7, Section 195-7.3(D) of the Purchasing By-law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71, Financial Control, Section 71-11a.
The Economic and Community Development Committee: 1. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), granted authority to approve an increase and extension of the existing non-competitive purchase order with Comfort Hotel Airport North (Purchase Order 6048213) by $4,054,019 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel service, increasing the contract value from $2,500,000 to $6,554,019. 2. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), granted authority to approve an increase and extension of the existing non-competitive purchase order with Alexandra Hotel (Contract 47022484) by $500,000 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel service, increasing the contract value from $500,000 to $1,000,000. 3. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), granted authority to approve an increase and extension of the existing non-competitive purchase order with Staybridge Suites Toronto Vaughan (Contract 47022485) by $1,200,000 net of Harmonized Sales Tax until December 30, 2020 for the provision of hotel service, increasing the contract value from $500,000 to $1,700,000. 4. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), granted authority to approve an increase of the existing blanket contract with New Lido Motel (Contract 47020409) by $1,500,000 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel service, increasing the contract value from $4,040,000.00 to $5,540,000. 5. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), granted authority to approve an increase of the existing blanket contract with Maple Leaf Motel (Contract 47020408) by $200,000 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel services, increasing the contract value from $1,510,000 to $1,710,000. 6. In accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), granted authority to approve an increase of the existing blanket contract with ALS - Alternative Living Solution (Contract 47020406) by $530,920 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel services, increasing the contract value from $3,080,000 to $3,610,920. 7. Requested the General Manager, Shelter, Support and Housing Administration, in consultation with City Planning and Corporate Real Estate Management, to report on the viability of purchasing properties (including hotels and motels) at locations where the City is the majority client, for the purposes of providing pathways out of homelessness.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration and the Chief Purchasing Officer recommend that: 1. The Economic and Community Development Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to approve an increase and extension of the existing non-competitive purchase order with Comfort Hotel Airport North (Purchase Order 6048213) by $4,054,019 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel service, increasing the contract value from $2,500,000 to $6,554,019. 2. The Economic and Community Development Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to approve an increase and extension of the existing non-competitive purchase order with Alexandra Hotel (Contract 47022484) by $500,000 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel service, increasing the contract value from $500,000 to $1,000,000. 3. The Economic and Community Development Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to approve an increase and extension of the existing non-competitive purchase order with Staybridge Suites Toronto Vaughan (Contract 47022485) by $1,200,000 net of Harmonized Sales Tax until December 30, 2020 for the provision of hotel service, increasing the contract value from $500,000 to $1,700,000. 4. The Economic and Community Development Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to approve an increase of the existing blanket contract with New Lido Motel (Contract 47020409) by $1,500,000 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel service, increasing the contract value from $4,040,000.00 to $5,540,000. 5. The Economic and Community Development Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to approve an increase of the existing blanket contract with Maple Leaf Motel (Contract 47020408) by $200,000 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel services, increasing the contract value from $1,510,000 to $1,710,000. 6. The Economic and Community Development Committee, in accordance with Section 71-11.1.C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-Law), grant authority to approve an increase of the existing blanket contract with ALS - Alternative Living Solution (Contract 47020406) by $530,920 net of Harmonized Sales Tax until December 31, 2020 for the provision of hotel services, increasing the contract value from $3,080,000 to $3,610,920.
EC10.11adopted
2019 Third Quarter Status Report on Audit Recommendations: Opening Doors to Stable Housing
The Auditor General's report Opening Doors to Stable Housing: An Effective Waiting List and Reduced Vacancy Rates Will Help More People Access Housing was adopted by City Council on July 16, 2019, along with 34 recommendations for the Shelter, Support and Housing Administration (SSHA) division. As detailed in the Management Response, SSHA agreed with and is working towards achieving all of the recommendations. At this meeting, City Council requested that SSHA report quarterly to City Council through the Economic and Community Development Committee, with information on service improvements and modernization initiatives made to the centralized waiting list, accuracy of waiting list data, an update on vacant units, the status of implementation of the new choice-based model, as well as progress made on the recommendations outlined by the Auditor General (Attachment A). This report provides the information requested, in regards to the third quarter of 2019.
The Economic and Community Development Committee: 1. Received the report (November 20, 2019) from the General Manager, Shelter, Support and Housing Administration for information.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration, recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC10.12adopted
The attached Toronto Economic Bulletin summarizes the most recent data available for key economic indicators benchmarking the city's economic performance.
The Economic and Community Development Committee recommends that: 1. City Council receive the report (November 14, 2019) from the General Manager, Economic Development and Culture for information.
Staff recommendation as filed
The General Manager, Economic Development and Culture, recommends that: 1. City Council receive this report for information.
EC10.13adopted
Promoting Culinary Experiences in Scarborough
The purpose of this report is to provide information on the efforts taken by the City of Toronto to promote Scarborough restaurants through Toronto's culinary programs. Toronto started the successful Winterlicious and Summerlicious programs in 2003 to encourage residents and visitors to experience the city's fine dining restaurants at compelling price points during normally slow business times of the year, and to generate positive economic activity in the industry. In 2014, the City launched the Cultural Hotspot program to shine a spotlight on neighbourhoods beyond the core. One part of the Cultural Hotspot program is HOT Eats, which promotes local food-related businesses. Scarborough was the first Cultural Hotspot in 2014, and the program returned to the area in 2018. Scarborough also has several popular food-related festivals that promote local eating establishments and recently several local Councillors have spearheaded specific projects. This report summarizes all this activity. Staff from the Economic Development and Culture Division are currently undertaking a review of the City's Winterlicious and Summerlicious programs to identify whether adjustments to design are required in response to changes to the market and industry since the program's inception.
The Economic and Community Development Committee: 1. Received the report (November 19, 2019) from the General Manager, Economic Development and Culture for information.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC10.14adopted
Appointments to Rogers Road Business Improvement Area Board of Management
The purpose of this report is to recommend that City Council establish a Board of Management for the new Rogers Road Business Improvement Area (BIA) and appoint directors to that board. The Rogers Road BIA falls within two Community Council boundaries.
The Economic and Community Development Committee recommends that: 1. City Council establish a Board of Management for the Rogers Road BIA consisting of nine (9) directors, including two (2) Councillors (Ward 5 York South-Weston and Ward 9 Davenport) and make the necessary amendments to Schedule A of Municipal Code Chapter 19. 2. In accordance with the City's Public Appointments Policy, City Council appoint the following nominees to the Rogers Road Business Improvement Area (BIA) Board of Management at the pleasure of Council, and for a term expiring at the end of the term of Council or as soon thereafter as successors are appointed: Borges, Emmanuel Brandao, Patricia Casullo, Renzo Coito, Brian Moir, Paul Oliveira, Clara Pinto, Ricardo
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council establish a Board of Management for the Rogers Road BIA consisting of nine (9) directors, including two (2) Councillors (Ward 5 York South-Weston and Ward 9 Davenport) and make the necessary amendments to Schedule A of Municipal Code Chapter 19. 2. In accordance with the City's Public Appointments Policy, City Council appoint the following nominees to the Rogers Road Business Improvement Area (BIA) Board of Management at the pleasure of Council, and for a term expiring at the end of the term of Council or as soon thereafter as successors are appointed: Borges, Emmanuel Brandao, Patricia Casullo, Renzo Coito, Brian Moir, Paul Oliveira, Clara Pinto, Ricardo
EC10.15adopted
Intention to Designate the Lawrence Ingram Keele Business Improvement Area
This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to designate the area generally bounded by Lawrence Avenue to the north, Keele Street to the west, Strathain Avenue/Woodborough Avenue to the south and the rail track to the east, as the Lawrence Ingram Keele Business Improvement Area (BIA). Upon completion of the poll, the General Manager of Economic Development and Culture will report on the results to City Council through the Economic and Community Development Committee. Subject to a positive poll result, staff shall prepare the necessary by-laws and bills to give effect thereto.
The Economic and Community Development Committee recommends that: 1. City Council state its intention to designate the area described by Attachment 1 to the report (November 14, 2019) from the General Manager, Economic Development and Culture, as the Lawrence Ingram Keele Business Improvement Area (BIA) under Chapter 19 of the City of Toronto Municipal Code. 2. City Council direct the City Clerk to send out a notice of City Council's intention to pass a By-law designating the area described by Attachment 1 to the report (November 14, 2019) from the General Manager, Economic Development and Culture, as a Business Improvement Area (BIA), in accordance with Chapter 19 of the City of Toronto Municipal Code. 3. City Council direct the Chief Information Officer to prepare designation By-law maps of the area as described by Attachment 1 to the report (November 14, 2019) from the General Manager, Economic Development and Culture, and submit them to the City Solicitor.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council state its intention to designate the area described by Attachment 1 as the Lawrence Ingram Keele Business Improvement Area (BIA) under Chapter 19 of the City of Toronto Municipal Code. 2. City Council direct the City Clerk to send out a notice of City Council's intention to pass a By-law designating the area described by Attachment 1 as a Business Improvement Area (BIA), in accordance with Chapter 19 of the City of Toronto Municipal Code. 3. City Council direct the Chief Information Officer to prepare designation By-law maps of the area as described by Attachment 1, and submit them to the City Solicitor.
EC10.16adopted
Business Improvement Areas (BIAs) - 2020 Operating Budgets - Report 1
This report brings forward Business Improvement Area (BIA) annual Operating Budgets for approval by City Council as required by the City of Toronto Act, 2006. City Council approval is required to permit the City to collect funds through a special tax levy on the commercial and industrial properties within the respective BIA boundaries. There are currently 83 established BIAs in the City of Toronto, of which 26 BIA 2020 Operating Budgets are submitted for City Council approval through this report. The recommendation in this report reflects the board-adopted 2020 Operating Budgets by the respective BIAs' Boards of Management and General Membership. Complete budgets and supporting documentation have been reviewed by City staff to ensure that the 2020 Operating Budgets for BIAs reflect Council's approved policies and practices.
The Economic and Community Development Committee recommends that: 1. City Council adopt and certify the 2020 recommended Operating Budgets and Levy requirements of the following Business Improvement Areas: Business Improvement Area 2020 Operating Budget ($) 2020 Levy Funds Required ($) Bloor by the Park 110,985 107,085 Bloor West Village 435,793 412,293 Broadview Danforth 418,415 315,562 Chinatown 656,197 459,162 Church-Wellesley Village 405,249 258,391 College West 32,472 22,384 Dupont by the Castle 179,456 137,842 Fairbank Village 386,228 299,786 Financial District 1,884,163 1,611,795 Forest Hill Village 445,552 196,931 Greektown on the Danforth 1,429,501 424,900 Kensington Market 211,127 168,338 Liberty Village 658,300 387,023 Little Italy 630,249 383,787 Mount Pleasant Village 257,980 227,438 Oakwood Village 60,842 29,058 Pape Village 121,703 99,933 Parkdale Village 281,234 250,536 Riverside District 319,104 200,239 Rogers Road 77,495 39,995 Roncesvalles Village 645,049 323,910 Rosedale Main Street 288,553 267,225 shoptheQueensway.com 408,917 159,501 The Beach 383,043 312,847 The Kingsway 540,091 345,740 West Queen West 379,292 353,848 Total 11,646,990 7,795,548
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. The Economic and Community Development Committee adopt and certify to City Council the 2020 recommended Operating Budgets and Levy requirements of the following Business Improvement Areas: Business Improvement Area 2020 Operating Budget ($) 2020 Levy Funds Required ($) Bloor by the Park 110,985 107,085 Bloor West Village 435,793 412,293 Broadview Danforth 418,415 315,562 Chinatown 656,197 459,162 Church-Wellesley Village 405,249 258,391 College West 32,472 22,384 Dupont by the Castle 179,456 137,842 Fairbank Village 386,228 299,786 Financial District 1,884,163 1,611,795 Forest Hill Village 445,552 196,931 Greektown on the Danforth 1,429,501 424,900 Kensington Market 211,127 168,338 Liberty Village 658,300 387,023 Little Italy 630,249 383,787 Mount Pleasant Village 257,980 227,438 Oakwood Village 60,842 29,058 Pape Village 121,703 99,933 Parkdale Village 281,234 250,536 Riverside District 319,104 200,239 Rogers Road 77,495 39,995 Roncesvalles Village 645,049 323,910 Rosedale Main Street 288,553 267,225 shoptheQueensway.com 408,917 159,501 The Beach 383,043 312,847 The Kingsway 540,091 345,740 West Queen West 379,292 353,848 Total 11,646,990 7,795,548
EC10.17adopted
Response to Partnerships That Produce: Best Practices for International Metropolitan Agreements
At its meeting on April 3, 2019, the Economic and Community Development Committee referred the item Partnerships That Produce: Best Practices for International Metropolitan Agreements from the World Trade Centre - Toronto and the Toronto Region Board of Trade to the General Manager, Economic Development and Culture, for review and report back. The purpose of this staff report is to comment on the presentation and report "Partnerships That Produce". The staff report also provides an overview of the City of Toronto's International Alliance Program (IAP), requests direction from City Council to undertake a review of the program and to report back to City Council with recommendations to enhance and modernize it.
The Economic and Community Development Committee recommends that: 1. City Council direct the General Manager, Economic Development and Culture to undertake a formal review of the International Alliance Program and report to City Council in 2020 with recommended changes to the program, with such a review to include: a. Develop a definition and criteria for Memorandum of Understanding (MOU) relationships and review the current definitions of Partnership and Friendship Cities. b. Review and update the current city selection criteria for the International Alliance Program and develop similar criteria for Memorandums of Understanding. c. Review current signing authorities and practices related to signing agreements under the International Alliance Program, in consultation with Legal Services. d. Analyze current Partnerships, Friendship Cities and Memorandums of Understanding agreements to ensure they align with the City's objectives, and make recommendations to continue, modify or conclude agreements, as necessary. e. Undertake an analysis of the annual resources required to ensure the maintenance of successful city-to-city relationships. f. Consider strategies to better inform City divisions on international activities and commitments. 2. City Council impose a moratorium on signing new city-to-city agreements until the review of the International Alliance Program has been completed and its results considered as part of a report to City Council in 2020.
Staff recommendation as filed
The General Manager, Economic Development and Culture, recommends that: 1. City Council direct the General Manager, Economic Development and Culture to undertake a formal review of the International Alliance Program and report to City Council in 2020 with recommended changes to the program, with such a review to include: a. Develop a definition and criteria for Memorandum of Understanding (MOU) relationships and review the current definitions of Partnership and Friendship Cities. b. Review and update the current city selection criteria for the International Alliance Program and develop similar criteria for Memorandums of Understanding. c. Review current signing authorities and practices related to signing agreements under the International Alliance Program, in consultation with Legal Services. d. Analyze current Partnerships, Friendship Cities and Memorandums of Understanding agreements to ensure they align with the City's objectives, and make recommendations to continue, modify or conclude agreements, as necessary. e. Undertake an analysis of the annual resources required to ensure the maintenance of successful city-to-city relationships. f. Consider strategies to better inform City divisions on international activities and commitments. 2. City Council impose a moratorium on signing new city-to-city agreements until the review of the International Alliance Program has been completed and its results considered as part of a report to City Council in 2020.
EC10.18adopted
City-owned Spaces for Do-it-Yourself Events
The Toronto Music Advisory Committee considered presentations on November 8, 2019 on Paris: Do It Yourself Spaces, and the Community Space Tenancy Policy related to City-owned Spaces for Do-it-Yourself Events.
The Economic and Community Development Committee: 1. Requested the General Manager, Economic Development and Culture to consult with stakeholders in the music and arts and culture sector, as part of the work on potential Do-It-Yourself (DIY) venues on city-owned space.
Staff recommendation as filed
The Toronto Music Advisory Committee recommends that: 1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture to consult with stakeholders in the music and arts and culture sector, as part of the work on potential Do-It-Yourself (DIY) venues on city-owned space.
EC10.19adopted
Strategies for Assisting Live Music Venues
The Toronto Music Advisory Committee considered a presentation on November 8, 2019 on Strategies for Assisting Live Music Venues.
The Economic and Community Development Committee: 1. Requested the General Manager, Economic Development and Culture to: a. Establish an interdivisional working group, including Economic Development and Culture, Corporate Finance, City Planning and other necessary city staff; and b. Report to the Toronto Music Advisory Committee on February 20, 2020 and to the Economic and Community Development Committee with a review and steps to develop a rebate program for live music venues, and other financial options to support live music in the City of Toronto.
Staff recommendation as filed
The Toronto Music Advisory Committee recommends that: 1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture to: a. Establish an interdivisional working group, including Economic Development and Culture, Corporate Finance, City Planning and other necessary city staff; and b. Report to the Toronto Music Advisory Committee on February 20, 2020 and to the Economic and Community Development Committee with a review and steps to develop a rebate program for live music venues, and other financial options to support live music in the City of Toronto.
EC10.20adopted
Sustainability - Options for Power Access and Solid Waste Management - Film Industry
The Film, Television and Digital Media Advisory Board considered a presentation on November 15, 2019 on Sustainability - Options for Power Access and Solid Waste Management.
The Economic and Community Development Committee: 1. Requested the General Manager, Economic Development and Culture to work with appropriate city staff from other divisions to develop a pilot project that would reduce the use of diesel generators through the installation of power tie-ins in priority areas, including in new developments.
Staff recommendation as filed
The Film, Television and Digital Media Advisory Board recommend that: 1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture to work with appropriate city staff from other divisions to develop a pilot project that would reduce the use of diesel generators through the installation of power tie-ins in priority areas, including in new developments.
EC10.21adopted
Rivertowne Social Development Coordinator
At its meeting on November 26, 2016, Community Development and Recreation Committee approved a motion directing staff to establish a working group to address the ongoing community trauma caused by incidences of violence in Rivertowne, and to evaluate the effectiveness of the current systemic and neighbourhood specific strategies currently employed in such circumstances. An update report was provided to the Community Development and Recreation Committee at the March 27, 2017 meeting. It read, in part, as follows: "Unlike other revitalization projects, the physical redevelopment of Rivertowne was not accompanied by a community-driven Social Development Plan. As a result, Rivertowne has not experienced the same level of consistent, targeted social support as other revitalization communities. While there have been a number of disconnected interventions offered within the community, a coordinated and resourced approach was lacking. In response, the City and TCHC initiated the Rivertowne Project Management Team (PMT), which includes staff from Social Development, Finance and Administration, Toronto Public Health, Toronto Employment and Social Services, Parks, Forestry and Recreation, Toronto Community Housing, Toronto Police Services (TPS) and Ralph Thornton Community Centre. The PMT is composed of frontline City and agency staff that provide direct program and service support. The purpose of the PMT is to lead, strategize and problem-solve in a coordinated manner that maximizes existing resources and identifies collaborative opportunities." While the PMT made some progress it has become increasingly clear that having a dedicated Community and Social Development Coordinator to provide the leadership and coordination required to deliver on the community needs assessment, to refine a social development plan, to maximize the resources and expertise of the partner organizations currently working in Rivertowne, and to identify potential new partners is urgently required to address the ongoing issues and to strengthen the social inclusion and cohesion. Residents in Rivertowne have once again experienced more instances of gun violence. This has once again underscored the need for robust and responsive support systems and a clear need for a more coordinated approach.
The Economic and Community Development Committee: 1. Requested the Deputy City Manager, Community and Social Services, to request resources in the 2020 budget process to fund a full time Social Development Co-ordinator position in the Ralph Thornton Centre to fully develop and coordinate the implementation of the Social Development Plan for the Rivertowne revitalization with special emphasis on youth, employment and seniors in Rivertowne.
Staff recommendation as filed
Councillor Paula Fletcher recommends that: 1. The Economic and Community Development Committee request the Deputy City Manager, Community and Social Services, to request resources in the 2020 budget process to fund a full time Social Development Co-ordinator position in the Ralph Thornton Centre to fully develop and coordinate the implementation of the Social Development Plan for the Rivertowne revitalization with special emphasis on youth, employment and seniors in Rivertowne.