Economic and Community Development Committee
The full agenda, as filed
All 15 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.
EC18.1received
Annual Greater Toronto Airports Authority (GTAA) Update and COVID-19 Impacts at Toronto Pearson
Deborah Flint, President and Chief Executive Officer, Greater Toronto Airports Authority, and Rajeev Viswanathan, Board Member, Greater Toronto Airports Authority Board of Directors, will give a presentation on Annual Greater Toronto Airports Authority (GTAA) Update and COVID-19 Impacts at Toronto Pearson. The presentation will also focus on areas of possible collaboration between the GTAA and the City of Toronto during the economic recovery from the ongoing global pandemic.
The Economic and Community Development Committee: 1. Received the presentation from Deborah Flint, President and Chief Executive Officer, Greater Toronto Airports Authority, and Rajeev Viswanathan, Board Member, Greater Toronto Airports Authority Board of Directors, headed "2020 Greater Toronto Airports Authority (GTAA) Annual Update to the City of Toronto", for information.
EC18.2amended
The General Manager, Economic Development and Culture, will give a presentation on Economic Development and Culture - Impacts of COVID-19 Pandemic Response on Current and Forecasted Service Levels. The presentation will also focus on the status of major strategies and initiatives.
The Economic and Community Development Committee recommends that: 1. City Council receive the presentation (December 7, 2020) from the General Manager, Economic Development and Culture, and staff, headed "Economic Development and Culture: Impacts of 2020 COVID-19 Pandemic Response on Current and Forecasted Service Levels", for information.
EC18.3adopted
At its meeting on November 20, 2020, the Toronto Accessibility Advisory Committee considered Item DI11.3, Supporting People with Disabilities in Toronto During and Beyond COVID-19 - Shelter, Support and Housing Administration.
The Economic and Community Development Committee recommends that: 1. City Council direct the Executive Director, Housing Secretariat, in collaboration with the General Manager, Shelter, Support and Housing Administration, to report to the Toronto Accessibility Advisory Committee in the first quarter of 2021 on an intersectional approach to support equity-seeking groups, including persons with disabilities experiencing homelessness, to access housing with appropriate supports.
Staff recommendation as filed
The Toronto Accessibility Advisory Committee recommends to the Economic and Community Development Committee that: 1. City Council direct the Executive Director, Housing Secretariat, in collaboration with the General Manager, Shelter, Support and Housing Administration, to bring forward a report in the first quarter of 2021 to the Toronto Accessibility Advisory Committee outlining an intersectional approach to support equity-seeking groups, including persons with disabilities experiencing homelessness, to access housing with appropriate supports.
EC18.4adopted
COVID-19 Response and Accessibility - Parks, Forestry and Recreation Programs
At its meeting on November 20, 2020, the Toronto Accessibility Advisory Committee considered Item DI11.4, COVID-19 Response and Accessibility - Parks, Forestry and Recreation Programs.
The Economic and Community Development Committee recommends that: 1. City Council direct the General Manager, Parks, Forestry and Recreation, in collaboration with the Chief Communications Officer, to update the City of Toronto's website to include all City recreation programs operating during the COVID-19 pandemic, indicating which programs are accessible, and communicate changes through all appropriate City channels and to report to the Toronto Accessibility Advisory Committee in the first quarter of 2021.
Staff recommendation as filed
The Toronto Accessibility Advisory Committee recommends to the Economic and Community Development Committee that: 1. City Council direct the General Manager, Parks, Forestry and Recreation, in collaboration with the Chief Communications Officer, to update the City of Toronto's website to include all City recreation programs operating through the COVID-19 pandemic, indicating which programs are accessible, communicate changes through all appropriate City channels, and report back to the Toronto Accessibility Advisory Committee in the first quarter of 2021.
EC18.5adopted
Selection Process to Open a Temporary Shelter for Physical Distancing at 30 Norfinch Drive
The purpose of the report is to provide an overview of the process that was used to establish the temporary shelter at 30 Norfinch Drive as requested by City Council through MM25.29, Process to Select and Open Temporary Sites for Physical Distancing in Shelters. Shelter, Support and Housing Administration conducted a comprehensive search for physical distancing spaces for shelter residents as part of the City's COVID-19 response. As part of these ongoing efforts, the City identified the Holiday Inn Express North York located at 30 Norfinch Drive for use as a temporary shelter for physical distancing. Properties were assessed by an interdivisional team against By-law and program requirements. The site met all requirements of the selection process and the City signed a lease for the property commencing May 17, 2020.
The Economic and Community Development Committee recommends that: 1. City Council receive the report (November 18, 2020) from the Deputy City Manager, Community and Social Services, for information.
Staff recommendation as filed
The Deputy City Manager, Community and Social Services recommends that: 1. City Council receive this report for information.
EC18.6adopted
Central Intake Shelter Access Data Indicators and Trends - Update
The purpose of this staff report is to provide an update on Central Intake shelter access data indicators and trends. This includes a description of recent enhancements to Central Intake; an update on shelter system capacity and changes related to COVID-19; a report on Central Intake call volumes, key performance indicators, and its referral process; and an update on available data describing the current demand for shelter spaces. This report finds that while Central Intake continues to meet its customer service targets despite unprecedented increases in call volume, demand continues to be hard to predict and there may be individuals who are not able to access a shelter space through Central Intake within a 24-hour period. A number of immediate service improvements are underway to increase access to shelter spaces and continue to enhance data processes in order to improve customer service and referral efficiency, and to better understand these trends to increase services that respond to specific needs. These improvements include additional capacity being added to the system through the winter services plan, continued roll out of Wrap-up Code data, further analysis of the service queue, improvements to the accuracy of capacity reporting in the Shelter Management Information System, and continuing to work with shelter providers to ensure the quick turnover of spaces while maintaining COVID-19 cleaning protocols. The goal of these improvements is to ensure that all spaces in the system are used, and to be as efficient as possible with available spaces. SSHA is committed to continuing to enhance the use of data in planning services for people experiencing homelessness by enhancing our data collection and reporting capabilities. Indicators related to shelter access, number of people experiencing homelessness, length of homelessness and returns to the shelter system are all under development and will be reported publicly to track and report on our progress at achieving these outcomes.
The Economic and Community Development Committee: 1. Received the report (November 20, 2020) 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.
EC18.7adopted
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 outlining how the Shelter, Support and Housing Administration division (SSHA) can improve its administration of the centralized waiting list for subsidized housing. At this meeting, City Council requested that SSHA report quarterly to the Economic and Community Development Committee on the following: - Progress on the implementation of the new choice-based housing access model; - Centralized waiting list data, including the number of households on the centralized waiting list; the average number of offers required to fill a vacancy; and the number of applicants housed; - Vacancy data, including how long units stay vacant and reasons for vacancies; and - Updates on the implementation of recommendations made by the Auditor General. The report covering the first quarter of 2020 was initially scheduled to be considered by the Economic and Community Development Committee in June 2020, however was postponed due to the COVID-19 pandemic. This report provides the information requested for the first, second and third quarters of 2020. SSHA agrees with, and is currently working towards all recommendations made by the Auditor General. Of the 34 recommendations, 10 recommendations have been completed with work underway to address the balance, with some impacts to original timelines due to the City's emergency response to the COVID-19 pandemic.
The Economic and Community Development Committee: 1. Received the report (November 23, 2020) 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.
EC18.8amended
Toronto Rent Bank and Eviction Prevention in the Community Programs - Update
In the context of COVID-19, when many households are facing economic uncertainty, eviction prevention programs are critical strategies to minimize the flow to people into homelessness. Eviction prevention is also identified in the City's HousingTO Action Plan as a key strategy in ensuring positive outcomes for households in Toronto and reducing pressure on the shelter system. In alignment with the Interim Shelter Recovery and Infrastructure Implementation Plan, the City has already made a significant commitment to expanding supports for households at risk of eviction to prevent people from becoming homeless due to eviction during the pandemic. Over the past 6 months, Shelter, Support and Housing Administration (SSHA) has taken a number of steps to respond to emerging needs and pressures, including making additional program enhancements to help households facing economic uncertainty to maintain their housing during this time of crisis. SSHA currently funds and delivers programs to help prevent evictions in Toronto, including the Toronto Rent Bank program and the Eviction Prevention in the Community program. These eviction prevention programs promote housing stability among low-income and vulnerable households across Toronto. This report responds to City Council's request to report back to the Planning and Housing Committee on the feasibility of expanding the Toronto Rent Bank and the Eviction Prevention in the Community programs. This staff report outlines the current actions underway to expand access to the Toronto Rent Bank and the Eviction Prevention in the Community programs, as well as identifying additional options for the short- and medium-term to increase access to eviction prevention programs and services in Toronto for low-income and vulnerable households.
The Economic and Community Development Committee: 1. Requested the General Manager, Shelter, Support and Housing Administration, to report to the Economic and Community Development Committee in the first quarter of 2021, as part of the ongoing evaluation and redesign work on the Toronto Rent Bank and the Eviction Prevention in the Community programs, on the following issues: a. accelerating, as a COVID-19 response enhancement, the ongoing work to improve the effectiveness of the Toronto Rent Bank and the Eviction Prevention in the Community programs; b. consideration of further expanding the Toronto Rent Bank program eligibility criteria, transitioning from repayable loans to non-repayable grants, and focusing additional outreach to communities disproportionately affected by COVID-19; c. expanding the list of designated Eviction Prevention in the Community program referral sources, targeted outreach campaigns, and undertaking a third-party external evaluation of the program; and d. identification of any additional resources required.
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.
EC18.9adopted
Non-Competitive Contract with Neighbourhood Information Post for Rent Bank Administration Services
The purpose of this report is to seek City Council authority for the General Manager, Shelter, Support and Housing Administration, to enter into a non-competitive contract with Neighbourhood Information Post to ensure ongoing Toronto Rent Bank administration services for the period of January 1, 2021 to March 31, 2023. The potential contract value for the Toronto Rent Bank administration services is $1,098,348 Gross and Net $0. The Toronto Rent Bank provides interest-free loans to low income tenants in imminent danger of losing their homes due to rental arrears, and to low income tenants for first and/or last month's rent deposits who are moving to more affordable and/or stable housing. The Toronto Rent Bank consists of a Rent Bank Loan Fund, from which funding for loans is drawn and repaid loans are deposited, and Rent Bank Administration. Both components of the Toronto Rent Bank are provincially funded. In 2015, Neighbourhood Information Post (NIP) was successful in Request for Proposal (RFP) Number 9121-14-7149 to provide Rent Bank Administration. NIP's contract for Rent Bank Administration ended on September 30, 2020 and a bridge contract for the period October 1, 2020 to December 31, 2020 is currently in process to cover requirements pending approval of this report. A review of the Rent Bank program commenced in 2019, with the objective of incorporating recommended program changes into the RFP for Rent Bank Administration in 2020. Due to the COVID-19 pandemic, the completion of the review was delayed and implementation was put on hold. As a result, the new competitive procurement process for Rent Bank Administration services did not proceed during this time. At present, NIP continues to administer the Toronto Rent Bank, meeting current requirements at fair market pricing. Based on their ability to meet our requirements and provide specialized services, the delays in the Rent Bank review, and the impact of COVID-19 on the procurement process, a non-competitive procurement with Neighbourhood Information Post is required to ensure ongoing Rent Bank service delivery. The continuation of the Toronto Rent Bank under the administration of NIP for an additional two-year period will permit staff to complete the program review and plan a procurement process for Rent Bank services starting April 1, 2023 that will incorporate the results of the review, as well as consider additional service revisions related to the COVID-19 pandemic response. City Council approval is required under Municipal Code Chapter 195 Purchasing, where the current request exceeds the Chief Purchasing Official's authority of the cumulative five-year commitment for each vendor, under Article 7, Section 195-7.3D of the Purchasing By-law or exceeds the threshold of $500,000 net of HST allowed under staff authority as per the Toronto Municipal Code, Chapter 71 - Financial Control, Section 71-11A.
The Economic and Community Development Committee recommends that: 1. City Council authorize the General Manager, Shelter, Support and Housing Administration, to negotiate and enter into a new non-competitive contract with Neighbourhood Information Post for rent bank administration services in the amount of $1,098,348 gross and net $0 for the period of January 1, 2021 to March 31, 2023.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration, and the Chief Procurement Officer recommend that: 1. City Council authorize the General Manager, Shelter, Support and Housing Administration, to negotiate and enter into a new non-competitive contract with Neighbourhood Information Post for rent bank administration services in the amount of $1,098,348 gross and net $0 for the period of January 1, 2021 to March 31, 2023.
EC18.10adopted
The purpose of the report is to request authority to amend Contract Number 47022687 issued to Mister Chemical Ltd. The contract is set up as an initial year (February 21, 2020 to March 31, 2021), with four (4) one-year optional terms. The total potential contract value for all five years stands at $621,143 net of all taxes. This report requests an amendment to increase the contract value by $1,285,000 spread out across the initial term and the four (4) optional years. The total potential value of the contract would increase from $621,143 to $1,906,143, net of all applicable taxes and charges. The requested contract amendment is required as a result of the COVID-19 pandemic, additional disinfectant products, hand sanitizer dispensers and hand sanitizer needed to respond to the pandemic within the City's directly operated long-term care homes. The prolonged and significant increase in product usage was not anticipated and has resulted in the need to increase the contract value and procurement. Additional provincial funding has been received to offset the increased costs associated with the COVID-19 pandemic response.
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, granted authority to amend Contract Number 47022687, issued to Mister Chemical Ltd. for the provision of housekeeping and laundry chemicals to long-term care homes, by an additional amount of $1,285,000 net of all taxes ($1,307,617 net of Harmonized Sales Tax recoveries) based on the following: a. Increasing the initial term of the contract (February 21, 2020 to March 31, 2021) by $481,330 net of Harmonized Sales Tax recoveries from $119,054 (net of Harmonized Sales Tax recoveries) to $600,384 (net of Harmonized Sales Tax recoveries); b. Increasing the first option year (April 1, 2021 to March 31, 2022) by $197,505 net of Harmonized Sales Tax recoveries from $122,626 (net of Harmonized Sales Tax recoveries) to $320,131 (net of Harmonized Sales Tax recoveries); c. Increasing the second option year (April 1, 2022 to March 31, 2023) by $203,430 net of Harmonized Sales Tax recoveries from $126,305 (net of Harmonized Sales Tax recoveries) to $329,735 (net of Harmonized Sales Tax recoveries); d. Increasing the third option year (April 1, 2023 to March 31, 2024) by $209,533 net of Harmonized Sales Tax recoveries from $130,094 (net of Harmonized Sales Tax recoveries) to $339,627 (net of Harmonized Sales Tax recoveries); and e. Increasing the fourth option year (April 1, 2024 to March 31, 2025) by $215,819 net of Harmonized Sales Tax recoveries from $133,997 (net of Harmonized Sales Tax recoveries) to $349,816 (net of Harmonized Sales Tax recoveries).
Staff recommendation as filed
The Interim General Manager, Seniors Services and Long-Term Care, and the Chief Procurement Officer recommend that: 1. In accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law), the Economic and Community Development Committee grant authority to amend Contract Number 47022687, issued to Mister Chemical Ltd. for the provision of housekeeping and laundry chemicals to long-term care homes, by an additional amount of $1,285,000 net of all taxes ($1,307,617 net of Harmonized Sales Tax recoveries) based on the following: - Increasing the initial term of the contract (February 21, 2020 to March 31, 2021) by $481,330 net of Harmonized Sales Tax recoveries from $119,054 (net of Harmonized Sales Tax recoveries) to $600,384 (net of Harmonized Sales Tax recoveries); - Increasing the first option year (April 1, 2021 to March 31, 2022) by $197,505 net of Harmonized Sales Tax recoveries from $122,626 (net of Harmonized Sales Tax recoveries) to $320,131 (net of Harmonized Sales Tax recoveries); - Increasing the second option year (April 1, 2022 to March 31, 2023) by $203,430 net of Harmonized Sales Tax recoveries from $126,305 (net of Harmonized Sales Tax recoveries) to $329,735 (net of Harmonized Sales Tax recoveries); - Increasing the third option year (April 1, 2023 to March 31, 2024) by $209,533 net of Harmonized Sales Tax recoveries from $130,094 (net of Harmonized Sales Tax recoveries) to $339,627 (net of Harmonized Sales Tax recoveries); and - Increasing the fourth option year (April 1, 2024 to March 31, 2025) by $215,819 net of Harmonized Sales Tax recoveries from $133,997 (net of Harmonized Sales Tax recoveries) to $349,816 (net of Harmonized Sales Tax recoveries).
EC18.11adopted
Business Improvement Areas (BIAs) - 2021 Operating Budgets - Report 1
This report brings forward Business Improvement Area (BIA) annual Operating Budgets for approval by City Council as required by the City of Toronto Act, 2006. City Council approval is required to permit the City to collect funds through a special tax levy on the commercial and industrial properties within the respective BIA boundaries. There are currently 84 established BIAs in the City of Toronto, of which 23 BIA 2021 Operating Budgets are submitted for City Council approval through this report. The recommendation in this report reflects the Board-adopted 2021 Operating Budgets by the respective BIAs' Boards of Management and General Membership. Complete budgets and supporting documentation have been reviewed by City staff to ensure that the 2021 Operating Budgets for BIAs reflect Council's approved policies and practices. Two COVID-19 related themes emerge in these budget submissions: a number of BIAs are specifically attempting to reduce financial demands on their memberships and a number of BIAs are exercising caution by postponing festivals and events.
The Economic and Community Development Committee recommends that: 1. City Council adopt and certify the 2021 recommended Operating Budgets and Levy requirements of the following Business Improvement Areas: Business Improvement Area 2021 Operating Budget ($) 2021 Levy Funds Required ($) Bloor by the Park 83,707 73,773 Bloor Street 4,175,928 1,650,000 Bloor-Yorkville 4,447,712 3,381,368 Chinatown 619,236 459,161 Church-Wellesley Village 331,388 258,391 Dupont by the Castle 258,053 137,841 Financial District 1,929,059 1,450,615 Forest Hill Village 245,095 196,931 GreekTown on the Danforth 1,414,721 424,900 Lawrence Ingram Keele 219,988 189,988 Leslieville 215,607 139,569 Liberty Village 430,003 387,023 Little Italy 591,615 383,519 Pape Village 141,352 98,005 Parkdale Village 276,707 232,907 Riverside District 305,066 200,240 Roncesvalles Village 506,434 323,910 St. Lawrence Market Neighbourhood 1,634,214 1,281,023 The Eglinton Way 427,589 290,037 Toronto Entertainment District 3,413,149 3,085,761 Trinity Bellwoods 86,679 57,573 Village of Islington 224,532 147,453 Yonge + St. Clair 730,817 541,710 Total 22,708,651 15,391,698
Staff recommendation as filed
The Chief Financial Officer and Treasurer recommends that: 1. City Council adopt and certify the 2021 recommended Operating Budgets and Levy requirements of the following Business Improvement Areas: Business Improvement Area 2021 Operating Budget ($) 2021 Levy Funds Required ($) Bloor by the Park 83,707 73,773 Bloor Street 4,175,928 1,650,000 Bloor-Yorkville 4,447,712 3,381,368 Chinatown 619,236 459,161 Church-Wellesley Village 331,388 258,391 Dupont by the Castle 258,053 137,841 Financial District 1,929,059 1,450,615 Forest Hill Village 245,095 196,931 GreekTown on the Danforth 1,414,721 424,900 Lawrence Ingram Keele 219,988 189,988 Leslieville 215,607 139,569 Liberty Village 430,003 387,023 Little Italy 591,615 383,519 Pape Village 141,352 98,005 Parkdale Village 276,707 232,907 Riverside District 305,066 200,240 Roncesvalles Village 506,434 323,910 St. Lawrence Market Neighbourhood 1,634,214 1,281,023 The Eglinton Way 427,589 290,037 Toronto Entertainment District 3,413,149 3,085,761 Trinity Bellwoods 86,679 57,573 Village of Islington 224,532 147,453 Yonge + St. Clair 730,817 541,710 Total 22,708,651 15,391,698
EC18.12amended
Activating Community Space in the Oakwood and Vaughan Area
This report responds to Council direction to assess service needs in the Oakwood and Vaughan area and identify opportunities for creating a vibrant and sustainable community hub by recommending the initiation of the development of a community program in an existing community space in a Toronto District School Board property, formerly known as the Vaughan Road Academy, as a pilot beginning in 2021. Included in this report is an overview of stakeholder and community engagement as well as an assessment of a potential site for new community services, with a summary of findings and immediate next steps.
The Economic and Community Development Committee recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, in consultation with relevant City divisions, boards, and community agencies, to develop a pilot for a new dedicated community space for youth, including the programming, staffing, and other resources needed for operations, in the Oakwood and Vaughan area to launch in 2021, contingent on securing an appropriate space in the area. 2. City Council direct the Chief Planner and Executive Director, City Planning, in consultation with relevant City divisions, to explore opportunities which may be presented through new development to secure a permanent future location in the Oakwood and Vaughan area for such a community space, should the pilot in Recommendation 1 above be successful.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, in consultation with relevant City divisions, boards, and community agencies, to develop a pilot for a new dedicated community space for youth, including the programming, staffing, and other resources needed for operations, in the Oakwood and Vaughan area to launch in 2021, contingent on securing the location at 529 Vaughan Road. 2. City Council direct the Chief Planner and Executive Director, City Planning, in consultation with relevant City divisions, to explore opportunities which may be presented through new development to secure a permanent future location in the Oakwood and Vaughan area for such a community space, should the pilot in Recommendation 1 be successful.
EC18.13adopted
Extending the UrbanHensTO Backyard Hens Pilot Program for One Additional Year
This report recommends extending the UrbanHensTO: Backyard Hens pilot program for one additional year, within the same boundaries that City Council adopted in fall 2017. Unless extended, the UrbanHensTO pilot program will currently end on March 2, 2021. While the Toronto Municipal Code Chapter 349, Animals, prohibits animals in the order Galliformes (which includes hens) in Toronto, hens registered under the UrbanHensTO pilot program are exempted from this prohibition. The UrbanHensTO pilot program began on March 2, 2018 and allows registered households to have up to four hens for the purposes of enjoyment and egg production; roosters are prohibited and hens cannot be raised as livestock to eat. The pilot program applies to four former City of Toronto wards (Wards 5, 13, 21, and 32). Ward changes occurred in 2018 and, as a result, the program currently applies to some parts of Wards 2, 3, 4, 8, 12, 14, and 19. The impacts of COVID-19 are still being assessed City-wide; during this time, MLS staff recommend limiting the number of non-essential new or enhanced programs. Extending the pilot by one year will allow staff to continue to assess the program, undertake additional research, and focus resources on urgent COVID-19-related matters. Extending the program by one year will also provide clarity to registered households currently participating in the program. Staff completed a review of the UrbanHensTO pilot program in summer and fall 2020. The review included an analysis of program registration and complaints, staffing and resource impacts, a jurisdictional scan, a survey to registered households, and stakeholder consultations. Since the start of the program, a total of 234 hens in 80 households have been registered, and the number of chicken-related service requests (complaints) about registered properties has been low. Staff heard that common reasons for participating in the program include access to fresh eggs, an interest in urban agriculture, enjoying keeping hens as pets, access to organic food, and teaching others about food production. Through the review, staff found that there have not been any significant issues with the UrbanHensTO pilot program and that requirements currently align with other North American jurisdictions. This finding supports the proposed recommendation to extend the pilot program for one additional year; however, staff also identified factors that require further consideration prior to making final recommendations about the sustainability of the program. These factors include: determining whether sufficient staff resources exist to support expanding the program; determining the extent to which UrbanHensTO supports food security and food sovereignty in Toronto; further assessing the likelihood of increased nuisance-related concerns, pests (particularly rodents) and predators; monitoring for potential risks of bacteria and disease outbreaks; and a lack of veterinarians in Toronto accredited to care for hens. In late 2018, the College of Veterinarians of Ontario began requiring veterinarians caring for urban farm animals (including hens) to obtain accreditation as food animal mobile veterinarians. No veterinarians in Toronto have this accreditation, while a small number are accredited within the broader GTA. Staff will continue to monitor this over the next year as access to veterinary care is an important program consideration. Staff also undertook a preliminary review of the program using an equity lens, including consultation with the City's Confronting Anti-Black Racism Unit and Social Development, Finance and Administration (SDFA), broadly, and determined that further analysis is required to understand program inequities and inform next steps on the program. Staff will continue analyzing the pilot program and will deliver a report with final recommendations on the UrbanHensTO program before March 2022, which will be the new end date of the pilot program, pending City Council's approval. This report was developed in consultation with Toronto Public Health.
The Economic and Community Development Committee recommends that: 1. City Council amend Section 349-4.1A of the City of Toronto Municipal Code Chapter 349, Animals, to extend the UrbanHensTO pilot program until March 31, 2022. 2. City Council direct the Executive Director, Municipal Licensing and Standards, to report to the Economic and Community Development Committee no later than January 31, 2022 on final recommendations related to the UrbanHensTO pilot program. 3. City Council request the Executive Director, Municipal Licensing and Standards, to consult with relevant City divisions, including Social Development, Finance and Administration and Toronto Public Health, as well as the Toronto Food Policy Council, FoodShare Toronto, the public, and community organizations on the UrbanHensTO pilot program and to include a summary of these consultation efforts in the final report to the Economic and Community Development Committee in Recommendation 2 above.
Staff recommendation as filed
The Executive Director, Municipal Licensing and Standards recommends that: 1. City Council amend Section 349-4.1A of the City of Toronto Municipal Code Chapter 349, Animals, to extend the UrbanHensTO pilot program until March 31, 2022. 2. City Council direct the Executive Director, Municipal Licensing and Standards, to report to the Economic and Community Development Committee no later than January 31, 2022 on final recommendations related to the UrbanHensTO pilot program. 3. City Council request the Executive Director, Municipal Licensing and Standards, to consult with relevant City divisions, including Social Development, Finance and Administration and Toronto Public Health, as well as the Toronto Food Policy Council, FoodShare Toronto, the public, and community organizations on the UrbanHensTO pilot program and to include a summary of these consultation efforts in the final report to the Economic and Community Development Committee referenced in Recommendation 2.
EC18.14referred
Small retail stores have been instructed to close their doors for in-person shopping following the Province's announcement of a second COVID-19 pandemic lockdown. This mandate leaves small retailers vulnerable to losing business since they are unable to service more customers, pay their employees and afford rent. The request to limit the in-person sale of non-essential goods from big-box stores will provide an opportunity for our local neighborhood shops to remain open. This will help level out the playing field between big-box stores and smaller independently-owned small businesses.
The Economic and Community Development Committee: 1. Referred the Item to the City Manager, in consultation with the General Manager, Economic Development and Culture, for consideration and report back.
Staff recommendation as filed
Councillor Mike Colle recommends that: 1. City Council request the Provincial Government to consider limiting the in-person sale of non-essential goods at big-box retail stores in order to help smaller retailers keep their businesses open. 2. City Council request the City Manager and the General Manager, Economic Development and Culture, to report on additional measures the City could employ to assist small business in facilitating the operation of their businesses to offset the impact of COVID-19 impacts and restrictions. 3. City Council request the City Manager to reach out to the Provincial and Federal Governments for additional support for small businesses in Toronto.
EC18.15adopted
Building Back Stronger: Report of the City of Toronto's Economic and Culture Recovery Advisory Group
I am pleased to submit the final report of the City of Toronto's Economic and Culture Recovery Advisory Group for your consideration. Together with Co-Chair Blake Goldring, I convened this group of 20 remarkable community leaders to identify actions and priorities for Toronto's long-term economic and cultural recovery. Our report includes 18 recommendations that are grouped into four key areas: economic recovery, anti-racism and inclusion, workforce and talent, and arts and culture. Each of these areas is critical to our ongoing recovery efforts, and will position us to build back stronger - with a renewed economy, a dynamic, revitalized arts scene, and opportunities for all Torontonians, in all corners of the city. They also build on and complement the important work of the Toronto Office of Recovery and Rebuild. Over the last nine months, we have seen partners in business, culture, and government come together like never before to face the challenges presented by COVID-19. Toronto entered this crisis from a position of economic strength made possible by the innovation, diversity and goodwill of our city's business and cultural communities. The road ahead will not be easy, but I am confident that together with partners in business and culture, we will build a more prosperous, resilient and successful Toronto.
The Economic and Community Development Committee recommends that: 1. City Council forward Attachment 1, the report from the City of Toronto's Economic and Culture Recovery Advisory Group headed "Building Back Stronger: Report of the Economic and Culture Recovery Advisory Group", to the City Manager for review and implementation as part of the City of Toronto's ongoing COVID-19 recovery efforts.
Staff recommendation as filed
Councillor Michael Thompson recommends that: 1. City Council forward the report from the City of Toronto's Economic and Culture Recovery Advisory Group to the City Manager for review and implementation as part of the City of Toronto's ongoing COVID-19 recovery efforts.