Economic and Community Development Committee
The full agenda, as filed
All 11 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.
EC20.1adopted
Review of Toronto Early Learning and Child Care Services
The purpose of this report is to report back to City Council on the City Manager's analysis of the financial and non-financial benefits of the City's directly-operated child care centres (centres operated by Toronto Early Learning and Child Care Services or TELCCS centres). In 2018, City Council directed the City Manager to conduct this analysis upon consideration of the recommendations in the Auditor General's review of Children's Services. It is an important time for City Council to consider the findings of this review. The COVID-19 pandemic has brought critical attention to the importance of accessible, affordable child care to economic recovery, poverty reduction and supporting women's participation in the labour market. To assist with this review, the City Manager engaged a third-party research team consisting of experts from the University of Toronto and George Brown College to provide research and analysis to inform this work. The results of their findings are provided as Attachment 1, Review of Toronto Early Learning and Child Care Services: Their Unique Contribution to Toronto's Equity, Inclusion and Poverty Reduction Goals. The researchers' findings demonstrate that TELCCS, which comprises only 3 percent of licensed spaces in Toronto's child care system, plays a unique role in the child care landscape and provides complementary value to the services delivered by non-profit and commercial operators. The researchers found that TELCCS centres provide important supports by: - serving vulnerable families in underserved neighbourhoods, and are located in areas less likely to attract other child care operators; - serving a greater proportion of younger children (i.e. infants and toddlers) who are more expensive to serve, given the mandated child to educator ratios; - employing highly trained staff, who deliver high quality child care; - ensuring a financially efficient model for the service they provide with only marginally higher costs than comparable centres, while contributing high-quality jobs and decent wages to a largely low wage, racialized, female-dominated sector; and - advancing the City's poverty reduction goals and providing quality work in the early years sector. The researchers also identified opportunities for TELCCS to: - address their vacancy rate to create financial savings; - further focus on addressing service gaps that cannot or are not filled by the non-profit and commercial sectors; - utilize its assets for additional community benefit (such as expanding access to TELCCS indoor and outdoor facilities for use beyond licensed child care); - develop an evaluation strategy and enhance access to and use of data; - partner with the City's Confronting Anti-Black Racism Unit (CABR) and Indigenous Affairs Office (IAO) to advance equity objectives; and - enhance collaboration with post-secondary institutions to advance research and applied practice to ensure high-quality care across the sector. The research for this review was conducted prior to the COVID-19 pandemic. The report prepared by the researchers provides a rich set of data and analysis, much of which remains relevant. The pandemic has significantly impacted the child care landscape in Toronto and across the country. TELCCS has played a key role in the City's COVID-19 response as one of the first programs across the country to provide emergency child care in a COVID-19 context. Notably, the rapid collaboration between Children's Services and Toronto Public Health to develop the health and safety protocols to deliver emergency care served as a model for the provision of child care during the pandemic both across the province and other jurisdictions across the country. These protocols have provided the foundation for the reopening of child care centres and point to the leadership role TELCCS (and the City of Toronto) have contributed provincially and nationally. The review findings indicate that TELCCS provides unique financial and non-financial benefits and meets critical gaps in Toronto's early learning and child care system, which underlines the role of public, municipally-delivered child care programs. The City's directly-operated child care centres complement the essential work of community-based child care delivery and helps ensure that high demand infant spaces are available and that low-income and high needs families can access child care. As service system manager for Toronto's child care system, the City continuously monitors where care is required and who can best deliver it. In the past, the City has assumed operations of child care centres when non-profit providers were no longer able to operate that location, such as the cases of Westown, Mount Dennis and Kingston Road child care centres that are now operated by TELCCS. These are examples of where the City steps in to ensure continuity of service for the community. Since 2018, the City has also transferred child care centres when there is a viable operator, such as transferring before and after school programs to the Toronto District School Board in alignment with the Province's schools first approach to providing kindergarten and school-age child care in the schools children attend. This has allowed TELCCS to focus on service delivery to the youngest age groups, including infants who are the costliest to serve and have fewer spaces compared to demand in the system, filling an important gap. The review affirmed the leadership the City provides to the overall child care system through the sharing of best practices, such as most recently through the emergency child care model developed in response to the COVID-19 pandemic, and the gaps they fill to serve our most vulnerable families and neighbourhoods, are key to the unique value of TELCCS.
The Economic and Community Development Committee recommends that: 1. City Council direct the General Manager, Children's Services to advance the opportunities identified in Attachment 1 to the report (March 10, 2021) from the City Manager which include: a. examining opportunities to reduce the vacancy rate in Toronto Early Learning and Child Care Services centres with consideration to the impact changes may have on enrolment and family and staff well-being; b. assessing Toronto Early Learning and Child Care Services locations on a continuous basis to focus expansion to serve high inequities neighbourhoods where child care is most needed and the community is underserved with a continued focus on providing care for younger children (infants, toddlers, and preschoolers); c. working with the Executive Director, Social Development, Finance and Administration to consider ways to expand access to Toronto Early Learning and Child Care Services indoor and outdoor facilities for use beyond licensed child care and leveraging Toronto Early Learning and Child Care Services sites and programs to advance the City's social development objectives and provide additional community benefit in neighbourhoods experiencing inequities; d. developing an evaluation strategy and using data to monitor and evaluate the impact of Toronto Early Learning and Child Care Services in the broader child care system, periodically assessing how well the Toronto Early Learning and Child Care Services system is meeting its goals, and using data to inform location and programming decisions to ensure maximum benefit for children, families, and communities; e. pursuing opportunities to advance the City's equity goals in the delivery of Toronto Early Learning and Child Care Services programs, including a leadership role within the child care and early years system in confronting anti-Black racism and advancing reconciliation; and f. enhancing collaboration with post-secondary institutions to advance research and applied practice to ensure high-quality care across the sector.
Staff recommendation as filed
The City Manager recommends that: 1. City Council direct the General Manager, Children's Services to advance the opportunities identified in Attachment 1 which include: a. examining opportunities to reduce the vacancy rate in Toronto Early Learning and Child Care Services centres with consideration to the impact changes may have on enrolment and family and staff well-being; b. assessing Toronto Early Learning and Child Care Services locations on a continuous basis to focus expansion to serve high inequities neighbourhoods where child care is most needed and the community is underserved with a continued focus on providing care for younger children (infants, toddlers and preschoolers); c. working with the Executive Director, Social Development, Finance and Administration to consider ways to expand access to Toronto Early Learning and Child Care Services indoor and outdoor facilities for use beyond licensed child care and leveraging Toronto Early Learning and Child Care Services sites and programs to advance the City's social development objectives and provide additional community benefit in neighbourhoods experiencing inequities; d. developing an evaluation strategy and using data to monitor and evaluate the impact of Toronto Early Learning and Child Care Services in the broader child care system, periodically assessing how well the Toronto Early Learning and Child Care Services system is meeting its goals, and using data to inform location and programming decisions to ensure maximum benefit for children, families and communities; e. pursuing opportunities to advance the City's equity goals in the delivery of Toronto Early Learning and Child Care Services programs, including a leadership role within the child care and early years system in confronting anti-Black racism and advancing reconciliation; and f. enhancing collaboration with post-secondary institutions to advance research and applied practice to ensure high-quality care across the sector.
EC20.2adopted
Business Improvement Areas (BIAs) - 2021 Operating Budgets - Report 3
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 85 established BIAs in the City of Toronto. The approval by City Council of the 2021 Operating Budgets for all BIAs takes multiple phases. City Council previously approved the 2021 Operating Budgets for 44 BIAs through Reports 1 and 2 at its meetings on December 16-18, 2020 (Item 2020.EC18.11) and February 2, 3 and 5, 2021 (Item 2021.EC19.2) and one BIA, Historic Queen East, is inactive. Included in this Report 3 is the 2021 Operating Budget for 40 BIAs for City Council approval. Recommendation 1 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. It is noted that the 2021 recommended Operating Budget for the Wychwood Heights BIA is yet to be adopted by the General Membership. The Annual General Membership meeting is scheduled for April 23, 2021. In the event that the General Membership disagrees, City staff will bring forward a final report at the next opportunity to seek City Council approval of the 2021 Operating Budget for this particular BIA. Two common COVID-19 related themes continue to 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 ($) 2021 Levy Funds Required ($) Albion Islington Square 227,208 189,593 Baby Point Gates 63,034 57,000 Bloor Annex 302,004 276,529 Bloor West Village 596,857 412,441 Bloorcourt Village 246,231 203,489 Bloordale Village 241,512 147,654 CityPlace and Fort York 486,236 447,236 College Promenade 247,058 234,252 College West 40,712 22,384 Corso Italia 260,881 224,188 Danforth Mosaic 747,772 365,883 Danforth Village 411,221 213,384 Dovercourt Village 9,859 7,200 Eglinton Hill 59,595 25,797 Emery Village 3,724,689 2,541,638 Gerrard India Bazaar 268,306 158,313 Harbord Street 37,848 13,024 Korea Town 174,230 77,163 Little Portugal on Dundas 604,781 163,464 Long Branch 173,994 160,292 MarkeTo District 128,238 106,000 Mimico by the Lake 59,365 54,761 Mimico Village 31,955 16,930 Mirvish Village 75,683 68,650 Mount Dennis 129,783 29,167 Ossington Avenue 121,096 70,886 Queen Street West 883,718 306,733 Regal Heights Village 45,438 0 Rogers Road 84,882 39,996 Rosedale Main Street 244,784 243,784 Sheppard East Village 211,969 191,914 shoptheQueensway.com 211,095 159,501 The Waterfront 2,423,629 1,690,875 Upper Village 133,457 111,592 Uptown Yonge 348,553 251,153 Weston Village 269,527 143,441 Willowdale 1,018,200 1,003,200 Wilson Village 522,500 279,565 York-Eglinton 386,217 117,092 Total 16,254,117 10,826,164 2. City Council adopt and certify the 2021 recommended Operating Budget and Levy requirement for Wychwood Heights Business Improvement Area, subject to approval by the Business Improvement Area's General Membership at its Annual General Meeting scheduled for April 23, 2021: Business Improvement Area 2021 Operating Budget ($) 2021 Levy Funds Required ($) Wychwood Heights 185,044 29,013 Total 185,044 29,013
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 ($) 2021 Levy Funds Required ($) Albion Islington Square 227,208 189,593 Baby Point Gates 63,034 57,000 Bloor Annex 302,004 276,529 Bloor West Village 596,857 412,441 Bloorcourt Village 246,231 203,489 Bloordale Village 241,512 147,654 CityPlace and Fort York 486,236 447,236 College Promenade 247,058 234,252 College West 40,712 22,384 Corso Italia 260,881 224,188 Danforth Mosaic 747,772 365,883 Danforth Village 411,221 213,384 Dovercourt Village 9,859 7,200 Eglinton Hill 59,595 25,797 Emery Village 3,724,689 2,541,638 Gerrard India Bazaar 268,306 158,313 Harbord Street 37,848 13,024 Korea Town 174,230 77,163 Little Portugal on Dundas 604,781 163,464 Long Branch 173,994 160,292 MarkeTo District 128,238 106,000 Mimico by the Lake 59,365 54,761 Mimico Village 31,955 16,930 Mirvish Village 75,683 68,650 Mount Dennis 129,783 29,167 Ossington Avenue 121,096 70,886 Queen Street West 883,718 306,733 Regal Heights Village 45,438 0 Rogers Road 84,882 39,996 Rosedale Main Street 244,784 243,784 Sheppard East Village 211,969 191,914 shoptheQueensway.com 211,095 159,501 The Waterfront 2,423,629 1,690,875 Upper Village 133,457 111,592 Uptown Yonge 348,553 251,153 Weston Village 269,527 143,441 Willowdale 1,018,200 1,003,200 Wilson Village 522,500 279,565 York-Eglinton 386,217 117,092 Total 16,254,117 10,826,164 2. City Council adopt and certify the 2021 recommended Operating Budget and Levy requirement for Wychwood Heights Business Improvement Area, subject to approval by the Business Improvement Area's General Membership at its Annual General Meeting scheduled for April 23, 2021: Business Improvement Area 2021 Operating Budget ($) 2021 Levy Funds Required ($) Wychwood Heights 185,044 29,013 Total 185,044 29,013
EC20.3adopted
Toronto Rent Bank and Eviction Prevention in the Community Programs - Update
Since the start of the pandemic, the City has made significant commitments to expand supports for households at risk of eviction to prevent people from becoming homeless due to eviction. This includes recent enhancements to the Eviction Prevention in the Community and Toronto Rent Bank programs, as outlined in the Toronto Rent Bank and Eviction Prevention in the Community Programs - Update , a report that was adopted with amendments at the Economic and Community Development Committee meeting on December 7, 2020. As a follow up, staff have been requested to report back to the Economic and Community Development Committee on accelerating ongoing work to improve the effectiveness of the Toronto Rent Bank and Eviction Prevention in the Community programs and to further expand both programs including additional outreach to communities disproportionately affected by COVID-19. This report provides updates on Toronto Rent Bank and Eviction Prevention in the Community programs, including additional program changes to increase access and uptake. Changes include piloting the Toronto Rent Bank program as a grant program instead of a loan program until March 31, 2022 and an additional $3 million investment of COVID-19 emergency funds into the Toronto Rent Bank program. No additional funds are required for the Eviction Prevention in the Community Program at this time; however, staff will continue to monitor service levels and assess options for in-year investment if needed. In the context of COVID-19, many renter households in Toronto are facing economic uncertainty, and over time these impacts are compounding, especially for people in low-income households. According to a Canada Mortgage and Housing Corporation Rental Market Report 2021 , there are approximately 35,000 households in arrears in Toronto. While the eviction moratorium in place during the provincial stay-at-home order provided some short-term relief, if the underlying causes of housing instability for tenants and loss of rental income for landlords are not addressed, these moratoriums may result in a surge of eviction enforcements after the moratoriums are lifted. Eviction prevention programs are an important way to help low-income households to maintain their housing and to reduce pressure on the shelter system. Toronto's eviction prevention programs are designed to address immediate, short-term, and unanticipated issues that prevent people from becoming homeless by eviction. In the context of the COVID-19 pandemic, the needs of tenants facing ongoing economic uncertainty due to the pandemic have grown beyond the mandate and scope of the City's current eviction prevention programs. While Toronto's eviction prevention programs are committed to improving access for low-income and vulnerable households, there is also the urgent need for immediate assistance from other orders of government to address the urgent scale of housing instability exacerbated by the ongoing economic uncertainty of the pandemic. This includes addressing the immediate backlog of arrears from during the pandemic by implementing a residential emergency rental assistance program similar to those created for commercial tenants. Government coordination will also be necessary to address the deepening housing unaffordability challenges that renters are facing. This report requests the provincial government provide urgent renter assistance by establishing a provincially funded and delivered temporary rental assistance program that supports tenants to avoid evictions due to arrears and pay the rent during the pandemic, consistent with existing Council requests in the Housing and People Action Plan to support economic recovery. Furthermore, the report reiterates the request to federal and provincial governments to expedite the Canada-Ontario Housing Benefit to provide an immediate allocation of 1,000 new benefits for Toronto, as aligned with the City of Toronto's 24-Month Housing Plan .
The Economic and Community Development Committee recommends that: 1. City Council reiterate the request to the Provincial Government from the Housing and People Action Plan to provide urgent renter assistance through time-limited measures, including: a. establishing a Provincially-funded and Provincially-delivered temporary assistance program that supports tenants to pay the rent during the economic recovery; and b. implementing measures to minimize the number of court ordered evictions due to rental arrears during the pandemic. 2. City Council urgently reiterate the request that the Federal and Provincial Governments expedite 1,000 additional new portable (and flexible) Canada-Ontario Housing Benefits to help households secure housing available for rent in Toronto and across the region.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration recommends that: 1. City Council reiterate the request to the Provincial Government from the Housing and People Action Plan to provide urgent renter assistance through time-limited measures, including: a. establishing a provincially-funded and provincially-delivered temporary assistance program that supports tenants to pay the rent during the economic recovery; and b. implementing measures to minimize the number of court ordered evictions due to rental arrears during the pandemic. 2. City Council urgently reiterate the request that the Federal and Provincial Governments expedite 1,000 additional new portable (and flexible) Canada-Ontario Housing Benefits to help households secure housing available for rent in Toronto and across the region.
EC20.4adopted
2020 Fourth 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 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 the reasons for vacancies; and - Updates on the implementation of recommendations made by the Auditor General. This report covers the fourth quarter of 2020 and provides, where available, additional details for a portion of the first quarter of 2021. SSHA agrees with, and is currently working towards all recommendations made by the Auditor General. Of the 34 recommendations, 11 recommendations have been completed with work underway to address the balance within the 2021 calendar year. Some implementation timelines have been impacted by the City's emergency response to the COVID-19 pandemic. These changes, as well as the status of all recommendations, are detailed in Attachment D.
The Economic and Community Development Committee: 1. Received the report (March 11, 2021) 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.
EC20.5adopted
The purpose of this report is to request authority from the Economic and Community Development Committee to amend Contract Number 47020488 awarded to Gordon Food Service Canada Ltd. (GFS) for the provision of non-exclusive supply and delivery of Groceries, Produce, Frozen Foods, Seafood, Dairy products, Meat, Poultry Products and Produce to various Shelter, Support and Housing Administration Division locations. This report requests an amendment to increase the contract value by $1,800,000 net of all applicable taxes and charges ($1,800,000 net of HST recoveries), increasing the contract value from $7,173,393.92 to $8,973,393.92 net of all applicable taxes and charges. To meet the Medical Officer of Health's order to physically distance and self-isolate if experiencing symptoms of COVID-19, Shelter, Support and Housing Administration (SSHA) was directed to open additional shelter facilities. SSHA continues to meet the nutritional needs of homeless clients and since the beginning of the pandemic, SSHA has opened 40+ additional shelters across the City. The target value for this Blanket Contract established for these services has been exceeded due to the COVID-19 pandemic, Out of the Cold Warming Centres and Winter Respite Bedded Programs.
The Economic and Community Development Committee: 1. In accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71, Financial Control, authorized an amendment to Contract Number 47020488, issued to Gordon Food Service Canada Ltd. for the provision of grocery services to the Shelter, Support and Housing Administration Division, by an additional amount of $1,800,000 net of all applicable taxes and charges ($1,800,000 net of Harmonized Sales Tax recoveries), increasing the contract value from $7,173,393.92 to $8,973,393.92 net of all applicable taxes and charges.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration and the Chief Procurement Officer recommend that: 1. In accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71 (Financial Control By-law), the Economic and Community Development Committee grant authority to amend Contract Number 47020488 issued to Gordon Food Service Canada Ltd. for the provision of grocery services to the Shelter, Support and Housing Administration Division, by an additional amount of $1,800,000 net of all applicable taxes and charges ($1,800,000 net of Harmonized Sales Tax recoveries), increasing the contract value from $7,173,393.92 to $8,973,393.92 net of all applicable taxes and charges.
EC20.6adopted
The purpose of this report is to request authority from the Economic and Community Development Committee to amend Contract Number 47023095 issued to Yummy Catering Services Inc. for the provision of non-exclusive supply and delivery of Catering Services to various Shelter, Support and Housing Administration Division locations. This report requests an amendment to increase the contract value by $1,500,000 net of all applicable taxes and charges ($1,526,400 net of HST recoveries), increasing the contract value from $499,999 to $1,999,999 net of all applicable taxes and charges. To meet the Medical Officer of Health's order to physically distance and self-isolate if experiencing symptoms of COVID-19, Shelter, Support and Housing Administration (SSHA) was directed to open additional shelter facilities. SSHA continues to meet the nutritional needs of homeless clients and since the beginning of the pandemic, SSHA has opened 40+ additional shelters across the City. The target value for this Blanket Contract established for these services has been exceeded due to the COVID-19 pandemic, Out of the Cold Warming Centres and Winter Respite Bedded Programs.
The Economic and Community Development Committee: 1. In accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71, Financial Control, authorized an amendment to Contract Number 47023095, issued to Yummy Catering Services Inc. for the provision of catering services to the Shelter, Support and Housing Administration Division, by an additional amount of $1,500,000 net of all applicable taxes and charges ($1,526,400 net of Harmonized Sales Tax recoveries), increasing the contract value from $499,999 to $1,999,999 net of all applicable taxes and charges.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration and the Chief Procurement Officer recommend that: 1. In accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71 (Financial Control By-law), the Economic and Community Development Committee grant authority to amend Contract Number 47023095 issued to Yummy Catering Services Inc. for the provision of catering services to the Shelter, Support and Housing Administration Division, by an additional amount of $1,500,000 net of all applicable taxes and charges ($1,526,400 net of Harmonized Sales Tax recoveries), increasing the contract value from $499,999 to $1,999,999 net of all applicable taxes and charges.
EC20.7adopted
The purpose of this report is to request authority to amend the existing Contract Number 47022168 issued to K-Dental Inc. for the provision of Dental Equipment. This proposed amendment will support additional equipment purchases for Toronto Public Health (TPH) Dental Care Programs which are 100 percent funded by the Ministry of Health and, in particular, the Ontario Seniors Dental Care Program (OSDCP). This report requests an amendment to increase the contract target value by $500,000 net of all applicable taxes and charges increasing the contract value from $1,910,410.86 to $2,410,410.86 net of all applicable taxes and charges. On April 11, 2019, the Government of Ontario announced a $90 million investment for the Ontario Seniors Dental Care Program (OSDCP), a new 100 percent provincially-funded dental program for low income seniors. The program is delivered across the province by local Public Health Units. On November 20, 2019, Toronto Public Health began implementation of the program. On August 21, 2020, the Ministry of Health provided the Public Health Funding and Accountability Agreement allocating Toronto Public Health with up to $15,543,300 in base funding for the 2020 funding year to continue implementation and delivery of the OSDCP program. This agreement also provided an additional $2,344,800 for a total of $3,491,300 in one-time Capital Funding to be used to support infrastructure projects in Toronto, including building new dental clinics and renovating existing facilities. The Ministry of Health indicated that base funding be utilized for purchases of required equipment for the capital projects.
The Economic and Community Development Committee: 1. In accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71, Financial Control, authorized an amendment to Contract Number 47022168, issued to K-Dental Inc. for the provision of the supply, delivery, installation, warranty, calibration, removal, and disposal of various dental clinic equipment and associated staff training, by an additional amount of $500,000 net of all applicable taxes and charges ($508,800 net of Harmonized Sales Tax recoveries), revising the current contract value from $1,910,410.86 net of all applicable taxes and charges ($1,944,034.09 net of Harmonized Sales Tax recoveries) to $2,410,410.86 net of all applicable taxes and charges ($2,452,834.09 net of Harmonized Sales Tax recoveries).
Staff recommendation as filed
The Medical Officer of Health and the Chief Procurement Officer recommend that: 1. The Economic and Community Development Committee, in accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71 (Financial Control By-law) grant authority to amend Contract Number 47022168 issued to K-Dental Inc. for the provision of the supply, delivery, installation, warranty, calibration, removal, and disposal of various dental clinic equipment and associated staff training by an additional $500,000 net of all applicable taxes and charges ($508,800 net of Harmonized Sales Tax recoveries), revising the current contract value from $1,910,410.86 net of all applicable taxes and charges ($1,944,034.09 net of Harmonized Sales Tax recoveries) to $2,410,410.86 net of all applicable taxes and charges ($2,452,834.09 net of Harmonized Sales Tax recoveries).
EC20.8adopted
The purpose of this report is to request approval to amend existing contracts for Toronto Paramedic Services (TPS 47022437), Toronto Fire Services (TFS 47022431) and Shelter, Support and Housing Administration (SSHA 47022432), which were issued to Daniels Sharpsmart Canada Ltd. as a result of a corporate call RFQ Number 6034-19-0067, for the supply, delivery and of pick-up of biohazardous waste containers, including the disposal of biohazardous waste for a combined total increase of all contracts in the amount of $1,107,000 ($1,126,483 net of HST recoveries). The amendment is required to address the increase of frequency of services for additional pick-up and disposal of biohazardous waste as a result of an increased rate of usage of personal protective equipment (PPE) arising out of the COVID-19 pandemic as well as an increased number of SSHA facilities requiring such services. The current PPE usage/disposal rate could not have been predicted when the original contract was issued by PMMD in October 2019, prior to the pandemic. This amendment is intended to avoid overspending of the contract over its remaining life until August 31, 2022, and to address the increased rate of PPE usage identified above. TPS, TFS and SSHA will be seeking 100 percent recovery of additional funding from the Province for the required, additional pick-up services outlined in this report which have arisen directly out of the COVID-19 pandemic.
The Economic and Community Development Committee: 1. In accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71, Financial Control, authorized an amendment to the contracts with Daniels Sharpsmart Canada Ltd. by adding a combined total of $1,107,000 excluding all taxes and charges, as follows: a. Toronto Paramedic Services Contract Number 47022437 - Adding $857,000 excluding all taxes and charges ($872,083 net of Harmonized Sales Tax recoveries), increasing the current value of this contract from $605,433 excluding all taxes and charges ($616,089 net of all Harmonized Sales Tax recoveries) to $1,462,433 excluding all taxes and charges ($1,488,172 net of all Harmonized Sales Tax recoveries); b. Toronto Fire Services Contract Number 47022431 - Adding $100,000 excluding all taxes and charges ($101,760 net of Harmonized Sales Tax recoveries), increasing the current value of this contract from $34,958 excluding all taxes and charges ($35,573 net of all Harmonized Sales Tax recoveries) to $134,958 excluding all taxes and charges ($137,333 net of all Harmonized Sales Tax recoveries); and c. Shelter, Support and Housing Administration Contract Number 47022432 - Adding $150,000 excluding all taxes and charges ($152,640 net of Harmonized Sales Tax recoveries), increasing the current value of this contract from $56,428 excluding all taxes and charges ($57,421 net of all Harmonized Sales Tax recoveries) to $206,428 excluding all taxes and charges ($210,061 net of all Harmonized Sales Tax recoveries).
Staff recommendation as filed
The Acting Chief and General Manager, Toronto Paramedic Services, the Fire Chief and General Manager, Toronto Fire Services, the General Manager, Shelter, Support and Housing Administration, and the Chief Procurement Officer recommend that: 1. The Economic and Community Development Committee, in accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71 (Financial Control By-law), grant authority to amend the contracts with Daniels Sharpsmart Canada Ltd. by adding a combined total of $1,107,000 (excluding all taxes and charges) as follows: a. Toronto Paramedic Services Contract Number 47022437 - Adding $857,000 excluding all taxes and charges ($872,083 net of Harmonized Sales Tax recoveries), increasing the current value of this contract from $605,433 excluding all taxes and charges ($616,089 net of all Harmonized Sales Tax recoveries) to $1,462,433 excluding all taxes and charges ($1,488,172 net of all Harmonized Sales Tax recoveries); b. Toronto Fire Services Contract Number 47022431 - Adding $100,000 excluding all taxes and charges ($101,760 net of Harmonized Sales Tax recoveries), increasing the current value of this contract from $34,958 excluding all taxes and charges ($35,573 net of all Harmonized Sales Tax recoveries) to $134,958 excluding all taxes and charges ($137,333 net of all Harmonized Sales Tax recoveries); and c. Shelter, Support and Housing Administration Contract Number 47022432 - Adding $150,000 excluding all taxes and charges ($152,640 net of Harmonized Sales Tax recoveries), increasing the current value of this contract from $56,428 excluding all taxes and charges ($57,421 net of all Harmonized Sales Tax recoveries) to $206,428 excluding all taxes and charges ($210,061 net of all Harmonized Sales Tax recoveries).
EC20.9adopted
Dangerous Dog Review Tribunal 2020 Annual Report
In accordance with its governance structure, the Dangerous Dog Review Tribunal must submit an annual report on its work to the appropriate standing committee. Attached to this report is the Tribunal Chair's 2020 Annual Report. As recommended by the Tribunal Chair, this report recommends that the City offer a reduced Dangerous Dog Review Tribunal appeal fee for low income households. This report also responds to recommendations in the Chair's report to update Toronto Municipal Code Chapter 349, Animals, to define the word "severe" and allow the Tribunal to reassess a confirmed Order at a later date and rescind the designation. Staff do not recommend amendments to Chapter 349, Animals, to define "severe" or to revise the scope of the Tribunal to reassess confirmed Orders; however, staff have made operational improvements and updates to public-facing information to better inform potential applicants about the grounds for appeal, as recommended by the Chair. The Dangerous Dog Review Tribunal provides an independent review of Dangerous Dog Orders issued by Municipal Licensing and Standards (MLS) under Section 349-15.1 of Toronto Municipal Code Chapter 349, Animals. The Tribunal has the authority to: a. confirm the determination of a Dangerous Dog Order; or b. rescind the determination of a Dangerous Dog Order and exempt the owner from all requirements of the Dangerous Dog Order. The Tribunal is an adjudicative board and local board of the City of Toronto under the authority of the City of Toronto Act, 2006. Tribunal hearings are conducted in accordance with the Statutory Powers Procedure Act, 1990 and the Tribunal's rules of procedure. In 2020, MLS responded to 1,911 service requests related to dangerous acts by a dog and issued 96 Dangerous Dog Orders. The Dangerous Dog Review Tribunal considered seven appeals and three reviews in 2020, as detailed in Attachment 1. Of the seven appeals, the Tribunal confirmed six Orders and deferred one appeal.
The Economic and Community Development Committee recommends that: 1. City Council delegate authority to the Executive Director, Municipal Licensing and Standards to waive 50 percent of the Dangerous Dog Review Tribunal appeal fee for low income households, provided that the applicant meets the criteria below, and amend the Reduction in Fees Policy for Toronto Animal Services accordingly: a. is a resident of the City of Toronto; b. is at least 18 years of age; c. is the owner of the dog; d. has a licence for the dog issued by the City of Toronto in accordance with Toronto Municipal Code Chapter 349, Animals; e. has a household income of less than $50,000; and f. has demonstrated financial need with appropriate documentation.
Staff recommendation as filed
The Executive Director, Municipal Licensing and Standards recommends that: 1. The Economic and Community Development Committee receive the 2020 Annual Report from the Chair, Dangerous Dog Review Tribunal, in Attachment 1 for information. 2. City Council delegate authority to the Executive Director, Municipal Licensing and Standards, to waive 50 percent of the Dangerous Dog Review Tribunal appeal fee for low income households, provided that the applicant meets the below criteria, and amend the Reduction in Fees Policy for Toronto Animal Services accordingly: a. is a resident of the City of Toronto; b. is at least 18 years of age; c. is the owner of the dog; d. has a licence for the dog issued by the City of Toronto in accordance with Toronto Municipal Code Chapter 349, Animals; e. has a household income of less than $50,000; and f. has demonstrated financial need with appropriate documentation.
EC20.10referred
Proposed City of Toronto Support for Live Music Venue Insurance
Even before the COVID-19 pandemic, live music venues in Toronto had been facing an increasingly challenging situation for many years. Rising land values, rents, and property taxes along with the pressures of development in the downtown core had shuttered many venues. Now, live music venues are facing a new threat - the inability to renew their commercial liability insurance. Although insurance coverage rates had been increasing significantly over the past several years, in 2020 some venues were confronted with vast increases in quoted premium rates and deductibles compared to 2019. Other venues, with no recent claims against their policies, have been unable to secure commercial liability coverage at any cost despite their brokers having contacted many insurance carriers. This is due to several factors: first, live music venues may increasingly be viewed by insurers as "high-risk" businesses because they operate at night and serve alcohol; second, insurers are seeking to limit their own risk after being hard hit by paying out on pandemic-related claims and other global natural catastrophes; finally, at least one major global insurer has ceased to underwrite policies for businesses in the hospitality and entertainment industries, leaving a vacuum on the supply side. Industry experts are urging governments to take action to address this pressing issue. In a recent report prepared by Nordicity for the Canadian Live Music Association, one of the top recommendations to support the industry in recovery is to establish a group insurance program tailored to live music venues. The Nordicity report suggests that such a program would represent a low-cost, high-impact way to support both the reopening of the sector as well as its long-term sustainability. Accordingly, to address this urgent need from the sector, this report proposes that the City of Toronto work with its insurance broker to create a City-backed insurance program for live music venues. To develop this program, the City would work with its insurance broker to convene a panel of potential insurers who could provide commercial liability coverage for live music venues that meets the City's minimum insurance requirements. Venues would be marketed as a group to leverage buying power and access discounted premium rates, reducing the potential strain on venues. The City would support the program by stepping in to cover the cost of a one-time quarterly premium installment in the event a venue is unable to pay. The venue would be required to repay the cost of the missed premium payment to the City, and could only take advantage of this arrangement once over a two-year period, minimizing the potential financial risk to the City. The City's backing of this program will encourage insurers to offer more flexible and affordable policy terms than those currently available in the market, creating an important lifeline to sustain Toronto's vibrant live music venues.
The Economic and Community Development Committee: 1. Referred the item to the General Manager, Economic Development and Culture and the Chief Financial Officer and Treasurer, with a request that they consider the additional information that was discussed during the March 25, 2021 meeting of the Economic and Community Development Committee, coordinate the City's response on live music venue insurance with other orders of government, live music venues, and the insurance industry, and report in the second quarter of 2021.
Staff recommendation as filed
The Acting General Manager, Economic Development and Culture and the Chief Financial Officer and Treasurer recommend that: 1. City Council direct the General Manager, Economic Development and Culture, and the Chief Financial Officer and Treasurer to engage the City's insurance broker to create a City-backed group insurance program for live music venues that includes the following components: a. marketing live music venues as a group to leverage group buying power to access discounted insurance rates; b. premium financing at discounted rates over the annual term of the policy for those venues requiring it; and c. two years of financial support from the City in the form of one quarterly premium installment in the event the venue is unable to pay, with soft repayment terms. 2. City Council direct the General Manager, Economic Development and Culture, and the Chief Financial Officer and Treasurer to report to City Council at the end of the two-year program period on the results of the program and any recommendations, if applicable, for future City support of live music venue coverage.
EC20.11adopted
At its meeting on February 25, 2021, the Toronto Music Advisory Committee considered Item MA8.4, Toronto Music Advisory Committee Priorities for 2021-2022.
The Economic and Community Development Committee: 1. Requested the Chief Planner and Executive Director, City Planning and the Executive Director, Municipal Licensing and Standards, in consultation with other relevant City staff, to review zoning, licensing, or other measures to allow live music venues to operate as dance studios, gyms, or other businesses that have been allowed to open under different measures or restrictions than live music venues, pursuant to Ontario's COVID-19 response framework, and report on the possible implementation to the Toronto Music Advisory Committee. 2. Requested the Executive Director, Municipal Licensing and Standards and the Chief Planner and Executive Director, City Planning, in consultation with other relevant City staff, to review and make any recommendations with respect to the Noise By-law to recognize that, while COVID-19 health regulations are in effect, artists are required to work from home, and homes may not be considered workplaces, which limits the ability for artists to thrive in working from home similar to other professionals who work from home, and report on the possible changes to the Toronto Music Advisory Committee.
Staff recommendation as filed
The Toronto Music Advisory Committee recommends that: 1. The Economic and Community Development Committee request the Chief Planner and Executive Director, City Planning, and the Executive Director, Municipal Licensing and Standards, in consultation with other relevant City staff, to review zoning, licensing or other measures to allow live music venues to operate as dance studios, gyms, or other businesses that have been allowed to open under different measures or restrictions than live music venues, pursuant to Ontario's COVID-19 response framework, and report on possible implementation to the Toronto Music Advisory Committee. 2. The Economic and Community Development Committee request the Executive Director, Municipal Licensing and Standards, and the Chief Planner and Executive Director, City Planning, in consultation with other relevant City staff, to review and make any recommendations with respect to the Noise By-law to recognize that, while COVID-19 health regulations are in effect, artists are required to work from home, and homes may not be considered workplaces, which limits the ability for artists to thrive in working from home similar to other professionals who work from home, and report on possible changes to the Toronto Music Advisory Committee.