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.
EC21.1received
Driving Positive Change: The York University Economic and Social Impact Report 2020 Summary
Dr. Rhonda L. Lenton, President and Vice-Chancellor, York University will give a presentation on Driving Positive Change: The York University Economic and Social Impact Report 2020 Summary. Driving Positive Change measures and quantifies the significant economic and social benefits generated by York University and tells the story about the difference that York University is making for students, communities, and the world as it furthers its mission of providing a broad demographic of students with access to a high-quality, research-intensive university committed to the public good.
The Economic and Community Development Committee: 1. Received the presentation (April 27, 2021) from Dr. Rhonda L. Lenton, President and Vice-Chancellor, York University, headed "York University Economic and Social Impact Report 2020", for information.
EC21.2adopted
Ontario's Social Assistance and Employment Service System Transformation Plans
On February 11, 2021, the Ministry of Children, Community and Social Services (MCCSS) released "Recovery and Renewal: Ontario's Vision for Social Assistance Transformation." Ontario's new Social Assistance Recovery and Renewal (SARR) plan and vision for social assistance builds on previous announcements and work underway to transform the employment services system across the province and provide more efficient, person-centered supports for low-income residents. It is anticipated that these changes will take place in three phases over the next four years. In the near-term this will result in changes to provincial and municipal roles for social assistance - both Ontario Works (OW) and Ontario Disability Support Program (ODSP). When fully implemented, Ontario's SARR plan will shift the functional focus for municipal delivery partners from eligibility determination and the administration of benefits and employment supports to the provision of life stabilization supports and service navigation for social assistance clients. The Province's longer term vision includes broader human services integration that extends life stabilization and service navigation for all low-income residents. This report provides details on Ontario's social assistance and employment service system transformation plans, highlighting key elements, opportunities, gaps and risks. Overall, many aspects are positive, including the emphasis on life stabilization supports and human services coordination, the focus on expediting access to benefits and streamlining administrative processes and enhanced case management support for ODSP clients. Indeed, many such changes reflect previous City positions and actions, especially given the City's focus in recent years on enhanced service planning with OW clients, greater investment in life stabilization activities and the City's own Human Service Integration initiative. They are also aligned with TO Prosperity: Toronto's Poverty Reduction Strategy (PRS) which, among other things, highlights the need to improve the quality of and access to income supports, foster inclusive economic growth, create a seamless social support system and increase employment opportunities for low-income residents. To a large extent, therefore, the City has a firm foundation to build on and is well-positioned to work with the Province to inform and advance future system change. However, the significant nature of change means that there are additional issues and potential risks which the City will need to monitor and address going forward. As a result, this report recommends principles to guide City engagement with the Province with regard to the process of co-design and implementation of social assistance renewal plans and the Province's broader end term vision of human services integration. Recognizing that in addition to improving service delivery a modern approach to social assistance should also ensure that social assistance clients can better meet their basic needs, it also recommends that the Province engage with municipalities on the introduction of a new and modernized rate structure and implement an evidence-based approach to annual social assistance rate changes that reflects locally specific costs of living. Finally, this report recommends that key City divisions, engaging community and workforce development stakeholders as appropriate, assess how the City can best advance its workforce development priorities and support residents in a transformed employment services system, including whether the City should pursue the new employment service system manager role and, if so, in what configuration.
The Economic and Community Development Committee recommends that: 1. City Council approve the five principles below which are detailed in Attachment 1 to the report (April 12, 2021) from the General Manager, Toronto Employment and Social Services to inform Toronto's engagement with the Province of Ontario on the process of co-design and implementation of Ontario's Social Assistance Recovery and Renewal plan, including the end vision of an integrated human services delivery system that includes social assistance, children's services, and housing: a. prioritize client well-being and progression; b. commitment to engagement and collaboration; c. recognition of Toronto's unique size, diversity, and complexity; d. adequate and sustainable funding to drive best outcomes; and e. promoting local economic and social inclusion. 2. City Council direct the General Manager, Toronto Employment and Social Services to report in the second quarter of 2022 on the co-design and implementation of Phase 1 of Ontario's Social Assistance Recovery and Renewal plan, including updates on the impact of the centralization of Ontario Works financial assistance application administration on related roles and functions at the City of Toronto's Application and Support Centre and Toronto Employment and Social Services, budget implications for the City of Toronto, and progress on the Provincial plan for human services integration. 3. City Council, recognizing that a modern approach to social assistance should not only improve service delivery but also address the ability of social assistance clients to meet their basic needs, request the Province of Ontario to address the adequacy and structure of social assistance by implementing a new and modernized rate structure that uses an evidence-based approach to annual social assistance rate increases. 4. City Council direct the General Manager, Toronto Employment and Social Services to engage with other divisions and Toronto Public Library, as well as community and workforce development stakeholders, as appropriate, to assess how the City of Toronto can best advance its workforce development priorities and support residents in a transformed employment services system, including whether the City should pursue the new employment service system manager role and, if so, in what configuration and report on findings and recommendations in the second quarter of 2022.
Staff recommendation as filed
The General Manager, Toronto Employment and Social Services recommends that: 1. City Council approve the five principles below which are detailed in Attachment 1 to inform Toronto's engagement with the Province of Ontario on the process of co-design and implementation of Ontario's Social Assistance Recovery and Renewal plan, including the end vision of an integrated human services delivery system that includes social assistance, children's services, and housing: a. prioritize client well-being and progression; b. commitment to engagement and collaboration; c. recognition of Toronto's unique size, diversity, and complexity; d. adequate and sustainable funding to drive best outcomes; and e. promoting local economic and social inclusion. 2. City Council direct the General Manager, Toronto Employment and Social Services to report in the second quarter of 2022 on the co-design and implementation of Phase 1 of Ontario's Social Assistance Recovery and Renewal plan, including updates on the impact of the centralization of Ontario Works financial assistance application administration on related roles and functions at the City of Toronto's Application and Support Centre and Toronto Employment and Social Services, budget implications for the City of Toronto, and progress on the Provincial plan for human services integration. 3. City Council, recognizing that a modern approach to social assistance should not only improve service delivery but also address the ability of social assistance clients to meet their basic needs, request the Province of Ontario to address the adequacy and structure of social assistance by implementing a new and modernized rate structure that uses an evidence-based approach to annual social assistance rate increases. 4. City Council direct the General Manager, Toronto Employment and Social Services to engage with other divisions and Toronto Public Library, as well as community and workforce development stakeholders, as appropriate, to assess how the City can best advance its workforce development priorities and support residents in a transformed employment services system, including whether the City should pursue the new employment service system manager role and, if so, in what configuration and report on findings and recommendations in the second quarter of 2022.
EC21.3adopted
Community Service Partnerships Grant Allocation Recommendations (2019-2022)
Community funding can be an important tool to advance the City's commitment to reconciliation and equity. This report provides an overview of Social Development, Finance and Administration's work to advance reconciliation and equity through the use of Community Investment funding. Over the past three years, the division's Community Funding Unit has been taking intentional steps to update grant policy and grant making practices and make targeted investments into Indigenous-led and Black-Mandated organizations. This report provides an update on the Indigenous and Black-Mandated Funding Frameworks, both of which are being developed through co-design processes with community leaders and residents, supported by the Indigenous Affairs Office and the Confronting Anti-Black Racism Unit, respectively. Additionally, this report speaks to Social Development, Finance and Administration's work to fund for community impact through the Community Service Partnerships investment program. In July 2019, Toronto City Council adopted the Community Service Partnerships Framework to ensure that, through a Renewal Process, all funded organizations would become aligned with shared outcomes and a strengthened definition of vulnerability to ensure grant funds are meeting the needs of Torontonians who are most vulnerable. Community Funding staff anticipated some shifts in the Community Service Partnerships portfolio. However, given the de-stabilizing impact of COVID-19 on the not-for-profit sector and the need to maintain as many organizations serving communities as possible, the review process has been narrowed to focus primarily on organizations and their ability to meet the required eligibility criteria. This report recommends funding approval for all current Community Service Partnerships organizations as a stability measure. The 175 organizations listed in Appendix A are recommended to receive investments totalling $17,338,720. This funding will support the delivery of 327 community-based programs designed to engage Torontonians who are vulnerable. While all existing organizations in the portfolio have been recommended to continue receiving Community Service Partnerships funding, there are organizations who are not clearly demonstrating, with verifiable data, that they are serving vulnerable Torontonians, nor are they able to demonstrate through program indicators that they are likely to achieve the shared outcomes that are the basis of the Community Service Partnerships Framework. The report summarizes the plans to address these shortcomings through enhanced monitoring and support to assist groups to meet these standards. Increasing demonstrable commitment to reconciliation and equity in the City of Toronto requires a re-examination of groups receiving City funding. This will include considering whether the Community Service Partnerships portfolio is reflective of current trends in Toronto that may contribute to vulnerability, including immigration and health trends. Community Funding staff will also identify program models that no longer fit in the portfolio and identify alternative options for future support of this work.
The Economic and Community Development Committee recommends that: 1. City Council approve the 2021 Community Service Partnerships allocation recommendations for 175 organizations totalling $17,338,720 from the 2021 Approved Operating Budget for Social Development, Finance and Administration as described in Appendix A to the report (April 12, 2021) from the Executive Director, Social Development, Finance and Administration. 2. City Council authorize the Executive Director, Social Development, Finance and Administration to allocate the Community Service Partnerships funds until the end of the current four-year grant cycle on December 31, 2022. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to reallocate or approve and disburse one-time Community Investment grants with funding allocation to be subject to the annual Budget process. 4. City Council request the Executive Director, Social Development, Finance and Administration to report annually to the Economic and Community Development Committee on the grants approved through Recommendations 2 and 3 above.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council approve the 2021 Community Service Partnerships allocation recommendations for 175 organizations totalling $17,338,720 from the 2021 Approved Operating Budget for Social Development, Finance and Administration as described in Appendix A to this report. 2. City Council authorize the Executive Director, Social Development, Finance and Administration to allocate the Community Service Partnerships funds until the end of the current four-year grant cycle on December 31, 2022. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to reallocate or approve and disburse one-time Community Investment grants with funding allocation to be subject to the annual Budget process. 4. City Council request the Executive Director, Social Development, Finance and Administration to report annually to the Economic and Community Development Committee on the grants approved through Recommendations 2 and 3 above.
EC21.4adopted
2021 Recreation Worker Outreach Plan to Support Black Youth Hiring
This report responds to Member Motion MM27.13, adopted by City Council on December 16, 2020, requesting City staff to report back on how the 2021 recreation hiring season will meet the stated goals of the 2019-2022 Poverty Reduction Strategy Term Action Plan, particularly as they apply to Black youth. The Poverty Reduction Strategy identifies several employment-related actions, including creating employment opportunities for low-income groups as well as developing new pathways, training opportunities and flexibility for low-income residents to enter into City jobs and support advancement once employed. Statistics Canada data in January 2021 indicates job losses among youth aged 15 to 19 during the pandemic. In the three month period ending in August 2020, Indigenous youth aged 12 to 24 living off reserve had an unemployment rate of 26.3 percent (Statistics Canada, 2020). For Black youth aged 15 to 24, the pre-pandemic unemployment rate was 24.3 percent relative to 15.5 percent for the total population of racialized groups in Canada (Statistics Canada, 2016). These numbers are further magnified by the fact that in Toronto, Black Torontonians made up the highest percentage of the working poor (10.5 percent), with second and third generation Black Torontonians being more vulnerable (Metcalf Foundation, 2019). The COVID-19 pandemic continues to intensify pre-existing systemic barriers that prevent Black and Indigenous youth living in Toronto from accessing sustainable employment and training initiatives. Through its hiring power of youth, Parks, Forestry and Recreation is uniquely positioned to help advance Poverty Reduction Strategy actions and be part of a response to Toronto employment for Black youth through the employment it offers and effective recruitment efforts. This report outlines Parks, Forestry and Recreation's Recruitment and Outreach Plan for the 2021 hiring season that engages and provides employment supports to Black youth. This work builds on annual recruitment, engagement and employment support programs and continued work to advance the stated goals of the Poverty Reduction Strategy through these part-time employment opportunities and creating new pathways and training opportunities for youth experiencing systemic barriers. Parks, Forestry and Recreation services are delivered by a team of skilled leaders who supervise and instruct seasonal recreational programs and services for residents across the City. They are lifeguards, camp leaders, fitness instructors and customer service staff. Parks, Forestry and Recreation has a high return rate with 82 percent of staff returning to seasonal positions each year. New staff are hired to fill any vacancies following extensive outreach, recruitment and employment support programs designed to connect local youth to available recreation jobs. Recreation recruitment and employment support programs have and continue to focus on reaching youth in local communities who require information, tools, resources and supports to help connect them to available employment, understand what qualifications are needed and access job readiness programs that can help them be successful through the hiring process. Parks, Forestry and Recreation's part-time staff have and continue to reflect the diversity of the communities served who, over time, grow within the organization gaining experience and leadership and other transferable skills. Recruitment strategies in 2021 build on the outreach and employment readiness work the division advances annually to be more intentional in reaching Black and marginalized youth, particularly in Neighbourhood Improvement Areas and other communities most impacted by the pandemic. To date, that effort has reached over 1,000 youth through 34 employment information and readiness virtual workshops.
The Economic and Community Development Committee: 1. Received the report (April 13, 2021) from the General Manager, Parks, Forestry and Recreation for information.
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.
EC21.5adopted
Recreation Capacity in Scarborough-Guildwood
This report responds to the request from City Council, at its meeting of December 16, 17 and 18, 2020, for the General Manager, Parks, Forestry and Recreation (PFR) to review the capacity of recreation space in the Scarborough Village and Woburn communities within the ward of Scarborough-Guildwood. This report includes a review of demographic data for the Woburn and Scarborough Village communities, a summary of existing parks and recreation facilities and programs, and an overview of the planned facilities that will increase recreation capacity in both communities. Parks, Forestry and Recreation provides a range of programs for participants of all ages, optimizing the recreational infrastructure available to ensure the availability of affordable and responsive programming. In Scarborough-Guildwood, free recreational programs for all ages are offered at Scarborough Centennial Recreation Centre, Cedarbrook Community Centre and Scarborough Village Recreation Centre. In addition, PFR leverages local area schools, including Cedarbrae Collegiate Institute (C.I.), Laurier C.I., and Woburn C.I., for the delivery of drop-in sports programs, summer camps and youth programming using classrooms and the school gymnasiums. The Parks and Recreation Facilities Master Plan (FMP), adopted by City Council in 2017, identified gaps in recreation facility provision in Scarborough-Guildwood - in keeping with the deficit of gymnasium space identified in the December 2020 City Council request. In response, the FMP and Parks, Forestry and Recreation's 2021 10-Year Capital Budget and Plan includes planned projects to increase recreation capacity in the area, including the addition of a gymnasium at Scarborough Centennial Recreation Centre as part of a planned revitalization targeted for 2025-2029 and a new Community Recreation Centre (CRC) in southwest Scarborough targeted for 2025-2028, including a gymnasium and pool, which is also planned to address the identified geographic gap in the Scarborough Village, Eglinton East and Cliffcrest neighbourhoods. Staff will be initiating an evaluation of location options for the new CRC and will provide an update through the 2023 Capital Budget process. The timing for all projects in the Capital Plan are dependent on available funds and the ability to proceed.
The Economic and Community Development Committee: 1. Received the report (April 9, 2021) from the General Manager, Parks, Forestry and Recreation for information.
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.
EC21.6adopted
Toronto Entertainment District Business Improvement Area - Name Change
The purpose of this report is to recommend that the name of the Toronto Entertainment District Business Improvement Area (BIA) be changed to the "Toronto Downtown West Business Improvement Area". On February 17, 2021, the Board of Management for the Toronto Entertainment District BIA voted to request the City of Toronto to formally change the name of the BIA.
The Economic and Community Development Committee recommends that: 1. City Council approve the renaming of the Toronto Entertainment District Business Improvement Area, as defined by the boundaries described in Attachment 1 to the report (April 8, 2021) from the Acting General Manager, Economic Development and Culture, to the Toronto Downtown West Business Improvement Area. 2. City Council amend City of Toronto Municipal Code Chapter 19, Business Improvement Areas, as required, to reflect the name change of the Toronto Entertainment District Business Improvement Area to the Toronto Downtown West Business Improvement Area.
Staff recommendation as filed
The Acting General Manager, Economic Development and Culture recommends that: 1. City Council approve the renaming of the Toronto Entertainment District Business Improvement Area, as defined by the boundaries described in Attachment 1, to the Toronto Downtown West Business Improvement Area. 2. City Council amend City of Toronto Municipal Code Chapter 19, Business Improvement Areas, as required, to reflect the name change of the Toronto Entertainment District Business Improvement Area to the Toronto Downtown West Business Improvement Area.
EC21.7adopted
Removal of a Director from the Mount Pleasant Village Business Improvement Area Board of Management
The purpose of this report is to remove a director from the Mount Pleasant Village Business Improvement Area (BIA) Board of Management. The Mount Pleasant Village BIA falls within two Community Council boundaries.
The Economic and Community Development Committee recommends that: 1. City Council, in accordance with the City of Toronto's Public Appointments Policy, remove the following director from the Mount Pleasant Village Business Improvement Area Board of Management set out below: Shirley Breen
Staff recommendation as filed
The Acting General Manager, Economic Development and Culture recommends that: 1. City Council, in accordance with the City's Public Appointments Policy, remove the following director from the Mount Pleasant Village Business Improvement Area Board of Management (BIA) set out below: Breen, Shirley
EC21.8adopted
This report is to request authority from the Economic and Community Development Committee to amend seven (7) existing non-competitive blanket contracts established for emergency services for the ongoing shelter operations in response to the COVID-19 pandemic for the homeless residents of Toronto as outlined in the recommendations below. Shelter, Support and Housing Administration Division (SSHA) operates an emergency shelter system for people facing homelessness and continues to experience a high demand for services that near exceed the regular system capacity. To meet the Medical Officer of Health's order to physically distance and self-isolate if experiencing symptoms of COVID-19, SSHA was directed to open additional shelter facilities. SSHA continues to meet the needs of homeless clients and, since the beginning of the pandemic, has opened 40 plus additional shelters across the City. The division's COVID-19 pandemic response has continued longer than anticipated, impacting operations at temporary sites and the opening of additional new sites. As such, the target values for various non-competitive blanket contracts established for these various services has been or are near being exceeded at some point this year and into late 2021. These contracts also support regular shelter programs, Out of the Cold Warming Centres and Winter Respite Bedded Programs where required. COVID-19 has affected the delivery of services and programs where SSHA has had to continuously readjust program delivery to support the wellbeing of the homeless population and the surrounding communities. The Economic and Community Development Committee's approval is required in accordance with Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement 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 71-11.1.
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 amendments to: a. Non-Competitive Blanket Contract Number 47022896 with LMO Inc., operating as Croatia Café, in the amount of $1,100,000 net of Harmonized Sales Tax ($1,119,360 net of Harmonized Sales Tax recoveries) for the provision of catering services, increasing the contract value from $1,061,947 to $2,161,947 net of Harmonized Sales Tax ($2,199,997 net of Harmonized Sales Tax recoveries); b. Non-Competitive Blanket Contract Number 47023371 with 2790584 Ontario Inc. in the amount of $1,000,000 net of Harmonized Sales Tax ($1,017,600 net of Harmonized Sales Tax recoveries) for the provision of catering services, increasing the contract value from $250,000 to $1,250,000 net of Harmonized Sales Tax ($1,272,000 net of Harmonized Sales Tax recoveries); c. Non-Competitive Blanket Contract Number 47023535 with Alpine Building Maintenance Inc. in the amount of $1,500,000 net of Harmonized Sales Tax ($1,526,400 net of Harmonized Sales Tax recoveries) for the provision of custodial services, increasing the contract value from $500,000 to $2,000,000 net of Harmonized Sales Tax ($2,035,200 net of Harmonized Sales Tax recoveries); d. Non-Competitive Blanket Contract Number 47023521 with Integrated Contracting Solutions Inc. (ICS) in the amount of $1,500,000 net of Harmonized Sales Tax ($1,526,400 net of Harmonized Sales Tax recoveries) for the provision of custodial services, increasing the contract value from $500,000 to $2,000,000 net of Harmonized Sales Tax ($2,035,200 net of Harmonized Sales Tax recoveries); e. Non-Competitive Blanket Contract Number 47023534 with Kleenway Building Maintenance Inc. in the amount of $10,000,000 net of Harmonized Sales Tax ($10,176,000 net of Harmonized Sales Tax recoveries) for the provision of custodial services, increasing the contract value from $500,000 to $10,500,000 net of Harmonized Sales Tax ($10,684,800 net of Harmonized Sales Tax recoveries); f. Non-Competitive Blanket Contract Number 47022956 with HVAC Rentals Ontario Inc. in the amount of $600,000 net of Harmonized Sales Tax ($610,560 net of Harmonized Sales Tax recoveries) for the provision of HVAC equipment rental, increasing the contract value from $1,000,000 to $1,600,000 net of Harmonized Sales Tax ($1,628,160 net of Harmonized Sales Tax recoveries); and g. Non-Competitive Blanket Contract Number 47023138 with One Community in the amount of $8,000,000 net of Harmonized Sales Tax ($8,140,800 net of Harmonized Sales Tax recoveries) and extended the validity date to December 31, 2021 for the provision of Enhanced Community Safety Teams, increasing the contract value from $1,000,000 to $9,000,000 net of Harmonized Sales Tax ($9,158,400 net of Harmonized Sales Tax recoveries). 2. Authorized the General Manager, Shelter, Support and Housing Administration to negotiate and sign on behalf of the City of Toronto new non-competitive agreements or amend existing agreements, as required, to implement the authority granted in Part 1 above on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
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, authorize amendments to: a. Non-Competitive Blanket Contract Number 47022896 with LMO Inc. operating as Croatia Café in the amount of $1,100,000 net of Harmonized Sales Tax ($1,119,360 net of Harmonized Sales Tax recoveries) for the provision of catering services, increasing the contract value from $1,061,947 to $2,161,947, net of Harmonized Sales Tax ($2,199,997 net of Harmonized Sales Tax recoveries); b. Non-Competitive Blanket Contract Number 47023371 with 2790584 Ontario Inc. in the amount of $1,000,000 net of Harmonized Sales Tax ($1,017,600 net of Harmonized Sales Tax recoveries) for the provision of catering services, increasing the contract value from $250,000 to $1,250,000, net of Harmonized Sales Tax ($1,272,000 net of Harmonized Sales Tax recoveries); c. Non-Competitive Blanket Contract Number 47023535 with Alpine Building Maintenance Inc. in the amount of $1,500,000 net of Harmonized Sales Tax ($1,526,400 net of Harmonized Sales Tax recoveries) for the provision of custodial services, increasing the contract value from $500,000 to $2,000,000, net of Harmonized Sales Tax ($2,035,200 net of Harmonized Sales Tax recoveries); d. Non-Competitive Blanket Contract Number 47023521 with Integrated Contracting Solutions Inc. (ICS) in the amount of $1,500,000 net of Harmonized Sales Tax ($1,526,400 net of Harmonized Sales Tax recoveries) for the provision of custodial services, increasing the contract value from $500,000 to $2,000,000, net of Harmonized Sales Tax ($2,035,200 net of Harmonized Sales Tax recoveries); e. Non-Competitive Blanket Contract Number 47023534 with Kleenway Building Maintenance Inc. in the amount of $10,000,000 net of Harmonized Sales Tax ($10,176,000 net of Harmonized Sales Tax recoveries) for the provision of custodial services, increasing the contract value from $500,000 to $10,500,000, net of Harmonized Sales Tax ($10,684,800 net of Harmonized Sales Tax recoveries); f. Non-Competitive Blanket Contract Number 47022956 with HVAC Rentals Ontario Inc. in the amount of $600,000 net of Harmonized Sales Tax ($610,560 net of Harmonized Sales Tax recoveries) for the provision of HVAC equipment rental, increasing the contract value from $1,000,000 to $1,600,000, net of Harmonized Sales Tax ($1,628,160 net of Harmonized Sales Tax recoveries); and g. Non-Competitive Blanket Contract Number 47023138 with One Community in the amount of $8,000,000 net of Harmonized Sales Tax ($8,140,800 net of Harmonized Sales Tax recoveries) and extend the validity date to December 31, 2021 for the provision of Enhanced Community Safety Teams, increasing the contract value from $1,000,000 to $9,000,000, net of Harmonized Sales Tax ($9,158,400 net of Harmonized Sales Tax recoveries). 2. The Economic and Community Development Committee authorize the General Manager, Shelter, Support and Housing Administration to negotiate and sign on behalf of the City new non-competitive agreements, or amend existing agreements as required, to implement the authority granted in Recommendation 1 on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor.
EC21.9adopted
The purpose of this report is to request authority to amend Non-Competitive Blanket Contract Number 47022679 with Star Security Inc. for the provision of security guard services at various locations managed by the Shelter, Support and Housing Administration Division, in the amount of $8,074,610 net of Harmonized Sales Tax ($8,216,723.14 net of Harmonized Sales Tax recoveries), for the period from January 1, 2021 to September 30, 2021. With the requested amendment, the total contract value will be increased from $14,402,995.51 to $22,477,605.51, net of Harmonized Sales Tax. The non-competitive contract will continue to support the City's COVID-19 emergency response, and allow staff sufficient time to award a new competitive contract. The contract will continue to honour the existing terms and conditions of the existing Non-Competitive Blanket Contract Number 47022679 with Star Security Inc. The Economic and Community Development Committee's approval is required in accordance with Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement 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 71-11.1.
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 Non-Competitive Blanket Contract Number 47022679 with Star Security Inc. for the provision of contracted security guard services at various locations managed by Shelter, Support and Housing Administration in the amount of $8,074,610 net of Harmonized Sales Tax ($8,216,723.14 net of Harmonized Sales Tax recoveries) for the period from January 1, 2021 to September 30, 2021, increasing the current blanket contract value from $14,402,995.51 to $22,477,605.51 net of Harmonized Sales Tax, on terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Executive Director, Corporate Real Estate Management and the Chief Procurement Officer recommend that: 1. The Economic and Community Development Committee, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law), authorize an amendment to Non-Competitive Blanket Contract Number 47022679 with Star Security Inc., for the provision of the contracted security guard services at various locations managed by Shelter, Support and Housing Administration, in the amount of $8,074,610 net of Harmonized Sales Tax ($8,216,723.14 net of Harmonized Sales Tax recoveries), for the period from January 1, 2021 to September 30, 2021, increasing the current blanket contract value from $14,402,995.51 to $22,477,605.51, net of Harmonized Sales Tax, on terms and conditions satisfactory to the Executive Director, Corporate Real Estate Management, and in a form satisfactory to the City Solicitor.
EC21.10amended
Response to Increased Unpermitted Fireworks Use during the COVID-19 Pandemic
This report responds to an October 2020 City Council directive, requesting Municipal Licensing and Standards (MLS) and Toronto Fire Services (TFS) undertake a review of Toronto Municipal Code, Chapter 466, Fireworks. Chapter 466, Fireworks regulates the use and sale of fireworks in Toronto. Fireworks on private property may only be used without a permit on Victoria Day and Canada Day. To use fireworks on private property any other day of the year, residents must have a permit from TFS. Discharging or igniting fireworks in a city park by members of the public is also prohibited. The sale of fireworks in Toronto requires a vendor permit issued by MLS. Staff undertook a review of Chapter 466, Fireworks in early 2021. This work included a review of current regulations and enforcement practices related to the sale and discharge of fireworks, as well as a jurisdictional scan, public survey and stakeholder consultations, and an analysis of fireworks-related emergency incidents and complaints. Staff also considered the context of the COVID-19 pandemic. Through the review, staff found that there was a notable increase in unpermitted fireworks use and emergency incidents related to fireworks during the 2020 warm-weather season, compared to previous years. Staff believe this is due to factors related to the pandemic, including more residents staying home in the city, cancellation of other events and City and community fireworks displays, and redeployment of enforcement resources to enforce public health measures and provincial emergency orders. Staff anticipate similar conditions during the 2021 warm-weather season. Through a public survey, staff identified an overall lack of awareness of Toronto's current fireworks rules. Staff also found that Toronto residents have varied opinions about issues related to fireworks. A large number of survey respondents were concerned about fireworks noise, and impacts of fireworks use on pets, wildlife, the environment, and individuals with post-traumatic stress disorder (PTSD). Additionally, some respondents expressed how much they enjoy fireworks, while others support a city-wide ban. Many survey respondents supported enhanced education and enforcement to ensure individuals follow existing regulations. In response to the immediate need to mitigate the increase in unpermitted fireworks use during the COVID-19 pandemic, MLS and TFS have developed an action plan to support compliant fireworks use and sale, and reduce nuisance impacts of unpermitted fireworks use. The proposed action plan will include a suite of enhanced public education and outreach initiatives, complemented by data-driven priority-based enforcement in areas where the most issues have occurred. Staff will also review current fireworks-related set fines, and apply to the Province of Ontario to increase fine amounts, as needed. As part of the review of Chapter 466, Fireworks, staff found that Toronto's fireworks rules are comprehensive and currently align with surrounding jurisdictions. Since 2017, city-wide compliance with fireworks use regulations has been fairly strong; incidents and service requests related to fireworks appear localized in a small number of wards bordering Lake Ontario. Based on these findings, staff do not recommend bylaw changes at this time. Staff believe that the most effective way to address increased unpermitted fireworks use expected as the pandemic persists is through enhanced education and enforcement. MLS and TFS will continue to monitor fireworks incidents and complaints during the 2021 warm-weather season and the COVID-19 recovery period. MLS and TFS will implement the proposed action plan immediately, prior to Victoria Day, the first designated fireworks holiday. This report was developed in consultation with Economic Development and Culture, Legal Services, Parks, Forestry and Recreation, and Strategic Communications.
The Economic and Community Development Committee recommends that: 1. City Council request the Executive Director, Municipal Licensing and Standards and the Fire Chief and General Manager - Emergency Management, Toronto Fire Services, in consultation with the General Manager, Parks, Forestry and Recreation, to include the following in the COVID-19 Unpermitted Fireworks Action Plan: a. installation of "No Fireworks" signage in all waterfront parks and any other parks with higher rates of fireworks non-compliance under the Parks By-law, as informed by complaints and enforcement data, prior to Victoria Day; b. a review of current fireworks-related set fines and applying to the Province of Ontario to increase fine amounts, as needed; c. information on the safe use and handling of consumer fireworks and restrictions around fireworks usage in the City of Toronto as part of the City-developed poster that is provided to consumers by fireworks vendors; and d. continued exploration of the feasibility and efficacy of an online vendor certification and employee training education program, in consultation with stakeholders, and report by the end of 2021.
Staff recommendation as filed
The Executive Director, Municipal Licensing and Standards and the Acting Fire Chief, Toronto Fire Services recommend that: 1. The Economic and Community Development Committee receive this report for information.
EC21.11adopted
The Acting Fire Chief, Toronto Fire Services is requesting City Council amend City of Toronto Municipal Code Chapters 441 and 442 to create formal service categories concerning Open Air Burn Permits and Cultural Fire Authorizations and to implement the appropriate fee structure in accordance with the City's User Fee Policy. Under the Ontario Fire Code, open-air burning is not allowed, with a specific exemption for small supervised cooking fires, unless it has been approved by an assistant to the Ontario Fire Marshal (which includes a municipal Fire Chief or designated staff of a municipal fire department); and is supervised at all times. Toronto Fire Services (TFS) has an existing process for the open-air burning approval required by the Ontario Fire Code; applicants submit an application for a City-issued "Open Air Burning Permit" and pay the associated fees. TFS staff attend the proposed burn location to validate the information provided, identify any specific site concerns, and review safety protocols with the responsible individual. Most applications for Open Air Burning Permits relate to individual events, or commercial purposes (such as filming a scene for a film production or for internal training purposes for a private company). However, a portion of the Open Air Burning Permits TFS processes each year are for members of various communities within Toronto seeking to utilize an open-air burn, as defined by the Ontario Fire Code, in connection with a variety of cultural or religious practices involving the use of fire (hereafter referred to as a "Cultural Fire"). One such cultural or religious practice that is practiced by many Indigenous communities is the use of fire in what is referred to as an Indigenous Sacred Fire. TFS' review of the City's Open Air Burning Permits, noted that approximately half of the Cultural Fire related applications for Open Air Burning Permits, involve Indigenous Sacred Fires. Because of the cultural significance of Indigenous Sacred Fires to Indigenous communities, TFS engaged with the City of Toronto Indigenous Affairs Office to ensure discussions with Indigenous community members could occur and that the proposed amendments are compatible with the City's overall reconciliation framework and strategy. TFS is proposing to amend Municipal Code Chapter 442, Fees and Charges, Administration of, to establish two new formal service categories and application processes with respect to Ontario Fire Code approvals to reflect the community needs: - Approvals for open-air burning conducted in connection with a specific cultural or religious practice, ceremony, or event ("Cultural Fire Authorizations"); and - Approvals for other forms of open-air burning permits related to individual events, or commercial purposes ("Open Air Burn Permits"). TFS also proposes to amend Municipal Code Chapter 441, Fees and Charges, to adopt separate and differing fee categories for these two formal service categories in keeping with the City's User Fee Policy. Under the proposed amendment to Chapter 441, Open Air Burn Permits for private commercial events would be charged the current full cost recovery ($266.17), while the Cultural Fire Authorization would not be charged a user fee to the applicant seeking to oversee open-air burning as part of a cultural or religious practice, ceremony, or event. In accordance with User Fee Policy, while fees are appropriate for municipal services where the benefits are primarily directed to specific individuals, groups, or businesses, services which benefit the general public at large are appropriately funded by general revenues. Providing the appropriate approvals so that members of the public may participate in the cultural and religious practices using open-air burning conducted in accordance with the Ontario Fire Code provide a group benefit to the respective communities and a benefit to the public as a whole. The proposed amendment to Chapter 441 establishing two differing fees for Open Air Burn Permits and Cultural Fire Authorizations will result in an estimated financial impact of a $3,726 reduction in the annual fee revenue within the Toronto Fire Services Operating Budget. An equity analysis finds that Indigenous and Equity-seeking groups, including Immigrant, Refugee and Undocumented groups, and Racialized communities with cultural/religious practices that involve fire are positively impacted by the proposed amendments as these Equity-seeking groups will have improved access to this service required under the Ontario Fire Code.
The Economic and Community Development Committee recommends that: 1. City Council amend City of Toronto Municipal Code Chapter 441, Fees and Charges and Chapter 442, Fees and Charges, Administration of to establish two new formal service categories to be called Cultural Fire Authorizations and Open Air Burn Permits, establish corresponding application processes for these new formal service categories, and update the fees and charges to establish an application fee for Cultural Fire Authorizations of $0 and an application fee for Open Air Burn Permits of $266.17, delete certain re-inspection fees related to the prior authorization process, and replace them with re-inspection fees for the new Open Air Burn Permit formal service category, as outlined in Attachment 1 to the report (April 13, 2021) from the Acting Fire Chief, Toronto Fire Services.
Staff recommendation as filed
The Acting Fire Chief, Toronto Fire Services recommends that: 1. City Council amend City of Toronto Municipal Code Chapter 441, Fees and Charges and Chapter 442, Fees and Charges, Administration of to establish two new formal service categories to be called Cultural Fire Authorizations and Open Air Burn Permits; establish corresponding application processes for these new formal service categories; and update the fees and charges to establish an application fee for Cultural Fire Authorizations of $0 and an application fee for Open Air Burn Permits of $266.17, delete certain re-inspection fees related to the prior authorization process, and replace them with re-inspection fees for the new Open Air Burn Permit formal service category, as outlined in Attachment 1 to this report.
EC21.12amended
2021 Election Signs Bylaw Review
This report provides an overview of the current rules surrounding election signs, and recommends changes to improve the enforcement and administration of election sign regulations. Election signs are regulated by Article II of the Toronto Municipal Code Chapter 693, Signs. As directed by City Council in September 2020, staff in Municipal Licensing and Standards conducted a review of the City of Toronto's election sign rules. Posters, temporary signs (for example, A-frame, open house, and mobile signs), and signs regulated under the Toronto Municipal Code Chapter 694, Signs, General, were not part of this review. A comprehensive review of election sign regulations was completed in 2017. This resulted in City Council amending Chapter 693 to modernize regulations, align them with changes to the Municipal Elections Act, 1996, and respond to concerns previously raised by the Ombudsman and the Auditor General. This year's review provided staff with an opportunity to consider the impact of those changes. The review included a stakeholder engagement process with both Members of Council and the public, an analysis of enforcement data from the 2018 municipal election, and a review of current enforcement processes. The review found that the City received fewer complaints related to election signs during the 2018 municipal election than in 2014, pursued more enforcement action for non-compliance and proactively removed a significant number of signs. However, stakeholders and the public identified concerns around timely enforcement, the environmental impact of signs, as well as signs that are placed unlawfully or in excessive numbers on public property which can result in clutter, distraction, and potential safety concerns. In response to this feedback, this report recommends bylaw amendments, an enhanced enforcement strategy, as well as strengthened education and communications efforts to address these concerns. This report was prepared in consultation with the City Clerk's Office, Legal Services, Solid Waste Management Services, and Transportation Services.
The Economic and Community Development Committee recommends that: 1. City Council amend Article II, Election Signs of City of Toronto Municipal Code Chapter 693, Signs as follows: a. remove the requirement that City staff must provide notice to a candidate within 24 hours of the sign being removed; b. require that the name of a candidate be displayed on election signs in a manner that is clear and legible; and c. clarify that signs greater than two metres above ground level are permitted on windows and balconies. 2. City Council amend Article II, Election Signs of City of Toronto Municipal Code Chapter 693, Signs to: a. increase the maximum fine to $100,000; b. include offences for obstruction and failure to provide information as required; c. designate each offence as a continuing offence with a maximum daily fine of $10,000 and a total fine which may exceed $100,000; and d. include authority to enter to inspect, to make orders to comply, and to take remedial action. 3. City Council amend City of Toronto Municipal Code Chapter 693, Signs to require that election signs be placed no less than one metre from other election signs on private property without the consent of the owner or occupant or on public property without the consent of the owner or occupant of the abutting property. 4. City Council authorize the City Solicitor, the City Clerk, and the Executive Director, Municipal Licensing and Standards to restructure, consolidate, and simplify all existing requirements, including enforcement provisions, to improve the readability of Article II, Election Signs in City of Toronto Municipal Code Chapter 693, Signs.
Staff recommendation as filed
The Executive Director, Municipal Licensing and Standards recommends that: 1. City Council amend Article II of Toronto Municipal Code Chapter 693 as follows: a. remove the requirement that City staff must provide notice to a candidate within 24 hours of the sign being removed; b. require that the name of a candidate be displayed on election signs in a manner that is clear and legible; and c. clarify that signs greater than 2 metres above ground level are permitted on windows and balconies. 2. City Council amend Article II of Toronto Municipal Code Chapter 693 to: a. increase the maximum fine to $100,000; b. include offences for obstruction and failure to provide information as required; c. designate each offence as a continuing offence with a maximum daily fine of $10,000 and a total fine which may exceed $100,000; and d. include authority to enter to inspect, to make orders to comply and to take remedial action. 3. City Council authorize the City Solicitor, the City Clerk, and the Executive Director, Municipal Licensing and Standards, to re-structure, consolidate, and simplify all existing requirements, including enforcement provisions, to improve the readability of Article II (Election Signs) of Toronto Municipal Code Chapter 693.
EC21.13adopted
Dangerous Dog Review Tribunal 2020 Annual Report
City Council, at its meeting on April 7 and 8, 2021, referred Item EC20.9 back to the Economic and Community Development Committee for further consideration. Summary from the report (March 11, 2021) from the Executive Director, Municipal Licensing and Standards on Dangerous Dog Review Tribunal 2020 Annual Report [Item EC20.9]: 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 City of 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.
EC21.14adopted
At its meeting on March 29, 2021, the Film, Television and Digital Media Advisory Board considered Item FB7.5, Sustainability and Green Infrastructure Updates.
The Economic and Community Development Committee recommends that: 1. City Council direct the General Manager, Economic Development and Culture, in collaboration with the General Manager, Transportation Services and the General Manager, Parks, Forestry and Recreation, to develop a business and operational case for a pilot project to install power drops at popular filming locations for consideration as part of the 2022 Budget process or before, wherever possible.
Staff recommendation as filed
The Film, Television and Digital Media Advisory Board recommends that: 1. City Council direct the General Manager, Economic Development and Culture to collaborate with the General Manager, Transportation Services, and the General Manager, Parks, Forestry and Recreation, to develop a business and operational case for a pilot project to install power drops at popular filming locations for consideration as part of the 2022 budget process, or before, wherever possible.
EC21.15referred
Enjoying a Drink Outdoors: Providing Safe, Responsible and Equitable Options for All Torontonians
The first few months of the pandemic saw the City take dramatic measures such as wrapping caution tape over park benches and basketball nets, while groups of enforcement officers were deployed to discourage lingering in green spaces and beaches throughout our city. We have learned a lot about COVID-19 transmission since the first wave last spring. The City now encourages residents to actively use parks for exercise and socializing, as long as appropriate distances are maintained. As we approach the second summer of the pandemic, public health officials recognize the reality that, especially after a year in isolation, people need to socialize. It is up to us as policy makers to create environments where those connections with friends and family can be made in the safest way possible. Last summer, Council recognized the importance of being able to enjoy a drink outside by loosening restrictions on patios with the successful CaféTO program, which will be brought back this year. Some residents will choose to enjoy a drink with loved ones in their backyards or on their balconies. However, what about Torontonians that can't afford a drink in a bar or don't have an outdoor space in their homes? These residents should not be left with unsafe options such as gathering indoors or, like many over the past year, choosing to drink illegally in parks. Dr. Zain Chagla, an associate professor who studies infectious diseases at McMaster University, has been quoted saying that "there's all these reports of transmission in bars and house parties. So why don't we mitigate that risk? Let's use the outdoors rather than forcing people indoors for their gatherings". Dr. Ilan Schwartz, an infectious disease expert from the University of Alberta, told a news outlet that easing up on public drinking laws this summer during the pandemic would be helpful stating that "anything that is outdoors - as long as people aren't shoulder to shoulder - we should be encouraging". He also said that being able to drink in public doesn't necessarily result in people drinking in excess, "we don't want to outlaw all behaviour just because taken to the extreme there can be problematic examples". Public intoxication and underage drinking are already illegal under provincial law. Littering, excessive noise, and public urination are also ticketable offences and are already issued in many parks. In other words, those who behave irresponsibly are not concerned with existing policies. This motion seeks to increase and focus enforcement on problem behaviours that are already occurring by freeing up resources while loosening restrictions for responsible adults who wish to responsibly and safely enjoy a beer or glass of wine. Cities of similar size around the world including Montreal, London, Paris, and Sydney permit residents to drink in parks. In response to the pandemic, Vancouver approved drinking in 9 parks last year with many more scheduled to be opened up for alcohol in 2021. Toronto, like some other North American cities, has uneven enforcement with inequitable results. Allowing alcohol consumption in parks came to my attention a few years ago when a friend relayed a concerning incident. I personally know someone who was approached by by-law officers while drinking a beer with another person in a park. He was able to talk himself out of a ticket and was just given a warning. He then noticed two groups of people doing the exact same thing given tickets by the same officer. My friend is white and the people receiving tickets were Black. I have heard similar stories in the years since, including during the pandemic. While Toronto does not keep race-based statistics on the issuance of tickets for drinking in parks, the example from New York City is troubling. In 2020, the New York Police Department issued 1,250 criminal summonses for drinking in public. Out of that number, 48 percent went to Black individuals, 43 percent to Hispanics, and only 7 percent went to white people. For public health and equity, this motion seeks to follow the lead of Vancouver by implementing a pilot project to allow beer and wine consumption in public parks and beaches between 11:00 a.m. and 9:00 p.m. from Friday, May 21, 2021 to Sunday, October 31, 2021.
The Economic and Community Development Committee: 1. Referred the letter (April 12, 2021) from Councillor Josh Matlow to the General Manager, Parks, Forestry and Recreation, the Executive Director, Municipal Licensing and Standards, and the City Solicitor, in consultation with the Medical Officer of Health, for consideration.
Staff recommendation as filed
Councillor Josh Matlow recommends that: 1. City Council approve a pilot project to allow the consumption of alcoholic beverages that do not exceed 15 percent alcohol by volume in the City of Toronto's public parks and beaches with bathroom facilities between 11:00 a.m. and 9:00 p.m. from May 21, 2021 to October 31, 2021. 2. City Council suspend the ban on the consumption of alcoholic beverages in public parks in Sections 608-8A and 608-8C of City of Toronto Municipal Code Chapter 608, Parks. 3. City Council prohibit the consumption of alcoholic beverages near playgrounds and sports fields, consistent with the prohibition on smoking. 4. City Council request the General Manager, Parks, Forestry and Recreation to: a. ensure that as many parks and beaches as possible have a bathroom facility, including portable toilets, by May 21, 2021; and b. provide additional garbage and recycling receptacles in parks and beaches. 5. City Council request the General Manager, Parks, Forestry and Recreation to report on the results of the pilot project in Recommendation 1 in the first quarter of 2022.