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.
EC22.1amended
Toronto Newcomer Strategy 2022-2026
With over half of its residents born outside of Canada, Toronto is one of the most diverse cities in the world and is recognized internationally for its approach to migrant integration. In keeping with its motto "Diversity Our Strength", the City strives to shape its programs, services, and policies to reflect the diversity and intersectional identities that have strengthened Toronto. The first Toronto Newcomer Strategy was approved by City Council in February 2013 and has guided the City's efforts working in partnership with the settlement sector, other governments and leaders in newcomer communities. However, there is now a need to update and renew Toronto's Strategy for the next level of work. The proposed Toronto Newcomer Strategy 2022-2026 responds to: - significant developments over the past few years, including considerable increase in newcomer arrivals, most notably resettled refugees, refugee claimants and temporary residents such as international students; - the impact of COVID-19 on newcomers in Toronto; and - the requirement under the City's grant agreement with Immigration, Refugees and Citizenship Canada, through which the Toronto Newcomer Office is funded, to have an update of the Strategy. The proposed Strategy was developed after extensive consultations, jurisdictional and environmental scans, and took into account achievements and learnings to date. It provides a roadmap for achieving greater impacts for newcomer success, and ultimately benefiting the city as a whole.
The Economic and Community Development Committee recommends that: 1. City Council adopt the proposed Toronto Newcomer Strategy 2022-2026 in Appendix A to the report (May 14, 2021) from the Executive Director, Social Development, Finance and Administration. 2. City Council forward the Toronto Newcomer Strategy 2022-2026 to the Boards of Directors of the City of Toronto's Agencies and Corporations and request that they adopt and apply the Strategy's Guiding Principles to their respective organizations. 3. City Council request the Executive Director, Social Development, Finance and Administration to report to the Economic and Community Development Committee in the third quarter of 2021 on the expected increase in refugee claimant arrivals once the Canada-United States border reopens and international travel resumes and to: a. identify resources and capacity impacts on operational divisions through the City of Toronto's Refugee Capacity Senior Executive Committee and the Advisory Group that includes representatives from the Federal and Provincial Governments; and b. determine how to implement any needed changes using the approach outlined in the City of Toronto Refugee Capacity Plan which was adopted by City Council in April 2019 [Item 2019.EC3.5]. 4. City Council request the Executive Director, Social Development, Finance and Administration to report in 2022 on progress and the resources necessary for the full implementation of the Toronto Newcomer Strategy 2022-2026.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council adopt the proposed Toronto Newcomer Strategy 2022-2026 in Appendix A to this report. 2. City Council forward the Toronto Newcomer Strategy 2022-2026 to the Boards of Directors of the City of Toronto's Agencies and Corporations and request that they adopt and apply the Strategy's Guiding Principles to their respective organizations. 3. City Council request the Executive Director, Social Development, Finance and Administration to report in 2022 on progress and the resources necessary for the full implementation of the Toronto Newcomer Strategy 2022-2026.
EC22.2amended
Child Care and Early Years System: COVID-19 Response and Child Care Growth Strategy
This report provides City Council with an overview of the current landscape of the child care and early years system in Toronto, including the impacts of the COVID-19 pandemic and the actions Children's Services is taking to support the sector. This report also responds to Council direction to provide an update on Phase One results of the Child Care Growth Strategy and advice on Phase Two given the impacts of COVID-19. The COVID-19 pandemic has demonstrated the continued importance of the vision of the Growth Strategy, which aims to build capacity, make fees affordable for parents, and improve compensation to support a thriving workforce. Accessible, affordable child care delivered by well-compensated staff is the cornerstone of the recovery from the pandemic, and investments from other orders of government continue to be required to ensure spaces are available, fees are affordable so that parents return to child care, and that wages are sufficient to recruit and retain the child care workforce. Recently, the Government of Canada released the 2021 Federal Budget which included a substantial, multi-year commitment of $30 billion over 5 years, and $8.3 billion ongoing thereafter, to build a national early learning and child care system. This announcement aligns closely with the Growth Strategy and will assist in achieving its goals to reduce fees for families, increase system capacity so more families can access licensed care, and increase wages for the early years workforce. This commitment could provide an opportunity to expedite the Growth Strategy in Toronto. Children's Services will report to Council on the City's share of new committed funding and policy and operating terms and conditions once they are known. The COVID-19 pandemic has had significant and wide ranging impacts on the child care and early years sector and demonstrated that the child care sector's recovery is interdependent with economic recovery. Following a provincially mandated closure during the first wave of the pandemic, 94 percent of licensed child care centres in Toronto reopened with new health and safety guidelines. However, enrolment remains substantially below pre-pandemic levels. A combination of funding programs and supports from all three levels of government have assisted in ensuring the financial stability of child care centre operations. Ongoing access to funding supports from other levels of government will be critical to maintaining the viability of the system until full recovery from the pandemic is realized and enrolment returns. This report also describes the priorities and actions of Children's Services to support families, child care operators, and the workforce during this unprecedented time. These actions are designed to support the stability of the child care and early years system, and protect the existing capacity of the system throughout the recovery period.
The Economic and Community Development Committee recommends that: 1. City Council request the Government of Canada to include the City of Toronto as an official partner in the discussions on the new Canada-Wide Early Learning and Child Care Plan, including a role on the new National Advisory Council, as announced in the Federal Budget on April 19, 2021. 2. City Council request the Federal and Provincial Governments to commit to additional Safe Restart Funding for the City of Toronto in 2021 to support the financial viability of the early years and child care sector through the COVID-19 restart and recovery period. 3. City Council recognize the contributions that Early Childhood Educators have made throughout the COVID-19 pandemic in providing essential services to Toronto's communities, supporting children's healthy development and learning and contributing to economic recovery. 4. City Council direct the General Manager, Children's Services to continue to invest funding from all levels of government in the targets identified in the Child Care Growth Strategy to increase capacity, improve affordability and support the workforce and to report to City Council, through the Economic and Community Development Committee, once the new funding commitments and eligibility criteria are confirmed. 5. City Council request the General Manager, Children's Services to update the operating and capital cost projections for the Child Care Growth Strategy, using past and projected rates of inflation and based on existing model assumptions, for the purpose of intergovernmental negotiations. 6. City Council request the General Manager, Children's Services to develop a strategy for expanding options for more flexible, regulated child care services to meet the changing employment and retraining needs for economic reopening and recovery, working in partnership with the early learning and child care sector and school boards, and to report in the fourth quarter of 2021 with any resource needs and funding policy changes required for implementation. 7. City Council request the General Manager, Children's Services to develop a communications and outreach strategy to support increasing enrolment in the early learning and child care sector targeted for the fall of 2021, with funding to be identified in the 2021 in-year Operating Budget or an appropriate reserve for Children's Services. 8. City Council request the General Manager, Children's Services to develop and implement a communications strategy that emphasizes the value of the early learning and child care profession and the contributions that these workers make to the well-being of children, families and communities.
Staff recommendation as filed
The General Manager, Children's Services recommends that: 1. City Council direct the General Manager, Children's Services to continue to invest funding from all levels of government in the targets identified in the Child Care Growth Strategy to increase capacity, improve affordability, and support the workforce and report to City Council, through the Economic and Community Development Committee, once the new funding commitments and eligibility criteria are confirmed. 2. City Council request the Government of Canada to include the City of Toronto in the discussions on the new Canada-Wide Early Learning and Child Care Plan as an official partner, including a role in the new National Advisory Council, as announced in the Federal Budget on April 19, 2021. 3. City Council request the Federal and Provincial Governments to commit to additional Safe Restart Funding for the City of Toronto in 2021 to support the financial viability of the early years and child care sector through the COVID-19 restart and recovery period.
EC22.3adopted
The purpose of this report is to seek City Council authority to enter into a non-competitive contract agreement with PRG (Production Resource Group) for the provision of non-exclusive technical production services to various Mass Immunization Clinic locations as well as ShowLoveTO initiatives to ensure continuity of ongoing services. The contract period would begin on June 1, 2021 and end on June 1, 2022, for the total amount of $1,243,000 ($1,255,718.40 net of Harmonized Sales Tax recoveries). City Council approval is required in accordance with Toronto Municipal Code Chapter 195, Purchasing, where the current request exceeds the Chief Procurement Officer's authority of the cumulative five-year commitment 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 HST allowed under staff authority as per Toronto Municipal Code Chapter 71, Financial Control, Section 71-11A.
The Economic and Community Development Committee recommends that: 1. City Council authorize the General Manager, Economic Development and Culture to negotiate and enter into a non-competitive agreement with PRG (Production Resource Group) for the provision of technical supervisory services to the Economic Development and Culture Division in the amount of $1,243,000 net of all applicable taxes and charges ($1,255,718.40 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the General Manager, Economic Development and Culture and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Acting General Manager, Economic Development and Culture and the Chief Procurement Officer recommend that: 1. City Council authorize the General Manager, Economic Development and Culture to negotiate and enter into a non-competitive agreement with PRG (Production Resource Group) for the provision of technical supervisory services to the Economic Development and Culture Division in the amount of $1,243,000 net of all applicable taxes and charges ($1,255,718.40 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the General Manager, Economic Development and Culture and in a form satisfactory to the City Solicitor.
EC22.4adopted
The purpose of this report is to request authority to amend the existing Contract Number 47020630 awarded to Attridge Transportation Inc. as a result of Request for Quotation Number 6141-17-0060 for the non-exclusive provision of school bus services, as and when required, for various shelter locations. The current contract is in the third option year term ending May 31, 2021, with an additional option year term remaining. The contract amendment for an additional amount of $1,000,000 net of all taxes ($1,017,600 net of HST recoveries) is being requested is to maintain continuity of services and ensure the contract remains in compliance based on the unanticipated increase in transportation services required. In order to meet the Medical Officer of Health's order to physically distance and self-isolate clients if experiencing symptoms of COVID-19, Shelter, Support and Housing Administration (SSHA) was directed to open additional shelter facilities. Since the beginning of the pandemic, SSHA has opened more than 40 additional shelters across the City resulting in more unanticipated transportation services to be provided to a growing population as a direct result of COVID-19. The target value for this Blanket Contract established for these services has been exceeded due to the COVID-19 pandemic 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 47020630, issued to Attridge Transportation Inc. for the non-exclusive supply of school bus services to the Shelter, Support and Housing Administration Division, in the amount of $1,000,000 net of Harmonized Sales Tax ($1,017,600 net of Harmonized Sales Tax recoveries), increasing the contract value from $65,821.28 to $1,065,821.28 net of Harmonized Sales Tax.
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 an amendment to existing Contract Number 47020630 issued to Attridge Transportation Inc. for the non-exclusive supply of school bus services to the Shelter, Support and Housing Administration Division in the amount of $1,000,000 net of Harmonized Sales Tax ($1,017,600 net of Harmonized Sales Tax recoveries), increasing the contract value from $65,821.28 to $1,065,821.28 net of Harmonized Sales Tax.
EC22.5adopted
The purpose of this report is to request authority to amend and increase the value of Blanket Contract Number 47022573 issued to A.S.P. Incorporated as a result of Request for Proposal (R.F.P.) Number 9101-19-0198, for the provision of contracted security services for shelters and respite centres, for a period of three (3) years from the date of award, January 13, 2020 to January 12, 2023, with the option to renew for one (1) additional one (1) year period. The total amendment being requested is for an additional amount of $7,250,075 net of all taxes and charges ($7,377,676 net of Harmonized Sales Tax recoveries), increasing the overall contract value from $14,179,377 to $21,429,452 net of all taxes and charges ($21,806,610 net of Harmonized Sales Tax recoveries). As a result of the COVID-19 pandemic, the number of shelter and respite centre sites allotted under this contract has doubled, with additional sites being opened in 2021. Corporate Real Estate Management is requesting an amendment to the contract to cover the current and forecasted over expenditures and accommodate the ongoing contracted services provided at new shelters and respite centres, without interruption.
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 Blanket Contract Number 47022573, issued to A.S.P. Incorporated for the provision of contracted security services, in the amount of $7,250,075 net of all taxes and charges ($7,377,676 net of Harmonized Sales Tax recoveries), increasing the overall contract value from $14,179,377 to $21,429,452 net of all taxes and charges ($21,806,610 net of Harmonized Sales Tax recoveries).
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 City of Toronto Municipal Code Chapter 71, Financial Control, authorize an amendment to Blanket Contract Number 47022573 issued to A.S.P. Incorporated for the provision of contracted security services in the amount of $7,250,075 net of all taxes and charges ($7,377,676 net of Harmonized Sales Tax recoveries), increasing the overall contract value from $14,179,377 to $21,429,452 net of all taxes and charges ($21,806,610 net of Harmonized Sales Tax recoveries).
EC22.6adopted
The purpose of this report is to request authority to enter into a non-competitive agreement with Arjohuntleigh Canada Inc. for the continued supply of proprietary sling accessories, maintenance, testing and repairs to existing resident lift systems used in the City's 10 directly-operated long-term care homes for a five (5) year period from the date the contract is issued, in the total amount of $5,320,395 net of HST ($5,414,033 net of HST recoveries). The contract being recommended in this report is solely to maintain the existing residential lift systems used in the City's long-term care homes. SSLTC will be issuing a competitive solicitation for new lifts in 2021. To mitigate the risk of multiple lift products, the division has a planned replacement strategy to conduct a complete replacement sequentially on a home-by-home basis, and redistributing all lifts which still have useful life remaining to other homes in the division. City Council approval is required in accordance with Toronto 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 Toronto Municipal Code Chapter 71, Financial Control, Section 71-11a.
The Economic and Community Development Committee recommends that: 1. City Council authorize the General Manager, Seniors Services and Long-Term Care to negotiate and enter into a non-competitive agreement with Arjohuntleigh Canada Inc. for the continued supply of proprietary sling accessories, maintenance, testing and repairs to existing resident lift systems used at the City of Toronto's 10 directly-operated long-term care home locations for a five-year period from the date the contract is issued in the total amount of $5,320,395 net of Harmonized Sales Tax ($5,414,033 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the General Manager, Seniors Services and Long-Term Care and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Interim General Manager, Seniors Services and Long-Term Care and the Chief Procurement Officer recommend that: 1. City Council authorize the General Manager, Seniors Services and Long-Term Care to negotiate and enter into a non-competitive agreement with Arjohuntleigh Canada Inc. for the continued supply of proprietary sling accessories, maintenance, testing and repairs to existing resident lift systems used at the City of Toronto's 10 directly-operated long-term care home locations, for a five-year period from the date the contract is issued, in the total amount of $5,320,395 net of Harmonized Sales Tax ($5,414,033 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the General Manager, Seniors Services and Long-Term Care and in a form satisfactory to the City Solicitor.
EC22.7amended
City Council on May 5 and 6, 2021, referred Motion MM32.15 to the Economic and Community Development Committee. Summary from Motion MM32.15 by Councillor Paul Ainslie, seconded by Councillor Jennifer McKelvie: When schools closed last March, Parents Engaged in Education 's team of volunteers immediately began building Learn at Home kits for children living in poverty in Toronto. As a member of the Toronto COVID partnership table they distributed 2,000 kits last summer into fall. Their experience highlighted that helping 2,000 low income students was not enough leading Parents Engaged in Education to continue their work as the need was greater. It became apparent that there was a need for a more permanent source of supply of materials that children/teens can access to prepare them to learn and to support their mental health. A gap became clear, they have all been aware of the need for food banks to feed students bodies, but the gap to feed their minds and spirits has grown wider every week. Children are falling through the cracks and are suffering in the process as parents are left with a choice of feeding their children or supplying them with much needed school resources. There has been an increase of 600 percent in requests for support in the last two weeks alone. Parents Engaged in Education has served 275 families and 435 children in the last two weeks (April 12-28) with more requests every day. The families accessing the resources are from across the Greater Toronto Area, including Jane and Finch, Regent Park, Dorset Park etc. Of course, the high needs areas of Scarborough see the most traffic where they are serving Malvern, West Hill, Orton Park, Mornelle Court, Danzig, Tuxedo Court to name just a few. Partnerships with corporate Canada has brought in more than $600,000 since last summer, but financial support has been minimal and has now created a huge gap. It is estimated that $200,000 is required to fund this project for an entire year. During the lock down, families are accessing materials through a curb side pickup and delivery. Students select what they need through a google form link from the website www.educationbank.ca .
The Economic and Community Development Committee: 1. Requested the Executive Director, Corporate Real Estate Management and the Executive Director, Social Development, Finance and Administration to apply the City of Toronto's Community Space Tenancy Policy and the appropriate granting process to Councillor Paul Ainslie's request on behalf of Parents Engaged in Education and to report in September 2021. 2. Requested the Deputy City Manager, Community and Social Services and the Deputy City Manager, Corporate Services to report to the Economic and Community Development Committee by the second quarter of 2022 on a framework to guide the planning and implementation of community hubs and economic incubators in City-owned spaces.
Staff recommendation as filed
Councillor Paul Ainslie, seconded by Councillor Jennifer McKelvie, recommends that: 1. City Council request the Executive Director, Corporate Real Estate Management and the Executive Director, Social Development, Finance and Administration to work with Parents Engaged in Education to locate a City-owned site for occupancy in Scarborough, as well as a commitment for financial support. 2. City Council request the Executive Director, Social Development, Finance and Administration to work with the Provincial Government and the Provincial Ministry of Education to secure financial support for Parents Engaged in Education.
EC22.8amended
5n2 Kitchens Food Security for Scarborough South East
City Council on May 5 and 6, 2021, referred Motion MM32.9 to the Economic and Community Development Committee. Summary from Motion MM32.9 by Councillor Paul Ainslie, seconded by Councillor Jennifer McKelvie: 5n2 Kitchen serves 3,500 residents with food packages per week to the area encompassing: West: the Don Valley Parkway and Woodbine Avenue, South: Danforth Avenue, North: Finch Avenue and East: Port Union Road. Since 2013, they have served 474,000 feeding families across Scarborough. During COVID-19, Seema David founder of 5n2 Kitchen has been instrumental in ensuring local families are supported, working with several agencies, schools and communities to address hunger in our Scarborough communities. Without their community support many would have had great difficulty in working through their food security needs. Knowing how essential 5n2 Kitchen is to the community, it is important to ensure they remain in the community and receive financial assistance. As their current lease is coming to an end, I am asking that the Executive Director, Corporate Real Estate Management and the Executive Director, Social Development, Finance and Administration accelerate their work with the agency to ensure a long-term site for occupancy no later than December 31, 2021 in the community. Thank you for your support.
The Economic and Community Development Committee: 1. Requested the Executive Director, Corporate Real Estate Management and the Executive Director, Social Development, Finance and Administration to apply the City of Toronto's Community Space Tenancy Policy and the appropriate granting process to Councillor Paul Ainslie's request on behalf of 5n2 Kitchens and to report in September 2021.
Staff recommendation as filed
Councillor Paul Ainslie, seconded by Councillor Jennifer McKelvie, recommends that: 1. City Council request the Executive Director, Corporate Real Estate Management and the Executive Director, Social Development, Finance and Administration to work with 5n2 Kitchen to locate a City-owned site for occupancy no later than November 30, 2021, in the community, as well as offering financial support. 2. City Council direct the Executive Director, Social Development, Finance and Administration to request, and work with, the Provincial government and the Ontario Ministry of Agriculture, Food and Rural Affairs to offer financial support to 5n2 Kitchen.
EC22.9referred
Evidence-Based Safe Reopening Plan for Live Music Venues
At its meeting on May 3, 2021, the Toronto Music Advisory Committee considered Item MA9.3, Concerns Related to Current Trends in COVID-19 Pandemic.
The Economic and Community Development Committee: 1. Referred the letter (May 3, 2021) from the Toronto Music Advisory Committee to the General Manager, Economic Development and Culture, for consideration.
Staff recommendation as filed
The Toronto Music Advisory Committee recommends to the Economic and Community Development Committee that: 1. City Council communicate its support for the Province of Ontario to consult with relevant music industry stakeholders on an evidence-based safe reopening plan for live music venues with particular attention to: a. capacity limits; b. distancing measures; c. workplace safety measures; d. potential for pivoting venue classification between Bar/Restaurant and Performing Arts; e. financial supports for industry; and f. a plan for communicating updates with venue industry and stakeholders.
EC22.10referred
Toronto Music Advisory Committee - May 2021 Chair's Letter
Thank you for your strong support of Toronto's music sector throughout the struggles of the pandemic. As you know, artists, promoters, and venues have been among the hardest hit by the difficult but important measures that shape our fight against COVID-19. At our May 3, 2021 meeting of the Toronto Music Advisory Committee (TMAC), members shared a number of excellent insights and suggestions for supporting the sector through this time and onto the pathway of recovery. Members requested City support in two key areas. First, for the City to begin exploring opportunities to bring live music to outdoor patios which could be done through pilot implementation. Second, for the City to review SOCAN licensing at City-owned venues and whether more City-owned venues need to be licensed under SOCAN. Recommendations to this effect are below for the Committee's consideration. On Item MA9.3 , the Committee passed recommendations requesting a Provincial reopening plan, which is before you as a separate item. A number of other matters discussed by TMAC are included in Attachment 1 to this letter as addendum for your information. As the City's Council Advisory Body representing the interests of the wider music community, TMAC is grateful for the support of the Economic and Community Development Committee and appreciates this Committee's attention to the recovery priorities stated in this Chair's letter. On behalf of the members of TMAC, we thank you again for your ongoing commitment to the music sector. We look forward to continued discussions and collaborations to advance our shared goal of a thriving music scene across Toronto.
The Economic and Community Development Committee: 1. Referred the letter (May 11, 2021) from Councillor Brad Bradford, Chair, Toronto Music Advisory Committee to the General Manager, Economic Development and Culture, for consideration.
Staff recommendation as filed
Councillor Brad Bradford recommends that: 1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture, in consultation with relevant City Divisions, to explore the feasibility of designing a pilot program to permit live music and entertainment with limited amplification on prescribed outdoor patios meeting criteria established by City staff, in consultation with local Councillors, that aligns with the City's Night Economy initiatives and satisfies any current provincial and municipal public health restrictions and report to the Economic and Community Development Committee. 2. The Economic and Community Development Committee request the General Manager, Economic Development and Culture, working with the General Manager, Parks, Forestry and Recreation and relevant City Divisions and Agencies, to ascertain whether all City-owned venues are legally licensed by the Society of Composers, Authors and Music Publishers of Canada (SOCAN) to play live and recorded music and to model the impacts and next steps, if additional licensing of City-owned venues is required, and report to City Council, through the Economic and Community Development Committee, in September 2021.
EC22.11adopted
Prioritizing Review of The Peanut for Potential Inclusion as a Neighbourhood Improvement Area
As a result of COVID-19, the review to be undertaken by Social Development, Finance and Administration of our Neighbourhood Improvement Areas (NIAs) has been delayed and the work is now not scheduled to be completed before 2022. The Peanut is a densely populated community located in and around Don Mills, between Sheppard Avenue East and Finch Avenue East. For decades, it has been the first home to hundreds of thousands of newcomers and low-income Torontonians. According to the 2016 Census, The Peanut has similar socio-economic conditions to those of other North York NIAs such Thorncliffe Park, Flemingdon Park, and Black Creek. Community organizations have been working for years to support residents in The Peanut, delivering health care, legal, and food security services with little dedicated support from the City. These organizations have done fantastic work but as the pandemic goes on and we look to recovery, these organizations simply do not have the capacity to continue to meet the needs of the community without support. The Peanut was very nearly included in the review of Neighbourhood Improvement Areas, but did not meet the criteria due to the abundance of child care spaces created by former Councillor Elinor Caplan and myself as local representatives over the years. Additionally, this neighbourhood like many in Toronto, is struggling with the impacts of gentrification and displacement as more and more development comes to the Sheppard Avenue East subway corridor. A prioritized review of this neighbourhood has the potential to ensure that critical support is given to a neighbourhood that has been hit hard by the pandemic and that will continue to struggle through recovery without sufficient support. Thank you for your consideration in this matter.
The Economic and Community Development Committee recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration to accelerate the review to determine the suitability for The Peanut neighbourhood to be identified as a Neighbourhood Improvement Area and to report to the Economic and Community Development Committee as soon as possible.
Staff recommendation as filed
Councillor Shelley Carroll recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration to accelerate the review to determine the suitability for The Peanut neighbourhood to be identified as a Neighbourhood Improvement Area and report back to the Economic and Community Development Committee as soon as possible.