Economic and Community Development Committee
The full agenda, as filed
All 19 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.
EC24.1received
Commercial Production during COVID-19: The Pandemic's Impact on a Uniquely Toronto Sector
The following Board Directors of the Association of Canadian Commercial Production will give a presentation on their organization, its impact on the local economy and COVID-19's impact on their sector: - Sarah Brooks, Executive Producer and Partner, School Editing; - Tony DiMarco, Executive Producer, Radke/Free Society; - Danielle Kappy, Owner, FRANK Content Inc.; - Josefina Nadurata, Founding Partner and Co-Owner, Holiday United Group; and - Gigi Realini, Owner, Partners Film Inc.
The Economic and Community Development Committee: 1. Received the presentation (September 22, 2021) from the Board Directors of the Association of Canadian Commercial Production, headed "Commercial Production during COVID-19: The Pandemic's Impact on a Uniquely Toronto Sector", for information.
EC24.2received
Economic Development and Culture Division's 2021-2022 Initiatives and Priorities
The Interim General Manager, Economic Development and Culture will give a presentation on the Economic Development and Culture Division's 2021-2022 initiatives and priorities.
The Economic and Community Development Committee: 1. Received the presentation (September 22, 2021) from the Interim General Manager, Economic Development and Culture, headed "Economic Development and Culture Division 2021-22 Priorities", for information.
EC24.3adopted
Status of Supports for the Retail Sector
This report provides an update on Toronto's efforts to support the retail sector over the past eight months, requests authority from City Council to implement certain Toronto Main Street Recovery and Rebuild Initiative ("MRRI") programs funded by the Government of Canada, and describes modifications to some existing City retail and BIA programs to better meet business operator and community needs. This report is a follow-up to the report entitled "Support for the Retail Sector - Update", received by the Economic and Community Development Committee on November 12, 2020, which detailed the initial impacts of the COVID-19 pandemic on Toronto's retail sector and small main street businesses. Ontario entered Step 3 of its 3-step Re-opening Roadmap on July 16, 2021. This important development, coupled with a recent decline in the city's retail vacancy rates, provide grounds for measured optimism that Toronto's retail sector is now on a recovery trajectory. However, the extent, sustainability, pace, and (geographic and sub-sectoral) distribution of this recovery remains uncertain. In particular, the effect of the withdrawal of Government of Canada wage and rent subsidies for businesses is unknown, as is the long-term impact of increased digital commerce and working from home arrangements on different segments of the retail sector. While retail sales in some categories have largely recovered, sales and employment in food services and accommodation have lagged behind. Consequently, retail businesses will need continued support from the City of Toronto throughout the recovery period to minimize further business losses or the risk of widespread, extended retail vacancies. Together, the City of Toronto's existing (with certain modifications), new (Main Street Recovery and Rebuild Initiative) and potential retail and small business support programs, as described in this report, aim to address business operator needs during the recovery period, while strengthening the ability of Toronto's retail sector to provide employment opportunities and contribute to the vitality of the city's streets, neighbourhoods and economy.
The Economic and Community Development Committee recommends that: 1. City Council authorize the General Manager, Economic Development and Culture to receive and allocate funds from the Government of Canada (e.g., Federal Economic Development Agency for Southern Ontario) or other third parties for the purpose of supporting main street and small business recovery programs, including the six Main Street Recovery and Rebuild Initiative programs announced on July 13, 2021 and described in the report (September 5, 2021) from the Interim General Manager, Economic Development and Culture. 2. City Council authorize the General Manager, Economic Development and Culture or the Deputy City Manager, Community and Social Services to negotiate and execute, on behalf of the City of Toronto, funding, partnership, training and/or service agreements (some of which are valued at approximately $1.000 million each) with the Government of Canada, the Government of Ontario, the Black Business and Professional Association, plazaPOPS or other third parties related to any Main Street Recovery and Rebuild Initiative programs, provided that such agreements are in a form satisfactory to the City Solicitor. 3. City Council increase the 2021 Council Approved Operating Budget for Economic Development and Culture by $0.455 million gross, $0 net, fully funded by the Government of Canada, to begin delivery of the Main Street Recovery and Rebuild Initiative programs. 4. City Council direct the General Manager, Economic Development and Culture to include an increase to the funding request for the Mural and Street Art Program through reallocation as part of the Economic Development and Culture Division's 2022-2031 Capital Budget and Plan Submission for City Council consideration.
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture recommends that: 1. City Council authorize the General Manager, Economic Development and Culture to receive and allocate funds from the Government of Canada (e.g., Federal Economic Development Agency for Southern Ontario) or other third parties for the purpose of supporting main street and small business recovery programs, including the six Main Street Recovery and Rebuild Initiative programs announced on July 13, 2021 and described in this report. 2. City Council authorize the General Manager, Economic Development and Culture or the Deputy City Manager, Community and Social Services to negotiate and execute on behalf of the City of Toronto funding, partnership, training and/or service agreements (some of which are valued at approximately $1.000 million each) with the Government of Canada, the Government of Ontario, the Black Business and Professional Association, plazaPOPS or other third parties related to any Main Street Recovery and Rebuild Initiative programs, provided that such agreements are in a form satisfactory to the City Solicitor. 3. City Council increase the 2021 Council Approved Operating Budget for Economic Development and Culture by $0.455 million gross, $0 net, fully funded by the Government of Canada, to begin delivery of the Main Street Recovery and Rebuild Initiative programs. 4. City Council direct the General Manager, Economic Development and Culture to include an increase to the funding request for the Mural and Street Art Program through reallocation as part of the Economic Development and Culture Division's 2022-2031 Capital Budget and Plan Submission for City Council consideration.
EC24.4adopted
The Imagination, Manufacturing, Innovation and Technology (IMIT) Property Tax Incentive Program authorized by By-law 1323-2012 states that City Council approval is required in cases where an application for Development Grants has an estimated construction value for the development exceeding $150,000,000. Two applications for IMIT Program Development Grants have been received for projects with a construction value exceeding $150,000,000. This report reviews these applications and provides staff recommendations. Staff recommendations for IMIT Program Development Grants are based in part on a third-party review, attached as an addendum that provides a detailed analysis of each application.
The Economic and Community Development Committee recommends that: 1. City Council approve Imagination, Manufacturing, Innovation and Technology (IMIT) property tax incentives for the following applications: a. 530 Front Street West - Portland Commons LP in the estimated grant amount of $20.8 million over 10 years; and b. 200 Front Street East - First Gulf King Street Inc. in the estimated grant amount of $22.7 million over 10 years. 2. City Council authorize the General Manager, Economic Development and Culture to negotiate and execute a Financial Incentive Agreement for the applications in Recommendation 1 above in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture recommends that: 1. City Council approve Imagination, Manufacturing, Innovation and Technology (IMIT) property tax incentives for the following applications: a. 530 Front Street West - Portland Commons LP in the estimated grant amount of $20.8 million over 10 years; and b. 200 Front Street East - First Gulf King Street Inc. in the estimated grant amount of $22.7 million over 10 years. 2. City Council authorize the General Manager, Economic Development and Culture to negotiate and execute a Financial Incentive Agreement for the applications in Recommendation 1 above in a form satisfactory to the City Solicitor.
EC24.5adopted
The City of Toronto's Film, Television and Digital Media Office (Film Office) is seeking to introduce fees to its current film permit structure (for location shoots on City-owned and operated properties and streets) starting in 2022. The film industry contributes over $2.2 billion annually to Toronto's economy and employs over 35,000 Torontonians. In the next five years, production studio space is expected to grow by 63 percent, increasing the footprint and presence of the industry in Toronto. This unprecedented growth requires appropriate human and financial resources within the Film Office to deliver its services, appropriately support and grow the industry, and foster opportunities for employment. Resources are required to adequately scale workforce development activities tied to equity and poverty reduction strategies and sustainable job creation and to deliver high customer service levels and community engagement, while meeting industry expectations that the revenues from fees will be reinvested in costs related to sectoral growth. The purpose of this report is to seek approval for the proposed new fee structure, including the division, sharing and reinvestment of revenue, and to amend Toronto Municipal Code Chapter 441, Fees and Charges to include the new fees for 2022.
The Economic and Community Development Committee recommends that: 1. City Council authorize the following new Film Permit Fees commencing on April 1, 2022 and amend City of Toronto Municipal Code Chapter 441, Fees and Charges to reflect these new fees: New Film Permit Fees (subject to Harmonized Sales Tax where applicable) Tier 1 - Features, Series, Mini-Series, Pilots Tier 2 - Commercials, Documentaries, Reality Television, Music Videos, Short Films Tier 3 - Local News, Student Films Film Permit Registration Fee $100 $100 Free Grid Permit $100 $100 Free Location Permit $300 $150 Free Parks Permit $200 $200 Free Road Closure Permit $500 $500 $500
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture recommends that: 1. City Council authorize the following new Film Permit Fees commencing on April 1, 2022 and amend City of Toronto Municipal Code Chapter 441, Fees and Charges to reflect these new fees: New Film Permit Fees (subject to Harmonized Sales Tax where applicable) Tier 1 - Features, Series, Mini-Series, Pilots Tier 2 - Commercials, Documentaries, Reality Television, Music Videos, Short Films Tier 3 - Local News, Student Films Film Permit Registration Fee $100 $100 Free Grid Permit $100 $100 Free Location Permit $300 $150 Free Parks Permit $200 $200 Free Road Closure Permit $500 $500 $500
EC24.6adopted
Emerging Entertainment Areas Outside of the Downtown Core
As one of the world's most diverse cities, Toronto enjoys an incredible range of cultural activity, attracting and driving business, drawing tourism, and generating a vibrant night economy. Much of this activity has historically been centred in the downtown core; but increasingly, cultural entrepreneurs and artistic communities have been evolving in Scarborough, North York, Etobicoke and other areas within the former City of Toronto but outside the downtown core. This report outlines strategic actions to stimulate cultural activity outside downtown, in emerging entertainment areas where opportunity exists to enhance economic activity and livability through encouraging music and other forms of culture. For many years, Toronto's performing arts, cultural, and live entertainment communities have been facing increasing structural challenges. Rising commercial land values, rents, and property taxes along with the pressures of development have shuttered many bricks-and-mortar music venues, especially in the downtown core. Local artists have found it increasingly difficult to afford to remain in one of North America's most expensive cities. At the same time, as in many cities, there are relatively few venues or culturally vibrant areas outside the downtown core that consistently draw locals and visitors for live performances. The hiatus enforced by the COVID-19 pandemic presents the City with an opportunity to reimagine what Toronto's performing arts and music scene might be and to proactively support the growth of cultural activity in Scarborough, North York, Etobicoke and other communities in the former City of Toronto but outside the downtown core. This report identifies actions underway, led by the Economic Development and Culture Division, to encourage cultural activity in emerging entertainment areas outside Toronto's downtown. For example, as a next step Toronto Building in consultation with Toronto Fire Services will be engaging the services of a third-party Building Code consultant with expertise in fire protection to review requirements pertaining to temporary and flexible entertainment venues. This work will help identify specific challenges in the Code and acceptable generic alternatives that event organizers can use to more easily meet Code requirements. The objective of this work is to balance the City's objectives of public safety with supporting and expanding opportunities for cultural event spaces in Toronto. The actions described in this report align with specific recommendations in the "Building Back Stronger: Report of the City of Toronto Economic and Culture Recovery Advisory Group." The Building Back Stronger report's Recommendation 16 addresses the need for government to advance opportunities for cultural engagement in all parts of the city, year round, while Recommendation 18 calls for the City to preserve existing and create new, affordable spaces for culture across the city.
The Economic and Community Development Committee: 1. Received the report (September 3, 2021) from the Interim General Manager, Economic Development and Culture for information.
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC24.7adopted
Changes to Business Improvement Area Boards of Management
The purpose of this report is to make changes to the DuKe Heights, Eglinton Way and Mount Pleasant Village Business Improvement Area (BIA) Boards of Management, in accordance with the requirements of City of Toronto Municipal Code Chapter 19, Business Improvement Areas. The DuKe Heights, Eglinton Way and Mount Pleasant Village BIAs fall 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, appoint the following nominees to the Business Improvement Area Boards of Management below, at pleasure of Council, for a term of office expiring at the end of the term of Council or as soon thereafter as successors are appointed: The Eglinton Way: Jacqueline Jordan Mount Pleasant Village: Annalisa Cilla 2. City Council remove the following directors from the Business Improvement Area Boards of Management set out below: DuKe Heights: Larry Dime Mount Pleasant Village: Sheryl Herle Samuel Keefe
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture recommends that: 1. City Council, in accordance with the City's Public Appointments Policy, appoint the following nominees to the Business Improvement Area Boards of Management set out below at the pleasure of Council, and for a term expiring at the end of the term of Council or as soon thereafter as successors are appointed: The Eglinton Way: Jacqueline Jordan Mount Pleasant Village: Annalisa Cilla 2. City Council remove the following directors from the Business Improvement Area Boards of Management set out below: DuKe Heights: Larry Dime Mount Pleasant Village: Sheryl Herle Samuel Keefe
EC24.8adopted
The Auditor General's report, Opening Doors to Stable Housing: An Effective Waiting List and Reduced Vacancy Rates Will Help More People Access Housing, was adopted by City Council on July 16, 2019, along with 34 recommendations outlining how the Shelter, Support and Housing Administration division (SSHA) can improve its administration of the centralized waiting list for subsidized housing. At this meeting, City Council requested that SSHA report quarterly to the Economic and Community Development Committee on the following: - Progress on the implementation of the new choice-based housing access model; - Centralized waiting list data, including the number of households on the centralized waiting list; the average number of offers required to fill a vacancy; and the number of applicants housed; - Vacancy data, including how long units stay vacant and the reasons for vacancies; and - Updates on the implementation of recommendations made by the Auditor General. This report covers the first and second quarter of 2021 and provides, where available, additional details for a portion of the third quarter of 2021. SSHA agrees with, and is currently working towards all recommendations made by the Auditor General. Of the 34 recommendations, 15 recommendations have been completed with work underway to address the balance within the 2021 calendar year. Some implementation timelines have been impacted by the City's emergency response to the COVID-19 pandemic. These changes, as well as the status of all recommendations, are detailed in Attachment D.
The Economic and Community Development Committee: 1. Received the report (September 8, 2021) from the General Manager, Shelter, Support and Housing Administration for information.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC24.9adopted
Toronto Black Food Sovereignty Plan
Anti-Black racism has negatively impacted key social determinants of health for Black communities, and has been directly linked to increased rates of food insecurity among Black Canadians, leading to adverse mental and physical health outcomes. This report responds to the need for immediate and comprehensive action to address the problem of food insecurity experienced by many Black Torontonians. It specifically responds to the July 2020 Board of Health direction to develop a Black Food Sovereignty Plan that will increase access to healthy, affordable and culturally appropriate food, and to combat the root causes of food insecurity to build increased resilience and wellbeing for Black communities to advance post-pandemic recovery efforts. This report also responds to the June 2020 Board of Health declaration that recognized anti-Black racism as a public health crisis necessitating targeted action. The recommendations enclosed also seek to advance the realization of TO Prosperity , the City of Toronto's 20-year Poverty Reduction Strategy, and the City's commitment to champion the United Nations International Decade for People of African Descent through addressing long-standing Black health disparities to improve development, justice and liberation for Black residents. The City of Toronto is globally recognized as a food systems and equity leader, yet research continues to show that Black families are 3.5 times more likely to be food insecure compared to white families, with 36.6 percent of Black children living in food insecure households. High food insecurity rates have been linked to poor health outcomes, including an increased likelihood of developing chronic diseases, like diabetes, asthma, cardiovascular disease and depression. Populations most affected by food insecurity have also been identified as being more vulnerable to COVID-19, putting Black populations at greater risk of contracting the virus. The development of a Black Food Sovereignty Plan will provide a framework to advance these considerations, using a community and public health informed approach to address the issue of chronic Black food insecurity by dismantling systemic socioeconomic barriers, while increasing access, opportunity and Black community ownership over their local food systems. The implementation of this Plan will not only benefit Black residents, but will embed and accelerate an anti-racism and equity-centred approach to benefit all Torontonians and food work at the City. Using a multi-sectoral, interdivisional and community co-leadership model, the Plan will work toward achieving three primary objectives: 1. Develop City-supported, Black-led initiatives dedicated to addressing food insecurity issues that disproportionately impact Black communities; 2. Identify and establish sustained supports and funding for Black-led, Black-serving, and Black mandated food organizations and Black food sovereignty community infrastructure; and 3. Engage, align, and leverage new and existing City strategies and initiatives to advance systems change and shared goals to realize Black food sovereignty outcomes in neighbourhoods with high Black populations. The implementation of the Plan will also support the successful delivery of the Confronting Anti-Black Racism Unit's year three work plan deliverables and year four priorities. The Executive Director, Social Development, Finance and Administration will report back to City Council, through the Economic and Community Development Committee, on the progress and implementation of the Plan as part of the annual reporting on the delivery of the Toronto Action Plan to Confront Anti-Black Racism.
The Economic and Community Development Committee recommends that: 1. City Council adopt the Toronto Black Food Sovereignty Plan in Appendix A to the report (September 8, 2021) from the Executive Director, Social Development, Finance and Administration. 2. City Council request the Executive Director, Social Development, Finance and Administration, in collaboration with relevant City divisions, to report back to City Council, through the Economic and Community Development Committee, on the progress and implementation of the Toronto Black Food Sovereignty Plan, as part of the annual reporting on the delivery of the Toronto Action Plan to Confront Anti-Black Racism.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council adopt the Toronto Black Food Sovereignty Plan outlined in Appendix A to this report. 2. City Council request the Executive Director, Social Development, Finance and Administration, in collaboration with relevant City divisions, to report back to City Council, through the Economic and Community Development Committee, on the progress and implementation of the Toronto Black Food Sovereignty Plan, as part of the annual reporting on the delivery of the Toronto Action Plan to Confront Anti-Black Racism.
EC24.10amended
Review of the Community Space Tenancy and Granting Request for Parents Engaged in Education
On May 26, 2021, the Economic and Community Development Committee 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 the request on behalf of Parents Engaged in Education and report back in September 2021. Since the beginning of the COVID-19 pandemic in March 2020, Parents Engaged in Education has provided a range of services to support children living in poverty with learning at home as a result of COVID-19, engaging 275 families and 435 children. Families have accessed the services from across the Greater Toronto Area, including: Jane and Finch, Regent Park, Dorset Park and high needs areas of Scarborough such as Malvern, West Hill, Orton Park, Mornelle Court, Danzig, and Tuxedo Court. To support their ongoing operations, Parents Engaged in Education is seeking support from the City in terms of funding and community space. This report summarizes the actions taken to date in response to the Economic and Community Development Committee's request.
The Economic and Community Development Committee recommends that: 1. City Council request the Province of Ontario, the Ministry of Education and the Federal Government to fund Parents Engaged in Education and non-profit organizations providing technology and other supports to students that enable them to excel in school. 2. City Council request the Executive Director, Social Development, Finance and Administration to report to the December 1, 2021 meeting of the Economic and Community Development Committee on the actions taken to engage the Province of Ontario, the Ministry of Education and the Federal Government as outlined in Recommendation 1 above.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC24.11amended
Review of the Community Space Tenancy and Granting Request for 5n2 Kitchens in Scarborough Southeast
At its May 26, 2021 meeting, the Economic and Community Development Committee requested that Corporate Real Estate Management and Social Development, Finance and Administration to apply the City of Toronto's Community Space Tenancy Policy and the appropriate granting process to the request in Motion MM32.9 regarding the community agency, 5n2 Kitchens, and report back in September 2021. This request is in response to the pending expiry of the agency's current lease at the end of 2021 and a desire to find a long-term City space for 5n2 Kitchens. Since 2013, 5n2 Kitchens has served 474,000 people, feeding families across Scarborough. During the COVID-19 pandemic, 5n2 Kitchens has worked with several agencies, schools and communities to address hunger in Scarborough communities. The agency currently serves 3,500 residents with food packages per week in an area encompassing: the Don Valley Parkway and Woodbine Avenue to the west, Danforth Avenue to the south, Finch Avenue to the north and Port Union Road to the east. This report summarizes the actions taken in response to the Economic and Community Development Committee's request.
The Economic and Community Development Committee recommends that: 1. City Council request the Province of Ontario to continue to support community-driven and community-informed food security initiatives in the City of Toronto like 5n2 Kitchens through the Government of Ontario's Social Services Relief Fund. 2. City Council request the Executive Director, Social Development, Finance and Administration to work with the Canadian Medical Association Foundation, the Scheinberg Relief Fund and other organizations with funding sources to explore extending their funding to food security organizations in the City of Toronto like 5n2 Kitchens. 3. City Council request the Executive Director, Social Development, Finance and Administration to report to the December 1, 2021 meeting of the Economic and Community Development Committee on the actions taken to engage the Province of Ontario, the Canadian Medical Association Foundation, the Scheinberg Relief Fund and other organizations with funding sources as outlined in Recommendations 1 and 2 above.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration and the Executive Director, Corporate Real Estate Management recommend that: 1. The Economic and Community Development Committee receive this report for information.
EC24.12adopted
Dawes Road Library and Community Hub Development
The Dawes Road Library and Community Hub capital project was initiated as response to the locally identified need for more community spaces to address service gaps and to support a consolidation of service and program investments into the community. The Dawes Road branch is located within the Taylor Massey neighbourhood, one of 31 Neighbourhood Improvement Areas identified in the Toronto Strong Neighbourhoods Strategy 2020 approved by City Council in 2014. As part of this Strategy, City Council also approved a one-time investment of $12 million for the Partnership Opportunities Legacy Fund to increase and enhance City assets for community use. $1.2 million of the Partnership Opportunities Legacy funding was allocated to build a 2,000 square foot Community Hub in the Toronto Public Library's Dawes Road capital project. This report provides an update to City Council direction in Item EX21.2 to Toronto Public Library and Social Development, Finance and Administration to advance the public consultation and design of the Dawes Road Library and Community Hub for an expanded hub space of approximately 5,500 square feet. The approved Dawes Road capital project includes funding for the acquisition of the current and adjacent sites and to rebuild a new and expanded 20,000 square foot library and the 2,000 square foot Community Hub on an upper floor. The Community Hub will be operated by Social Development, Finance and Administration. Extensive community consultation conducted jointly with Toronto Public Library and Social Development, Finance and Administration for an expanded space began in May 2021 building on previous engagement, and is now 80 percent completed; schematic design will be complete by the fall of 2021. Indigenous place-making features, community space welcoming children, youth and families and community meeting space are among the priorities that can be better accommodated through an expanded Community Hub and library.
The Economic and Community Development Committee: 1. Received the report (September 8, 2021) from the Executive Director, Social Development, Finance and Administration and the City Librarian, Toronto Public Library for information.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration and the City Librarian, Toronto Public Library recommend that: 1. The Economic and Community Development Committee receive this report for information.
EC24.13adopted
Toronto Fire Services: Operational Service Delivery Model
This report responds to a request from City Council for the Fire Chief and General Manager - Emergency Management, Toronto Fire Services to provide recommendations for service level enhancements to its service delivery. Toronto Fire Services (TFS) provides all hazard emergency response to Toronto's 2.9 million residents and the millions of visitors to the city each year. TFS measures and reports emergency response performance based on time interval targets set by the National Fire Protection Association (NFPA) 1710 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the public by Career Fire Departments. Working in the largest, most vertical and diverse city in the country, TFS has the responsibility to be nimble in the delivery of fire protection services to meet changing needs and mitigate emerging challenges. In the coming years, TFS anticipates seeing increasing challenges that will impact service delivery. Population growth, the increasing vertical density, the development of the city's transit/subway network, and the nature of fires are all changing the firefighting landscape that TFS firefighters manage on a daily basis. The service is forecasting incident volumes of approximately 140,000 by 2025. In order to meet challenges associated with growth and the corresponding complexity of incidents, TFS requires additional staffing and resources to maintain appropriate levels of fire protection services. TFS is working on a number of initiatives to improve current and future service delivery and response time performance city-wide. This includes a number of Neighbourhood Improvement Areas that have higher service demands. Some of the initiatives TFS has implemented include new technologies and equipment, adjusting response protocols based on risk, balancing resource distribution, and supporting staff with the hiring of a part time employee assistance counselor to mitigate the rising number of staff absences due to occupational stress injuries. This report recommends the inclusion of four additional initiatives that require increased operating and/or capital funding over the next four years starting in the 2022 and future Budget processes. The initiatives include continuing supports for staff mental health with the creation of a contract for occupational therapy to assist with return to work and converting the existing part time employee assistance counselor to full time; increasing staff complement for recruitment and outreach initiatives to assist TFS in better reflecting the community it serves; converting four temporary positions in the Staff Services division to full time to assist in managing the total staffing complement of more than 3,000 employees, and implementing new technologies at all stations to assist with turnout time performance. Additionally, as TFS has experienced challenges in its state of good repair for its fleet, a new financing model to better meet the needs of the service is in development to be brought forward through the 2022 Budget process. At its meeting on January 5, 2021, the Economic and Community Development Committee directed TFS to evaluate the Operations staffing model and report on any additional required staffing resources to maintain adequate service as part of this service delivery review. TFS evaluated the staffing within its Operations division. TFS continues to identify new ways to keep vacancies as low as possible. To accomplish this, TFS has launched the largest recruit class in its history in 2021, and plans to continue with similar sized classes into 2022. The Operations complement has changed minimally in the last twenty years as demand for service, increasing legislative changes, and Toronto's population continues to increase. After evaluating the staffing model against the pressures currently on the complement, staff are recommending a solution that would provide the greatest opportunity to have the entire frontline fleet, staffed with four firefighters, in service. This recommendation requires an increase in Operations staffing of 156 Full Time Employees (FTEs) to be requested over the next four years through future Budget processes beginning in 2023. This, in conjunction with the current recruitment strategies, would put TFS in a better position to staff its 124 crews on a daily basis. The total annualized operating cost of increasing the complement by 156 FTEs is approximately $27,749,195.
The Economic and Community Development Committee recommends that: 1. City Council direct the Fire Chief and General Manager - Emergency Management, Toronto Fire Services to bring forward business cases through the 2022 and future Budget processes on the following: a. the necessary frontline firefighter staffing and supervision, and associated uniforms and Personal Protective Equipment, to address staffing and performance concerns with the hiring of 156 new operational firefighters (Full Time Employees) from 2023 to 2025 at a total cumulative operating cost of approximately $27,749,195; b. funding for the Toronto Fire Services Post Traumatic Stress Injury and Suicide Prevention Program at a full year cost of $201,499; c. the conversion of four temporary Staff Services positions into permanent full-time positions at a full year cost of $471,827; d. the addition of three Full Time Employees for recruitment and outreach efforts to support the recruitment of diverse candidates at a full year cost of $476,835; e. capital funding of $130,000 for the implementation of digital displays in all stations; and f. anticipated fleet requirements over the 10-year capital planning period, reflecting 2022 and future year cash flow, to support multi-year vehicle procurements utilizing eligible capital funding sources.
Staff recommendation as filed
The Acting Fire Chief and General Manager - Emergency Management, Toronto Fire Services recommends that: 1. City Council direct the Fire Chief and General Manager - Emergency Management, Toronto Fire Services to bring forward business cases through the 2022 and future Budget processes on the following: a. the necessary frontline firefighter staffing and supervision, and associated uniforms and Personal Protective Equipment, to address staffing and performance concerns with the hiring of 156 new operational firefighters (Full Time Employees) from 2023 to 2025 at a total cumulative operating cost of approximately $27,749,195; b. funding for the Toronto Fire Services Post Traumatic Stress Injury and Suicide Prevention Program at a full year cost of $201,499; c. the conversion of four temporary Staff Services positions into permanent full-time positions at a full year cost of $471,827; d. the addition of three Full Time Employees for recruitment and outreach efforts to support the recruitment of diverse candidates at a full year cost of $476,835; e. capital funding of $130,000 for the implementation of digital displays in all stations; and f. anticipated fleet requirements over the 10-year capital planning period, reflecting 2022 and future year cash flow to support multi-year vehicle procurements utilizing eligible capital funding sources.
EC24.14adopted
This report responds to City Council direction related to the Auditor General's 2018 report "Raising the Alarm: Fraud Investigation of a Vendor Providing Life Safety Inspection Services to the City of Toronto." In response to this report, the Audit Committee, at its meeting on July 13, 2018, requested Toronto Fire Services outline operational and financial implications for options related to the assessment of fire safety and compliance with the Ontario Fire Code in buildings within Toronto. Toronto Fire Services (TFS) provided three options designed to enhance annual inspection services. At its meeting on July 23, 2018, City Council endorsed Option 1 which included the assignment of 11 Full Time Employees (FTEs) to the TFS Fire Safety Quality Assurance (QA) section effective September 1, 2018. City Council further requested the Fire Chief and General Manager, Toronto Fire Services to report back to City Council with respect to outcomes and analysis of the enhanced service levels. With the addition of 11 FTEs assigned to the TFS Fire Safety QA section, TFS estimated the completion of 80 QA Inspection Review Audits in the fourth quarter of 2018 and 325 QA Inspection Reviews annually thereafter. QA Inspection Review Audits involve a systematic and comprehensive review of all aspects of Ontario Fire Code compliance for a given building, including the associated processes completed by third-party contractors. After reviewing the data since the program's introduction, TFS believes that the 11 FTEs allocated are sufficient to complete the identified 325 annual inspection audits and that this sample size is adequate to provide TFS with an understanding of the compliance environment. TFS continues to work with industry stakeholders to educate property owners on the requirements of the Ontario Fire Code (OFC) including the need for detailed records management and the importance of retaining a qualified contractor to carry out the work. Since TFS launched this process in 2018 there has been an increased awareness by the fire protection industry that these reviews will continue to occur in Toronto.
The Economic and Community Development Committee recommends that: 1. City Council receive the report (September 7, 2021) from the Acting Fire Chief and General Manager - Emergency Management, Toronto Fire Services for information.
Staff recommendation as filed
The Acting Fire Chief and General Manager - Emergency Management, Toronto Fire Services recommends that: 1. City Council receive this report for information.
EC24.15adopted
The purpose of this report is to seek City Council authority to amend existing non-competitive Purchase Order 6050151 with Natus Canada Corp. for the Madsen AccuScreen and related supplies and maintenance services used for the administration of hearing screens, for a period of five (5) years from November 1, 2021 to October 31, 2026, for the total amount of $1,250,000 net of Harmonized Sales Tax ($1,272,000 net of Harmonized Sales Tax recoveries) revising the current Purchase Order from $650,000 net of all taxes ($661,440 net of Harmonized Sales Tax recoveries) to $1,900,000 net of all taxes ($1,933,440 net of Harmonized Sales Tax recoveries). Toronto Public Health uses the above-noted goods and services to administer hearing screens as part of the Infant Hearing Program. The Ministry of Children, Community and Social Services (MCCSS) mandates the use of the Madsen AccuScreen for this purpose. As Natus Canada Corp. is the single authorized distributor of the Madsen AccuScreen and related products and services, this non-competitive procurement provides an appropriate means of ensuring service continuity. 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 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 Medical Officer of Health to negotiate and enter into an agreement with Natus Canada Corp., on terms and conditions satisfactory to the Medical Officer of Health and in a form satisfactory to the City Solicitor, for the supply and delivery of Otometrics products, including the Madsen AccuScreen, for a five-year period from November 1, 2021 to October 31, 2026 in the total amount of $1,250,000 net of Harmonized Sales Tax ($1,272,000 net of Harmonized Sales Tax recoveries), revising the current Purchase Order from $650,000 net of all taxes ($661,440 net of Harmonized Sales Tax recoveries) to $1,900,000 net of all taxes ($1,933,440 net of Harmonized Sales Tax recoveries).
Staff recommendation as filed
The Medical Officer of Health and the Chief Procurement Officer recommend that: 1. City Council grant authority to the Medical Officer of Health to negotiate and enter into an agreement with Natus Canada Corp., on terms and conditions satisfactory to the Medical Officer of Health and in a form satisfactory to the City Solicitor, for the supply and delivery of Otometrics products including the Madsen AccuScreen, for a five (5) year period from November 1, 2021 to October 31, 2026, in the total amount of $1,250,000 net of Harmonized Sales Tax ($1,272,000 net of Harmonized Sales Tax recoveries), revising the current Purchase Order from $650,000 net of all taxes ($661,440 net of Harmonized Sales Tax recoveries) to $1,900,000 net of all taxes ($1,933,440 net of Harmonized Sales Tax recoveries).
EC24.16adopted
The purpose of this report is to request authority from the Economic and Community Development Committee to amend existing Blanket Contracts 47020940, 47020934 and 47020935 issued to 911 Interpreters Inc. for the provision of Over the Telephone Interpretation Services, increasing the contract values by a total of $424,000 net of all applicable taxes and charges ($431,462 net of Harmonized Sales Tax recoveries) for Toronto Public Health, Toronto Employment and Social Services and Toronto Fire Services. As a result of the COVID-19 pandemic, there has been a prolonged and significant increase in interpretation services that could not have been anticipated when the original contracts were awarded in 2017. Consequently, it is necessary to increase the value of the contracts to ensure the continued delivery of this critical service to Toronto residents.
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 Contracts 47020940, 47020934 and 47020935, issued to 911 Interpreters Inc. for the provision of over the telephone interpretation services, by a total combined additional amount of $424,000 net of all applicable taxes and charges ($431,462 net of Harmonized Sales Tax recoveries), increasing the total value of the contract from $1,532,700 to $1,956,700 net of all applicable taxes and charges ($1,991,138 net of Harmonized Sales Tax recoveries).
Staff recommendation as filed
The Medical Officer of Health and the Chief Procurement Officer recommend that: 1. The Economic and Community Development Committee, in accordance with Section 71-11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law) grant authority to amend Blanket Contracts 47020940, 47020934 and 47020935 issued to 911 Interpreters Inc. for the provision of Over the Telephone Interpretation Services by a total combined additional amount of $424,000 net of all applicable taxes and charges ($431,462 net of Harmonized Sales Tax recoveries), increasing the total value of the contract from $1,532,700 to $1,956,700 net of all applicable taxes and charges ($1,991,138 net of Harmonized Sales Tax recoveries).
EC24.17adopted
The purpose of this report is to request City Council approval for the Chief and General Manager, Toronto Paramedic Services to negotiate and enter into a non-competitive agreement with Crestline Coach Ltd. for the design, build and delivery of a Ministry of Health certified multi-patient ambulance, including all required equipment and accessories, in the amount of $681,805 excluding all taxes and charges ($693,805 net of HST recoveries). Due to the highly specialized design of the multi-patient ambulance, there is no other manufacturer currently certified to produce these vehicles in accordance with the Ontario Ministry of Health requirements except for Crestline Coach Ltd. Toronto Paramedic Services currently operates two multi-patient ambulances which are used to respond to emergency calls and to planned City events. Both buses are nearing the end of their life-cycle, and are incurring significant operating and maintenance costs, which impacts their availability to respond to incidents and events. This request seeks approval to purchase a specialized, prototype multi-patient ambulance to begin the phase-in of newer and more efficient multi-patient ambulances over a four-year period to replace the existing buses. Compared to the ambulance buses currently in use, the proposed prototype vehicle is anticipated to provide a number of advantages, including lower operating costs, improved safety and ergonomics, better maneuverability and reduced environmental impact. The proposed prototype will also benefit from an established Toronto Paramedic Services-Crestline vehicle remount program, which is more environmentally responsible and extends the life of the vehicle, saving as much as 20-50 percent over purchasing a new unit.
The Economic and Community Development Committee recommends that: 1. City Council authorize the Chief and General Manager, Toronto Paramedic Services to negotiate and enter into a non-competitive agreement with Crestline Coach Ltd. for the design, build and delivery of a Ministry of Health certified multi-patient ambulance, including all required equipment and accessories, in the amount of $681,805 excluding all taxes and charges ($693,805 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the Chief and General Manager, Toronto Paramedic Services and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Chief and General Manager, Toronto Paramedic Services and the Chief Procurement Officer recommend that: 1. City Council grant authority to the Chief and General Manager, Toronto Paramedic Services to negotiate and enter into a non-competitive agreement with Crestline Coach Ltd., for the design, build and delivery of a Ministry of Health certified multi-patient ambulance, including all required equipment and accessories, in the amount of $681,805 excluding all taxes and charges ($693,805 net of Harmonized Sales Tax recoveries), on terms and conditions satisfactory to the Chief and General Manager, Toronto Paramedic Services, and in a form satisfactory to the City Solicitor.
EC24.18adopted
The purpose of this report is to request City Council approval for the Chief and General Manager, Toronto Paramedic Services to amend Purchase Order Number 6045009 issued to Bramic Creative Business Products Ltd. for the provision of servicing, parts and maintenance of Toronto Paramedic Services' highly specialized dispatch consoles in its Central Ambulance Communications Centre, for an additional amount of $280,950 net of HST ($285,895 net of HST recoveries), and to extend the contract validity date for an additional five (5) years from December 31, 2021 to December 31, 2026. Toronto Paramedic Services' current dispatch consoles are manufactured by Bramic and were procured between 2007 and 2018. The consoles continue to be used in a high-demand, 24/7 emergency dispatch environment and, as a result, experience ongoing wear and tear. As the manufacturer, Bramic holds exclusive rights and is the only vendor certified to provide servicing, parts and maintenance (including specialized cleaning) of the consoles. In 2017, a non-competitive purchase order was issued by PMMD for Bramic to service and maintain the consoles under a five (5) year contract. This has enabled Toronto Paramedic Services to extend the operational life and reliability of the consoles versus complete replacement which would cost approximately $1.0 million. The current service and maintenance contract expires on December 31, 2021. This report seeks an additional five-year, non-competitive contract with Bramic to ensure uninterrupted provision of service and maintenance to further extend the operational life of the consoles while avoiding significant replacement costs. City Council 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 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 the Toronto Municipal Code, Chapter 71 - Financial Control, Section 71-11A. Approval of the contract is not expected to result in financial implications in 2021 or future years as all expenditures are eligible for 100 percent funding from the Ministry of Health (MOH).
The Economic and Community Development Committee recommends that: 1. City Council authorize the Chief and General Manager, Toronto Paramedic Services to amend Purchase Order Number 6045009, issued to Bramic Creative Business Products Ltd. for the provision of servicing, parts and maintenance of Toronto Paramedic Services' specialized dispatch consoles in its Central Ambulance Communications Centre, by an additional amount of $280,950 net of Harmonized Sales Tax ($285,895 net of Harmonized Sales Tax recoveries) and to extend the contract validity date for an additional five years from December 31, 2021 to December 31, 2026.
Staff recommendation as filed
The Chief and General Manager, Toronto Paramedic Services and the Chief Procurement Officer recommend that: 1. City Council grant authority to the Chief and General Manager, Toronto Paramedic Services, to amend Purchase Order Number 6045009 issued to Bramic Creative Business Products Ltd. for the provision of servicing, parts and maintenance of Toronto Paramedic Services' specialized dispatch consoles in its Communications Centre, for an additional amount of $280,950 net of Harmonized Sales Tax ($285,895 net of Harmonized Sales Tax recoveries), and to extend the contract validity date for an additional five (5) years from December 31, 2021 to December 31, 2026.
EC24.19adopted
Review of Guidelines for the Opening of City of Toronto Emergency Cooling Centres
The City of Toronto Heat Relief Strategy supports the operation of Emergency Cooling Centres from May 15 to September 30 during heat warnings where consecutive days have maximum temperatures of 31 degrees or warmer as outlined on the website: Staying Healthy in Hot Weather - City of Toronto . "Environment and Climate Change Canada issues Heat Warnings across Canada. A Heat Warning is issued for southern Ontario (including Toronto) when there is a forecast of two or more consecutive days with daytime maximum temperatures of 31 degrees Celsius or warmer, together with nighttime minimum temperatures of 20 degrees Celsius or warmer or when there is a forecast of two or more consecutive days with humidex values expected to reach 40 degrees Celsius or higher." During the week of August 9, 2021, temperatures reached expected record highs, leaving residents asking why Emergency Cooling Centres were not opened. In light of the changes in weather due to climate change and the rapid changing weather patterns, a review of our current regulations governing the opening of Emergency Cooling Centres is appropriate currently. A review would provide an opportunity to educate, and where necessary, administer improvements.
The Economic and Community Development Committee recommends that: 1. City Council direct the City Manager, in consultation with the Office of Emergency Management and Toronto Public Health, to review the guidelines currently in place determining the opening of cooling centres across the City of Toronto and to report back to the December 1, 2021 meeting of the Economic and Community Development Committee.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. City Council direct the City Manager, in consultation with the Office of Emergency Management and Toronto Public Health, to review the guidelines currently in place determining the opening of cooling centres across the City of Toronto and to report back to the December 1, 2021 meeting of the Economic and Community Development Committee.