Economic and Community Development Committee
The full agenda, as filed
All 8 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.
EC25.1adopted
Toronto Arts Council 2020 Annual Allocations
This report provides a quantitative and qualitative review of Toronto Arts Council's activities and allocations for the period January 1 to December 31, 2020, to illustrate the City's investment in its arts community for this period. This report is submitted annually to the Economic and Community Development Committee, per the terms of the Grant Agreement between the City of Toronto and Toronto Arts Council.
The Economic and Community Development Committee: 1. Received the report (October 6, 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.
EC25.2adopted
Cultural Festivals Funding Program
The purpose of this report is to recommend the program objectives, guidelines and impact framework for a new Cultural Festivals Funding Program to support and increase the accountability and transparency of City funding to cultural festivals. The City of Toronto has long provided operating support to major, City-wide cultural festivals, but there is a growing need to also support a newer generation of festival producers from a wider geographic area, and from more recently established communities. These festivals provide residents and visitors with opportunities to engage with our shared cultural and artistic expression of Toronto's diverse community. The proposed program has been developed in consultation with stakeholders and communities seeking City support. The proposed program meets Economic Development and Culture's commitment to grant reform; to increasing access by diverse cultural communities; to increasing support for activities outside the downtown core, and is part of the Division's overall development of a festival and events strategy for cultural, social and economic development. A stakeholder engagement summary report outlining the consultations undertaken to develop the program is attached as Attachment 1. A comparative research report informing program design is included as Attachment 2, and recommended program guidelines are included as Attachment 3.
The Economic and Community Development Committee recommends that: 1. City Council approve the establishment of the Cultural Festivals Funding Program, substantially in accordance with the City of Toronto Cultural Festivals Grant Program Guidelines in Attachment 3 to the report (October 6, 2021) from the Interim General Manager, Economic Development and Culture, with implementation commencing in 2022.
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture recommends that: 1. City Council approve the establishment of the Cultural Festivals Funding Program, substantially in accordance with the City of Toronto Cultural Festivals Grant Program Guidelines in Attachment 3 to this report, with implementation commencing in 2022.
EC25.3amended
Developing a Cultural Districts Program
Cultural districts are municipally significant areas that have a historical legacy of clustering cultural resources, businesses, not-for-profits and residents which, combined, uplifts the cultural identity and cultural heritage of the neighbourhood. Cultural districts are also unique and complex in terms of their character and community resources available. They occur in cities whether governments recognize them or not through formal designations or programs. Formal government programs to protect cultural districts are a proven strategic approach to safeguard the living history of diverse communities and advance inclusive economic prosperity through community arts and cultural industries. They provide a combination of tools to support small businesses, and cultural and heritage spaces within areas that are community hubs. They may also support cultural districts as a regional draw for residents, newcomers and tourists to safely gather and feel a sense of belonging while shopping and participating in cultural activities. At this time, Toronto does not have a formal cultural districts program. This report outlines why Toronto needs to develop a cultural districts program, and the potential benefits it may bring for diverse communities, the city's culture sector, and for Toronto as a whole. The report presents findings from a review of current municipal tools, preliminary findings from meetings with local stakeholders in Church-Wellesley, Little Jamaica, Downtown Chinatown and Geary Avenue, and best practices from cultural district programs around the world. The purpose of developing a cultural districts program in Toronto is to offer a clear process for local cultural planning, a combination of supports, and a new methodology for communities to advance their priorities. It does not aim to limit benefits to specific neighbourhoods or communities, rather to create an additional and coordinated program for creative place-keeping and place-making in partnership with communities. The recommended next steps are broader engagement and a detailed proposal for a cultural districts program and implementation plan.
The Economic and Community Development Committee recommends that: 1. City Council direct the General Manager, Economic Development and Culture to undertake public engagement on the development of a Cultural Districts Program that strengthens local culture and communities, supports small businesses and retail and promotes community-owned spaces and to bring forward a final program design and implementation plan in 2022 that includes the following considerations: a. eligibility criteria; b. program components; c. community role and ongoing engagement; and d. estimated costs and financial impact. 2. City Council direct the General Manager, Economic Development and Culture to work with the Chief Planner and Executive Director, City Planning to identify planning policies that would support cultural districts and be of benefit to communities and neighbourhoods, in particular Church-Wellesley, Little Jamaica, Downtown Chinatown and Geary Avenue, and at least one community and neighbourhood in the former City of Etobicoke, North York or Scarborough. 3. City Council direct the General Manager, Economic Development and Culture and the Director, Indigenous Affairs Office to work with Indigenous communities in Toronto to ensure that a Cultural Districts Program reflects communities' priorities regarding place-making, place-keeping and self-determination and is aligned with the upcoming City of Toronto Reconciliation Action Plan.
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture and the Chief Planner and Executive Director, City Planning recommend that: 1. City Council direct the General Manager, Economic Development and Culture to undertake public engagement on the development of a cultural districts program that strengthens local culture and communities, supports small businesses and retail, and promotes community-owned spaces, and to bring forward a final program design and implementation plan in 2022 that includes the following considerations: a. eligibility criteria; b. program components; c. community role and ongoing engagement; and d. estimated costs and financial impact. 2. City Council direct the General Manager, Economic Development and Culture, to work with the Chief Planner and Executive Director, City Planning to identify planning policies that would support cultural districts and be of benefit to communities and neighbourhoods, in particular Church-Wellesley, Little Jamaica, Downtown Chinatown and Geary Avenue. 3. City Council direct the General Manager, Economic Development and Culture and the Director, Indigenous Affairs Office to work with Indigenous communities in Toronto to ensure that a cultural districts program reflects communities' priorities regarding place-making and place-keeping, self-determination and is aligned with the upcoming City of Toronto Reconciliation Action Plan.
EC25.4adopted
ArtworxTO: Toronto's Year of Public Art 2021-2022 Programming and Engagement Plans
This report outlines programming and engagement plans for ArtworxTO: Toronto's Year of Public Art 2021-2022, along with a summary of anticipated outreach, marketing and media exposure, and evaluation strategy for the project. The report also details plans for the safe delivery of ArtworxTO within the context of the ongoing COVID-19 pandemic. ArtworxTO is a year-long, city-wide celebration of art and community, and the launch of the new Toronto Public Art Strategy (2020-2030), adopted by City Council in December 2019. The program celebrates Toronto's collection of public art and the artists behind it, creates more opportunities for artists, and connects residents with public art. The City delivers three core public art programs - the City of Toronto Public Art and Monuments Collection, the Percent for Public Art Program, and StreetARToronto (StART). Together, these programs have had a major impact on the city's urban fabric, assembling a collection of public art that, in the number of works alone, is of international significance. ArtworxTO, as a collaborative project of Transportation Services, City Planning and Economic Development and Culture, builds upon the legacies of these programs. ArtworxTO has arrived at a critical point for Toronto's cultural sector, with artists experiencing among the greatest losses of income of all employment categories. As such, ArtworxTO investments, as income for artists and arts organizations, and in animating Toronto's neighbourhoods (in close alignment with ShowLoveTO ), are making an important contribution to Toronto's economic and cultural recovery. In order to ensure broad reach and significant impact, ArtworxTO is delivered in close collaboration with Toronto's artists and arts organizations to deliver public art projects in 2021 and 2022. ArtworxTO has over 75 partnership agreements with Toronto institutions, organizations, galleries, and Business Improvement Areas. Funding for new commissions, delivered by both Toronto Arts Council and the City of Toronto programs, offer much-needed support to the city's artists and cultural sector, which have been hit particularly hard by COVID-19. Based on the objectives described in the Public Art Strategy, a major focus of ArtworxTO is to support City priorities in access and equity as applied to the arts. Building on historic successes for programs such as StreetARToronto, ArtworxTO supports equity and inclusion in both City-led and partner-led projects and ensures support is distributed across the city, building upon the existing strategic goals of the divisions involved. The program includes projects to advance Indigenous place-making, support the work of Black, Indigenous and equity-deserving artists and curators, and provide multigenerational engagement with a focus on youth. To date, 85 percent of the ArtworxTO funded grant program has gone towards equity-deserving-themed or equity-deserving-led projects. ArtworxTO anticipates leaving a legacy of career advancement for diverse artists, stronger collaboration between arts organizations in the city, new public art works installed across the city with a focus outside the core, and deeper public awareness and engagement with public art in Toronto.
The Economic and Community Development Committee: 1. Received the report (October 6, 2021) from the Interim General Manager, Economic Development and Culture, the General Manager, Transportation Services and the Chief Planner and Executive Director, City Planning for information.
Staff recommendation as filed
The Interim General Manager, Economic Development and Culture, the General Manager, Transportation Services and the Chief Planner and Executive Director, City Planning recommend that: 1. The Economic and Community Development Committee receive this report for information.
EC25.5amended
This report provides an update on the results of the 2021 Street Needs Assessment (SNA), and seeks Council approval of the attached Homelessness Solutions Service Plan for Shelter, Support and Housing Administration (SSHA). The SNA, conducted in April 2021 for the fifth time in Toronto, is a needs assessment survey and point-in-time count of people experiencing homelessness in Toronto led by SSHA, in collaboration with community partners in the homelessness sector. The 2021 results provide critical data needed to understand the impact of the pandemic on homelessness, and to understand broader service needs of people experiencing homelessness in Toronto. The SNA also gives people experiencing homelessness a voice in what services would help them get housing and the supports they need to end their homelessness. Based on the results of the SNA, as well as extensive engagement and feedback with frontline staff, service providers, sector partners and people with lived experience of homelessness, the Homelessness Solutions Service Plan identifies the implementation priorities to guide SSHA and our partners in the homelessness service system in Toronto over the next three years. The plan supports our ongoing efforts to build and strengthen a responsive homelessness service delivery system which uses an integrated and person-centred approach to address homelessness. These priorities will advance the outcomes of ensuring people experiencing homelessness in Toronto have access to safe, high quality emergency shelter, and are provided housing-focused supports that ensure homelessness is rare, brief and non-recurring. Homelessness is a complex issue that cannot be solved by any one organization or sector. While the Service Plan identifies the actions related to the homelessness service system, it also highlights the importance of working together. Effective delivery of the housing and homelessness system will require continued close collaboration between SSHA and the Housing Secretariat, other interdivisional partners, as well as ongoing engagement and partnership with community providers, other service sectors, other orders of government and people with lived experience of homelessness, towards our shared goal of ending chronic homelessness in Toronto.
The Economic and Community Development Committee recommends that: 1. City Council adopt the Homelessness Solutions Service Plan in Attachment 2 to the report (October 6, 2021) from the General Manager, Shelter, Support and Housing Administration. 2. City Council thank all of the community partners, frontline staff and stakeholders who provided input into the development of the Homelessness Solutions Service Plan, the City of Toronto and community provider staff who led the implementation of the 2021 Street Needs Assessment and the more than 2,500 people experiencing homelessness who participated in the 2021 Street Needs Assessment survey and shared what services they need to find and maintain housing. 3. City Council authorize the General Manager, Shelter, Support and Housing Administration to approve and implement all ongoing enhancement and development of the Shelter Management Information System (SMIS) and its alternative iterations required to transform the system into a Homelessness Management Information System (HMIS), including enhanced flow of information across programs with all of the necessary security, privacy and client consent practices in place. 4. City Council reiterate its requests to the Federal and Provincial Governments to: a. continue to provide funding to deliver the COVID-19 response for people experiencing homelessness until such time as Ontario Ministry of Health guidance related to physical distancing in congregate living settings changes and allow for the implementation of the Homelessness Solutions Service Plan while ensuring stabilization of the homelessness service system through to recovery; b. provide ongoing and sustainable funding to ensure that appropriate primary health care, harm reduction, overdose prevention and mental health case management services are available to adequately support individuals who are homeless and implement the shelter health services framework to provide a coordinated and consistent approach to health services across the shelter system; and c. recognize that permanent solutions to ending chronic homelessness are not possible without increased, long-term funding commitments and provide the capital and ongoing operating funding needed to meet the City of Toronto's supportive housing targets of 1,800 new supportive housing units every year for 10 years.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration recommends that: 1. City Council adopt the Homelessness Solutions Service Plan outlined in Attachment 2 to this report. 2. City Council thank all of the community partners, frontline staff and stakeholders who provided input into the development of the Homelessness Solutions Service Plan, the City and community provider staff who led the implementation of the 2021 Street Needs Assessment, and the more than 2,500 people experiencing homelessness who participated in the 2021 Street Needs Assessment survey and shared what services they need to find and maintain housing. 3. City Council authorize the General Manager, Shelter, Support and Housing Administration to approve and implement all ongoing enhancement and development of the Shelter Management Information System (SMIS) and its alternative iterations required to transform the system into a Homelessness Management Information System (HMIS), including enhanced flow of information across programs with all of the necessary security, privacy and client consent practices in place. 4. City Council reiterate its requests to the Federal and Provincial Governments to: a. continue to provide funding to deliver the COVID-19 response for people experiencing homelessness until such time as Ontario Ministry of Health guidance related to physical distancing in congregate living settings changes and allow for the implementation of the Homelessness Solutions Service Plan while ensuring stabilization of the homelessness service system through to recovery; b. provide ongoing and sustainable funding to ensure that appropriate primary health care, harm reduction, overdose prevention, and mental health case management services are available to adequately support individuals who are homeless and implement the shelter health services framework to provide a coordinated and consistent approach to health services across the shelter system; and c. recognize that permanent solutions to ending chronic homelessness are not possible without increased, long-term funding commitments and provide the capital and ongoing operating funding needed to meet the City of Toronto's supportive housing targets of 1,800 new supportive housing units every year for 10 years.
EC25.6amended
The purpose of this report is to provide information and updates on infrastructure, procurement and community engagement related to shelter projects in the City of Toronto. This includes Shelter, Support and Housing Administration's (SSHA) 2022 Shelter Infrastructure Plan as required by the Emergency Shelter Development Process approved by City Council in the 2018 Shelter Infrastructure Plan. The plan includes an update on new permanent shelter beds, relocation of shelter beds as part of the George Street Revitalization Project, and identifying replacement properties for existing shelters that need to relocate. The report also provides updates on the impact of the COVID-19 pandemic on all ongoing projects, as well as an overview of the COVID-19 Transition and Relocation plan. As a response to COVID-19, the City opened 48 temporary physical distancing sites to meet Ontario Ministry of Health guidelines for physical distancing in congregate living settings since the start of the pandemic. The COVID-19 Transition and Relocation plan will include a relocation plan for shelter residents, and the restoration and decommissioning of COVID-19 response sites used for physical distancing. Timelines to decommission any of the COVID-19 response programs will depend on the availability of new affordable and supportive housing developments, ongoing demand for shelter services and future changes to physical distancing public health guidance for congregate living settings. In 2020, Shelter, Support and Housing Administration began a comprehensive Community Engagement Review to evaluate the first three years of implementing the new shelter engagement process for shelters. This report describes the results of the review and key actions being implemented to improve the community engagement process for the siting of new shelters and homelessness services in Toronto. This includes an updated process that better aligns local Councillor engagement for shelter siting with engagement related to a specific real estate transaction for shelter purposes. This report also requests authority to amend eleven (11) existing non-competitive blanket contracts/purchase orders established for emergency services for the ongoing shelter operations in response to the COVID-19 pandemic and to support community agencies with Infection Prevention and Control Management within the shelter system.
The Economic and Community Development Committee recommends that: 1. City Council reiterate its requests to the Federal and Provincial Governments to: a. work with the City of Toronto to develop a coordinated approach to new refugee claimant arrivals; b. continue to provide temporary accommodations for refugee claimant arrivals at the border or place of entry until they have a permanent housing plan in place; and c. develop a regional response to place new refugee claimant arrivals in interim housing where there is capacity. 2. City Council approve the 2022 Shelter Infrastructure Plan in Attachment 1 to the report (October 6, 2021) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer and City Council authorize the General Manager, Shelter, Support and Housing Administration to enter into new or amend existing agreements, other than leases or other property transaction documents for which delegated authority has been granted to Corporate Real Estate Management, as required, to open and operate shelters outlined in the 2022 Shelter Infrastructure Plan on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor. 3. City Council authorize the General Manager, Shelter, Support and Housing Administration to enter into new or amend existing agreements, other than leases or other property transaction documents for which delegated authority has been granted to Corporate Real Estate Management, to maintain or add required respite spaces and shelter beds and respond to urgent or unanticipated need to relocate shelters or 24-hour respite sites and 24-hour drop-ins on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor. 4. City Council authorize that, in the context of the acquisition or lease of a property for the purpose of a shelter site, the local Councillor shall be briefed in accordance with the process approved by City Council in Item CD24.7, headed "2018 Shelter Infrastructure Plan and Progress Report", and such engagement shall also be considered to have satisfied the requirement for consultation in Appendix B, Section (A) in City of Toronto Municipal Code Chapter 213, Real Property, where the transaction is being implemented through the real estate authority delegated to staff under City of Toronto Municipal Code Chapter 213, Real Property. 5. City Council request the General Manager, Shelter, Support and Housing Administration to prepare and publicly publish a 2022 Work Plan in the first quarter of 2022 that clearly explains where net shelter spaces and housing units will be provided to fully make up for the capacity of any leases for temporary emergency programs when they end. 6. City Council request the General Manager, Shelter, Support and Housing Administration to take appropriate measures to provide adequate shelter capacity in response to unanticipated demands on the system, above and beyond the 2022 Shelter Infrastructure Strategy, including but not limited to, making the Federal and Provincial Governments aware of additional requirements for resources and other supports.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer recommend that: 1. City Council approve the 2022 Shelter Infrastructure Plan in Attachment 1 and authorize the General Manager, Shelter, Support and Housing Administration to enter into new or amend existing agreements, other than leases or other property transaction documents for which delegated authority has been granted to Corporate Real Estate Management, as required, to open and operate shelters outlined in the 2022 Shelter Infrastructure Plan on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor. 2. City Council authorize the General Manager, Shelter, Support and Housing Administration to enter into new or amend existing agreements, other than leases or other property transaction documents for which delegated authority has been granted to Corporate Real Estate Management, to maintain or add required respite spaces and shelter beds and respond to urgent or unanticipated need to relocate shelters or 24-hour respite sites and 24-hour drop-ins on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor. 3. City Council authorize that, in the context of the acquisition or lease of a property for the purpose of a shelter site, the local Councillor shall be briefed in accordance with the process approved by City Council in Item CD24.7, 2018 Shelter Infrastructure Plan and Progress Report, and such engagement shall also be considered to have satisfied the requirement for consultation in Appendix B, Section (A) in City of Toronto Municipal Code Chapter 213, Real Property, where the transaction is being implemented through the real estate authority delegated to staff under City of Toronto Municipal Code Chapter 213. 4. The Economic and Community Development Committee, in accordance with Section 71-11.1C of City of Toronto Municipal Code Chapter 71, Financial Control, authorize the General Manager, Shelter, Support and Housing Administration to enter into the necessary amending agreements on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor to increase the value (and term, as outlined in Recommendations 4.d., 4.i., 4.j., and 4.k. below) of the following contracts: a. Purchase Order Number 6052100 with Practice Health Check Corp. for the provision of consulting services to support community agencies with Infection Prevention and Control Management (as part of the COVID-19 pandemic response) within the shelter system by the amount of $1,500,000 net of Harmonized Sales Tax ($1,526,400 net of Harmonized Sales Tax recoveries), increasing the contract value from $900,000 net of Harmonized Sales Tax ($915,840 net of Harmonized Sales Tax recoveries) to $2,400,000 net of Harmonized Sales Tax ($2,238,720 net of Harmonized Sales Tax recoveries); b. Blanket Contract Number 47022916 with Stronco Group of Companies for the provision of a monthly rental of modular offices by the amount of $500,000 net of Harmonized Sales Tax ($508,800 net of Harmonized Sales Tax recoveries), increasing the contract value from $700,000 net of Harmonized Sales Tax ($712,320 net of Harmonized Sales Tax recoveries) to $1,200,000 net of Harmonized Sales Tax ($1,221,120 net of Harmonized Sales Tax recoveries); c. Blanket Contract Number 47023129 with Chantler's Environmental Services for the provision of a monthly rental of shower trailers by the amount of $200,000 net of Harmonized Sales Tax ($203,520 net of Harmonized Sales Tax recoveries), increasing the contract value from $1,000,000 net of Harmonized Sales Tax ($1,017,600 net of Harmonized Sales Tax recoveries) to $1,200,000 net of Harmonized Sales Tax ($1,221,120 net of Harmonized Sales Tax recoveries); d. Blanket Contract Number 47022956 with HVAC Rentals Ontario Inc. for the provision of HVAC equipment rental by the amount of $900,000 net of Harmonized Sales Tax ($915,840 net of Harmonized Sales Tax recoveries), increasing the contract value from $1,600,000 net of Harmonized Sales Tax ($1,628,160 net of Harmonized Sales Tax recoveries) to $2,500,000 net of Harmonized Sales Tax ($2,544,000 net of Harmonized Sales Tax recoveries) and extending the term to December 31, 2021; e. Purchase Order Number 6052050 with Kazbo Consulting & Contracting for the provision of 3 Stage HEPA Air Scrubbers by the amount of $600,000 net of Harmonized Sales Tax ($610,560 net of Harmonized Sales Tax recoveries), increasing the contract value from $982,000 net of Harmonized Sales Tax ($999,283 net of Harmonized Sales Tax recoveries) to $1,582,000 net of Harmonized Sales Tax ($1,609,843 net of Harmonized Sales Tax recoveries); f. Purchase Order Number 6052503 with Monstera Maintenance and Construction Inc. for the provision of a maintenance contract for the 3 Stage HEPA Air Scrubbers by the amount of $900,000 net of Harmonized Sales Tax ($915,840 net of Harmonized Sales Tax recoveries), increasing the contract value from $500,000 net of Harmonized Sales Tax ($508,800 net of Harmonized Sales Tax recoveries) to $1,400,000 net of Harmonized Sales Tax ($1,424,640 net of Harmonized Sales Tax recoveries); g. Purchase Order Number 6052130 with Rostam Infrastructure Inc. for the provision of trailer-mounted HVAC units, including a maintenance plan, by the amount of $700,000 net of Harmonized Sales Tax ($712,320 net of Harmonized Sales Tax recoveries), increasing the contract value from $887,000 net of Harmonized Sales Tax ($902,611 net of Harmonized Sales Tax recoveries) to $1,587,000 net of Harmonized Sales Tax ($1,714,931 net of Harmonized Sales Tax recoveries); h. Purchase Order Number 6052128 with Total Power Limited for the provision of additional generator units, including a maintenance plan, by the amount of $300,000 net of Harmonized Sales Tax ($305,280 net of Harmonized Sales Tax recoveries), increasing the contract value from $719,000 net of Harmonized Sales Tax ($731,654 net of Harmonized Sales Tax recoveries) to $1,019,000 net of Harmonized Sales Tax ($1,036,934 net of Harmonized Sales Tax recoveries); i. Blanket Contract Number 47022484 with Gardena Investments Limited, operating as Alexandra Hotel, for the provision of hotel/motel accommodations for use as a temporary municipal shelter by the amount of $1,900,000 net of Harmonized Sales Tax ($1,933,440 net of Harmonized Sales Tax recoveries), increasing the contract value from $4,300,000 net of Harmonized Sales Tax ($4,375,880 net of Harmonized Sales Tax recoveries) to $6,200,000 net of Harmonized Sales Tax ($6,309,120 net of Harmonized Sales Tax recoveries) and extending the term to June 30, 2022; j. Blanket Contract Number 47022485 with 2554046 Ontario Inc., operating as Staybridge Suites Toronto Vaughan South, for the provision of hotel/motel accommodations for use as a temporary municipal shelter by the amount of $1,200,000 net of Harmonized Sales Tax ($1,221,120 net of Harmonized Sales Tax recoveries), increasing the contract value from $3,800,000 net of Harmonized Sales Tax ($3,866,880 net of Harmonized Sales Tax recoveries) to $5,000,000 net of Harmonized Sales Tax ($5,088,000 net of Harmonized Sales Tax recoveries) and extending the term to June 30, 2022; and k. Purchase Order Number 6048213 with 2445212 Ontario Inc., operating as Comfort Hotel Airport North, for the provision of hotel/motel accommodations for use as a temporary municipal shelter by the amount of $5,000,000 net of Harmonized Sales Tax ($5,088,000 net of Harmonized Sales Tax recoveries), increasing the contract value from $12,654,019 net of Harmonized Sales Tax ($12,876,730 net of Harmonized Sales Tax recoveries) to $17,654,019 net of Harmonized Sales Tax ($17,964,730 net of Harmonized Sales Tax recoveries) and extending the term to June 30, 2022.
EC25.7adopted
Jenner Jean-Marie Community Centre Needs Assessment (Programs and Facilities)
At its meeting on December 4, 5, and 13, 2018, City Council directed the General Manager, Parks, Forestry and Recreation, to initiate a needs assessment for additional community facilities in the Thorncliffe Park neighbourhood and the Deputy City Manager, Community and Social Services, in consultation with appropriate staff, to identify a site or sites which may be appropriate for acquisition for a new community centre in the Thorncliffe Park neighbourhood. In 2019, City Council further directed the General Manager, Parks, Forestry and Recreation to consider future facility improvements to the Jenner Jean-Marie Community Centre (CRC) and the potential for additional multi-purpose space to serve the Thorncliffe Park neighbourhood. This staff report is a response to the above mentioned City Council directions. The Thorncliffe Park neighbourhood, a Neighbourhood Improvement Area, is a very diverse community, home to a high proportion of immigrant and racialized residents who often face a unique set of barriers. With a mixed population of first generation immigrants, refugees, and longer established minority populations, 73 percent of Thorncliffe Park residents speak a language other than English at home. Thorncliffe Park has a relatively young population where 39 percent of its population is under the age of 24 (compared to 27 percent city-wide). The neighbourhood's population grew 10 percent from 2011-2016 to 21,108, compared to Toronto's average growth of 4.5 percent. Jenner Jean-Marie is the Community Recreation Centre that serves the Thorncliffe Park community. It is co-located with Thorncliffe Park Library and Thorncliffe Park Daycare and serves as a vital hub for area residents. It is one of the city's 39 Free Centres to provide access without financial barriers to participation. The community's city-delivered recreation opportunities are also served by R.V. Burgess Park, nearby community pools such as Leaside Memorial Gardens Swimming Pool and other nearby community facilities located in Leaside and Flemingdon Park. As per Council direction, PFR completed a Recreation Programming Needs Assessment with local residents, partners and agencies in mid-2019. More recently in 2021, a site acquisition scan and a facilities review was completed looking at opportunities to improve and/or expand Jenner Jean-Marie CRC to support enhanced programming at this facility. This report summarizes the results of the Recreation Programming Needs Assessment, changes planned to program offerings at the community centre and other operational and capital recommendations, including enhanced coordination with local organizations and other City divisions on program offerings and the development of a local Recreation Advisory Committee. Based on the findings of the facilities review, staff recommend prioritizing opportunities to expand the existing community centre in collaboration with other on-site service providers. This is in alignment with the Council Approved Facilities Master Plan Implementation Strategy. Staff will advance a technical feasibility study for the existing Jenner Jean-Marie CRC to determine improvement opportunities as well as the feasibility of future expansion of this facility. This work is planned for 2022 and is currently reflected in PFR's 2021-2030 Capital Budget and Plan. This work will ensure that recreation program and service expansion can be offered to the Thorncliffe Park neighbourhood and will continue to be focused at the Jenner Jean-Marie CRC.
The Economic and Community Development Committee: 1. Received the report (October 5, 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.
EC25.8amended
This report responds to a request from City Council, on May 5 and 6, 2021, that the Director, Office of Emergency Management, meet with the Toronto East Community Awareness and Emergency Response (CAER) Association and local Councillors to establish how the City of Toronto can support the organization. The Director, Office of Emergency Management was asked to provide an update on these discussions to the Economic and Community Development Committee. The Office of Emergency Management met with the Toronto East CAER and representatives from local Councillors' offices on June 15, 2021 to review the Toronto East CAER's existing risk mitigation and preparedness measures, including its risk communication protocols to inform the public of hazards in the community. The meeting participants also discussed how the City could support and enhance the efforts of the Toronto East CAER. As a result of the meeting, the Office of Emergency Management worked with the Toronto East CAER and Strategic Communications to develop and implement a communications plan to share information with key partners and the public in advance of the siren system test scheduled for July 24, 2021, including messaging on required protective actions in the event of a chemical emergency. The Office of Emergency Management will use the communications plan for future system tests, and will continue to work with a wide range of community stakeholders to support awareness of, and emergency preparedness for, chemical emergencies.
The Economic and Community Development Committee: 1. Requested the Fire Chief and General Manager - Emergency Management, Toronto Fire Services to report back to the Economic and Community Development Committee in the second quarter of 2022 on the progress made regarding the suggestions provided during the October 21, 2021 meeting of the Economic and Community Development Committee regarding the Toronto East Community Awareness and Emergency Response Association and risk mitigation and preparedness measures.
Staff recommendation as filed
The Acting Fire Chief and General Manager - Emergency Management, Toronto Fire Services recommends that: 1. The Economic and Community Development Committee receive this report for information.