Economic and Community Development Committee
The full agenda, as filed
All 23 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.
EC6.1adopted
Recruitment Efforts Related to Aquatic Programs
This report responds to City Council's direction for the General Manager of Parks, Forestry and Recreation (PFR) to report to the Economic and Community Development Committee (ECDC) on the Division's efforts to maximize the number of lifeguards and swim instructors hired and the customer service plan around unforeseen program cancellations and program relocation. Parks, Forestry and Recreation employs over 9,000 part-time recreation workers annually with over 3,000, employed in the Aquatics Business Unit, who hold aquatic-specific certifications and offers a variety of aquatic programs and services including, learn-to-swim, drop-in lane and leisure swims, aqua-fitness and leadership certification programs that lead to employment opportunities. While PFR recruits qualified individuals through its on-line recruitment platform, several additional methods are used to promote employment opportunities and reach out to interested applicants, particularly individuals who face barriers in applying for jobs with the City. PFR experiences natural attrition and hires approximately 1,800 new recreation workers each year. Recreation workers are part of the City's unionized workforce and as such, the hiring and scheduling process is guided by the Collective Agreement with Local 79. In an average year, there are a minor number of programs that may be combined with other programs or cancelled, primarily due to facility closures and insufficient registration, or because of staff illness/last minute scheduling changes where a qualified/certified replacement staff cannot be located. In these cases, when a program is consolidated or cancelled, customer notification includes providing alternate program times and locations and assistance is offered in transferring registrations to other classes, with as much notice as is possible.
The Economic and Community Development Committee: 1. Received the report (June 5, 2019) 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.
EC6.2adopted
Implementation of the Growth Plan in Community Recreation - Status Update
This report responds to City Council's direction for Parks, Forestry and Recreation (PFR) to report on the Phase 1 implementation of the Community Recreation Growth and Waitlist Management Plan (Growth Plan) CD24.3; and responds to Economic and Community Development Committee's (ECDC) request regarding Recreation Program Registration EC3.13. City Council directed Parks, Forestry and Recreation (PFR) to report back on the size of waitlists, Growth Plan performance indicators, opportunities and partnerships to expand participation in recreation. In addition, ECDC directed PFR to report on recreation program registration processes, the state of waitlists and improvements to the registration system. The Growth Plan was developed by Parks, Forestry and Recreation (PFR) to address the ongoing high demand for recreation programs and as a means to begin to address waitlists. This plan was approved by Council December 2017 with implementation beginning in 2018. Parks, Forestry and Recreation (PFR) was successful in achieving the 2018 Growth Plan targets, adding 19,459 spaces in the high-demand program areas of learn to swim, summer camp, sports, art and general programming. In 2018, waitlists were reduced by 9 per cent, which is a reduction of 19,394 waitlist spaces over the previous year. The Growth Plan was approved as one strategy to address unmet demand for popular, registered instructional programs. Combined with other investments, including, but not limited to, new and expanding recreational facilities and the transformation of the recreation registration and facility booking system, the City is improving customers' overall access to and experience with recreation services.
The Economic and Community Development Committee: 1. Received the report (June 11, 2019) 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.
EC6.3adopted
Agincourt Recreation Centre Status Update
This report responds to Economic and Community Development Committee's direction that Parks, Forestry and Recreation report back on the status of the Agincourt Recreation Centre repair and reconstruction plan, including estimated timing and the interim approach to program and service relocation. The Agincourt Recreation Centre has been the subject of an extensive structural and building assessment following a fire which closed the facility on January 31, 2019. Work has been advancing to restore the facility including the arena facility in phases with the arena re-opening in the fall 2019 and the balance of the centre opening in the fall 2020. Public communication has been ongoing with respect to stakeholders and users and program relocation has been successful.
The Economic and Community Development Committee: 1. Received the report (June 10, 2019) 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 the report for information.
EC6.4amended
Children's Services - 2019 Provincial and Federal Budgets
This report responds to a request arising from City Council's approval of the 2019 Operating Budget for Children's Services, for the Deputy City Manager, Community and Social Services to report to the Economic and Community Development Committee following the release of the 2019 provincial and federal budgets. This report also provides information on an April 26, 2019 memo from the Ministry of Education to child care and early years service system managers and school boards requesting joint confirmation that school-based child care capital projects proposed since November 2016 can proceed.
The Economic and Community Development Committee recommends that: 1. City Council request the Province to adjust the process regarding school-based child care capital projects that have not received Approval to Proceed (ATP) from the Ministry of Education by: a. taking into consideration municipal annual budget approval requirements and allowing municipal councils the opportunity to consider and approve any operating and financial impacts associated with these new capital projects; and, b. extending the deadline of August 30, 2019 to at least October 31, 2019 for service system managers and school boards to jointly confirm priority school-based child care capital projects on a preliminary basis subject to a municipal council's annual budget approval process.
Staff recommendation as filed
The Deputy City Manager, Community and Social Services recommends that: 1. City Council request the Province to adjust the process regarding school-based child care capital projects that have not received Approval to Proceed (ATP) from the Ministry of Education by: a. taking into consideration municipal annual budget approval requirements and allowing municipal councils the opportunity to consider and approve any operating and financial impacts associated with these new capital projects; and, b. extending the deadline of August 30, 2019 to at least October 31, 2019 for service system managers and school boards to jointly confirm priority school-based child care capital projects on a preliminary basis subject to a municipal council's annual budget approval process.
EC6.5amended
Termination of Occupancy Agreements with School Boards
The report responds to a requirement for the General Manager, Children's Services to notify the four participating school boards in August, 2019 of the City's intention to terminate occupancy agreements effective January 1, 2020.
The Economic and Community Development Committee recommends that: 1. City Council direct the General Manager, Children's Services to identify resources to continue funding the occupancy agreements with School Boards from January 1, 2020 until 2020 budget approval, in order to allow the matter to be considered as part of the 2020 Budget Process.
Staff recommendation as filed
The Interim General Manager, Children's Services recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC6.6adopted
Appointments to Uptown Yonge Business Improvement Area Board of Management
The purpose of this report is to appoint directors to the Uptown Yonge Board of Management for the new term of Council and make necessary changes to Schedule A of the Municipal Code, Chapter 19. Uptown Yonge BIA falls within two Community Council boundaries.
The Economic and Community Development Committee recommends that: 1. City Council in accordance with the City's Public Appointments Policy, appoint the following nominees to the Business Improvement Area (BIA) 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: Uptown Yonge: Adams, Derrick Beattie, Gordon Bhalla, Amar Cutruzzola, Adriana Jubb, David O. Kiratzis, Karen Mazelow, Alex Moretti, Angelo Nanoff, Alex Trabelsi, Ramzey Vargas, Jaime 2. City Council direct that Schedule A of the Municipal Code Chapter 19, Business Improvement Areas, be amended by changing the number of directors of the following Boards of Management: Uptown Yonge 14
Staff recommendation as filed
The 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 (BIA) 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: Uptown Yonge: Adams, Derrick Beattie, Gordon Bhalla, Amar Cutruzzola, Adriana Jubb, David O. Kiratzis, Karen Mazelow, Alex Moretti, Angelo Nanoff, Alex Trabelsi, Ramzey Vargas, Jaime 2. City Council direct that Schedule A of the Municipal Code Chapter 19, Business Improvement Areas, be amended by changing the number of directors of the following Boards of Management: Uptown Yonge 14
EC6.7adopted
Removal of Director from the Mount Pleasant Village Business Improvement Area Board of Management
The purpose of this report is to remove one director from the Mount Pleasant Village Business Improvement Area (BIA) Board of Management. The Mount Pleasant Village BIA falls within two Community Council boundaries.
The Economic and Community Development Committee recommends that: 1. City Council in accordance with the City's Public Appointments Policy, remove the following director from the Mount Pleasant Village Business Improvement Area (BIA) board of management set out below: - Morris, Rick
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council in accordance with the City's Public Appointments Policy, remove the following director from the Mount Pleasant Village Business Improvement Area (BIA) board of management set out below: - Morris, Rick
EC6.8adopted
Strengthening Toronto's Nighttime Economy
The phrase "nighttime economy" describes the social, cultural and economic activities that take place between 6 p.m. and 6 a.m. in the city. A key component of the nighttime economy is nightlife - which refers to entertainment-related activities. Toronto has a safe and lively nightlife that has the potential to grow, and the purpose of this report is to seek the necessary authority to implement the proposed actions of the Toronto Nightlife Action Plan, presented in Attachment 1. If approved, the actions will strengthen Toronto's nightlife over the next three years, using, and in some cases re-aligning, existing City resources. The nighttime economy is the new competitive edge for post-industrial cities. Yet the nighttime economy is often overlooked in municipal economic and infrastructure planning. As a result of market forces and municipal policies, Toronto's nighttime culture is under threat from increasing business costs and regulatory challenges. This is not a unique problem. World-class cities like Amsterdam, New York, Berlin, Paris and Sydney are facing similar challenges and are actively taking steps to plan, protect and create nighttime activities. Their approach is based on the view that a vibrant nightlife attracts young, creative and talented people. Music, fashion, film, literature, visual arts and performing arts all thrive during the nighttime. This report also addresses issues around the do-it-yourself (DIY) pop up music venues challenges (Attachment 2) and findings from an assessment of two hospitality zones in the city conducted by the Responsible Hospitality Institute (RHI) (Attachment 3).
The Economic and Community Development Committee recommends that: 1. City Council request the Mayor to designate a Member of Council as Toronto's Night Ambassador, to be the voice for Toronto's entertainment-related activities for the 2018 to 2022 term of Council. 2. City Council direct the General Manager, Economic Development and Culture to: a. Report to the Economic and Community Development Committee on the key priorities of a nighttime operations working group that consists of invited participation from senior staff in Municipal Licensing and Standards, City Planning, Transportation Services and other relevant City divisions in 2020; b. Report to the Economic and Community Development Committee on advice from nightlife and creative sector for-profit and not-for-profit enterprises, do-it-yourself event organizers, and equity-seeking groups such as youth, women and LGBTQ2S on best practices to enhance inclusive social culture across Toronto at night in 2020; c. Pilot an arts event permit to host pop up performances in unconventional spaces working with the Executive Director, Municipal Licensing and Standards, the Chief Planner and Executive Director, City Planning and other appropriate City divisions; and d. Organize a free annual Toronto Nightlife Industry Town Hall with the private sector and community partners within a year, and annually thereafter, to help set priorities. 3. City Council direct the Executive Director, Municipal Licensing and Standards, the Chief Planner and Executive Director, City Planning and other relevant City divisions to work with the General Manager, Economic Development and Culture to align the review of zoning and business licensing regulations to clarify the requirements for venues regularly presenting live music, and report to the Economic and Community Development Committee and the Planning and Housing Committee, as appropriate, in 2020. 4. City Council direct the General Manager, Economic Development and Culture to work with the Executive Director, Municipal Licensing and Standards, other relevant City divisions, Toronto nightlife leaders and residents to: a. Develop a safer venue industry guide that incorporates safer spaces best practices, information on responsible consumption and safe working environments; and b. Develop a list of good neighbour principles for late-night businesses based on best practices around the world and adapted for Toronto. 5. City Council direct the General Manager, Economic Development and Culture to work with the Chief Planner and Executive Director, City Planning to identify emerging entertainment areas outside the downtown core that can support entertainment uses at night and the future growth of nightlife in Toronto and report to the Planning and Housing Committee on potential opportunities and approaches in 2020. 6. City Council direct the General Manager, Economic Development and Culture to work with the General Manager, Transportation Services, in consultation with relevant stakeholders, to explore the opportunities for additional transportation options specific to the nighttime economy and report to the Infrastructure and Environment Committee in 2020.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council request the Mayor to designate a Member of Council as Toronto's Night Ambassador, to be the voice for Toronto's entertainment-related activities for the 2018 to 2022 term of Council. 2. City Council direct the General Manager of Economic Development and Culture to: a. Report back to Economic and Community Development Committee on the key priorities of a nighttime operations working group that consists of invited participation from senior staff in Municipal Licensing and Standards, City Planning, Transportation Services and other relevant City divisions in 2020; b. Report back to Economic and Community Development Committee on advice from nightlife and creative sector for-profit and not-for-profit enterprises, do-it-yourself event organizers, and equity-seeking groups such as youth, women and LGBTQ2S on best practices to enhance inclusive social culture across Toronto at night in 2020; c. Pilot an arts event permit to host pop up performances in unconventional spaces working with the Executive Director of Municipal Licensing and Standards, the Chief Planner and Executive Director of City Planning and other appropriate City divisions; and d. Organize a free annual Toronto Nightlife Industry Town Hall with the private sector and community partners within a year, and annually thereafter, to help set priorities. 3. City Council direct the Executive Director of Municipal Licensing and Standards, the Chief Planner and Executive Director of City Planning and other relevant City divisions to work with the General Manager of Economic Development and Culture to align the review of zoning and business licensing regulations to clarify the requirements for venues regularly presenting live music, and report back to Economic and Community Development Committee and Planning and Housing Committee, as appropriate, in 2020. 4. City Council direct the General Manager of Economic Development and Culture to work with the Executive Director of Municipal Licensing and Standards, other relevant City divisions, Toronto nightlife leaders and residents to: a. Develop a safer venue industry guide that incorporates safer spaces best practices, information on responsible consumption and safe working environments; and b. Develop a list of good neighbour principles for late-night businesses based on best practices around the world and adapted for Toronto. 5. City Council direct the General Manager of Economic Development and Culture to work with the Chief Planner and Executive Director of City Planning to identify emerging entertainment areas outside the downtown core that can support entertainment uses at night and the future growth of nightlife in Toronto and report back to Planning and Housing Committee on potential opportunities and approaches in 2020. 6. City Council direct the General Manager of Economic Development and Culture to work with the General Manager of Transportation Services, in consultation with relevant stakeholders, to explore the opportunities for additional transportation options specific to the nighttime economy and report back in 2020 to the Infrastructure and Environment Committee.
EC6.9adopted
2020 Shelter Infrastructure Plan and System Update Report
The purpose of this report is to provide information on Shelter, Support and Housing Administration's 2020 Shelter Infrastructure Plan. This includes a progress update on Council's direction to add 1,000 new permanent shelter beds, identifying new shelter sites 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 a number of key initiatives that support and strengthen the housing and homelessness service system, including: key data initiatives for better understanding clients and current service use trends; the City's response to the needs of refugee/asylum claimants seeking emergency shelter; service improvements that have enhanced operational reliability and client experience; and initiatives that enhance eviction prevention and opportunities to access housing with supports.
The Economic and Community Development Committee: 1. Received the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration for information.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration (SSHA), recommends that: 1. The Economic and Community Development Committee receive this report for information.
EC6.10adopted
2019-20 Funding Allocations for Shelter and Related Services
The City of Toronto's Shelter, Support and Housing Administration division (SSHA) provides funding to 56 shelter sites operated by 32 community not-for-profit agencies through purchase of service contracts. All programs must meet the operating requirements set out in both the Toronto Shelter Standards (TSS) and the purchase of service contracts, and the programs are evaluated using a quality assurance review process. This report provides recommendations on the 2019 and 2020 funding allocations for the purchase of service shelter system and funding levels for other related operating contracts, and requests authority to enter into licence or sub-lease agreements with service providers for provision of shelter and related services.
The Economic and Community Development Committee recommends that: 1. City Council approve the recommended 2019 bed capacities and annual funding allocations as set out in Appendix A to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, which are in accordance with the 2019 Approved Operating Budget for Shelter, Support and Housing Administration. 2. City Council approve the recommended 2020 bed capacities and annual funding allocations as set out in Appendix A to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget. 3. City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate to: a. enter into agreements with community agencies for the provision of shelter services for up to the annual funding allocation as outlined in Appendix A to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, or up to the total approved in the 2019 Operating Budget for SSHA, as may be required, and subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget; b. enter into an agreement with the Ministry of Health and Long-Term Care to receive $9.214 million annually in 2019 and 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses, as approved in Shelter, Support and Housing Administration's 2019 Operating Budget and subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget; c. enter into an agreement with Mental Health Program Services of Metropolitan Toronto (Habitat Services) and issue payments up to $11.099 million gross and $1.885 million net in 2019 and $11.099 million gross and $2.220 million net in 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses as outlined in Appendix B to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of SSHA's 2020 Operating Budget; d. enter into an agreement with, and issue payments to the Toronto Hostels Training Centre (THTC) for the administration and provision of training for shelter, drop-in and other agency staff up to a maximum amount of $0.271 million gross and $0.135 million net in 2019 and 2020, as outlined in Appendix B to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of SSHA's 2020 Operating Budget. 4. City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate to: a. enter into agreements with Mental Health Program Services of Metropolitan Toronto (Habitat Services) and to issue payments up to $0.490 million gross and net in 2019 and $1.358 million gross and net in 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses for the George Street Revitalization initiative as outlined in Appendix C to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget; and b. enter into agreements with community agencies on such terms and conditions as are satisfactory to the General Manager, Shelter, Support and Housing Administration for the provision of shelter services or housing for George Street Revitalization throughout 2019 and 2020, as shelter or housing sites are identified and as shelter operators are identified through a competitive process. 5. City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate, in support of Shelter, Support and Housing Administration's efforts to open 1000 beds, to: a. enter into agreements with community agencies for the provision of shelter services for up to the annual funding allocation as outlined in Appendix C to the report (June 11, 2019) from the General Manager, Shelter, Support and Housing Administration, or up to the total approved in the 2019 Operating Budget for Shelter, Support and Housing Administration, as may be required, and subject to approval of Shelter, Support and Housing Administration's 2020 Operating Budget; and b. enter into agreements with community agencies on such terms and conditions as are satisfactory to the General Manager, Shelter, Support and Housing Administration for the provision of shelter services to open 1000 new beds throughout 2019 and 2020, as shelter sites are identified and as shelter operators are identified through a competitive process. 6. City Council authorize the Director, Real Estate Services to approve, execute and administer any licence or sublease agreements with a service provider of City owned or leased respite, emergency shelter, or transitional shelter space at less than market value, for a term that corresponds with the applicable operating agreement, and on such other terms and conditions deemed appropriate by the Director, Real Estate Services, and in a form acceptable to the City Solicitor.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration, recommends that: 1. City Council approve the recommended 2019 bed capacities and annual funding allocations as set out in Appendix A, which are in accordance with the 2019 Approved Operating Budget for Shelter, Support and Housing Administration; 2. City Council approve the recommended 2020 bed capacities and annual funding allocations as set out in Appendix A, subject to approval of SSHA's 2020 Operating Budget; 3. City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate to: a. enter into agreements with community agencies for the provision of shelter services for up to the annual funding allocation as outlined in Appendix A or up to the total approved in the 2019 Operating Budget for SSHA, as may be required, and subject to approval of SSHA's 2020 Operating Budget; b. enter into an agreement with the Ministry of Health and Long-Term Care to receive $9.214 million annually in 2019 and 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses, as approved in SSHA's 2019 Operating Budget and subject to approval of SSHA's 2020 Operating Budget; c. enter into an agreement with Mental Health Program Services of Metropolitan Toronto (Habitat Services) and issue payments up to $11.099 million gross and $1.885 million net in 2019 and $11.099 million gross and $2.220 million net in 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses as outlined in Appendix B, subject to approval of SSHA's 2020 Operating Budget; d. enter into an agreement with, and issue payments to the Toronto Hostels Training Centre (THTC) for the administration and provision of training for shelter, drop-in and other agency staff up to a maximum amount of $0.271 million gross and $0.135 million net in 2019 and 2020, as outlined in Appendix B, subject to approval of SSHA's 2020 Operating Budget; and 4. City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate to: a. enter into agreements with Mental Health Program Services of Metropolitan Toronto (Habitat Services) and to issue payments up to $0.490 million gross and net in 2019 and $1.358 million gross and net in 2020 for the provision of housing and supports for psychiatric consumer survivors living in Habitat Services contracted boarding or rooming houses for the George Street Revitalization initiative as outlined in Appendix C, subject to approval of SSHA's 2020 Operating Budget; and b. enter into agreements with community agencies on such terms and conditions as are satisfactory to the General Manager, SSHA for the provision of shelter services or housing for George Street Revitalization throughout 2019 and 2020, as shelter or housing sites are identified and as shelter operators are identified through a competitive process; 5. City Council authorize the General Manager, Shelter, Support and Housing Administration, or her designate, in support of SSHA's efforts to open 1000 beds, to: a. enter into agreements with community agencies for the provision of shelter services for up to the annual funding allocation as outlined in Appendix C or up to the total approved in the 2019 Operating Budget for SSHA, as may be required, and subject to approval of SSHA's 2020 Operating Budget; and b. enter into agreements with community agencies on such terms and conditions as are satisfactory to the General Manager, SSHA for the provision of shelter services to open 1000 new beds throughout 2019 and 2020, as shelter sites are identified and as shelter operators are identified through a competitive process; 6. City Council authorize the Director, Real Estate Services to approve, execute and administer any licence or sublease agreements with a service provider of City owned or leased respite, emergency shelter, or transitional shelter space at less than market value, for a term that corresponds with the applicable operating agreement, and on such other terms and conditions deemed appropriate by the Director, Real Estate Services, and in a form acceptable to the City Solicitor.
EC6.11adopted
This report is to obtain City Council's authority to award Request for Proposal No. 6815-18-7217 for the provision of Short Term Accommodations for shelter clients through the use of hotel/motel services for operated shelters for the period of one (1) year from date of award with the option to renew the contract for an additional four (4) separate one (1) year periods for a total award of $541.5 million net of all applicable taxes, $611.9 million including HST and all applicable charges and $551.0 million net of HST recoveries. Should the option(s) be exercised, then the General Manager of Shelter, Support and Housing Administration will request the Chief Purchasing Officer to process the renewals under the same terms and conditions. Refer to Appendix A for the breakdown of the total value of award for each of the recommended six (6) proponents. Further, this report advises City Council, pursuant to Chapter 195 of the Toronto Municipal Code (Purchasing By-Law Section 195-7.4), of the related emergency amendments that were processed on four (4) existing non-competitive Purchase Orders.
The Economic and Community Development Committee recommends that: 1. City Council authorize the General Manager, Shelter, Support and Housing Administration, to negotiate and enter into six (6) agreements with the six (6) successful proponents having met all the requirements set out in Request for Proposal 6815-18-7217 for the Provision of Short Term Accommodations for Shelter Clients through the use of Hotel/motel Services for Operated Shelters, on terms and conditions set out in the Request for Proposal and satisfactory to the General Manager, Shelter, Support and Housing Administration, and in a form satisfactory with the City Solicitor, as follows: a. 73719 Newfoundland and Labrador Inc., for an initial term of one year from the date of award in in the amount of $8,600,000 excluding all taxes ($8,751,360 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $8,600,000 excluding all taxes ($8,751,360 net of Harmonized Sales Tax recoveries), for a total contract value of $43,000,000 excluding all taxes ($43,756,800 net of Harmonized Sales Tax recoveries); b. Om Tatsat Inc. (New Plaza Motel), for an initial term of one year from the date of award in the amount of $2,700,000 excluding all taxes ($2,747,520 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $2,700,000 excluding all taxes ($2,747,520 net of Harmonized Sales Tax recoveries), for a total contract value of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries); c. InnVest Hotels LP a/o Comfort Inn Pickering, for an initial term of one year from the date of award in the amount of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries), for a total contract value of $67,500,000 excluding all taxes ($68,688,000 net of Harmonized Sales Tax recoveries); d. InnVest Hotels LP a/o Comfort Inn Newmarket, for an initial term of one year from the date of award in the amount of $9,600,000 excluding all taxes ($9,768,960 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $9,600,000 excluding all taxes ($9,768,960 net of Harmonized Sales Tax recoveries), for a total contract value of $48,000,000 excluding all taxes ($48,844,800 net of Harmonized Sales Tax recoveries); e. 2361173 Ontario Inc. (Sunray Group of Hotels) for an initial term of one year from the date of award in the amount of $53,800,000 excluding all taxes ($54,746,880 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $53,800,000 excluding all taxes ($54,746,880 net of Harmonized Sales Tax recoveries), for a total contract value of $269,000,000 excluding all taxes ($273,734,400 net of Harmonized Sales Tax recoveries); and f. 2656601 Ontario Inc. (Toronto Plaza Hotel & Conference Centre Toronto Airport), for an initial term of one year from the date of award in the amount of $20,100,000 excluding all taxes ($20,453,760 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $20,100,000 excluding all taxes ($20,453,760 net of Harmonized Sales Tax recoveries), for a total contract value of $100,500,000 excluding all taxes ($102,268,800 net of Harmonized Sales Tax recoveries).
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration, and the Chief Purchasing Officer recommend that: 1. City Council authorize the General Manager, Shelter, Support and Housing Administration, to negotiate and enter into six (6) agreements with the six (6) successful proponents having met all the requirements set out in Request for Proposal 6815-18-7217 for the Provision of Short Term Accommodations for Shelter Clients through the use of Hotel/motel Services for Operated Shelters, on terms and conditions set out in the RFP and satisfactory to the General Manager, Shelter, Support and Housing Administration, and in a form satisfactory with the City Solicitor, as follows: a. 73719 Newfoundland and Labrador Inc., for an initial term of one year from the date of award in in the amount of $8,600,000 excluding all taxes ($8,751,360 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $8,600,000 excluding all taxes ($8,751,360 net of Harmonized Sales Tax recoveries), for a total contract value of $43,000,000 excluding all taxes ($43,756,800 net of Harmonized Sales Tax recoveries); b. Om Tatsat Inc. (New Plaza Motel), for an initial term of one year from the date of award in the amount of $2,700,000 excluding all taxes ($2,747,520 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $2,700,000 excluding all taxes ($2,747,520 net of Harmonized Sales Tax recoveries), for a total contract value of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries); c. InnVest Hotels LP a/o Comfort Inn Pickering, for an initial term of one year from the date of award in the amount of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $13,500,000 excluding all taxes ($13,737,600 net of Harmonized Sales Tax recoveries), for a total contract value of $67,500,000 excluding all taxes ($68,688,000 net of Harmonized Sales Tax recoveries); d. InnVest Hotels LP a/o Comfort Inn Newmarket, for an initial term of one year from the date of award in the amount of $9,600,000 excluding all taxes ($9,768,960 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $9,600,000 excluding all taxes ($9,768,960 net of Harmonized Sales Tax recoveries), for a total contract value of $48,000,000 excluding all taxes ($48,844,800 net of Harmonized Sales Tax recoveries); e. 2361173 Ontario Inc. (Sunray Group of Hotels) for an initial term of one year from the date of award in the amount of $53,800,000 excluding all taxes ($54,746,880 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $53,800,000 excluding all taxes ($54,746,880 net of Harmonized Sales Tax recoveries), for a total contract value of $269,000,000 excluding all taxes ($273,734,400 net of Harmonized Sales Tax recoveries); and f. 2656601 Ontario Inc. (Toronto Plaza Hotel & Conference Centre Toronto Airport), for an initial term of one year from the date of award in the amount of $20,100,000 excluding all taxes ($20,453,760 net of Harmonized Sales Tax recoveries), with the option to renew for four additional separate one-year periods in the amount of $20,100,000 excluding all taxes ($20,453,760 net of Harmonized Sales Tax recoveries), for a total contract value of $100,500,000 excluding all taxes ($102,268,800 net of Harmonized Sales Tax recoveries).
EC6.12amended
City of Toronto Community Safety and Wellbeing Plan
On March 26, 2019, the Ontario Government's Comprehensive Ontario Police Services Act, 2019, or Bill 68, received royal assent. Bill 68 amends policing legislation in the province including the Police Services Act which will eventually be replaced by the new Community Safety and Policing Act, 2019. The Community Safety and Policing Act, 2019 will, when it comes into force, mandate community safety and well-being planning from local municipalities. Such a requirement already exists under the Police Services Act, but Bill 68 will amend the legislative provisions that apply to the City. Under Bill 68, the City of Toronto will be required to develop and adopt a Community Safety and Well-Being Plan, working in partnership with a multi-sectoral advisory committee. Additional requirements are also outlined in Bill 68 pertaining to conducting consultations, risk analysis, actions to mitigate those risks, monitoring, evaluating, reporting and publishing the plan. Through the Community Safety and Well-Being Plan, the City of Toronto will take a leadership role in defining and addressing priority risks in the community through proactive, integrated strategies that ensure vulnerable populations receive the help they need from the providers best suited to support them. This report outlines the approach the City will use to develop a Community and Safety Well-Being Plan that fulfills the obligations under Bill 68 and support community safety and wellbeing across the city.
The Economic and Community Development Committee recommends that: 1. City Council authorize the Executive Director, Social Development, Finance and Administration, to enter into an agreement with the Ministry of the Attorney General to receive funding of up to $150,000.00, and to spend such funding to support the implementation of Justice Centres in the downtown east and north-west areas of Toronto.
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.
EC6.13adopted
Toronto Action Plan to Confront Anti-Black Racism - Update
In December 2017, City Council unanimously adopted the Toronto Action Plan to Confront Anti-Black Racism, which contained 80 actions and 22 recommendations for City staff to implement to address anti-Black racism in Toronto. Anti-Black racism is a historic, pervasive, and systemic issue in Toronto. Anti-Black racism includes policies and practices embedded in Canadian institutions that reflect and reinforce beliefs, attitudes, prejudice, stereotyping and/or discrimination that is directed at people of African descent and is rooted in their unique history and experience of enslavement and colonization here in Canada. The legacy of anti-Black racism lies in the current social, economic, and political marginalization of Torontonians of African descent. It is experienced as a lack of opportunity, poor health and mental health outcomes, poor education outcomes, higher rates of precarious employment and unemployment, significant poverty, and overrepresentation in the criminal justice, mental health, and child welfare systems. The Toronto Action Plan to Confront Anti-Black Racism is the result of a collaborative effort between the City of Toronto and Torontonians of African descent to take corrective action that addresses anti-Black racism in the most diverse city in the world. This report is recommended to be received for information and includes: - A progress update on key priority areas in Year One (May 2018 to April 2019) of the Action Plan led by the Confronting Anti-Black Racism Unit with further details provided in Appendix A. - This report outlines some of the key learnings, challenges and opportunities identified in efforts to address anti-Black racism in Year One. - A report on the Year One work plan compiled by the Partnership and Accountability Circle composed of 12 Toronto residents is attached in Appendix B. - Year Two (May 2019 to April 2020) priorities are outlined in Appendix C.
The Economic and Community Development Committee recommends that: 1. City Council receive the report (June 12, 2019) from the Executive Director, Social Development Finance and Administration for information.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council receive this report for information.
EC6.14adopted
Youth Service Review - Directions Report
The Youth Service Review will provide a long-term strategic approach to the planning, coordination and monitoring of City of Toronto youth services to improve outcomes for young people in Toronto, particularly those most vulnerable to serious crime and violence. The following report outlines the directions of the City of Toronto's 2019 Youth Service Review, which will draw on existing research and stakeholder consultations to: - Deliver a Youth Outcomes Framework with shared outcomes and performance measures to guide the design, delivery and monitoring of youth programs and services, - Recommend immediate actions the City can take to improve service delivery for youth most vulnerable to serious crime and violence. The report responds to a directive from City Council to review all City of Toronto youth programing, as well as lessons learned from the Toronto Youth Equity Strategy, to identify how to best optimize youth service delivery to meet the needs of youth most vulnerable to serious crime and violence. Staff in the Social Policy Unit at Social Development, Finance and Administration will lead the implementation of the Youth Service Review in consultation with relevant City Divisions, Agencies and Corporations under the leadership of an interdivisional steering committee chaired by the Deputy City Manager of Community and Social Services. The deliverables of the Youth Service Review will be presented in a staff report to Economic and Community Development Committee in the second quarter of 2020.
The Economic and Community Development Committee: 1. Received the report (June 12, 2019) from the Executive Director, Social Development Finance and Administration for information.
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.
EC6.15amended
Toronto is a prosperous economic engine of the region and country, yet it also suffers from high rates of poverty, growing income inequality, and a rise in precarious work [1] . Youth, immigrants, racialized people and women are particularly disadvantaged, and face significant barriers to opportunity [2] . The Community Benefits Framework responds to these social and economic conditions by utilizing City community benefits levers to create targeted hiring and training opportunities, provide economic opportunities, reduce poverty, and support community priorities among Indigenous peoples and equity-seeking groups in Toronto. Community benefits processes offer a way for government and other institutions to multiply the impact of their spending. Community benefits can be leveraged by infrastructure projects that are funded through City procurement processes, or incentivized by the City. In this report, community benefits outcomes are focussed on: 1) inclusive workforce development, 2) supply chain diversity, and 3) other community-identified priorities. At this time, it is not recommended that the Community Benefits Framework apply to private developments although, Economic Development and Culture Division has recently recommended a pilot program be implemented, which would further encourage community benefits activities through private development projects that receive grants [3] . The community benefits concept has gained significant attention at the City of Toronto. City Divisions, Agencies, and Corporations increasingly seek guidance and subject-matter expertise on how to integrate community benefits into their programs and projects. The Community Benefits Framework sets out a clear goal, guiding principles, and implementation plan, which will build the City of Toronto's capacity to create and implement community benefits opportunities within City programs and projects. To maximize the impact of community benefit initiatives and facilitate simple and efficient implementation, the Community Benefits Framework intends to bring the City's community benefits initiatives under a common umbrella to: 1) achieve better coordination across initiatives, 2) implement consistent approaches, 3) support community engagement, and 4) develop a data tracking system to monitor outcomes. The Community Benefits Framework will not replace the existing administrative role of Divisional programs. Community benefits initiatives will continue to be administered and maintained through respective City Divisions, Agencies, and Corporations. The recommendations in this report support the City of Toronto to maximize the social and economic impacts of community benefits initiatives when it buys, builds, or provides financial incentives for construction or remediation. [1] United Way Greater Toronto. 2019. Rebalancing the Opportunity Equation. https://unitedwaygt.org/file/2019_OE_fullreport_FINAL.pdf [2] Ibid. [3] EC5.13 Improving the Imagination, Manufacturing, Innovation and Technology Local Employment Requirement http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2019.EC5.13
The Economic and Community Development Committee recommends that: 1. City Council amend the Guiding Principle on Achieving Accountability in Attachment 1 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration to read as follows: "3. Achieve Accountability. The City of Toronto's community benefits processes will be consistent, transparent, and accountable to its stakeholders. Community benefits initiatives will establish hard targets, and report on outcomes." 2. City Council adopt the Community Benefits Framework Goal and Principles, and Implementation Plan as set out in Attachment 1 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration, as amended by Recommendation 1. 3. City Council direct the Executive Director, Social Development, Finance and Administration, to submit a budget proposal in the 2020 budget process for 1.0 Full Time Equivalent to support the Community Benefits Framework. 4. City Council direct the Executive Director, Social Development, Finance and Administration, in consultation with the General Manager, Toronto Employment and Social Services, and General Manager, Economic Development and Culture, to convene a Community Benefits Advisory Group, with consideration for stakeholder membership categories as set out in Attachment 2 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration. 5. City Council direct the Executive Director, Social Development, Finance and Administration to report back to Economic and Community Development Committee in the first quarter of 2022 with a status update on the Community Benefits Framework Implementation Plan, and recommendations for Community Benefits Framework future direction. 6. City Council direct the Executive Director, Social Development, Finance and Administration, Chief Purchasing Official, Purchasing and Materials Management Division, General Manager, Economic Development and Culture, and General Manager, Toronto Employment and Social Services, in collaboration with the Community Benefits Coordinator, to provide data required to report annually starting in 2019 and going forward, on City of Toronto community benefits targets and/or achievements on a project by project basis where possible, to be published on a City webpage by year-end 2019, and with consideration for aligning with an open data approach. 7. City Council direct the Executive Director, Social Development, Finance and Administration, through the Community Benefits Coordinator, to support, as resources allow, any community benefits initiatives that may fall outside the focus of the Implementation Plan but are consistent with the guiding principles of the Community Benefits Framework, including private developments on privately-owned land where community groups and developers are both willing to enter into exploratory discussions.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council adopt the Community Benefits Framework Goal and Principles, and Implementation Plan as set out in Attachment 1. 2. City Council direct the Executive Director, Social Development, Finance and Administration, to submit a budget proposal in the 2020 budget process for 1.0 Full Time Equivalent to support the Community Benefits Framework. 3. City Council direct the Executive Director, Social Development, Finance and Administration, in consultation with the General Manager, Toronto Employment and Social Services, and General Manager, Economic Development and Culture, to convene a Community Benefits Advisory Group, with consideration for stakeholder membership categories as set out in Attachment 2. 4. City Council direct the Executive Director, Social Development, Finance and Administration to report back to Economic and Community Development Committee in the first quarter of 2022 with a status update on the Community Benefits Framework Implementation Plan, and recommendations for Community Benefits Framework future direction.
EC6.16amended
Downtown East 2023 Five-Year Action Plan
In its consideration of CD29.5, Closing the Service Gap in the Downtown East Revitalization Area, City Council requested the Executive Director, Social Development, Finance and Administration to report back to the Economic and Community Development Committee in the second quarter of 2019 on a comprehensive five-year Action Plan to coordinate City services and address long term community needs in the Downtown East area. The Downtown East area is bounded by Bloor Street on the north, Front Street on the south, Bay Street on the west, and the Don Valley Parkway on the east, including an expansion up to 21 Park Rd, north of Bloor due to the respite site at that location. Needs in the area include many issues that require collaboration between sectors and across governments such as supportive housing, crisis intervention, services for all community members including people who are homeless and actions to address safety concerns in the area. This report provides a summary of the outcomes of the enhanced 12-month Action Plan, an 18 month Work Plan for the next phase of the five year Action Plan and a proposed framework for measuring success.
The Economic and Community Development Committee recommends that: 1. City Council amend the Downtown East 5 year Action Plan and Work Plan, outlined as Attachments 3 and 4 to the report (June 12, 2019) from the Executive Director, Social Development, Finance and Administration, to include the following actions and deliverables: a. Expand Action 1.0 to include the establishment of a morning and afternoon cleaning schedule for the public realm on the Dundas Street and Victoria Street frontages of the Works at 277 Victoria Street no later than the start of the third quarter 2019, including a plan to address community members' discarded belongings that may have been forgotten or misplaced. b. In addition to the continuation of outreach services in Action 3.0, the Executive Director, Social Development, Finance and Administration review service gaps and identify resource requirements, to be submitted through the 2020 Budget Process, in order to ensure regular outreach is taking place at Ryerson University and in priority hotspots in the Garden District and Moss Park neighbourhoods. c. The Executive Director, Social Development, Finance and Administration work with the General Manager, Shelter, Support and Housing Administration and other applicable Divisions to assess the scale and type of operations taking place at City-funded community agencies as part of Action 2.4, the Sherbourne Corridor Coordinated Plan; and report back in the fourth quarter 2019 with recommendations on programming, funding, collaboration and enforcement actions necessary to maintain a clear and safe pedestrian thoroughfare on both sides of Sherbourne Street and Dundas Street at all times of day. d. The Executive Director, Municipal Licensing and Standards investigate all vacant buildings in the Downtown East area that they are made aware of to confirm compliance with the applicable municipal bylaws. e. The Executive Director, Social Development, Finance and Administration publish key health indicators bi-annually for the Downtown East catchment area, including City-wide availability of addiction treatment services and rehabilitation spots for those seeking assistance, supportive housing waitlist times, and DTE specific rates of overdoses, the number of individuals sleeping on streets or in shelters who have been successfully housed, sharps collection data, and other relevant statistics. f. The Executive Director, Social Development, Finance and Administration consult with residents in the Moss Park neighbourhood on the need for additional Toronto Police Service Community Officer positions. g. Expand Action 3.3, Mental Health Capacity Building, to request the Executive Director, Social Development Finance and Administration to work with the Medical Officer of Health, to: 1. Include an exploration of options to convene a mental health and addictions round table with the federal and provincial government, including participation from community partners, that would meet quarterly and provide a focused opportunity to discuss successes and service gaps in communities like the Downtown East which can be addressed through deeper collaboration and program changes. 2. Based on the round table discussions, develop a report detailing the policy changes required for those experiencing mental health or addiction crises to obtain robust supports and housing solutions appropriate to their long-term wellbeing. h. The Executive Director, Social Development, Finance and Administration, work with the Medical Officer of Health to review the existing literature to determine the possible health impacts of surviving an overdose including a review of the health and addiction services available to survivors. This review will include data on overdose reversals estimated through the use of existing paramedic naloxone administration data, data from the existing supervised consumption services on overdose reversals and TPH naloxone distribution data. i. The Executive Director, Social Development, Finance and Administration ensure ongoing consultation with neighbours and resident groups in the Dundas-Sherbourne corridor to identify key health and safety concerns for interdivisional and coordinated responses. j. As per Action 3.1, Monitoring Toronto Respite Site Standards, the General Manager, Shelter, Support and Housing Administration continue monthly inspection of respite sites to ensure that they are meeting City standards and providing for the health and safety needs of service users. k. The Executive Director, Social Development, Finance and Administration include resident and business associations' feedback as part of the measures of success for the Action Plan. 2. City Council adopt, as amended by Recommendation 1, the Downtown East 5 year Action Plan and Work Plan, outlined as Attachments 3 and 4 to the report (June 12, 2019) from the Executive Director, Social Development, Finance and Administration and direct the Executive Director, Social Development, Finance and Administration to include the staffing and resources needed to implement the Work Plan as part of the 2020 Budget Process. 3. City Council direct the Executive Director of Social Development, Finance and Administration to submit a new and enhanced 2020 budget proposal to support the implementation of the actions of the Work Plan. 4. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into any agreements with third party partners integral to implementing these recommendations, within the resources in the approved operating budget, upon terms satisfactory to them, and in forms and terms satisfactory to the City Solicitor, to support implementation of the Downtown East Action Plan, as required. 5. City Council request the Toronto Police Services Board to review the current response to safety and noise concerns in the Sherbourne Corridor and Moss Park areas and identify resource requirements to respond. 6. City Council request the Provincial and Federal Government to work with the City to support actions to address the urgent need for enhanced access to supportive housing, rapid mental health crisis supports, and a continuum of substance use treatment and overdose prevention outlined in the Toronto Drug Strategy and collaborate with City staff to advance the outcomes of the Downtown East Action Plan.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council adopt the Downtown East 5 year Action Plan and Work Plan, outlined as Attachments 3 and 4 to this report, and direct the Executive Director, Social Development, Finance and Administration to include the staffing and resources needed to implement the Work Plan as part of the 2020 Budget Process. 2. City Council direct the Executive Director of Social Development, Finance and Administration to submit a new and enhanced 2020 budget proposal to support the implementation of the actions of the Work Plan. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into any agreements with third party partners integral to implementing these recommendations, within the resources in the approved operating budget, upon terms satisfactory to them, and in forms and terms satisfactory to the City Solicitor, to support implementation of the Downtown East Action Plan, as required. 4. City Council request the Provincial and Federal Government to work with the City to support actions to address the urgent need for enhanced access to supportive housing, rapid mental health crisis supports, and a continuum of substance use treatment and overdose prevention outlined in the Toronto Drug Strategy and collaborate with City Staff to advance the outcomes of the Downtown East Action Plan.
EC6.17amended
Downtown West Services and Facilities Review Update
This report is in response to direction from the Community Development and Recreation Committee to conduct a review of the City of Toronto community facilities, and identified needs in the Downtown West area. Downtown West is an area that is bounded by Bay Street to the east, College Street to the north, Adelaide Ave West to the south, and Bathurst Street to the west. This area has experienced significant growth and demographic change in recent years which is expected to continue through 2041. This report outlines a workplan for a coordinated interdivisional response to several directions from Committees and Council for the area. The intent of this work is to address current and future service needs of the area and optimize the utility of existing community facilities and City-owned assets. This interdivisional workplan establishes a framework to jointly align divisional interests and advance priority projects to enhance the utilization and delivery of community services in the Downtown West.
The Economic and Community Development Committee recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, the General Manager, Shelter, Support and Housing Administration, the General Manager, Parks, Forestry and Recreation, and the Chief Planner and Executive Director, City Planning, and in consultation with other divisions as needed, as an interdivisional working group, to implement the workplan referenced in Attachment 1 to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration for the coordinated review of current City of Toronto community uses and facilities in the Downtown West area against the current and projected needs and report to the Economic and Community Development Committee with a comprehensive strategy in the second quarter of 2020. 2. City Council request the Executive Director Social Development Finance and Administration to establish a working group composed of lead staff from Alexandra Park Community Centre, Cecil Street Community Centre, Scadding Court Community Centre, University Settlement House, and Yonge Street Mission, to work with the interdivisional working group set out in Recommendation 1, to implement the Downtown West Service Review Workplan. 3. City Council authorize the interdivisional working group to undertake an expedited review of Alexandra Park Community Centre, Cecil Community Centre, Harrison Pool, University Settlement House, and Scadding Court Community Centre, that are identified in this report as the "priority sites" and report back as needed on sites that require capital work, and/or service changes to optimize services. 4. City Council authorize the Executive Director, Social Development, Finance and Administration to create and administer a migration plan for programs and resources for the programs at Cecil Community Centre to other locations in the catchment in consultation with the local Councillors, stakeholders and the community to accommodate the temporary closure of the facility for required facility upgrades.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, the General Manager, Shelter, Support and Housing Administration, the General Manager, Parks, Forestry and Recreation, and the Chief Planner and Executive Director, City Planning, and in consultation with other divisions as needed, as an interdivisional working group, to implement the workplan referenced in Attachment 1 for the coordinated review of current City of Toronto community uses and facilities in the Downtown West area against the current and projected needs and report to the Economic and Community Development Committee with a comprehensive strategy in the second quarter of 2020. 2. City Council authorize the interdivisional working group to undertake an expedited review of Alexandra Park Community Centre, Cecil Community Centre, Harrison Pool, University Settlement House, and Scadding Court Community Centre, that are identified in this report as the "priority sites" and report back as needed on sites that require capital work, and/or service changes to optimize services. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to create and administer a migration plan for programs and resources for the programs at Cecil Community Centre to other locations in the catchment in consultation with the local Councillors, stakeholders and the community to accommodate the temporary closure of the facility for required facility upgrades.
EC6.18amended
Implementing the Regent Park Social Development Plan
The Revitalization of Regent Park in 2007 created a unique opportunity to transform Canada's largest social housing community to a mixed-housing community. A Social Development Plan was developed in addition to the Physical Development Plan to ensure social cohesion and social inclusion were prioritized. Ten years later in 2017, community partners recognized the need to update the original 75 recommendations of the Social Development Plan. The Refreshed Regent Park Social Development Plan document was developed through feedback received from consultations and workshops attended by residents, organizations, City divisions, and social service agencies held in 2017 and 2018. In early 2019 community partners supported by the City of Toronto and Toronto Community Housing Corporation relaunched the Regent Park Social Development Plan Stakeholders Table. The Stakeholders Table is the primary partnership vehicle for the implementation of the Refreshed Regent Park Social Development Plan. The Stakeholders table began a process to recruit resident and community service partner leaders to identify specific actions for implementation based on the recommendations of the Refreshed Regent Park Social Development Plan. A number of community partners including the Regent Park Neighbourhood Association and The Regent Park Executive Directors Network have asked the City to support the resourcing of the Social Development Plan. This report describes priority actions identified by local partners in Regent Park. The report will also identify the City resources required to support the ongoing coordination of the Social Development Plan through Phase 4 and 5 of the Regent Park Revitalization.
The Economic and Community Development Committee recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, to include a request in the 2020 budget submission for $0.085 million, 1 Full-Time Equivalent (FTE) Community Development Worker to project manage the implementation of the Regent Park Social Development Plan. 2. City Council direct the Executive Director, Social Development, Finance and Administration to review the proposed actions, services and programs in Attachment 1 to the report (June 13, 2019) from the Executive Director, Social Development, Finance and Administration and report to the October 16, 2019 Economic and Community Development Committee meeting on priority actions and a strategy to resource these needs in time for consideration for the 2020 budget process.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council direct the Executive Director, Social Development Finance and Administration, to include a request in the 2020 budget submission for $0.085 million, 1 Full-Time Equivalent (FTE) Community Development Worker to project manage the implementation of the Regent Park Social Development Plan.
EC6.19adopted
Council directed staff to update the Toronto Grants Policy (2013) to reflect the City's responsiveness to Indigenous Peoples and Equity, Diversity and Human Rights. http://app.toronto.ca/tmmis/viewAgendaItemHistory.do?item=2017.CD18.5 . The Toronto Grants Co-ordinating Committee, comprised of staff representatives from all of City of Toronto grant programs, has updated the Policy. The Toronto Grants Co-ordinating Committee also added an appendix to the Policy to reflect how the grant principles of openness, transparency and accountability will be reflected in the application of the Policy to City grant making activities. The Policy was informed by consultation with Indigenous organizations and those serving equity seeking groups. The policy is also supported with an implementation plan that includes staff training. Grants are vital to the City of Toronto's ability to achieve its health, social, economic, environmental and cultural goals for its residents. City grants support a vibrant "for public benefit sector" that is responsive to community needs and builds resident leadership and civic engagement. City grants enable organizations to further leverage other financial and in-kind resources to respond to the needs of Torontonians.
The Economic and Community Development Committee recommends that: 1. City Council approve the Toronto Grants Policy, including the City of Toronto Grant Principles, outlined in Appendix A to the report (June 5, 2019) from the Executive Director, Social Development, Finance and Administration.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council approve the Toronto Grants Policy, including the City of Toronto Grant Principles, outlined in Appendix A.
EC6.20amended
Community Services Partnership Renewal
This report describes the Community Services Partnership Renewal process which is only open to currently funded groups at their existing funding levels. Community Services Partnership provides $17.4M in funding to 187 groups across Toronto. The report recommends that Council approve the Community Services Partnership framework (Appendix A) which includes: the long term and short term outcomes that the funding supports agencies to achieve and a focus on serving vulnerable Torontonians. An appeals process is also recommended that outlines two circumstances in which applicants can appeal; where there is evidence of a conflict of interest or where staff have not followed the application process as outlined. The report speaks to two other grant streams: Projects and Events and Capacity Building. The grant call for Projects and Events will focus two critical City priorities: 1) youth gun violence prevention, interruption and intervention; and, 2) actions developed by the community through Social Development Plans and Action Plans in four community revitalization neighbourhoods: Downtown East, Regent Park, Alexandra Park, and Lawrence Heights. With respect to capacity building, the report also notes several capacity building activities slated for 2019 that strengthen organizational capacity, build Black youth leadership and support Indigenous organizations The report recommends that the Executive Director of Social Development Finance and Administration be authorized to make one-time grants in support of a range of capacity building activities and re-allocations within Community Services Partnership to respond to community needs.
The Economic and Community Development Committee recommends that: 1. City Council approve the Community Services Partnership framework as described in Appendix A to the report (June 11, 2019) from the Executive Director, Social Development, Finance and Administration . 2. City Council approve the following appeals approach for the full Community Services Partnership funding application: - Appeals to the recommendations for funding presented to Council will only be accepted and considered in either of the following circumstances: - If there is evidence to suggest that a person involved in the funding recommendation had a conflict of interest at any time during the granting process that has affected the grant recommendation; - If there is evidence to suggest that there was a departure from the approved grant-making process outlined in the grant guidelines. - A recommendation to cease funding a particular program or agency will not, in and of itself be a basis for appeals. - There will be a process to submit and assess the request to appeal before the appeal is reviewed by an appeals panel. Appeals will be heard by a panel of residents, service users and city staff from divisions other than Social Development, Finance and Administration. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate the 2019-2022 Community Service Partnerships (Community Services Partnership) funds that are not used during the funding year by approved organizations to other Community Service Partnership approved organizations. 4. City Council authorize the Executive Director, Social Development, Finance and Administration to approve changes to funded programs for already Council approved agencies within each four year Community Services Partnership funding cycle where a demonstrated community need is being addressed. 5. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate, or approve and disburse one-time Capacity Building grants. 6. City Council request the Executive Director, Social Development, Finance and Administration to report back annually to the Economic and Community Development Committee on the grants approved through authority provided in recommendations 3, 4 and 5. 7. City Council authorize the Executive Director, Social Development, Finance and Administration to receive and allocate money received from other funders in support of capacity building projects approved through authority provided in recommendation 5 and to enter into agreements for the use of these funds. 8. City Council, on a one-time basis, amend the Toronto Grants Policy, to permit the following organizations to submit an eligibility application to the Community Services Partnership no later than July 26, 2019: a. Scarborough Centre for Healthy Communities. b. Christie Ossington Neighbourhood Centre. c. New Canadian Community Centre. d. Armenian Relief Society, ARS Social. e. Canadian Hearing Society. f. Mood Disorders Association of Ontario & Toronto.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council approve the Community Services Partnership framework as described in Appendix A. 2. City Council approve the following appeals approach for the full Community Services Partnership funding application: - Appeals to the recommendations for funding presented to Council will only be accepted and considered in either of the following circumstances: - If there is evidence to suggest that a person involved in the funding recommendation had a conflict of interest at any time during the granting process that has affected the grant recommendation; - If there is evidence to suggest that there was a departure from the approved grant-making process outlined in the grant guidelines. - A recommendation to cease funding a particular program or agency will not, in and of itself be a basis for appeals. - There will be a process to submit and assess the request to appeal before the appeal is reviewed by an appeals panel. Appeals will be heard by a panel of residents, service users and city staff from divisions other than Social Development, Finance and Administration. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate the 2019-2022 Community Service Partnerships (Community Services Partnership) funds that are not used during the funding year by approved organizations to other Community Service Partnership approved organizations. 4. City Council authorize the Executive Director, Social Development, Finance and Administration to approve changes to funded programs for already Council approved agencies within each four year Community Services Partnership funding cycle where a demonstrated community need is being addressed. 5. City Council authorize the Executive Director, Social Development, Finance and Administration to re-allocate, or approve and disburse one-time Capacity Building grants. 6. City Council request the Executive Director, Social Development, Finance and Administration to report back annually to the Economic and Community Development Committee on the grants approved through authority provided in recommendations 3, 4 and 5. 7. City Council authorize the Executive Director, Social Development, Finance and Administration to receive and allocate money received from other funders in support of capacity building projects approved through authority provided in recommendation 5 and to enter into agreements for the use of these funds.
EC6.21adopted
The attached Toronto Economic Bulletin summarizes the most recent data available for key economic indicators benchmarking the city's economic performance.
The Economic and Community Development Committee recommends that: 1. City Council receive the report (June 11, 2019) from the General Manager, Economic Development and Culture for information.
Staff recommendation as filed
The General Manager, Economic Development and Culture, recommends that: 1. City Council receive this report for information.
EC6.22adopted
Formation of Business Improvement Areas in Scarborough East of McCowan Road
To address the rising rates of unemployment within Scarborough it would be beneficial to explore the formation of Business Improvement Areas (BIAs) within the business communities to encourage a partnership with the City to create thriving, competitive, and safe business areas that attract shoppers, diners, tourists, and new businesses. The City of Toronto currently has over 80 BIAs across the City representing 45,000 members working towards street and sidewalk beautification, marketing and promotional campaigns, street festivals, clean street / graffiti-removal campaigns, and crime prevention strategies. Beginning the conversation to introduce BIAs to the area of Scarborough east of McCowan Road would benefit the entire community.
The Economic and Community Development Committee: 1. Requested the General Manager, Economic Development and Culture and the Manager, Business Improvement Areas to report to the September 5, 2019 meeting of Economic and Community Development Committee on: a. development of Business Improvement Areas in all of the Scarborough community area east of McCowan Road; and b. efforts being made to improve business relationships with the City of Toronto for the purposes of improving employment opportunities and the establishment of business within all the Scarborough community area east of McCowan Road.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. The Economic and Community Development Committee request the General Manager of Economic Development and Culture and the Manager of Business Improvement Areas to report to the September 5, 2019 meeting of Economic and Community Development Committee on: a. Development of Business Improvement Areas in all of the Scarborough community area east of McCowan Road. b. Efforts being made to improve business relationships with the City of Toronto for the purposes of improving employment opportunities and the establishment of business within all the Scarborough community area east of McCowan Road.
EC6.23adopted
Supporting Three Significant Events in Toronto in 2019
Major events provide multiple benefits to the City of Toronto and its residents. They help drive tourism, they help brand the city, they produce significant economic spin-off benefits, and they provide shared experiences that help bond people together. Such events also help address significant issues facing Toronto, through such means as convening experts, producing knowledge and hosting public discussions. The benefits of major events outlined above apply in large measure to a trio of significant public events to be held in Toronto over late 2019. The Elevate Tech Festival, 6 Degrees and the Ontario Economic Summit will bring residents, visitors and international experts together to, respectively, address scaling Toronto's technology sector, advancing a more inclusive society, and driving sustainable economic growth. These events will make significant contributions to the understanding of key issues facing Toronto in the areas of social cohesion and shared prosperity. In addition, such events produce a significant economic return for the City of Toronto, with spin-off economic benefits achieved through partnerships with local businesses, venue rentals, staffing, and restaurant and hotel use. The projected combined attendance for these three events in 2019 exceeds 25,000 participants. The City of Toronto has partnered with each event in the past, in varying ways. Elevate has been a beneficiary of City programs designed to support the development of the local technology sector and its entrepreneurs. A grant of $250,000 from the City of Toronto would support Elevate's 2019 festival and thereby its ongoing leadership in Toronto's fast-growing tech sector to the benefit of firms and workers alike. The 6 Degrees conference, and its organizers, the Institute of Canadian Citizenship, are key partners for the City of Toronto in advancing the concept of the 'diversity dividend'; that there is not only a moral but also an economic imperative to having diversity in organizational governance, management and workforce. In 2017 and 2018, the City of Toronto provided $100,000 in support as a Presenting Partner at 6 Degrees. A grant of $75,000 from the City of Toronto would maintain the significant momentum generated by the past two iterations of the 6 Degrees event and support a broad range of related diversity initiatives. The Ontario Economic Summit, delivered by the Ontario Chamber of Commerce, is re-locating to Toronto from Niagara-on-the-Lake for its 2019 event. A grant of $50,000 towards the 2019 Ontario Economic Summit will enable the City of Toronto to help shape the agenda for this important forum addressing inclusive economic growth and shared prosperity. A total investment of $375,000 for these three significant events from the major Special Events Reserve Fund (MSERF) will help advance knowledge generation and public discussion on key issues facing the City of Toronto. A commitment of $375,000 from MSERF in 2019 is manageable from a financial perspective, as the uncommitted balance for MSERF expected at end of 2019 is $1,973,656. Annex A to this letter contains additional details regarding the three events and the benefits that they bring to the City of Toronto. In view of the significant events taking place in Toronto over late 2019 seeking partnership with the City.
The Economic and Community Development Committee recommends that: 1. City Council increase the 2019 Economic Development and Culture Operating Budget by $0.375 million gross, $0 net, fully funded from the Major Special Events Reserve Fund, to provide grants to Elevate, 6 Degrees and the Ontario Economic Summit for their 2019 events in Toronto.
Staff recommendation as filed
Councillor Michael Thompson recommends that: 1. City Council increase the 2019 Economic Development and Culture Operating Budget by $0.375 million gross, $0 net, fully funded from the Major Special Events Reserve Fund, to provide grants to Elevate, 6 Degrees and the Ontario Economic Summit for their 2019 events in Toronto.