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.
EC7.1amended
Strengthening Toronto’s Public Markets and Mid-Size Food Retail Infrastructure
From June 8-10, 2023, the City of Toronto hosted the 11th International Public Market (IPM) Conference. This event attracted 376 global leaders from 130 cities and 23 countries and showcased Toronto's potential as a "Market City" - a dynamic urban centre with strong networks for the distribution of healthy, regionally produced food and other goods. Toronto's existing network of 105 public food markets support more than 3,000 urban and rural entrepreneurs (2019 data). This presentation by Marina Queirolo, BA, MES PI., Urban Regional Planning, York University, will highlight insights from the IPM Conference and identify opportunities to strengthen the City's support for Public Markets and mid-size food retail infrastructure.
The Economic and Community Development Committee recommends that: 1. City Council request the General Managers, Economic Development and Culture and Parks, Forestry and Recreation, in consultation with the Chief Planner and Executive Director, City Planning, to form a Toronto Public Markets working group - with representatives from Toronto Public Health; Municipal Licensing and Standards; Corporate Real Estate Management; Transportation Services; Social Development, Finance and Administration; Solid Waste Management Services; and community partners - and develop a Public Markets Action Plan for City Council's consideration by 2025. 2. City Council authorize the City Manager, or Division Heads designated by the City Manager, in consultation with the Chief Financial Officer and Treasurer, to negotiate, approve, and execute agreements, including amendments, to receive funds from the Government of Canada or the Government of Ontario or other third parties, in support of Public Markets in Toronto, in a form satisfactory to the City Solicitor. 3. City Council authorize the City Manager, or Division Heads designated by the City Manager, to negotiate, approve, and execute agreements, including amendments, for the provision of services or activities supporting Public Markets in Toronto, using funds from the approved City Budget or new funding received by the City from third parties per Recommendation 2, in a form satisfactory to the City Solicitor.
EC7.2deferred
Toronto Arts Council 2022 Annual Report and Authority to Extend Multi-Year Funding Agreement
Toronto Arts Council (TAC) is an independent non-profit organization that delivers grants to artists and arts organizations on behalf of the City of Toronto. Since 1974, TAC has offered innovative and responsive programs, enabling Toronto's creative community to explore, create and thrive. With funding of over $25 million annually, TAC grants lead to exhibitions, performances, readings and workshops seen each year by over 5 million people across the city. The purpose of this report is to transmit TAC's annual report to the Economic and Community Development Committee, which is required per the terms of the Multi-Year Agreement (the "Agreement") between the City and TAC. The report provides an overview of TAC's activities and grant allocations from January 1 to December 31, 2022. This report also seeks authority from City Council to extend the City's Agreement with TAC to March 31, 2025. The Agreement sets out the terms and conditions for the use of City funds by TAC and is set to expire on December 31, 2023. An extension of the current Agreement is recommended to allow for the City and TAC to use the forthcoming new Action Plan for Toronto's Culture Sector, scheduled for completion in mid-2024, as the basis to identify shared funding priorities for a new multi-year agreement. Staff will report to Economic and Community Development Committee with recommended terms and conditions for a new agreement prior to the renewed expiry date.
The Economic and Community Development Committee: 1. Deferred consideration of the item until the November 28, 2023 meeting of the Economic and Community Development Committee.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council authorize the General Manager, Economic Development and Culture, to negotiate, approve, and execute an extension to the multi-year agreement with Toronto Arts Council, including any necessary amendments, for the administration and distribution of arts and culture funding on behalf of the City of Toronto from its current expiry date of December 31, 2023, until the earlier of March 31, 2025, or the approval of a new agreement by City Council.
EC7.3amended
Social Development Grants - Addressing Reconciliation and Equity via Community Funding
The COVID-19 pandemic disproportionately impacted Indigenous, Black and equity-deserving communities with health and socio-economic impacts further amplifying longstanding disparities in access and resources. These circumstances accelerated the modernization of grant making practices long advocated for by community leaders. To respond with nimbleness and urgency, long-standing processes that often resulted in underfunding, specifically for Indigenous and Black communities, were amended to enhance access for community initiatives and innovation efforts. This report responds to the need to address the exacerbated inequities intensified during the pandemic. By leveraging the City's Community Funding resources, and more formally adopting the responsive grant making practices that emerged during the pandemic, this report moves the needle on the City's reconciliation and equity commitments. The Indigenous and Black-Mandated Funding Frameworks have been co-designed, respectively, with community to ensure funding is fully inclusive and accessible in a way that deepens equity, removes systemic barriers, and cultivates a long-term commitment to Indigenous and Black communities. This work builds on the concept of targeted universalism, which is central to the work of Social Development, Finance and Administration. As an equity-centred approach, targeted universalism focuses on developing targeted response measures and interventions that remove systemic barriers for communities who experience disproportionate inequity. By doing so, targeted actions improve standards that benefit all Torontonians, especially other equity-deserving communities that also face significant barriers. The grant funding provided by Social Development, Finance and Administration under the Community Partnership Investment Program (CPIP) to not-for-profit, grassroots and resident-led groups to deliver social services fuels upstream and prevention initiatives that reduce the financial burden for other orders of government. The 2023 Operating Budget includes $27.787 million (net) in property tax funding to support these investments. This report also provides an update on the path Social Development, Finance and Administration has been on since 2018 to increase demonstrable impact within the 171 organizations and 325 programs funded by the Community Service Partnerships grant program. Often considered core or backbone funding for a diverse group of Toronto not-for-profit organizations, the stability of funding and services for Torontonians has been prioritized since the beginning of the pandemic. As we move into a post-pandemic environment, City staff are working with key internal and external stakeholders to envision what a funding portfolio reflective of the City's goals and priorities will look like moving into the mid 2020's. Finally, this report provides an overview of all grants approved with delegated authority between April 2022 and August 2023. These grants include initiatives to support youth violence prevention programs, grants to support communities as they heal in the aftermath of violent incidents, as well as those designed to support youth and resident leaders to implement initiatives to support their communities.
The Economic and Community Development Committee recommends that: 1. City Council adopt the Black-Mandated Funding Framework in Appendix 1 of the report (October 24, 2023) from the Executive Director, Social Development, Finance and Administration. 2. City Council request the Executive Director, Social Development, Finance and Administration, to report back to City Council, through the Economic and Community Development Committee, on the progress and implementation of the Black-Mandated Funding Framework, as part of the annual reporting on Community Funding grants. 3. City Council request the Executive Director, Social Development, Finance and Administration, to provide the Confronting Anti-Black Racism Advisory Committee with an annual report on the progress and implementation of the Black-Mandated Funding Framework.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council adopt the Black-Mandated Funding Framework in Appendix 1 of this report. 2. City Council request the Executive Director, Social Development, Finance and Administration, to report back to City Council, through the Economic and Community Development Committee, on the progress and implementation of the Black-Mandated Funding Framework, as part of the annual reporting on Community Funding grants.
EC7.4adopted
Authority to Enter into Use of Space Agreements for Enhanced Youth Spaces Programs
This report seeks City Council authority to enter into agreements with three not-for-profit organizations for the joint operation of Enhanced Youth Spaces at various locations across the city. Five of the 22 Enhanced Youth Spaces are located in non-City facilities and operated in connection with Native Child and Family Services of Toronto (2 locations), Strides Toronto (1 location) and LAMP Community Health Centre (2 locations). Since 2016, Parks, Forestry and Recreation (PFR) has successfully delivered its Enhanced Youth Space program in collaboration with these organizations. The youth served at these locations have been provided the opportunity to develop meaningful relationships with peers and staff in order to foster life and social skills that can help lead to employment. PFR is requesting Council approval to formalize the agreements with each organization in order to continue delivering service within non-City facilities.
The Economic and Community Development Committee recommends that: 1. City Council authorize the Acting General Manager, Parks, Forestry and Recreation, or its designate, to negotiate and sign on behalf of the City of Toronto, use of space agreements with those Not-For-Profit organizations - Native Child and Family Resources, Strides Toronto and LAMP Community Health Centre whose space is accessed for the delivery of Enhanced Youth Space Programming as required, for a term of five years, renewable for an additional five-years, at the sole discretion of and with terms and conditions acceptable to the Acting General Manager, Parks, Forestry and Recreation, in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Acting General Manager of Parks, Forestry and Recreation recommends that: 1. City Council authorize the Acting General Manager, Parks, Forestry and Recreation, or its designate, to negotiate and sign on behalf of the City of Toronto, use of space agreements with those Not-For-Profit organizations - Native Child and Family Resources, Strides Toronto and LAMP Community Health Centre whose space is accessed for the delivery of Enhanced Youth Space Programming as required, for a term of five years, renewable for an additional five-years, at the sole discretion of and with terms and conditions acceptable to the Acting General Manager, Parks, Forestry and Recreation, in a form satisfactory to the City Solicitor.
EC7.5adopted
Visitor Economy Strategic Directions Report 2023-2028
This report lays out directions to guide the work of the Tourism Services Unit in the Economic Development and Culture (EDC) Division until the end of 2028. Historically, the Tourism Services Unit has been focused on operating visitor information services, such as the Toronto Tourism Information Centre (TTIC), Info-to-Go, We've Been Expecting You, and the Festival and Events Calendar. Additional activities include providing one-on-one and online information regarding local attractions and amenities. While most of these functions remain relevant, establishing strategic directions for the next years will be necessary for the Tourism Services Unit to strategically advance the sector and City of Toronto's goals given recent local and global changes, which include: The tourism industry was amongst the hardest hit during the COVID-19 pandemic, and it has still not fully recovered; There have been significant global changes in thinking regarding approaches to the visitor economy and sustainability; Strategic shifts made by key industry partners in Toronto have resulted in significant changes to the local tourism ecosystem, and; There are many opportunities to advance and accomplish City objectives in dynamic ways given recent City strategies and programs that intersect with tourism. In response to these changes, the Visitor Economy Strategic Directions Report 2023 - 2028 was developed as a framework for the City of Toronto to better support the tourism sector. It revealed the need to broaden the scope beyond visitor information services, with an emphasis on the 'visitor economy' as a community-centred concept concerned with the whole environment that tourists and residents share to contribute to the wider economic, social, and cultural success of Toronto. To advance this goal, the Visitor Economy Strategic Directions Report 2023 - 2028 proposes changing the name of the Tourism Services Unit to Visitor Economy Office to reflect the broader mandate that will drive the actions that the unit will undertake. Three strategic directions for the Visitor Economy Office in 2023-2028 are identified: 1. Provide a Gateway to Municipal Services and Support Destination Alignment 2. Connect to Communities through a 'Locals-first' Approach 3. Connect to the Visitor to Enhance Access and Experience These three strategic directions are aligned with the Economic Development and Culture Division 2022-2023 Strategic Directions, which identify tourism as a high-growth sector where Indigenous, Black and equity-deserving groups have higher than average employment, and where sector growth could enhance this feature. Given the broader focus on the visitor economy, including on the importance of local communities, the strategic directions will also inform work plans for the Visitor Economy Office to better support key City strategies such as the Reconciliation Action Plan, the Toronto Action Plan to Confront Anti-Black Racism, TransformTO Net Zero Strategy, and the Toronto Music Strategy. The Visitor Economy Strategic Directions Report 2023 - 2028 was informed by interviews and surveys involving industry leaders, research, jurisdictional review, and analysis of current programs undertaken by the tourism consultancy, Brain Trust. The consultation and research provide a path forward that not only shows the approach that should be taken given current market conditions, but also reveals programs that have become dated and could be reconsidered based on the three identified strategic directions to better support Toronto and current City of Toronto strategic goals. With greater focus on the reciprocity between destination and visitor, the Visitor Economy Office will be better positioned to meaningfully advance broader City priorities.
The Economic and Community Development Committee: 1. Received the report (October 10, 2023) from the General Manager, Economic Development and Culture, for information.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. The Economic and Community Development Committee receive this report, for information.
EC7.6adopted
Removal of a Director from the Uptown Yonge Business Improvement Area Board of Management
The purpose of this report is to remove a director from the Uptown Yonge (BIA) Board of Management, in accordance with the requirements of the City of Toronto Municipal Code Chapter 19, Business Improvement Areas. The Uptown Yonge BIA falls within two Community Council boundaries.
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 Uptown Yonge Business Improvement Area (BIA) Board of Management set out below: Lokash, Stephen
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 Uptown Yonge Business Improvement Area (BIA) Board of Management set out below: Lokash, Stephen
EC7.7amended
The shelter system is full, and the Shelter, Support and Housing Administration's (SSHA) existing long-term capital budget is insufficient to meet the needs of the system and those who rely on it. Shelter demand continues to grow at unprecedented rates, and additional pressures on shelter capacity are expected due to the closure of temporary COVID-19 hotel sites as part of the Council approved COVID-19 Transition and Relocation Plan. There is currently no capital funding to replace this lost capacity. SSHA has made efforts to maximize capacity within the shelter system, however demand for shelter space continues to outpace capacity. In addition, SSHA has become increasingly reliant on temporary short-term leases and contracts to address demand and replace lost shelter capacity. This approach is costly and creates significant operational complications. To improve shelter system stability and recovery, maximize resources, and be more responsive to the needs of people experiencing homelessness, a strategic plan for shelter infrastructure in the City of Toronto is needed. The purpose of this report is to outline a long-term, proactive approach to capital planning through the new Homelessness Services Capital Infrastructure Strategy (HSCIS). Solutions mobilized during the pandemic, while necessary to support the health and safety of shelter clients and save lives, are becoming more costly and challenging options for the long-term sustainability of Toronto's shelter system. This report seeks approval for a plan to increase the total number of new long-term and permanent spaces in the base shelter system by 1,600 spaces between 2024 and 2033. The majority of these new spaces will be used to replace the temporary spaces expected to be lost through the planned COVID-19 hotel site closures. Funding will also go towards other projects needed to support recovery and stability in the shelter system, including moderately growing shelter capacity in areas where there is significant need (families, youth, and Indigenous peoples), and developing a flex space to help facilitate expected state of good repair (SOGR) projects that necessitate client relocation. SSHA is committed to working collaboratively with shelter operators and other community partners to implement the HSCIS. This report also provides an update on SSHA's 2024 Shelter Infrastructure Plan as required by the Emergency Shelter Development Process (ESDP), approved by City Council in 2017. The infrastructure plan provides updates on progress on the Housing and Shelter Infrastructure Development project (HSID, formerly 1,000 beds), the George Street Revitalization (GSR) project, and recommends new projects as part of the HSCIS that will begin in 2024. In addition, this report provides an update on the Council-approved phase two of the COVID-19 Shelter Transition and Relocation Plan, and outlines next steps for phase three. Moving forward, this work will be integrated with the HSCIS approach to transition from the emergency-focused COVID-19 response to a long-term, proactive approach to capital planning for Toronto's shelter system. The recommendations in this report will help address infrastructure challenges and create stability within the shelter system until adequate housing solutions are in place. The new spaces will also help address immediate pressures on the shelter system. However, in addition to these new shelter spaces, and in alignment with previously approved approaches, it's essential that the City also continue to invest in supportive housing to help people experiencing homelessness permanently leave the shelter system for housing. It is also critical that the City continue to work with the federal and provincial governments to establish sustainable and collaborative solutions for refugee claimants arriving in Toronto requiring access to shelter spaces. At a time when shelter demand is growing at unprecedented rates, investments in both housing and shelter projects are critical to helping people who are in immediate need of shelter, and helping more people transition out of the shelter system permanently into housing than are entering homelessness.
The Economic and Community Development Committee recommends that: 1. City Council adopt the Homelessness Services Capital Infrastructure Strategy (HSCIS) in Attachment 1 to the report (October 10, 2023) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer. 2. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO, the General Manager, Shelter, Support and Housing Administration, the Executive Director, Housing Secretariat, the Chief Planner and Executive Director, City Planning and the Chief Building Official, to establish a working group to develop a detailed real estate implementation plan for the Homelessness Services Capital Infrastructure Strategy, including acquisition, leasing, construction and procurement strategies, as well as specific plans to stabilize the existing temporary lease and contract sites expiring in the near term, and report back to Council in the first quarter of 2024 on the plan. 3. City Council approve the proposed Homelessness Services Capital Infrastructure Strategy 10-Year Plan in Attachment 2 to the report (October 10, 2023) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, and provide authority to the General Manager, Shelter, Support and Housing Administration to enter new, or amend existing agreements, as required, to open and operate new shelters and related homelessness services required in alignment with the recommendations in the Homelessness Services Capital Infrastructure Strategy, 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 request the Mayor to consider the implementation of the Homelessness Services Capital Infrastructure Strategy in proposing the 2024 Budget for Shelter, Support and Housing Administration, in consultation with the Chief Financial Officer and Treasurer, and the General Manager, Shelter, Support and Housing Administration. 5. City Council approve the 2024 Shelter Infrastructure Plan in Attachment 3 to the report (October 10, 2023) from the General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management and the Chief Procurement Officer, and provide authority to the General Manager, Shelter, Support and Housing Administration to enter new, or amend existing agreements, as required, to open and operate shelters outlined in the 2024 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. 6. 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 needs to add capacity or relocate shelters, 24-hour respite sites and 24-hour drop-ins on an ongoing basis, on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor. 7. City Council authorize the Chief Procurement Officer to make awards upon the recommendation of the division head who initiated the award recommendation, for competitive and non-competitive procurements with a value exceeding $500,000 for which Bid Award Panel, Standing Committee or City Council approval would normally be required under City of Toronto Municipal Code Chapter 195, Purchasing, for the provision of construction, legal and/or professional services needed to complete the acquisition of suitable real estate interests and to carry out any necessary pre-development, pre-construction, construction, renovation and conversion of properties for the development of shelter sites to maintain the capacity requirements of the shelter system, and the development of shelter sites under the Homelessness Services Capital Infrastructure Strategy, provided that: a. the procurement is necessary to meet the goals and timelines of the Homelessness Services Capital Infrastructure Strategy; b. the procurement is necessary to maintain the short-term capacity requirements of the shelter system; c. the value of each award is within the funding limits under the Homelessness Services Capital Infrastructure Strategy; d. the non-competitive or competitive procurement processes were completed in accordance with the City of Toronto Municipal Code Chapter 195, Purchasing, and associated policies and procedures; e. there are no material risks as to the merits of making any awards; f. the terms and conditions of any resulting agreements are acceptable to the division head recommending the award and in a form satisfactory to the City Solicitor; and g. the term of each resulting agreement does not exceed five (5) years, or the projected term of capital funding under the Homelessness Services Capital Infrastructure Strategy as approved by Council. 8. City Council request the Government of Canada and the Government of Ontario to urgently increase investments in the Canada-Ontario Housing Benefit (COHB) program to meet demand and continue to support newcomers as well as Torontonians in need of housing. 9. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO, the General Manager, Shelter, Support and Housing Administration, the Executive Director, Housing Secretariat, the Chief Planner and Executive Director, City Planning and the Chief Building Official to conduct an assessment of opportunities for property acquisition of currently leased sites, including motels that are part of the family and refugee shelter program, and to leverage sites for dual purpose of shelter and transitional to permanent housing provision. 10. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO, the General Manager, Shelter, Support and Housing Administration, the Executive Director, Housing Secretariat, the Chief Planner and Executive Director, City Planning and the Chief Building Official, to explore leveraging City-owned land, including development sites, and to report back to Council in the first quarter of 2024 as part of the Encampment Review Report with an evaluation of opportunities to use City-owned sites for the use of permanent and temporary supportive homes, considering rapid construction techniques including modular and micro-shelter and housing options. 11. City Council request the Government of Ontario to commit to addressing staffing shortages and wage inequality in the shelter and housing sector, and to develop a comprehensive plan for workforce training, support and wage increases for shelter and housing workers. 12. City Council request the Government of Ontario to restore previous cost-share funding agreements for shelter operations. 13. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO, the General Manager, Shelter, Support and Housing Administration, the Executive Director, Housing Secretariat, the Chief Planner and Executive Director, City Planning to explore acquiring school board properties that have been declared surplus and to report back to the appropriate Committee on the findings by the second quarter of 2024.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration, the Executive Director, Corporate Real Estate Management, and the Chief Procurement Officer, Purchasing and Materials Management recommend that: 1. City Council adopt the Homelessness Services Capital Infrastructure Strategy (HSCIS) in Attachment 1 to the report from the General Manager, Shelter, Support and Housing Administration. 2. City Council direct the Executive Director, Corporate Real Estate Management, in consultation with the Chief Executive Officer, CreateTO, the General Manager, Shelter, Support and Housing Administration, the Executive Director, Housing Secretariat, the Chief Planner and Executive Director, City Planning and the Chief Building Official, to establish a working group to develop a detailed real estate implementation plan for the Homelessness Services Capital Infrastructure Strategy, including acquisition, leasing, construction and procurement strategies, as well as specific plans to stabilize the existing temporary lease and contract sites expiring in the near term, and report back to Council in the first quarter of 2024 on the plan. 3. City Council approve the proposed Homelessness Services Capital Infrastructure Strategy 10-Year Plan in Attachment 2 and provide authority to the General Manager, Shelter, Support and Housing Administration to enter new, or amend existing agreements, as required, to open and operate new shelters and related homelessness services required in alignment with the recommendations in the Homelessness Services Capital Infrastructure Strategy, 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 request the Mayor to consider the implementation of the Homelessness Services Capital Infrastructure Strategy in proposing the 2024 Budget for Shelter, Support and Housing Administration, in consultation with the Chief Financial Officer and Treasurer, and the General Manager, Shelter, Support and Housing Administration. 5. City Council approve the 2024 Shelter Infrastructure Plan in Attachment 3 and provide authority to the General Manager, Shelter, Support and Housing Administration to enter new, or amend existing agreements, as required, to open and operate shelters outlined in the 2024 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. 6. 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 needs to add capacity or relocate shelters, 24-hour respite sites and 24-hour drop-ins on an ongoing basis, on terms and conditions satisfactory to the General Manager, Shelter, Support and Housing Administration and in a form satisfactory to the City Solicitor. 7. City Council authorize the Chief Procurement Officer to make awards upon the recommendation of the division head who initiated the award recommendation, for competitive and non-competitive procurements with a value exceeding $500,000 for which Bid Award Panel, Standing Committee or City Council approval would normally be required under City of Toronto Municipal Code Chapter 195, Purchasing, for the provision of construction, legal and/or professional services needed to complete the acquisition of suitable real estate interests and to carry out any necessary pre-development, pre-construction, construction, renovation and conversion of properties for the development of shelter sites to maintain the capacity requirements of the shelter system, and the development of shelter sites under the Homelessness Services Capital Infrastructure Strategy, provided that: a. the procurement is necessary to meet the goals and timelines of the Homelessness Services Capital Infrastructure Strategy; b. the procurement is necessary to maintain the short-term capacity requirements of the shelter system; c. the value of each award is within the funding limits under the Homelessness Services Capital Infrastructure Strategy; d. the non-competitive or competitive procurement processes were completed in accordance with the City of Toronto Municipal Code Chapter 195, Purchasing, and associated policies and procedures; e. there are no material risks as to the merits of making any awards; f. the terms and conditions of any resulting agreements are acceptable to the division head recommending the award and in a form satisfactory to the City Solicitor; and g. the term of each resulting agreement does not exceed five (5) years, or the projected term of capital funding under the Homelessness Services Capital Infrastructure Strategy as approved by Council. 8. City Council request the Government of Canada and the Government of Ontario to urgently increase investments in the Canada-Ontario Housing Benefit (COHB) program to meet demand and continue to support newcomers as well as Torontonians in need of housing.
EC7.8amended
Shelter System Pressures and Responses, including Planning for Winter 2023/2024
Toronto's shelter system is full, and demand for shelter services is at an all-time high. Current demand for shelter space is so high that every night the City is unable to provide shelter to hundreds of people requesting a space. This report provides an update on the City's Winter Services plan. Expanded services during the winter season (November 15 to April 15) provide warm, indoor space for people experiencing homelessness and protect people from cold and extreme weather during the winter months. Shelter, Support & Housing Administration's preparation for winter 2023/2024 began at the end of the last winter season in April 2023, and has sited Warming Centres and a 24-hour winter respite, as directed by Council. The added space during the winter is critical to help move people who are sleeping outdoors into indoor space, including those people currently sleeping in encampments and on the transit system. With recent surges in demand, there are undeniable significant pressures on Toronto's shelter system, and the City expects demand to continue to rise during the winter months and throughout 2024. The winter spaces that have been secured may not be sufficient to address overall shelter system capacity needs. Demand is far greater than the current system can accommodate. The City is doing everything it can to support the increasing number of refugee claimants that continue to add pressure to the system. The City desperately requires immediate support from the Federal and Provincial governments to avoid a worsening humanitarian crisis in the winter months. The City has communicated its need to the Federal Government, as adopted by City Council in CC10.2, as it relates to responding to the increasing refugee crisis in Toronto. This need for federal support becomes even more critical as we get into the winter months. Although the City continues to reiterate the need for support from the Federal and Provincial Governments, Shelter, Support & Housing Administration is also continuing to identify additional options to respond to the demands during winter, including continuing to work with other City divisions, as part of a City-wide approach, to responding to this crisis. The report also provides report backs to Economic and Community Development Committee (ECDC) as requested by previous Council motions, including updates on the frequency of Deaths of Shelter Residents data sharing, Infection Prevention and Control (IPAC) in the shelter system, audits of shelter-hotel operations examining health and safety, harm reduction practices, food quality, and rules such as bed checks, and the feasibility of obtaining more rent supplements and housing allowances.
The Economic and Community Development Committee recommends that: 1. City Council request the Government of Canada to immediately fund and operationalize emergency accommodation sites on federal lands for refugee claimants currently in Toronto, including but not limited to the federal armouries, to provide emergency safe, indoor spaces for this population for the duration of the winter season. 2. City Council request the Government of Canada to immediately fund and operationalize, in partnership with the Red Cross and the Ontario Coalition for Refugee Claimants, a federal Reception Centre for refugee claimants in the vicinity of Pearson Airport, modeled on federally-funded and supported initiatives for Ukrainian arrivals and for refugee claimants at land crossings in Quebec, and to implement a transition plan for all new arrivals at the Reception Centre to IRCC-funded shelter and support services. 3. City Council request the Government of Canada share with the City of Toronto the federal response plan for providing appropriate support services, including housing support, for refugee claimants in order to meet the increased need for such services given the growing number of asylum claims, year-over-year, following the Government of Canada's decision to change eligibility requirements for visitor visas. 4. City Council request, in addition to City Council's previous request in item CC10.2 for the full reimbursement for costs incurred supporting refugee claimants in Toronto's shelter system, that the Government of Canada and the Government of Ontario provide additional funding to the City of Toronto for the Winter Services Response for the activation of additional Warming Centres, respite spaces and surge capacity locations for people seeking indoor shelter in the 2023-2024 winter season.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration recommends that: 1. The Economic and Community Development Committee receive this report for information.