Economic and Community Development Committee
The full agenda, as filed
All 19 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.
EC8.1received
Presentation of the Annual Partnership to Advance Youth Employment (PAYE) Leadership Award
Toronto Employment and Social Services will be conferring an award to the organization that has made a significant impact / contribution to the City's Partnership to Advance Youth Employment (PAYE) program in 2018.
The Economic and Community Development Committee received the item for information.
EC8.2adopted
The purpose of this report is to request authority to enter into a non-competitive Agreement with Priority Dispatch Corporation, who is the current vendor providing Toronto Paramedic Services (TPS) Communications Centre with the Medical Priority Dispatch Triage System (MPDS), to provide ongoing certification training and quality assurance services to support TPS ongoing operation of MPDS, in the total amount of $822,062 (USD), net of all taxes and charges ($836,530 (USD) net of Harmonized Sales Tax recoveries) for a period of five (5) years from the date of award. The current contract with Priority Dispatch Corporation is due to expire on November 6, 2019. City Council approval is required in accordance with Municipal Code Chapter 195-Purchasing, where the current non-competitive procurement request exceeds the Chief Purchasing Official's authority of the cumulative five year commitment limit under Article 7, Section 195-7.3 (D) of the Purchasing By-Law or exceeds the threshold of $500,000 net of Harmonized Sales Tax allowed under staff authority as per the Toronto Municipal Code, Chapter 71- Financial Control, Section 71-11A.
The Economic and Community Development Committee recommends that: 1. City Council authorize the Chief, Toronto Paramedic Services to negotiate and enter into a contract with Priority Dispatch Corporation in the amount of $822,062 (USD), to provide ongoing certification training and quality assurance support services to support Toronto Paramedic Services (TPS) use of Medical Priority Dispatch Triage System (MDPS) for a period of five (5) years from the date of the Agreement, on terms and conditions satisfactory to the Chief, Toronto Paramedic Services and in a form satisfactory to the City Solicitor.
Staff recommendation as filed
The Acting Chief, Toronto Paramedic Services, and the Chief Purchasing Officer, Purchasing and Materials Management recommend that: 1. City Council authorize the Chief, Toronto Paramedic Services to negotiate and enter into a contract with Priority Dispatch Corporation in the amount of $822,062 (USD), to provide ongoing certification training and quality assurance support services to support Toronto Paramedic Services (TPS) use of Medical Priority Dispatch Triage System (MDPS) for a period of five (5) years from the date of the Agreement, on terms and conditions satisfactory to the Chief, Toronto Paramedic Services and in a form satisfactory to the City Solicitor.
EC8.3adopted
The purpose of this report is to request authority to amend Purchase Order number 6033858 issued to Buttcon Limited for additional costs related to a delay claim settlement.
The Economic and Community Development Committee: 1. In accordance with Section 71 11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law), granted authority to amend Purchase Order Number 6033858 issued to Buttcon Limited for the Redevelopment of Kipling Acres Long Term Care Home by an additional amount of $622,000 net of all taxes ($633,000 net of HST recoveries) revising the current contract value from $51,165,000 to $51,787,000 net of all taxes ($52,698,000 net of HST recoveries).
Staff recommendation as filed
The Interim General Manager, Seniors Services and Long-Term Care and the Chief Purchasing Officer recommend that: 1. The Economic and Community Development Committee, in accordance with Section 71 11.1C of the City of Toronto Municipal Code Chapter 71 (Financial Control By-law) grant authority to amend Purchase Order Number 6033858 issued to Buttcon Limited for the Redevelopment of Kipling Acres Long Term Care Home by an additional amount of $622,000 net of all taxes ($633,000 net of HST recoveries) revising the current contract value from $51,165,000 to $51,787,000 net of all taxes ($52,698,000 net of HST recoveries).
EC8.4adopted
Relationships with Toronto's Community-based Not-for-Profit Sector: 2018-2019 Update
Toronto's not-for-profit sector ("the Sector") has a profound positive impact on local communities. The City relies on and supports not-for-profit organizations to help make Toronto a vibrant, caring, and inclusive home for residents, as well as a culturally rich and welcoming place to visit. In 2017 Toronto became the first Canadian city to adopt a government-wide framework to guide and enhance its relationships with the Sector. The framework contains guiding principles, six strategic commitments and an action plan. It was co-created with a Community Advisory Table, on the basis of stakeholder consultations and an interjurisdictional review. This first progress report on implementation of the framework was prepared with a Joint Steering Committee composed of City staff and not-for-profit organizations. All of the actions under the framework that were planned for 2018-2019 are either completed or have been launched as ongoing activities. An updated action plan is provided as Attachment 1. Activities and early impacts include the following: - A cross-corporate online grants system was launched to enhance transparency and reduce administrative burden for the City and not-for-profit applicants/grantees; - New accounting codes were established to facilitate monitoring and reporting on transactions with not-for-profits; - More City facilities were added to the Community Space Tenancy (below market rent) portfolio; - Governance training was provided to over 100 not-for-profit organizations; - A Community Space Registry was launched to guide space planning and help the Sector identify and leverage its real estate assets; and - Toronto's first "Not-for-Profit Recognition Day" was proclaimed on October 2, 2019. This report recommends that Council adopt further commitments to: - Strengthen the City's relationships with Indigenous-led not-for-profits; and - Increase the Sector's access to space to deliver community programming. This report also recommends that Council request a business case in the 2021 budget cycle for resources to steward the City/Sector relationship most effectively.
The Economic and Community Development Committee recommends that: 1. City Council add the following Commitment to the Whole-of-Government Framework to Guide City of Toronto Relationships with the Community-Based Not-for-Profit Sector, and direct the Executive Director, Social Development, Finance and Administration to work with relevant Indigenous-led organizations, the Manager of the Indigenous Affairs Office and with other appropriate City Divisions to coordinate the implementation of this Commitment: "COMMITMENT TO RECONCILIATION WITH INDIGENOUS PEOPLES: The City will further its commitment to reconciliation with Indigenous Peoples through enhanced engagement with Indigenous-led not-for-profit organizations based in Toronto and by providing funding and other supports to advance their priorities." 2. City Council add the following Commitment to the Whole-of-Government Framework to Guide City of Toronto Relationships with the Community-Based Not-for-Profit Sector and direct the Executive Director, Social Development, Finance and Administration to work with the General Manager, Economic Development and Culture, the Chief Planner and Executive Director, City Planning, the Executive Director, Corporate Finance, the Director, Real Estate Services, the Chief Executive Officer, CreateTO and with other appropriate City Divisions, and to consult with relevant community-based not-for-profit organizations and funding partners, to coordinate the implementation of this Commitment: "COMMITMENT TO COMMUNITY SPACE: The City commits to developing policies and partnerships that improve the community-based not-for-profit sector's access to decent, affordable facilities and spaces to provide community services and programming. This includes helping to build capacity in the Sector to acquire and leverage real estate assets for community use. The City recognizes the public benefits that are generated through community-operated and community-owned space in Toronto." 3. City Council direct the Executive Director, Social Development, Finance and Administration to work with the Director, Accounting Services to implement changes in the City's accounting systems (SAP) to facilitate reporting on the City's investments in the not-for-profit sector, starting in 2020. 4. City Council direct the Executive Director, Social Development, Finance and Administration to submit a proposal in the 2021 budget process for resources required to steward the relationship with the community-based not-for-profit sector.
Staff recommendation as filed
The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council add the following Commitment to the Whole-of-Government Framework to Guide City of Toronto Relationships with the Community-Based Not-for-Profit Sector, and direct the Executive Director, Social Development, Finance and Administration to work with relevant Indigenous-led organizations, the Manager of the Indigenous Affairs Office and with other appropriate City Divisions to coordinate the implementation of this Commitment: "COMMITMENT TO RECONCILIATION WITH INDIGENOUS PEOPLES: The City will further its commitment to reconciliation with Indigenous Peoples through enhanced engagement with Indigenous-led not-for-profit organizations based in Toronto and by providing funding and other supports to advance their priorities." 2. City Council add the following Commitment to the Whole-of-Government Framework to Guide City of Toronto Relationships with the Community-Based Not-for-Profit Sector and direct the Executive Director, Social Development, Finance and Administration to work with the General Manager, Economic Development and Culture, the Chief Planner and Executive Director, City Planning, the Executive Director, Corporate Finance, the Director, Real Estate Services, the Chief Executive Officer, CreateTO and with other appropriate City Divisions, and to consult with relevant community-based not-for-profit organizations and funding partners, to coordinate the implementation of this Commitment: "COMMITMENT TO COMMUNITY SPACE: The City commits to developing policies and partnerships that improve the community-based not-for-profit sector's access to decent, affordable facilities and spaces to provide community services and programming. This includes helping to build capacity in the Sector to acquire and leverage real estate assets for community use. The City recognizes the public benefits that are generated through community-operated and community-owned space in Toronto." 3. City Council direct the Executive Director, Social Development Finance and Administration to work with the Director, Accounting Services to implement changes in the City's accounting systems (SAP) to facilitate reporting on the City's investments in the not-for-profit sector, starting in 2020. 4. City Council direct the Executive Director, Social Development, Finance and Administration to submit a proposal in the 2021 budget process for resources required to steward the relationship with the community-based not-for-profit sector.
EC8.5amended
Resourcing the Regent Park Social Development Plan
The Regent Park Social Development Plan was developed through community consultations to ensure social inclusion and social cohesion of residents throughout the duration of the Regent Park revitalization. In 2017, after ten years of revitalization, community partners, residents and City staff updated the Social Development Plan and identified fifty three actions for implementation. Nineteen of these actions have been identified as priority and are ready for implementation while the remaining thirty four actions require further development. This report identifies prioritized Regent Park Social Development Plan actions, services and programs and a strategy to resource these actions for consideration in the 2020 Budget process.
The Economic and Community Development Committee recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, to submit a business case for consideration during the 2020 budget process to resource the actions, services and programs identified for the implementation of the Regent Park Social Development Plan. 2. City Council direct the Executive Director, Social Development, Finance and Administration, to submit a business case for consideration during the 2020 budget process to fund program operations to ensure ongoing engagement and capacity building of residents and grassroots group of Regent Park throughout the lifetime of revitalization.
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 submit a business case for consideration during the 2020 budget process to resource the actions, services and programs identified for the implementation of the Regent Park Social Development Plan. 2. City Council direct the Executive Director, Social Development Finance and Administration, to submit a business case for consideration during the 2020 budget process to fund program operations to ensure ongoing engagement and capacity building of residents and grassroots group of Regent Park throughout the lifetime of revitalization.
EC8.6amended
Establishing Strategic Priorities for Cultural Investment (2020-2024)
Toronto's cultural sector - including the arts, film and entertainment industries, and museums and heritage - is a major economic driver and fosters healthy, vibrant communities across the city. In May 2011, City Council adopted Creative Capital Gains, which included 33 recommendations to position Toronto as an international creative capital. With the support of partners across the cultural sector, the City has now implemented the vast majority of the recommendations included in Creative Capital Gains. As well, the City achieved its longstanding goal of investing $25 per capita in arts and culture in 2018. Having achieved many of the objectives of Creative Capital Gains, the time is right for the City to consider a new framework to inform its investment in culture. This report builds on significant consultation across the culture sector and recommends that City Council adopt three strategic priorities for cultural investment over the next five years (2020-2024), including: 1. Culture for all, to increase opportunities for all Torontonians, no matter where they live in the city, to participate in local, relevant cultural activities throughout the year that reflect Toronto's diversity and creativity. 2. Space for culture, to maintain and create new accessible, sustainable spaces for Toronto's creative sector in a growing city. 3. Developing creative talent to strengthen Toronto's cultural workforce, and increase diversity and representation within the sector. The proposed priorities are outlined in detail in this report. If adopted, they will be used to guide the City's cultural programs and services, and shape investments related to the arts, film and entertainment industries, and museums and heritage. The proposed priorities have been developed based on feedback from a robust, inclusive city-wide community consultation process undertaken to build the Economic Development and Culture Divisional Strategy (2018-22); ongoing discussions with stakeholders and partners in the culture sector; and policy directions from City Council. They also advance the objectives of the Division's Equity Plan, a guiding framework to foster inclusion and equity in all of Economic Development and Culture ( EDC's) activities.
The Economic and Community Development Committee recommends that: 1. City Council adopt the following strategic priorities to guide the City's investment in culture over the next five years (2020-2024): a. Culture for all, to increase opportunities for all Torontonians, no matter where they live in the city, to participate in local, relevant cultural activities throughout the year that reflect Toronto's diversity and creativity. b. Space for culture, to maintain and create new accessible, sustainable spaces for Toronto's creative sector in a growing city. c. Developing creative talent to strengthen Toronto's cultural workforce, and increase diversity and representation within the sector. 2. City Council request the General Manager, Economic Development and Culture, in collaboration with Corporate Finance staff, to present to the November 8, 2019 meeting of the Toronto Music Advisory Committee on recommendation 1b, with respect to maintaining and creating new accessible, sustainable spaces for Toronto's creative sector in a growing city.
Staff recommendation as filed
The General Manager, Economic Development and Culture, recommends that: 1. City Council adopt the following strategic priorities to guide the City's investment in culture over the next five years (2020-2024): a. Culture for all, to increase opportunities for all Torontonians, no matter where they live in the city, to participate in local, relevant cultural activities throughout the year that reflect Toronto's diversity and creativity. b. Space for culture, to maintain and create new accessible, sustainable spaces for Toronto's creative sector in a growing city. c. Developing creative talent to strengthen Toronto's cultural workforce, and increase diversity and representation within the sector.
EC8.7adopted
Tourism Toronto Governance - Update
The City of Toronto's long relationship with Tourism Toronto is characterized by close collaboration to ensure that Toronto is promoted as an attractive destination for visitors. Tourism Toronto is not an agency of the City of Toronto. It is an independent not-for profit organization that reports to its own Board of Directors. The fiscal and governance relationship between Tourism Toronto and the City has evolved and changed over the years. This report describes Tourism Toronto and its relationship with the City. The report responds to City Council direction to report back on the relationship, including governance and Board structure, in response to changing funding relationships and increased financial reliance by Tourism Toronto on the City of Toronto. The report recommends that Tourism Toronto be requested to designate two voting members on the organization's Board of Directors to the City of Toronto.
The Economic and Community Development Committee recommends that: 1. City Council request Tourism Toronto to designate two voting members on its Board of Directors to the City of Toronto: one seat for the Mayor or designate and the other for the General Manager of Economic Development and Culture or designate.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council request Tourism Toronto to designate two voting members on its Board of Directors to the City of Toronto: one seat for the Mayor or designate and the other for the General Manager of Economic Development and Culture or designate.
EC8.8adopted
Realignment of Two Cultural Grants Programs
This report responds to directions from City Council to review the Major Cultural Organizations program and the Grants to Specialized Collections Museums program, specifically the programs' design, eligibility criteria, assessment process and intended outcomes, and report back to the Economic and Community Development Committee by October 2019 on any recommended changes. Following the directions set out in the Economic Development and Culture Divisional Strategy (2018-22), this report proposes that the Division's cultural grants be realigned to respond better to current priorities for equitable access to funding, including: - Potential for increased distribution of resources outside the core - The development of talent and innovation in programming and partnerships - An emphasis on open, fair, competitive and transparent funding programs To achieve those objectives, this report recommends that the Major Cultural Organizations and Grants to Specialized Collections Museums programs be dismantled, and be replaced with new funding approaches. Clients currently being served through the existing funding programs have the opportunity to apply for municipal support in the new funding programs proposed in this report. The proposed changes include: - Establishing a new competitive "Cultural Festivals" funding program in Toronto - Transferring the administration of municipal grants for the Canadian Opera Company, the National Ballet of Canada, and the Toronto Symphony Orchestra to the Toronto Arts Council - Establishing a new competitive "Cultural Access and Development" funding program for cultural institutions that deliver on City goals of supporting access to culture through year-round cultural programming, by providing accessible creative space or by supporting diverse talent development The Economic Development and Culture Division will work with organizations currently funded through the Major Cultural Organizations and Grants to Specialized Collections Museums programs to advise them of their eligibility to apply for funding through the new programs or through the Toronto Arts Council in 2020. No new funding is being requested at this time to establish these new granting programs. The program realignments will initially be funded through a reallocation of the current Major Cultural Organizations and Grants to Specialized Collections Museum program budgets. The new programs could be enhanced and expanded in future years to support a greater number of cultural organizations, pending approval of additional funding as part of the annual budget process.
The Economic and Community Development Committee recommends that: 1. City Council direct the General Manager, Economic Development and Culture, to discontinue the cultural grant program currently operating as the Major Cultural Organizations program as of January 1, 2020. 2. City Council direct the General Manager, Economic Development and Culture, to discontinue the cultural grant program currently operating as the Grants to Specialized Collections Museums program as of January 1, 2020. 3. City Council direct the General Manager, Economic Development and Culture, to ensure all recipients of grants from the Major Cultural Organizations and the Grants to Specialized Collections Museums programs' obligations are met for their 2019 allocations. 4. City Council direct the General Manager, Economic Development and Culture, to establish a new cultural grant program called the Cultural Festivals program, with the program design, eligibility criteria, assessment process and intended outcomes to be established with community input in 2020. 5. City Council direct the General Manager, Economic Development and Culture, to transfer the assessment and administration of annual operating grants currently disbursed under the Major Cultural Organizations program to the Canadian Opera Company, the National Ballet of Canada, and the Toronto Symphony Orchestra to the Toronto Arts Council. 6. City Council direct the General Manager, Economic Development and Culture, to establish a new cultural grant program called the Cultural Access and Development program, with the program design, eligibility criteria, assessment process and intended outcomes to be established with community input in 2020. 7. City Council direct the General Manager, Economic Development and Culture, to work with organizations currently funded through the Major Cultural Organizations and Grants to Specialized Collections Museums programs to advise them of their eligibility to apply for funding through the new Economic Development and Culture Division programs or the Toronto Arts Council in 2020.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council direct the General Manager, Economic Development and Culture, to discontinue the cultural grant program currently operating as the Major Cultural Organizations program as of January 1, 2020. 2. City Council direct the General Manager, Economic Development and Culture, to discontinue the cultural grant program currently operating as the Grants to Specialized Collections Museums program as of January 1, 2020. 3. City Council direct the General Manager, Economic Development and Culture, to ensure all recipients of grants from the Major Cultural Organizations and the Grants to Specialized Collections Museums programs' obligations are met for their 2019 allocations. 4. City Council direct the General Manager, Economic Development and Culture, to establish a new cultural grant program called the Cultural Festivals program, with the program design, eligibility criteria, assessment process and intended outcomes to be established with community input in 2020. 5. City Council direct the General Manager, Economic Development and Culture, to transfer the assessment and administration of annual operating grants currently disbursed under the Major Cultural Organizations program to the Canadian Opera Company, the National Ballet of Canada, and the Toronto Symphony Orchestra to the Toronto Arts Council. 6. City Council direct the General Manager, Economic Development and Culture, to establish a new cultural grant program called the Cultural Access and Development program, with the program design, eligibility criteria, assessment process and intended outcomes to be established with community input in 2020. 7. City Council direct the General Manager, Economic Development and Culture, to work with organizations currently funded through the Major Cultural Organizations and Grants to Specialized Collections Museums programs to advise them of their eligibility to apply for funding through the new Economic Development and Culture Division programs or the Toronto Arts Council in 2020.
EC8.9adopted
Sustaining the Vibrancy of Campbell House Museum
Campbell House Museum is a City-owned building, situated on land leased from Canada Life Assurance Company at the north-west corner of Queen and University Avenue. It is operated by the Sir William Campbell Foundation with oversight by the City-appointed Campbell House Board of Management. Since 1972, the Museum's largest source of operating and capital funds has been The Advocates' Society (TAS). TAS began reducing its support to the Museum in 2018 and will likely provide its final grant in 2020. In response, the Foundation (whose board of directors is composed of TAS members) has proposed winding up its affairs and transferring responsibility for the Museum and the House to the City of Toronto under the Economic Development and Culture Division. This report recommends a different approach to that proposed by TAS to sustain the vibrancy of Campbell House Museum. The recommended approach would have the Foundation continue to exist as a charitable body, with changes made to the composition of its board to replace TAS members with community representatives. The Museum would continue to be governed by the Foundation and the Board of Management with new members. The City would increase its annual grant to replace funding from TAS, and would assume responsibility for capital maintenance and repairs at the Museum.
The Economic and Community Development Committee recommends that: 1. City Council extend its appreciation to The Advocates' Society for its past and present support to Campbell House Museum. 2. City Council request The Advocates' Society to maintain its financial support for Campbell House Museum beyond 2020. 3. City Council request the Sir William Campbell Foundation to maintain its charitable status, seek broader community representation on its board of directors, and continue to manage Campbell House Museum. 4. City Council approve the additional $32,000 grant request made in 2019 by the Sir William Campbell Foundation to operate Campbell House Museum, to be funded from the 2019 approved operating budget for Economic Development and Culture. 5. City Council direct the General Manager, Economic Development and Culture to ensure that any future increases in the grant made annually through Economic Development and Culture to the Sir William Campbell Foundation be commensurate with reductions in the grant made annually by The Advocates' Society to the Foundation to operate Campbell House Museum. 6. City Council direct the General Manager, Economic Development and Culture, to negotiate the following amendments to the 1971 agreement between the City of Toronto and the Sir William Campbell Foundation: a. remove all references and obligations in relation to The Advocates' Society; b. reduce the Foundation's financial obligations in a manner commensurate with the Campbell House Board of Management assuming responsibility for capital maintenance and repairs of the Campbell House on a permanent basis; and c. any other terms that may be mutually satisfactory to both parties, to the satisfaction of the General Manager, Economic Development and Culture, in consultation with the City Solicitor and the City Manager. 7. City Council authorize the General Manager, Economic Development and Culture, to sign the amending agreement with the Sir William Campbell Foundation as referenced in recommendation 6 of this report. 8. City Council amend Chapter 68 of the Municipal Code of the former City of Toronto to: a. add capital maintenance and repairs to the responsibilities of the Campbell House Board of Management and to make capital expenditures in accordance with the applicable budget allocation, year over year; and b. reflect amendments to the 1971 agreement between the City of Toronto and the Sir William Campbell Foundation, as necessary. 9. City Council direct the General Manager, Economic Development and Culture to include Campbell House Museum in the City's 10-Year Capital Budget and Plan submission as part of the 2020 Budget process for consideration, once the 1971 agreement between the City of Toronto and the Sir William Campbell Foundation and Chapter 68 of the Municipal Code of the former City of Toronto have been amended. 10. City Council direct the General Manager, Economic Development and Culture to include the 2020 increase in the grant to the Sir William Campbell Foundation in the Economic Development and Culture's 2020 Operating Budget submission for consideration.
Staff recommendation as filed
The General Manager, Economic Development and Culture, recommends that: 1. City Council extend its appreciation to The Advocates' Society for its past and present support to Campbell House Museum. 2. City Council request The Advocates' Society to maintain its financial support for Campbell House Museum beyond 2020. 3. City Council request the Sir William Campbell Foundation to maintain its charitable status, seek broader community representation on its board of directors, and continue to manage Campbell House Museum. 4. City Council approve the additional $32,000 grant request made in 2019 by the Sir William Campbell Foundation to operate Campbell House Museum, to be funded from the 2019 approved operating budget for Economic Development and Culture. 5. City Council direct the General Manager, Economic Development and Culture to ensure that any future increases in the grant made annually through Economic Development and Culture to the Sir William Campbell Foundation be commensurate with reductions in the grant made annually by The Advocates' Society to the Foundation to operate Campbell House Museum. 6. City Council direct the General Manager, Economic Development and Culture, to negotiate the following amendments to the 1971 agreement between the City of Toronto and the Sir William Campbell Foundation: a. remove all references and obligations in relation to The Advocates' Society; b. reduce the Foundation's financial obligations in a manner commensurate with the Campbell House Board of Management assuming responsibility for capital maintenance and repairs of the Campbell House on a permanent basis; and c. any other terms that may be mutually satisfactory to both parties, to the satisfaction of the General Manager, Economic Development and Culture, in consultation with the City Solicitor and the City Manager. 7. City Council authorize the General Manager, Economic Development and Culture, to sign the amending agreement with the Sir William Campbell Foundation as referenced in recommendation 6 of this report. 8. City Council amend Chapter 68 of the Municipal Code of the former City of Toronto to: a. add capital maintenance and repairs to the responsibilities of the Campbell House Board of Management and to make capital expenditures in accordance with the applicable budget allocation, year over year; and b. reflect amendments to the 1971 agreement between the City of Toronto and the Sir William Campbell Foundation, as necessary. 9. City Council direct the General Manager, Economic Development and Culture to include Campbell House Museum in the City's 10-Year Capital Budget and Plan submission as part of the 2020 Budget process for consideration, once the 1971 agreement between the City of Toronto and the Sir William Campbell Foundation and Chapter 68 of the Municipal Code of the former City of Toronto have been amended. 10. City Council direct the General Manager, Economic Development and Culture to include the 2020 increase in the grant to the Sir William Campbell Foundation in the Economic Development and Culture's 2020 Operating Budget submission for consideration.
EC8.10adopted
Uptown Yonge Business Improvement Area Board of Management Changes
The purpose of this report is to remove two directors from the Uptown Yonge Business Improvement Area (BIA) Board of Management. The 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, remove the following directors from the Uptown Yonge Business Improvement Area (BIA) board of management set out below: Cutruzzola, Adriana Hunermund, Scott
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 directors from the Uptown Yonge Business Improvement Area (BIA) board of management set out below: Cutruzzola, Adriana Hunermund, Scott
EC8.11adopted
Proposed Rogers Road Business Improvement Area
The purpose of this report is to recommend that the area shown in Attachment No.1 be designated as the Rogers Road Business Improvement Area (BIA). In accordance with the Toronto Municipal Code, Chapter 19, Business Improvement Areas, the City Clerk conducted a poll to determine if there is sufficient support to designate the area as the Rogers Road BIA. The area, generally along Rogers Road, is bounded by Weston Road to the west and Bronoco Avenue to the east, also includes the area along Keele Street, south to Lavender Road. The City received a sufficient number of ballots to validate the poll and the majority of accepted ballots were in favour of establishing a BIA. Accordingly, it is recommended that City Council pass a by-law to designate the area described in Attachment No. 1 as the Rogers Road BIA. Subject to Council's approval, this will be the City's eighty-third BIA.
The Economic and Community Development Committee recommends that: 1. City Council designate, based on the poll results respecting the intention to designate the Rogers Road Business Improvement Area, the area described by Attachment 1 to the report (September 26, 2019) from the General Manager, Economic Development and Culture as the Rogers Road Business Improvement Area, under the Toronto Municipal Code, Chapter 19, Business Improvement Areas. 2. City Council direct the City Solicitor to submit a by-law to designate the area described in Attachment 1 to the report (September 26, 2019) from the General Manager, Economic Development and Culture, as the Rogers Road Business Improvement Area. 3. City Council approve those amendments necessary to Schedule "A" of the Toronto Municipal Code, Chapter 19, Business Improvement Areas, to include the Rogers Road Business Improvement Area.
Staff recommendation as filed
The General Manager, Economic Development and Culture recommends that: 1. City Council designate, based on the poll results respecting the intention to designate the Rogers Road Business Improvement Area (BIA), the area described by Attachment 1 as the Rogers Road Business Improvement Area (BIA), under the Toronto Municipal Code, Chapter 19, Business Improvement Areas. 2. City Council direct the City Solicitor to submit a by-law to designate the area described in Attachment 1, as the Rogers Road BIA. 3. City Council approve those amendments necessary to Schedule "A" of the Toronto Municipal Code, Chapter 19, Business Improvement Areas, to include the Rogers Road BIA.
EC8.12adopted
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 (October 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.
EC8.13adopted
This report responds to City Council direction related to the Auditor General's 2018 report AU13.11 "Raising the Alarm: Fraud Investigation of a Vendor Providing Life Safety Inspection Services to the City of Toronto." In response to this report, the Audit Committee, at its meeting of July 13, 2018, requested the Fire Chief and General Manager, Toronto Fire Services, to outline operational and financial implications for options related to the assessment of fire safety and compliance with the Ontario Fire Code in buildings within Toronto. Toronto Fire Services (TFS) provided three options designed to enhance annual inspection services. At its meeting of July 23, 2018, City Council endorsed Option 1 which included the assignment of 11 Full Time Equivalents (FTEs) to the TFS Quality Assurance (QA) section effective September 1, 2018. City Council further requested the Fire Chief and General Manager, Toronto Fire Services to report back to City Council in advance of the 2020 budget process with respect to outcomes and analysis of the enhanced service levels. With the addition of 11 FTEs assigned to the TFS QA section, TFS estimated the completion of 80 QA Inspection Review Audits in the fourth quarter of 2018 and 325 QA Inspection Reviews in 2019 and annually thereafter. QA Inspection Review Audits involve a systematic and comprehensive review of all aspects of Ontario Fire Code compliance for a given building, including the associated processes completed by third-party contractors. TFS has been delayed in achieving the original estimated number of QA Inspection Review Audits as a result of previously unanticipated workloads associated with completing the required re-inspections arising out of the Auditor General's 2018 report "Raising the Alarm: Fraud Investigation of a Vendor Providing Life Safety Inspection Services to the City of Toronto". At this time, TFS intends to maintain the current service level, and continue to analyze the data from the QA Inspection Review Audits, for the purposes of determining, what if any enhancements to the inspection services would be appropriate. TFS intends to complete this process, and be in a position to advise concerning further service level enhancements, including inspections and/or QA Inspection Review Audits, for the 2021 budget process.
The Economic and Community Development Committee recommends that: 1. City Council request the Fire Chief and General Manager, Toronto Fire Services to report back to City Council in advance of the commencement of the 2021 budget process with recommendations for further Inspection and/or Quality Assurance (QA) Inspection Review Audit service level enhancements.
Staff recommendation as filed
The Fire Chief and General Manager, Toronto Fire Services recommends that: 1. City Council request the Fire Chief and General Manager, Toronto Fire Services to report back to City Council in advance of the commencement of the 2021 budget process with recommendations for further Inspection and/or Quality Assurance (QA) Inspection Review Audit service level enhancements.
EC8.14adopted
2019 Second Quarter Status Report on Audit Recommendations: Opening Doors to Stable Housing
The Auditor General's report Opening Doors to Stable Housing: An Effective Waiting List and Reduced Vacancy Rates Will Help More People Access Housing was adopted by City Council on July 16, 2019, along with 34 recommendations for the Shelter, Support and Housing Administration (SSHA) division. As detailed in the Management Response, SSHA agreed with and is working towards the advancement of all recommendations. This report responds to City Council's request that SSHA report quarterly to City Council through the Economic and Community Development Committee, with information on service improvements and modernization initiatives made to the centralized waiting list, accuracy of waiting list data, an update on vacant units, the status of implementation of the new choice-based model, as well as progress made on the recommendations outlined by the Auditor General (Appendix A).
The Economic and Community Development Committee: 1. Received the report (October 2, 2019) from the General Manager, Shelter, Support and Housing Administration for information.
Staff recommendation as filed
The General Manager, Shelter, Support and Housing Administration, recommends that: 1. Economic and Community Development Committee receive this report for information.
EC8.15amended
Equity-Based Planning for EarlyON Child and Family Centres
This report responds to two Member's Motions adopted by City Council at its meeting of June 18th, 2019, where the General Manager, Children's Services was directed to work with the Toronto District School Board (TDSB) and other community partners to identify options for the replacement of the EarlyON Centres at Niagara Street Junior Public School and Blake Street Junior Public School, as these Centres have been slated for closure due to space issues caused by the need to implement alternate programming at these locations. This report also provides an update on the risk of additional closures of EarlyON Centres operated by the TDSB as a result of ongoing financial pressures being faced by the TDSB. As well, this report outlines the equity-based planning approach used to guide Children's Services' decisions about investments and funding reallocations within the EarlyON system. This evidence-based approach uses relevant demographic and service level data to identify service gaps and opportunities to enhance service access for vulnerable families.
The Economic and Community Development Committee recommends that: 1. City Council request the General Manager, Children's Services to: a. Continue to work closely with the Toronto District School Board (TDSB) to identify potential solutions for the school board to continue operating EarlyON Centres, and report back with an update in the second quarter of 2020; b. Continue the detailed "cost of service analysis" of EarlyON program costs, including the funding benchmarks and review the EarlyON job classes and functions to identify potential changes in the Children's Services Operating and Business Practice Guidelines for 2021; c. Consider the development of a growth strategy based on the equity-based planning approach as part of the 2020-2025 Early Years Service Plan; d. Work with the Provincial and Federal governments to increase funding for Toronto EarlyON Child and Family Centres in the next round of funding under the Canada-Ontario Bilateral Agreement and Action Plan on Early Learning and Child Care; e. Continue, as directed by City Council on June 18, 2019 in MM8.12 and MM8.47, to work with local Councillors and other service providers, to identify replacement sites for the EarlyON programs which were closed in the Niagara Street Junior Public School and the Blake Street Junior Public School.
Staff recommendation as filed
The General Manager, Children's Services recommends that: 1. City Council direct the General Manager, Children's Services to continue to use an equity-based planning approach to identify EarlyON service system needs and allocate operating funding to EarlyON service providers, which aligns with the provincial guidelines established by the Ontario Ministry of Education for the EarlyON sector. 2. City Council direct the General Manager, Children's Services to continue to work closely with Toronto District School Board (TDSB) to identify potential solutions for the school board to continue operating EarlyON Centres within the existing funding envelope, or to support a smooth transition process if TDSB terminates its service agreement with Children's Services.
EC8.16amended
Provincial Funding Changes and Previously-Approved Child Care Capital Projects - Update
This report responds to a City Council request for an update on the potential service impacts of provincial funding changes and a report on school-based child care capital projects that were previously approved by the Ministry of Education. Capital costs of approximately $87.0 million for these projects are fully funded by the Province, while service system managers must confirm that operating costs will be managed within their existing budgets. In addition, this report provides a status update on the status of the Auditor General's recommendation which directed the City Manager's Office to review the costs as well as financial and non-financial benefits of Toronto Early Learning and Child Care Services using an evidence-based and measurable approach, as outlined in the 2018 report, "Children's Services Division: Opportunities to Achieve Greater Value for Child Care from Public Funds".
The Economic and Community Development Committee recommends that: 1. City Council authorize the General Manager, Children's Services to proceed with the joint approval process for 49 school-based child care capital projects, in cooperation with school boards. 2. City Council authorize the General Manager, Children's Services to proceed with the joint approval process for up to 20 additional school-based child care capital projects under the Ministry of Education's memo (July 22, 2019) known as B17, in cooperation with school boards and subject to funding approval from the Province. 3. City Council call on the Province to reverse the funding formula changes to child care in Ontario, and maintain previous Provincial funding levels.
Staff recommendation as filed
The General Manager, Children's Services recommends that: 1. City Council authorize the General Manager, Children's Services to proceed with the joint approval process for 49 school-based child care capital projects, in cooperation with school boards. 2. City Council authorize the General Manager, Children's Services to proceed with the joint approval process for up to 20 additional school-based child care capital projects under the Ministry of Education's memo (July 22, 2019) known as B17, in cooperation with school boards and subject to funding approval from the Province.
EC8.17adopted
Expansion of Toronto's Winterlicious / Summerlicious Program
The City of Toronto Winterlicious / Summerlicious programs have become well attended annual events with over 200 restaurants participating. Of the 200 only 3 who participated in the summer of 2019 where in the community of Scarborough. Scarborough has a wealth of wonderful restaurants from every nation in the world, inviting them to participate would greatly enhance the culinary experience for all while providing Scarborough's restaurants the exposure they merit. With the application process for the Winterlicious behind us we have an opportunity to work towards 2020 Summerlious to encourage and invite Scarborough restaurants to participate and showcase their food.
The Economic and Community Development Committee: 1. Requested the General Manager, Economic Development and Culture to report to the December 4, 2019 Economic and Community Development Committee meeting on: a. Efforts taken by the City of Toronto to enhance participation of Scarborough restaurants in Toronto's Winterlicious / Summerlicious program. b. Information on the number of restaurants located in Scarborough that have participated in the program in the past 5 years. c. Measures taken to source locations within Scarborough. d. Current City-wide marketing efforts made to invite restaurant to participate.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture to report to the December 4, 2019 meeting of Economic and Community Development Committee on: a. Efforts taken by the City of Toronto to enhance participation of Scarborough restaurants in Toronto's Winterlicious / Summerlicious program b. Information on the number of restaurants located in Scarborough that have participated in the program in the past 5 years. c. Measures taken to source locations within Scarborough. d. Current City-wide marketing efforts made to invite restaurant to participate.
EC8.18adopted
Cost Recovery for Emergency Service Rescues Due to Misadventure at Scarborough Bluffs
The City of Toronto should develop a process to review and implement potential measures to address cost recovery for emergency services provided to individuals arising from misadventure and potential effort to discourage individuals from participating in dangerous behavior along the Scarborough Bluffs through imposition of fines. Rescues by misadventure along the Scarborough Bluffs are on the rise in so much that the City of Toronto launched a campaign to highlight the issue noting that "Rescue incidents at the Scarborough Bluffs require a significant number of resources that can't be deployed to other emergencies. Mind the signs/fencing when admiring the Bluffs. Crossing into restricted areas/climbing the Bluffs is dangerous and illegal. #dontgetstuckonthebluffs" The campaign provided a chart demonstrating that 16 rescues along the Scarborough Bluffs took place in 2018, dispatching 413 firefights, 25 paramedic units, utilizing over 382 staff hours and dispatching 123 fire service vehicles. The actions of these individuals are placing a strain on our city resources diverting staff from other unforeseen emergencies. In an effort to discourage individuals from participating in dangerous behavior along the Scarborough Bluffs the City of Toronto should develop a process to review and implement measures to fine individuals for rescues by misadventure.
The Economic and Community Development Committee: 1. Requested the Fire Chief and General Manager, Toronto Fire Services, in consultation with the Acting Chief, Toronto Paramedic Services, the Executive Director, Municipal Licensing and Standards and the General Manager, Parks, Forestry and Recreation to report to the April 8, 2020 Economic and Community Development Committee meeting on a process to review and implement potential measures concerning misadventures along the Scarborough Bluffs, including the potential to implement fees for rescue efforts on a cost recovery basis arising from such misadventures, and the creation of new or amendment of existing offences and fines concerning the unauthorized access or use of the Scarborough Bluffs.
Staff recommendation as filed
Councillor Paul Ainslie recommends that: 1. The Economic and Community Development Committee request the Fire Chief and General Manager, Toronto Fire Services, in consultation with the Acting Chief, Toronto Paramedic Services, the Executive Director, Municipal Licensing and Standards and the General Manager, Parks, Forestry and Recreation to report to the April 8, 2020 meeting of Economic and Community Development Committee on a process to review and implement potential measures concerning misadventures along the Scarborough Bluffs, including the potential to implement fees for rescue efforts on a cost recovery basis arising from such misadventures, and the creation of new or amendment of existing offences and fines concerning the unauthorized access or use of the Scarborough Bluffs.
EC8.19adopted
I am writing to request that we explore the potential to bring Formula E to the City of Toronto. Formula E was conceived in 2011 by FIA (International Automobile Federation) President and former Scuderia Ferrari General Manager Jean Todt and Spanish businessman Alejandro Agag as the world's first all-electric international car racing platform. The first race was held in Beijing's Olympic Park in 2014, and has grown into a global entertainment brand with 11 teams and 22 drivers. There are multiple major international corporate sponsors and 9 global automobile manufacturers are engaged; including Jaguar, Nissan, BMW, Audi, DS (Peugeot), and Mahindra. Formula E describes its venue metropolises as being the 'most progressive' cities in the world, and they include New York, London, Paris, Berlin, Seoul, Jakarta, Rome, and Mexico City, among others. Formula E markets itself as a cutting edge catalyst to propel the latest electric vehicle design and research work, as well as improving driving experiences for everyday car users of all classes and types, all while providing incredible entertainment. As the capital city of North America's top auto-producing region with over 2.2 million vehicles assembled in 2017, Toronto has long benefited from the economic activity, employment, and tax revenue generated by the automobile sector. Over 200 companies in southern Ontario are developing autonomous vehicle technology, with our automobile sector employing over 100,000, and generating almost 20 percent of manufacturing GDP. Becoming a Formula E host city would enhance Toronto's international automobile and e-vehicle profile while helping the sector better compete and promote its products, innovations, and skills.
The Economic and Community Development Committee: 1. Requested the General Manager, Economic Development and Culture to investigate the potential to become a Formula E host city and long-term strategic partner to promote our region's automobile industry, stimulate the latest in 21st century e-vehicle design and research, and to report back to the Economic and Community Development Committee in the first quarter of 2020 on the feasibility of Toronto becoming a Formula E host city at no cost to taxpayers.
Staff recommendation as filed
Councillor Jennifer McKelvie recommends that: 1. The Economic and Community Development Committee request the General Manager, Economic Development and Culture (EDC) to investigate the potential to become a Formula E host city and long-term strategic partner to promote our region's automobile industry, stimulate the latest in 21st century e-vehicle design and research to report back to the Economic and Community Development Committee in the first quarter 2020 on the feasibility of Toronto becoming a Formula E host city at no cost to taxpayers.