Agenda

The General Manager, Parks, Forestry and Recreation recommends that:

1.  City Council authorize the General Manager Parks, Forestry and Recreation to include the implementation of the Tennis Pilot Permit Project as part of the New and Enhanced Services for City Council consideration in the 2017 Budget Submission, and to allow the issuing of permits to individuals or organizations at the following four City of Toronto public tennis court locations where there are no Community Tennis Clubs:

a.  Jonathan Ashbridge Park (Toronto / East York) - Ward 32;

b.  Birchmount Park (Scarborough) - Ward 36;

c.  Park Lawn Park (Etobicoke / York) - Ward 5; and

d.  Champlain Parkette (North York) - Ward 10.

2.  City Council authorize the General Manager, Parks, Forestry and Recreation to include the new permit fees, as per Appendix 2, for consideration in the 2017 annual Operating Budget process, which will include public notification of all user fee changes.

This report responds to a request from the March 7, 2016 Community Development and Recreation Committee for Parks, Forestry and Recreation (PFR) staff to review and identify the proposed tennis court locations considered for inclusion in the Tennis Pilot Permit Project. This report also responds to additional information requests from the Community Development and Recreation Committee on March 7, 2016.

The additional information requested includes: service standards for City-owned tennis courts; increasing the availability of City-delivered tennis programming across the City in public tennis courts prior to the 2017 budget; the potential portability of the City of Toronto Welcome Policy, and the posting of tennis court facility data on the City of Toronto Open Data portal.

The recommended Tennis Pilot Permit Project responds to stakeholder interest, including not-for-profit, commercial and individual community members, in an opportunity to permit a select number of public tennis courts in the City of Toronto. This was identified during the consultation process for the City of Toronto Policy on Outdoor Community Tennis Club Operations conducted in the summer of 2015.

The Tennis Pilot Permit Project supports the advancement of the Tennis Excellence Framework by building capacity to enhance tennis activities in the City.

Approval of this initiative will result in a 2017 PFR Operating Budget expenditure of $8,000, offset by revenue from proposed new user fees of $8,000 resulting in a net $0 increase to the PFR 2017 Operating Budget Submission.

The cost to implement four Tennis Pilot Permit Project locations with one permitted court per location across the City is estimated to be approximately $8,000 in order to pay for new permit signage, the painting of permitted court identification markings, minor repairs and additional staffing costs to monitor and maintain the courts.

It is anticipated that the projected costs will be offset through permit revenue that is expected to generate approximately $8,000 in its first pilot operating year (April to October, 2017) as per Appendix 2.

The revenues and expenditures associated with this pilot project have been submitted for consideration as part of the 2017 Operating Budget process. Any staff resources required to administer the pilot project will be accommodated within the existing 2016 Council Approved Complement.

The Deputy City Manager and Chief Financial Officer has reviewed this report and concurs with the financial impact information.

The General Manager, Long-Term Care Homes and Services recommends that:  

1.  City Council receive this report for information.

When adopting the 2016-2020 Service Plan for Long-Term Care Homes and Services, City Council requested that the General Manager, Long-Term Care Homes and Services provide a subsequent report that included environmental scan details and an overview of advocacy efforts and requirements. This report provides additional demographic data related to growing needs and opportunities that will better support the delivery of long-term care and services to seniors in Toronto, and provides an update on Council supported advocacy recommendations to the Province.

Staff will continue to bring to City Council's attention emerging issues and identify opportunities where the City can, within available resources, plan and deliver needed services to vulnerable individuals or, as necessary, seek Council's support to advocate for legislative or funding reforms to senior levels of government.

There is no financial impact resulting from the adoption of this report.  The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Long-Term Care Homes and Services recommends that:

1.  City Council request the Provincial Government to develop a separate, case specific funding mechanism for the provision of cultural and religious meals in long-term care homes, and provide the requisite funding.    

City Council directed the General Manager, Long-Term Care Homes and Services, in consultation with the Deputy City Manager and Chief Financial Officer and the Toronto Office of Partnerships, to report to Community Development and Recreation Committee with a sustainable funding and program delivery strategy for religiously appropriate meals in City of Toronto Long-Term Care homes.  This report provides information on that direction.

There is no financial impact arising from this report. The report requests the provincial government to develop a separate, case specific funding mechanism and provide the requisite funding for the provision of cultural and religious meals in long-term care homes.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Children's Services recommends that City Council:  

1.  Request that the Province of Ontario recognize and fund all costs associated with the planning, transformation and ongoing service system management of child and family programs.

2.  Authorize the General Manager, Children's Services to accept provincial funds in the amount of $219,458 to support the full cost of data analysis services in the form of two permanent staff positions.

3.  Authorize the General Manager, Children's Services to establish and recruit for three permanent positions, all 100 per cent funded by the Province: two to provide data analysis services; and one to support french-language planning and implementation of Ontario Early Years Child and Family Centres, with positions coming on stream in January 2017, and included in the complement of the 2017 Operating Budget Submission.

4.  Request the General Manager, Children's Services to report to City Council on the funding formula, including the allocation of provincial resources to be provided to Toronto and on the financial impact to the City for the transformation, sustainment and delivery of child and family programs, when the funding formula and allocation becomes available early in 2017.

This report provides information on the transfer of provincially-funded child and family programs to the City of Toronto, and on Children's Services' plan to manage the system transformation in partnership with the community.  It also outlines the opportunities, challenges, and financial considerations associated with this transformation.

The funding for data analysis services from the Ministry of Education to Children's Services in the amount of $219,458, anticipated in January 2017, is reflected in the 2017 Operating Budget for Children's Services. This funding will assist with costs associated with the planning and administration of service system management and the transformation of child and family programs. It is the only new administrative support to be provided by the Province to the City for this purpose at this time.

The Province determines its funding allocation to municipalities based on a number of factors, one of which is language.  Part of this annual funding, in the amount of $106,200, will be used to support the creation of a french-language training coordinator to support capacity-building and the planning and implementation of Ontario Early Years Child and Family Centres for the french-language community, as mandated by provincial guidelines.  This funding is also reflected in the 2017 Operating Budget for Children's Services.

Children's Services will engage external planning support through an RFP process, using existing funding included in the Program's 2016 Approved Operating Budget and 2017 Operating Budget Submission to expedite the planning and transition process with the community.

The ongoing contract management of child and family programs is a new responsibility which will require significant resources. However, provincial allocations to Consolidated Municipal Service Managers are currently unknown and the costs and funding for these programs will not be announced until 2017, with contract management responsibilities beginning in 2018.

Children's Services will report on the details of the funding formula and City allocation and on their impact on the Program's future years' operating budgets, following the provincial release of this information in 2017.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The Fire Chief and General Manager, Fire Services recommends that:

1.  City Council authorize the Fire Chief and General Manager, Fire Services to negotiate and enter into a one-year agreement, on behalf of the City of Toronto, on terms and conditions as approved by the Fire Chief and General Manager, Fire Services and in a form acceptable to the City Solicitor, with Centennial College of Applied Arts and Technology, to provide training services and resources to Centennial College for the practical components of the Pre-Service Firefighter Education and Training curriculum for the 2016/2017 program year, at a cost to Centennial College of Applied Arts and Technology of $70,315.62 (net of HST) and to require Centennial College to provide and administer a financial bursary program in relation to the Pre-Service Firefighter Education and Training curriculum, for the purpose of providing financial assistance to students.

The report requests City Council approval for Toronto Fire Services (TFS) to negotiate and enter into a one-year agreement with Centennial College of Applied Arts & Technology (Centennial College) for TFS to provide training services and resources for the practical components of Centennial College's Pre-Service Firefighter Education and Training Program (Centennial Training Program) for the 2016-2017 academic year on a cost recovery basis.

Under the proposed agreement, TFS will provide training services and resources (TFS Resources) for the practical components of the Centennial Training Program. Centennial College will provide TFS with payment to cover the cost of the TFS Resources. Centennial will provide a financial bursary program to reduce the cost of the Centennial Training Program for students belonging to ethnic or gender backgrounds which are under-represented in TFS in relation to the social demographic diversity of the City of Toronto (Under-represented Populations).

In conjunction with the TFS/Centennial Agreement, Centennial and Toronto Employment and Social Services division (TESS) have partnered to provide recipients of Ontario Works with the opportunity to complete the Centennial Pre-Service Firefighter Education and Training Program. These students will enter into the TFS Operations Firefighter recruitment stream upon the successful completion of the curriculum and associated qualifications.

The proposed TFS/Centennial Agreement will be for a one-year term and is in line with the City's Strategic Actions, as well as the goals and objectives set out in the TFS Master Fire Plan and previous TFS Path to Diversity reports. A comprehensive review of all TFS community outreach and recruitment processes is currently underway. This work forms part of the development of the new TFS Inclusion Plan which will be presented to the Community Development and Recreation Committee in November 2016. The TFS Inclusion Plan will include enhancements to TFS outreach and recruitment processes and will ensure future recruit classes are increasingly reflective and representative of the City of Toronto.

The proposed TFS/Centennial Agreement to provide training services and resources for Centennial's Pre-Service Firefighter Program is based on cost recovery with a net zero impact on TFS's budget. TFS will budget its annual training costs for the program based on a staggered three-semester program with offsetting revenue received from Centennial College under the proposed agreement. The estimates are principally staffing costs with an additional provision for classroom, equipment and simulator usage with associated consumables.

Training staff costs for TFS Training Captains used in the calculations are based on the 2014 rate of $65.38 per hour with a standard percentage allowance for benefits. This does not include any changes to these rates that may be implemented as a result of ongoing collective agreement negotiations.

Non-salary costs for classrooms, fireground training facilities and equipment are calculated at $250.00 per use, including consumables. Simulations that involve compressed gas usage and vehicles from wreckers for simulated auto extrication are included in those estimates.

Table 1 provides TFS component costs by semester for 2016 and 2017.

Table 1

Table 2 provides the estimated annual expenditure and revenue stream for the upcoming three semesters (2016/2017).

Table 2

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The Executive Director, Social Development, Finance and Administration recommends that:

1.  City Council direct the Executive Director, Social Development, Finance and Administration, working with the Director, Equity, Diversity and Human Rights; the General Manager, Shelter, Support and Housing; the General Manager, Children’s Services; the General Manager, Parks, Forestry and Recreation; the General Manager, Toronto Employment and Social Services; the General Manager, Economic Development and Culture; the Medical Officer of Health; the Affordable Housing Office and the Chief Corporate Officer, and in cooperation with a Community Sector Advisory Table, as set out in Appendix B of this report, to develop a "whole of government" policy direction and policy framework, including key actions, for guiding and modernizing the City’s relationship with the community-based non-profit/voluntary sector.

2.  City Council direct the Executive Director, Social Development, Finance and Administration to report back to the Community, Development and Recreation Committee on the results before the end of 2017.

In December 2015, with approval of CD8.6 "Comprehensive Review of the state of the Community-Based Sector," City Council directed staff to establish and work with an advisory panel of community sector leaders on a comprehensive review of issues affecting the community-based, non-profit/voluntary sector in Toronto. This report is an update on work completed to clarify the scope and focus of the review project.  Because the proposed focus of the project goes beyond the mandate originally identified, this report seeks Council direction to proceed.

The report proposes an interactive stakeholder consultation process, conducted in collaboration with a Community Advisory Table, to define a formal "whole of government" policy direction and policy framework to guide and modernize the City’s relationship with the non-profit/voluntary sector.

An explanation and justification for the proposed direction of the project is provided, based on best practices and research studies from Canadian and international jurisdictions. Key considerations and preconditions that should be met prior to or during the course of conducting the project are identified.

There are no financial implications associated with the recommendations in this report, as funding for this review is included in the 2016 Approved Operating Budget for City Programs and in the 2017 Operating Budget Submissions.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The Executive Director, Social Development, Finance and Administration recommends that:

1.  City Council approve allocations for the following Investment Funding programs, as recommended in Appendices A, B and C, from the 2016 Approved Operating Budget for Social Development, Finance and Administration:

a.  $805,000 to 19 organizations for the 2016 Access, Equity & Human Rights (AEHR) Investment Program;

b.  $630,000 to 15 organizations for the 2016 Community Safety Investment (CSI) Program; and

c.  $85,000 be held for appeals for Access, Equity & Human Rights and Community Safety Investment Programs.

2.  City Council authorize the Executive Director, Social Development, Finance and Administration to reallocate unused Access, Equity and Human Rights (AEHR) and Community Safety Investment (CSI) funds during the funding period to partner organizations that can implement the approved project, or to reallocate to applicants that were rated as high priority but not funded due to budget constraints.

3.  City Council request the Executive Director, Social Development, Finance and Administration to report on any re-allocation of 2016 Access, Equity and Human Rights (AEHR) and Community Safety Investment (CSI) funds as part of the 2017 grants allocation recommendations report.

4.  City Council approve an exemption to the Toronto Grants Policy s5.1.1 for the newly created Intervention Fund (rebranded to Crisis Response Fund) to allow for some grant funds to be used for activities held outside of Toronto. Approved by Council on July 12, 2016, the Crisis Response Fund will target locally-driven neighbourhood activities that immediately respond to critical incidences of violence through grants of up to $3,000.

This report recommends funding for the following two Community Investment Funding programs: Access, Equity and Human Rights (AEHR), and Community Safety Investment (CSI).

Of the 169 applications received for these two programs, 34 are recommended for funding of $1,435,000 with an additional $85,000 held for appeals.

Grants help the City of Toronto achieve its social, economic and cultural goals for its residents. The City's goals are better achieved by supporting the work of organizations that are closer to the communities they serve. Community Investment Funding programs provide time-limited funding to established or emerging not-for-profit groups in the City of Toronto to test new ideas or enhance existing models that lead to meaningful change in organizations and communities.

The recommendations in this report will have no impact beyond what has already been included in the 2016 Approved Operating Budget for Social Development, Finance and Administration.

This report recommends allocations for 34 organizations totalling $1,435,000 with an appeal fund of $85,000.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The Executive Director, Social Development, Finance and Administration recommends that:

1.  City Council direct the Executive Director, Social Development, Finance and Administration to establish a Community Selection Committee, as described in Appendix A of this report, to oversee grant making for a Community Identity Forum for Latin American, Hispanic Torontonians.

The purpose of this report is to update Council on a community meeting held on August 24th with key stakeholders, to determine how the City can best support the community dialogue to create a legacy project that will build the Hispanic-Latin American community. The report recommends the creation of a Community Selection Committee to oversee grant making for a Community Identity Forum for Latin American, Hispanic Torontonians.

Council has approved $100,000 for a Community Identity Forum for Latin American, Hispanic Torontonians as part of the Pan Am Community Funding approved in 2015.

The General Manager, Shelter, Support and Housing Administration recommends that:

1.  City Council approve the location of a new emergency men’s shelter operated by the  City at 731 Runnymede Road in Ward 11 at an initial occupancy of 50 beds with the flexibility to add beds in response to extreme weather conditions, and to increase the occupancy rate over time to better support individuals requiring shelter access.

2.  City Council direct the Director, Real Estate Services, to secure the property at 731 Runnymede Road through a lease on terms that are reasonable and at fair market value, and to continue to search for other appropriate sites for the new potential emergency shelter if the negotiations do not result in a lease at fair market value, acceptable to the Chief Corporate Officer and in a form acceptable to the City Solicitor, subject to approval of the proposed shelter program.

3.  City Council authorize the public release of the confidential information in Attachment 1 related to the operation of 731 Runnymede Road once the transaction has been completed to the satisfaction of the City Solicitor and the Director, Real Estate Services.

At its meeting of July 12-15, 2016, City Council directed staff to work with the Councillors for Wards 11 and 13, the local community and other stakeholders to develop a plan for a shelter program at 731 Runnymede Road that will meet the needs of an appropriate number of people experiencing homeless and make a positive contribution to the neighbouring community.

This report seeks approval to open an emergency men's shelter operated by the City at 731 Runnymede Road in Ward 11.  The report also provides an update on the shelter program plan developed in collaboration with a Community Liaison Committee (CLC) comprised of residents, agencies, Councillors for Wards 11 and 13 and City staff.

Staff convened a CLC through a public expression of interest process that aligned with the City’s public appointment protocol.  With the assistance of a third party facilitator, the CLC provided input on the services and programs to be included in a shelter program. The CLC also discussed what it viewed as an appropriate number of beds to be included at the proposed Runnymede Road shelter.

City staff are recommending the shelter open at an initial occupancy of 50 beds with the flexibility to add beds in response to extreme weather conditions. Staff are also recommending that the occupancy level at the shelter be adjusted over time to better respond to the needs of men experiencing homelessness in Toronto. There is support from the CLC for a phased approach.

The CLC also approved a work plan based on the Council motions regarding the Runnymede Road shelter that included the establishment of a Community Safety Committee (CSC) to address issues of safety and security in the neighbourhood. Additionally, the CLC will work with the Rockcliffe-Smythe Neighbourhood Improvement Area planning table to develop a local Rockcliffe-Smythe/Junction Strategic Plan to enhance local assets, safety, and community cohesion.

In keeping with City Council direction at its meeting of July 12, 2016 (CD13.1), staff are working with the local community and other stakeholders to implement development of the Rockcliff-Smythe Junction Strategy, a plan for a shelter program at 731 Runnymede Road. For this purpose, funding of $0.047 million gross, $0 net and one temporary position in 2016 and $0.124 million gross, $0 net in 2017 has been provided to Social Development, Finance and Administration.  A budget adjustment to amend the 2016 budget is included in the report titled "Operating Variance Report for the Six Month Period Ended June 30, 2016" to be considered by Council at its meeting of October 5 to 6, 2016.

Once the new shelter is ready for occupancy, some of the existing Seaton House operating budget will be reallocated to fund the operations at Runnymede. However, there will be some incremental operating costs associated with the opening of the new shelter, such as the lease costs, utilities, and some temporary front-line staff until 2022.  (9 incremental full time equivalents, for meal preparation, cleaning and additional supervision). These are outlined in Confidential Attachment 1.

Reaching full complement is dependent upon the timing of opening. For 2017, the assumption is that staff will be hired throughout the year reaching full complement by the end of 2017. The fully annualized salary impact will be realized in 2018.

The shelter at 731 Runnymede will be required until at least the George Street Revitalization is complete.

Given that the Runnymede site will be used as a transitional shelter during the George Street Revitalization project, funding to operate this shelter during this period has been included in the 2017 Operating Budget submission for Shelter, Support and Housing Administration and can be funded through SSHA's approved 10-year capital plan as a cost of the project. These transition costs will be considered as part of the 2017 Budget process.

In addition, the facility would require renovation to bring it up to shelter standards. The renovation cost estimates are not known at this time but will be included in the 2017-2026 Capital Budget and Plan consideration during the annual budget process.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Shelter, Support and Housing Administration recommends that:

1.  City Council approve the receipt of $3,414,425 from the Province over a two-year period to deliver the Survivors of Domestic Violence - Portable Housing Benefit (SDV-PHB) pilot.

2.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to enter into a Transfer Payment Agreement and related agreement(s) with the Ministry of Housing necessary for the receipt and expenditure of funding under the SDV-PHB pilot program on such terms and conditions as are satisfactory to the General Manager, Shelter, Support and Housing Administration, and in a form approved by the City Solicitor.

3.  Council authorize the General Manager, Shelter, Support and Housing Administration, to extend or replace the current administration agreement between the City of Toronto, the Ministry of Municipal Affairs and Housing (now the Ministry of Housing) and the Ministry of Finance, beyond its current termination date to facilitate the delivery of the 2016-17 and 2017-18 SDV-PHB pilot program on terms and conditions satisfactory to the General Manager and in a form approved by the City Solicitor.

4.  City Council amend the Approved 2016 Operating Budgets for Shelter, Support and Housing Administration by $1,228,225 gross, $0 net to deliver the Survivors of Domestic Violence – Portable Housing Benefit pilot and include $2,186,200 gross and $0 net in Shelter, Support and Housing Administration's 2017 recommended budget.

5.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to utilize 10 percent of the funding for administration, an amount of $341,442, the administrative allocation permitted by the Survivors of Domestic Violence - Portable Housing Benefit pilot.

6.  City Council amend the 2016 Approved Operating Budget for Shelter, Support and Housing Administration (SSHA) by $42,711 gross and $0 net, and approve staffing expenditures in the 2017 and 2018 (SSHA) budgets of approximately $298,289 gross and $0 net from SDV-PHB pilot administrative allocation, to hire a full time temporary Supervisor, Client Services; Caseworker; and Support Assistant B to assist with the administration of the SDV-PHB Pilot Program.

7.  City Council authorize the General Manager, Shelter, Support and Housing Administration, as appropriate, to enter into agreements or other suitable arrangements with other City divisions, provincial agencies, community agencies, private entities and/or individuals to deliver the Survivors of Domestic Violence – Portable Housing Benefit pilot in accordance with the provincial guidelines for the program.

The Ministry of Housing (MH) has made $3,414,425 in funding available to the City of Toronto through the Survivors of Domestic Violence - Portable Housing Benefit (SDV-PHB) pilot. The pilot program will provide a monthly housing benefit to survivors of domestic violence in the Rent-Geared-to-Income (RGI) waiting list Special Priority Program (SPP).  The Shelter, Support and Housing Administration Division (SSHA) estimates that the funds allocated under this pilot program will assist 355 persons to secure housing up to March 2018.

The SDV-PHB pilot's key goals are to reduce the amount of time it takes for survivors of domestic violence to find safe, affordable housing, as well as to learn which services and supports most effectively enable housing stability. This pilot also supports the Province’s Long-Term Affordable Housing Strategy (LTAHS) to provide more portable housing benefits, enabling people to more quickly find housing in their preferred locations.

The pilot will be administered by Shelter, Support and Housing Administration (SSHA). To receive this funding, SSHA is required to enter into a Transfer Payment Agreement with the Ministry of Housing. This report recommends the necessary actions to receive and administer this funding.

The Provincial SDV-PHB funding will flow $3,414,425 gross and $0 net to the City over two years as follows:

This funding will require an in-year budget adjustment to initiate the pilot's delivery and cover any related administrative costs, requiring the 2016 Operating Budget for SSHA to be amended by $1,228,225 gross and $0 net.  The 2017 recommended budget will include the pilot funding amount of $2,186,200 gross and $0 net.

The SDV-PHB pilot allows up to 10 percent of funding, $341,442, to be allocated to administrative funding to deliver the program, to be divided over the funding years.  Although staff are still exploring the possibility of extending an existing agreement for housing allowance administration with the Ministry of Finance (MOF), 3 temporary full time administrative staff support is required to lead the implementation of the project, support the referral process and oversee data collection for Ministry reporting and evaluation.

It is recommended that a Supervisor, Client Services; Caseworker, Housing;  and Support Assistant B be hired on a temporary full time basis to cover the administrative needs in the 2016, 2017 and 2018 budget years to be fully funded by the SDV-PHB-Pilot administration allocation.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Shelter, Support and Housing Administration recommends that:

1.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into agreements with currently funded transitional housing and other housing support projects, as outlined in Appendix A, for up to two years for up to $986,028 gross and $0 net of Community Homelessness Prevention Initiative (CHPI) funding subject to the approval of the 2017 and 2018, and subsequent Operating Budgets for Shelter, Support and Housing Administration as follows:

i.  from April 1 to December 31, 2017 for up to $739,521 gross and $0 net; and

ii.  from January 1 to March 31, 2018 for up to $246,507 gross and $0 net.

2.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into an agreement with Neighbourhood Information Post for the Rent Bank Program, as outlined in Appendix B, for up to two years for up to $1,798,674 gross and $0 net of CHPI funding subject to approval of the 2017 and 2018, and subsequent Operating Budgets for Shelter, Support and Housing Administration as follows:

i.  from January 1 to December 31, 2017 for up to $1,438,939 gross and $0 net; and

ii.  from January 1 to March 31, 2018 for up to $359,735 gross and $0 net.

3.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into an agreement with Regent Park Community Health Centre for the women's art program, as outlined in Appendix C, up to two years for up to $26,875 gross and $0 net in CHPI funding subject to the approval of the 2017 and 2018, and subsequent Operating Budgets for Shelter, Support and Housing Administration as follows:

i.  from January 1 to December 31, 2017 for up to $20,156 gross and $0 net; and

ii.  from January 1 to March 31, 2018 for up to $6,719 gross and $0 net.

4.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into a new agreement with the Daily Bread Food Bank for Creating Health +, as outlined in Appendix D, from April 1, 2017 to March 31, 2018 for up to $330,000 gross and $0 net in CHPI funding subject to the approval of the 2017 and 2018, and subsequent Operating Budgets for Shelter, Support and Housing Administration as follows:

i.  from April 1 to December 31, 2017 for up to $247,500 gross and $0 net; and

ii.  from January 1 to March 31, 2018 for up to $82,500 gross and $0 net.

5.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to enter into new agreements or amend existing agreements and allocate funds of up to 5 percent of CHPI and Homelessness Initiative Fund (HIF) project funds for up to two years for up to $737,852 gross and $132,964 net to respond to:

a.  emerging issues and/or unexpected situations impacting the community; and

b.  realign projects and fund new projects resulting from an Application for Continued Funding for currently funded and approved projects as follows:

i.  from April 1 to December 31, 2017 for up to $553,389 gross and $99,723 net; and

ii. from January 1 to March 31, 2018 for up to $184,463 gross and $33,241 net.

6.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to allocate funds for the 2017/18 Health and Safety Fund for up to $200,000 gross and $0 net of CHPI funding consistent with the terms set out in Appendix H subject to the approval of the 2017 and 2018 Operating Budgets for Shelter, Support and Housing Administration as follows:

i.  from April 1 to December 31, 2017 for up to $150,000 gross and $0 net; and

ii.  from January 1 to March 31, 2018 for up to $50,000 gross and $0 net.

7.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to allocate CHPI funds for up to $10,000 per agency funded by Shelter, Support and Housing Administration for a 2017 Capacity Building Fund pilot project for up to $100,000 gross and $0 net of CHPI funding subject to the approval of the 2017 Operating Budget for Shelter, Support and Housing Administration as follows:

i.  from January 1 to December 31, 2017 for up to $100,000 gross and $0 net.

8.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into agreements with Margaret's Housing and Community Support and St. Felix Social Ministries Outreach to provide enhanced cold weather drop-in services, as outlined in Appendix E, during 2016 and 2017 for up to $852,000 gross and $416,000 net subject to the approval of the 2017 City Operating Budget as follows:

i.  from October 15 to December 31, 2016 for up to $170,400 gross and $0 net; and

ii.  from January 1 to April 15, 2017 for up to $681,000 gross and $416,000 net.

9.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into an agreement, if feasible, with a community agency to operate overnight cold weather drop-in services, as outlined in Appendix E, during 2016 and 2017 for up to $300,000 gross and $0 net of CHPI funding subject to the approval of the 2017 City Operating Budget as follows:

i.  from October 15 to December 31, 2016 for up to $60,000 gross and $0 net; and

ii.  from January 1 to April 15, 2017 for up to $240,000 gross and $0 net.

10.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into agreements with Fred Victor Centre and Sistering: A Woman's Place, as outlined in Appendix F, to provide 24-hour women's drop-in services for up to two years for up to $3,750,000 gross and $0 net of CHPI funding subject to the approval of the 2017 and 2018, and subsequent City Operating Budgets as follows:

i.  from January 1, 2017 to December 31, 2017 for up to $3,000,000 gross and $0 net; and

ii.  from January 1, 2018 to March 31, 2018 for up to $750,000.

11.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to enter into agreements with agencies funded through the Poverty Reduction Initiatives – Enhanced Tenant Support RFP for up to $0 gross and $75,000 net of Poverty Reduction Initiatives funding subject to the approval of the 2017 City Operating Budget as follows:

i.  from January 1, 2017 to December 31, 2017 for up to $0 gross and $75,000 net.

12.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend additional funding and enter into any agreements as necessary with the Inner City Family Health Team and Community Living Toronto, as outlined in Appendix G, to provide the Bridges to Housing program for up to two years for up to $26,920 gross and $0 net of Ministry of Community and Social Services funding subject to the approval of the 2017 City Operating Budget as follows:

i.  from October 15, 2016 to December 31, 2016 for up to $13,460 gross and $0 net; and

ii.  from January 1, 2017 to December 31, 2017 for up to $13,460 gross and $0 net.

13.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to extend funding and enter into an agreement with St. Michael's Hospital, Centre for Research on Inner City Health, to undertake a program evaluation of Bridges to Housing, as outlined in Appendix G, for up to two years for up to $95,000 gross and $0 net of MCSS funding subject to approval of the 2017 City Operating Budget, as follows:

i.  from October 15, 2016 to December 31, 2016 for up to $47,500 gross and $0 net; and

ii.  from January 1, 2017 to December 31, 2017 for up to $47,500 gross and $0 net.

14.  City Council authorize the General Manager, Shelter, Support and Housing Administration, to enter into agreements to deliver projects in accordance with the terms and conditions of the amended contribution agreement with Service Canada for the Homelessness Partnering Strategy.

This report seeks authority to enter into funding agreements with community agencies that help people to increase housing stability.

All of the funding in this report is from the provincially funded Community Homelessness Prevention Initiative (CHPI), Ministry of Community and Social Services (MCSS) funds and/or the City of Toronto Homeless Initiatives Fund (HIF), and the City funded Poverty Reduction Initiatives:

Funding for the 2016 allocation is already approved in the 2016 City Operating Budget. The 2017/2018 allocations are subject to the approval of the 2017 and 2018 Operating budgets for Shelter, Support and Housing Administration.

Funding for the 2017 and 2018 allocations is subject to the availability of 2017 and 2018 Provincial MCSS and CHPI and 2017 and 2018 City of Toronto funding and the approval of the 2017 and 2018 Operating Budgets for Shelter, Support and Housing Administration.

The impact of these recommendations is noted in the following table:

2017 to 2018 Budget

  *For the period October 15 to December 31, 2016.

Funding for the 2016 allocations is included in the 2016 Approved Operating Budget. Future year allocations will be subject to the approval of the 2017 and future year Operating Budgets for Shelter, Support and Housing Administration.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The Community Development and Recreation Committee recommends that:

1.  City Council direct the Deputy City Manager, Cluster A to:

a.  Report to the Community Development and Recreation Committee in the fourth quarter of 2016 on recommendations on raising awareness on homelessness in the City of Toronto;

b.  Issue a Request for Expression of Interest (REOI) to solicit best practice on raising awareness on homelessness and the need for shelters throughout Toronto as well as for best practice for community outreach and shelter relocation in new neighbourhoods; and

c.  Share the Terms of Reference of the REOI with the Chair and Vice Chair of the Community Development and Recreation Committee prior to its issue.

City Council on July 12, 13, 14 and 15, 2016, referred Item CD13.16 back to the Community Development and Recreation Committee for further consideration.

The Community Development and Recreation Committee (CDRC) requested at their meeting of April 13, 2016, that Shelter, Support and Housing Administration (SSHA) report to the June 23, 2016 meeting on its current divisional strategy to identify new and replacement services to ensure that housing and shelter services are available and accessible to all residents in all parts of Toronto. This report responds to that request.

The Deputy City Manager, Cluster A recommends that:

1.  The Community Development and Recreation Committee receive this report for information.

This report provides an update on the City’s review of the Community Information Process (CIP), a component of the site review process for new shelters and shelters relocating to a new neighbourhood, required under the City’s Municipal Shelter By-law (By-law No. 138-2003) and related Council approved policies.  The engagement activities associated with the CIP review equally respond to Community Development and Recreation Committee's (CDRC) request for staff to report back to Committee on the use of a professional facilitator to assist with identifying best practices on raising awareness about homelessness issues and improving the City's community engagement when seeking to establish new and replacement shelter locations.

There is no financial impact associated with the recommendations in this report.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

Councillor Joe Mihevc recommend that:

1.  The General Manager, Shelter, Support and Housing Administration report to October 5, 6, and 7 meeting of City Council on the status of the settlement negotiations with Christie Gardens, and recommend any additional authority required to complete the settlement.

2.  The General Manager, Shelter, Support and Housing Administration, in consultation with the Director, Affordable Housing Office, and Chief Financial Officer, recommend a source of interim funding to permit Humewood House to complete the purchase of 55-57 Humewood Drive in advance of the settlement funds being received by the City.

City Council at its July 12, 13 and 14, 2016 approved the acceptance of $5.5 million from Christie Gardens' as a one-time payment in settlement of their obligation to provide rent-geared-to-income assistance under the terms of an existing Social Housing Agreement.

City Council also directed that up to $2.5 million of the settlement funds be directed to support the creation of affordable housing for young mothers by Humewood House through the purchase 55-57 Humewood Drive. 

Since the July Council decision Humewood House has made a successful offer to purchase 55-57 Humewood Drive.  They have now completed their due diligence, including a building condition report, architectural plans and developed a full business case to support the project.  As a result the property sale was scheduled to close on September 30th. 

However, at the present time City staff continue to work with Christie Gardens' but have not have not yet finalized the settlement agreement..  As a result of delay, the settlement funds to pay for the purchase of 55-57 Humewood Drive are not yet available.

I am requesting the Committee to have City staff report directly to the October 5, 6, and 7 Council meeting to provide an update on the settlement and to recommend an interim source of City funding to provide Humewood House the interim funds to complete the purchase of 55-57 Humewood Drive.  Given the circumstances Humewood House has negotiated an extension on the closing from September 30 to October 21.

Councillor Janet Davis recommends that:

1.  City Council, subject to the TDSB undertaking a review of the implementation of Full-Day Kindergarten and Before-and-After School Program, request the General Manager of Toronto Children's Services to support and participate in the proposed TDSB review, and assess the impact on existing child care programs and the development of Extended Day program options for school aged children; and

2.  Report to the November 29 meeting of Community Development and Recreation with an update of the 2013 report, which includes number of schools, operators, number of subsidies, nutritional and other supports provided for all-day kindergarten, and other related matters related to After School/Extended Day programs.

In 2010 the City of Toronto became a key partner with Toronto's four school boards and the Ministry of Education in the policy development, planning and implementation of Full-Day Kindergarten (FDK) and new mandatory Before-and-After-School (B&A) programs. Children's Services is also the Service Manager for the B&A program and holds contracts with third-party operators to provide fee subsidies for eligible families. Child care for all age-groups has been moved into the Ministry of Education.

The introduction of all-day kindergarten is now complete and the funding to assist with transition has been eliminated. However, there continue to be challenges faced by schools and service providers: growing demand for service, limited space in schools, sharing classroom space, adequacy of funding, parent survey to approve new programs, lunch program supervision and class size, B&A financial stability, split shifts and retaining qualified staff. 

In 2013,Children's Services reported to Committee and Council with a status update on FDK, including number of programs, enrolment, costs, provincial funding and other implementation issues. Council adopted a number of recommendations to support centres with implementation. Today, some operators are still struggling to remain financially viable, respond to demand and adapt to new regulatory changes. An update of this report would be very helpful to understand the status of FDK, B&A in Toronto and its outstanding challenges.  http://www.toronto.ca/legdocs/mmis/2013/cd/bgrd/backgroundfile-63941.pdf

The Ministry has recently announced new regulations to require school boards to provide after-school programs for students in Grade 1 and up.  The policy and program delivery models are still under consideration; however, I believe it would be wise to review the implementation of FDK and B&A for "lessons learned" in order to anticipate and respond at the start.