TABLE OF CONTENTS

REPORTS OF THE STANDING COMMITTEES

AND OTHER COMMITTEES

As Considered by

The Council of the City of Toronto

on April 13, 14 and 15, 1999

COMMUNITY AND NEIGHBOURHOOD SERVICES COMMITTEE

REPORT No. 4

1 Status Report on Capacity of the Emergency Shelter System

2 Proposed Changes to the Schoolhouse Program

3 Special Funding Under the Federal Residential Rehabilitation Assistance Program

4 Transfer of Provincial Responsibilities to Social Services and Children's Services Divisions

5 Youth Outreach Toronto Program

6 Toronto Youth Job Corps

7 Children and Youth Action Committee - Workplan

8 Appointment to the Advisory Committee on Homes for the Aged

9 Other Items Considered by the Committee

City of Toronto

REPORT No. 4

OF THE COMMUNITY AND NEIGHBOURHOOD SERVICES

COMMITTEE

(from its meeting on March 24, 1999,

submitted by Councillor Chris Korwin-Kuczynski, Chair)

As Considered by

The Council of the City of Toronto

on April 13, 14 and 15, 1999

1

Status Report on Capacity of the

Emergency Shelter System

(City Council on April 13, 14 and 15, 1999, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends:

(a) the adoption of the report dated March 4, 1999, from the Commissioner of Community and Neighbourhood Services, subject to:

(i) amending Recommendation No. (7) to read as follows:

"(7) the City extend the use of the privately owned property at 312 Broadview Avenue for public service use as a temporary 60-bed emergency shelter for men operated by the Salvation Army; and that the Commissioner of Community and Neighbourhood Services be requested to provide the Community and Neighbourhood Services Committee with a review of its operations in two months' time;"; and

(ii) amending Recommendation No. (8) to read as follows:

"(8) staff be directed to pursue the immediate opening of a temporary single men's program in mid-April should the occupancy of the single men's system exceed 90 percent, and identify any sites that may need to be considered before the 90 percent threshold is achieved so that there may be appropriate notification and consultation of all interested parties;";

(b) that there be consultation with the community and Ward Councillors during the implementation of the transition process from the emergency shelter at 126 Pape Avenue to the new 18-bed residential program for homeless adult women, and that this matter be given immediate attention;

(c) that, in the future, development of any new hostel facilities must adhere to a protocol for meaningful community consultation prior to Council approval of the establishment of such facilities; and

(d) that Council endorse a "fair share" policy for the siting of emergency shelter housing across the new City, and instruct the Committee responsible for the review of the City's Official Plan to incorporate such policy in the Official Plan.

The Community and Neighbourhood Services Committee, reports for the information of Council, having directed the Commissioner of Community and Neighbourhood Services to report to the Community and Neighbourhood Services Committee:

(1) at the earliest opportunity, on strategies and initiatives that can be immediately pursued to ensure a wider distribution of affordable and social housing across the new City;

(2) on the feasibility of issuing a Request for Proposals to encourage submission of proposals from any property owners who have available properties for potential shelter use; and

(3) in six months' time, and on a regular basis thereafter, on emergency shelter operations in Toronto, such report to include:

(i) the City's progress in implementing Recommendation No. 6 of the Homelessness Action Task Force, which reads:

"Resources should be directed from providing hostel spaces to helping people find and maintain permanent housing, on condition that a sufficient new supply of supportive and low-cost housing is created. This shift should be phased in by reducing the number of hostel spaces by 10 percent each year until the total is reduced by half the base number."; and

(ii) any significant issues related to the operation of specific shelters, efforts made to resolve problems through community consultation and mediation, and the prospect for resolution of the identified problems.

The Community and Neighbourhood Services submits the following report (March 4, 1999) from the Commissioner of Community and Neighbourhood Services:

Purpose:

To provide the Community and Neighbourhood Services Committee with an update on the capacity of the emergency shelter system, to identify areas where there are projected shortfalls, and to suggest short and long-term strategies for addressing the shortfalls.

Funding Sources, Financial Implications and Impact Statement:

The continued growth in demand on the shelter system has been anticipated and is included in the 1999 budget request.

Recommendations:

It is recommended that:

(1) the Community and Neighbourhood Services Committee support the objective of maintaining the monthly occupancy level of the emergency shelter system for adults and youth at no more than 90 percent;

(2) the City extend the use of its property at 60 Richmond Street East for public service use as an 85-bed emergency shelter and drop-in for men and women operated by Dixon Hall and Central Neighbourhood House;

(3) while continuing to pursue the relocation of the Bail Reporting Centre to a new facility, the staff of Facilities Management work with staff of Hostel Services to review the space requirements of the two programs at 60 Richmond Street East with the intention of providing increased floor space to the shelter program and resolving shared space issues which may exist;

(4) the City extend the use of its property at 11 Ordnance Street for public service use as a 50-bed shelter, transitional housing and training development program for youth to be operated by Eva's Place youth shelter;

(5) the City extend the use of its property at 5248 Yonge Street for public service use as a 37-bed emergency shelter for youth operated by Eva's Place Youth Shelter;

(6) the City extend the use of its property at 126 Pape for public service use as an 18-bed residential program for homeless adult women operated by St. Vincent de Paul, and that staff be directed to approach the Province regarding the provision of supportive housing funding on this site;

(7) the City extend the use of the privately owned property at 312 Broadview Avenue for public service use as a 60-bed emergency shelter for men operated by the Salvation Army;

(8) staff be directed to pursue the immediate opening of a temporary single men's program in mid-April should the occupancy of the single men's system exceed 90 percent;

(9) the Mayor and Chair of the Community and Neighbourhood Services Committee meet with the Ministers of Health and Housing to seek appropriate funding for transitional/supportive housing programs which are currently being funded under the hostel per diem;

(10) staff be directed to report back to the Community and Neighbourhood Services Committee in April with further information on strategies to address the situation in the family shelters; and

(11) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

Because of rapidly changing pressures on the emergency shelter system and general concerns for homeless people in our community, the Community and Neighbourhood Services Committee has requested that staff prepare regular reports updating Committee on the status of needs and services in this area.

Comments:

Current Status:

As we approach the summer of 1999, occupancy of the shelter system remains high. Despite a total capacity of approximately 4,200 beds, the occupancy of the system has been approximately 95 percent. With only 5 percent capacity remaining, the system's ability of responding to changes in the homeless population is being challenged. On any given night, there are approximately 100-150 beds available in the system. These beds are scattered throughout the City and are sometimes located in facilities that are already operating at very high capacities. Further, the beds that are available may not provide the supports and services that are needed by the homeless individuals seeking beds on that night. All these factors make it more difficult for a person to access a shelter bed at the time it is needed.

Building a Vacancy Capacity in the Adult and Youth Shelters:

Traditionally, requests for shelter beds in the adult and youth systems drop during the summer months. At the same time, however, the capacity of the system is reduced through the closure of winter programs. Prior to 1997, demand dropped further than bed reductions allowing us to maintain a healthy vacancy rate. Over the past two years, however, these two patterns have begun to converge. Even during the summer months, shelter occupancy remains high. Many shelters remain crowded and the right shelter bed is not always available at the right time. In order to address these issues and to restore the flexibility and responsiveness needed in the system, staff are recommending that we target 90 percent as the desired occupancy level for the emergency shelter system for adults and youth.

While it is clear that in the short term the system requires expansion, it should be noted that occupancy levels are not the same for each client group. In some client sectors, the system remains capable of responding to demands. In others, the gap between beds available and beds used is closing at a rapid rate. The following section details the situation facing various client groups and recommends strategies to address these needs.

Attached as Appendix 1 are graphs that illustrate, by client group, the shelter occupancies and capacities for February and July during the last six years.

Shelters for Youth:

The youth shelter system works with individuals aged 16-25 years old. Staff project that the spring/summer occupancy of this system will be approximately 85 percent. This provides good flexibility and allows most youth seeking a space in the system will be able to find one.

This projection assumes that we will retain all beds that are currently open and accordingly staff are recommending the extension of The Satellite Youth Shelter, which operates in the City-owned site at 5248 Yonge Street. This is a very successful program that has operated for the past two winters and which works with youth that require different supports than those traditionally provided in the youth shelters.

The provision of immediate supports to homeless youth continues to be crucial; however, the system will never be able to move past crisis responses without the development of supportive, transitional programs that move youth forward into permanent housing. Staff, along with community and private partners, are currently working on the development of an innovative program that will have exactly this focus. The City-owned site at 11 Ordnance Street is being redeveloped as an innovative 50-bed youth shelter which provides educational, life skills and training supports that are key in helping people find and maintain jobs and housing. Work on this site will begin in March. Youth have been involved in design discussions and will be involved in a training program that will include working with the contractor on site construction. It is expected that youth will be living on site by late 1999.

Shelters for Single Women:

The single women's system currently has a capacity of 367 with another 166 beds available in the co-ed adult facilities. Occupancy for the summer is projected at 90 percent. As with the youth system this occupancy projection assumes that the capacity of the system will need to be maintained at its current level. In addition to maintaining capacity, the focus of some beds must also be shifted.

The ability of the women's system to appropriately reach the "hardest-to-serve" women must be addressed. While there are proportionately fewer women using the system than men, homeless women are more likely to experience mental health problems. A number of new beds have opened or will be opening to work with this client group. Savard's, an existing program that has been in operation since 1997, has recently been expanded from 10 to 15 beds. Another 15 beds will become available with the opening of a harm-reduction program when Women's Residence returns to its renovated site at 674 Dundas Street West. In addition, we must provide longer-term supportive responses for those women who use the emergency shelter system on a chronic basis. These women no longer need emergency shelter, but require longer term housing with the supports they need to stabilize their lives.

Over the past two winters, only one new program for single women has opened. This program, located in a City-owned property at 126 Pape Avenue, was opened in January of 1999. The 30-bed women's shelter occupies the northern section of the building while an Ambulance Station occupies the southern portion. Staff recommend that the use of this site be extended but that the capacity of the program be reduced to 18 beds. The thrust of the program would be shifted away from emergency service to longer-term residential support in order to meet the needs of the women described in the previous paragraph. Clients would be admitted on a referral basis only, from other women's emergency shelters. The women would live communally with on site staff supports provided 24 hours a day. Hostel Services currently operates a similar program that has been very successful and would like to see an expansion of this type of service. Development of this type of supportive response will be essential if we expect to curtail the continuing expansion of the emergency shelter system. This type of program should more appropriately be funded at the provincial level as supportive housing and staff will be approaching the Ministries of Health and Housing to begin discussions.

In order to replace the beds that would be lost through this capacity reduction, staff will pursue a further 15-bed expansion of the women's system at another location.

Shelters for Single Men:

The single men's system has been operating at close to capacity for the past two years. For the past two summers, occupancy was approximately 94 percent. In February of 1999, occupancy was at 98 percent. This meant that on average approximately 50 beds were available in the men's system. Staff believe that the vacancy margin in this sector is too small.

By early summer two facilities with a total of 160 beds, the majority serving adult men, will be closed. The buildings will be demolished to make way for redevelopment. In addition, the Out of the Cold Programs, which are used in large part by single adult men, will begin closing for the season.

To accommodate demand, we must begin by retaining the remaining beds that we have in place. The Salvation Army's 60-bed facility located at 312 Broadview Avenue that opened this winter should continue to operate. The City should also approve the ongoing use of 60 Richmond Street East as an emergency shelter. This program, operating out of a City-owned building has been open since January of 1998 and successfully provides both shelter and a drop-in services. The program currently shares the building with the Bail Reporting Centre. Facilities Management staff are working to relocate the Bail Program but have not yet been successful in finding alternate space. Once this program is relocated, it is hoped that the shelter and drop-in program could expand into the rest of the building. This expansion would address the overcrowding in the existing program and could lead to a small increase in beds. Until such time as the Bail Program can relocate, staff recommend that staff of Hostel Services and Facilities Management work together to develop a plan to improved the shared space for both the shelter program and the Bail Reporting Centre.

Once these sites are secured, further bed expansion must take place to replace the sites that are being lost and to allow the occupancy level to return to 90 percent. Staff estimates that the total number of beds needed to achieve this will be 220. From the demand being placed on the Seaton House Annex, it is clear that at least a portion of these beds need to be based on the harm reduction model. Staff have begun to explore some possibilities for the establishment of additional beds.

It will be important to bring these new beds on stream in early April. As other seasonal beds begin to close, it cannot be assumed men will be able to find alternate housing, nor can it be accepted that they may be forced into living on the street. If sufficient new beds are not in place by April 15, staff recommend that the City be prepared to move to immediately open a temporary single men's shelter as a bridge until new beds are available.

Seaton House:

All of the capacity figures related to the single men's system are based on the assumption that Seaton House can maintain its existing capacity at 550 beds. The capital renovation of Seaton House is scheduled to begin in July of 1999. In order to expedite the renovation process, staff are currently seeking sites where at least a portion of the Seaton House beds could be relocated. If alternate space cannot be located, the renovation of Seaton House will have to be delayed as it will not be reasonable to assume that the remainder of the system could absorb these bed closures. The renovation would proceed when alternate bed space is found.

Shelters for Couples:

Separate statistics are not kept on the number of adult couples without children who are using the emergency shelter system. Over the past number of years, the shelter system has become more available to couples as a number of co-ed adult facilities are now available. Prior to this, couples accessed the family system if space was available, or were forced to separate and use the single adult facilities. There are many couples in the system and a significant number are connecting with the Doctor's Hospital site and the Out of the Cold programs. As both these programs will be closing in April, staff will be looking for alternative programs that can make space available to couples.

Shelters for Families:

Unlike the other client groups, the number of shelter beds for families is not fixed. There are 600 permanent family shelter beds. The remainder of the capacity in the family system is achieved through purchase of service agreements with motel owners. Rooms/beds are purchased according to demand. At the present time 1,100 people are housed in the motel program.

Families are one of the fastest growing segments of the homeless population. Staff are projecting that numbers will be up by 600 people over the same time last year. Many families are forced into emergency shelters because they simply cannot find or maintain adequate affordable housing while working minimum wage jobs or collecting social assistance. Another large group of families has to leave their homes because of violence. There are not sufficient beds in the assaulted women's sector to support them and so they must turn to the emergency shelter system. Assaulted women's shelters are now fully provincially funded and staff are not aware of any plans to increase the number of beds in Toronto. Staff will be meeting with the provincial Ministry of Community and Social Services to discuss this issue.

There are limited options for expanding the emergency shelter beds to families. Staff believe that we will be able to respond to increasing numbers by further expansion of the motel program. Unfortunately, expansion within Toronto is not possible. The Kingston Road motel strip cannot be further expanded, and motel owners in other parts of the City have not expressed an interest in contracting with the City. Staff believe that we will be able to purchase more motel beds outside the City of Toronto and will begin negotiation with motel owners shortly in order to secure rooms prior to the start of the tourist season.

As with the other sectors, it is imperative that we develop longer-term strategies to address the ever-increasing numbers. One new family project is slated to open in the near future. Beatrice House, a 60-bed project serving single mothers and children, is scheduled to open in early summer of 1999. An innovative program which brings together shelter, education, training and childcare. It is a welcome addition to the system. It is one of the first programs that will, by design, provide longer-term supports to assist women in finding and keeping employment and housing. But we must go further in focussing on prevention and diversion strategies that will keep families from ever having to enter the emergency shelter system. Many families living in the community are but one crisis away from being forced to turn to the shelter system for help. Because families are often forced into the shelter system for purely economic reasons, targeted interventions such as eviction prevention, housing help and landlord mediation are likely to help these families remain housed. A further report will be brought forward in April to make recommendations regarding longer-term hostel diversion strategies for families.

Implications of Suggested Strategies:

Zoning Issues:

One of the prime strategies being recommended to address capacity issues is the retention of existing sites that were opened over the past two winters. Seven sites were opened and of these only one was opened with as of right zoning in place. The remaining six sites were located on properties that normally would have required full rezoning or would have had to go to committee of adjustment for minor variances. Minor variances take approximately three months. Planning approvals (required regulatory and additional community meetings) for rezoning take anywhere from 12-16 months. At the end of these processes, there is still the possibility that decisions could be appealed to the Ontario Municipal Board resulting in lengthy delays and possible refusal of the proposed variance/rezoning.

Traditionally, the development of a new shelter takes 5-7 years. Almost all new shelters require rezoning and at least 1.5 to 2 years of the development process is taken up with the consultations, meetings, hearings and appeals associated with rezoning. While this process has been viable when longer lead times were available, over the past two winters a different process has been required. What has driven the need for services during this time was an unprecedented increase in the number of people requiring emergency shelter service. Sheer volume of demand required an immediate expansion of beds available. Use of the traditional process would have resulted in beds opening many months, if not years, after the crisis had been identified.

In 1997 and 1998, the City used sections of the zoning by-laws of the former Cities of Toronto and North York which gives certain governments and public services the right to use buildings/lands for public service use/essential services. Emergency shelter use was defined by both Cities as a public service use/essential service. These sections have allowed the City to issue building permits immediately. This speed of action has been critical in developing an appropriate response. Using this process, one 100-bed program was opened in 29 days.

Staff are recommending that Council extend the use of the sites which were opened during 1997 and 1998 using these zoning by-law exceptions and that these emergency shelter uses continue to be permitted under these exceptions.

Neighbourhood Concerns:

The use of the zoning provisions as described above has meant that there has been limited consultation with members of the community living in proximity to new facilities. As the sites have not been rezoned, there has been no requirement for official notification in the change of use of the site, nor have there been official requirements for public meetings. While some meetings have taken place in some communities, this often happened some time after work had begun on facilities. Some community members have found this extremely upsetting. They feel that the City provided little information about what was taking place and proceeded with little consideration of local residents. They are further frustrated by the fact that as there is not a rezoning process in place, they have little recourse for objecting to or impacting on the use of the site.

It is the experience of staff that shelters have little impact on the surrounding community, particularly if the facility is kept to a reasonable size and managed by an experienced community organization. Unfortunately, that is not the perception of any community that is faced with the opening of an emergency shelter program.

Community Concerns:

Over the past six to eight months, some community advocacy groups have been expressing serious concerns about the emergency shelter system and its ability to appropriately serve the growing numbers of people requiring service. Issues specifically identified have been: overcrowding, under-staffing, inconsistency in treatment of clients (i.e., barrings), and lack of appropriate beds for those seeking help, particularly those with mental health and/or addictions. It is likely that advocacy groups will feel that the recommendations in this report do not go far enough. While staff feel that an occupancy target of 90 percent will go a long way toward addressing the overcrowding issues, advocacy groups have previously indicated that they feel that anything higher than an 85 percent occupancy level will still result in overcrowding in the system. A process is underway to consult shelters and users on the issues of barrings, clients rights and responsibilities, and plain language hostel standards. Staff will to report back to Committee on these items in early summer.

Short-term Response Versus Long-term Solutions:

Over the past number of years, rapid expansion of the emergency shelter system has been the solution to increases in demand. It must be noted, however, that expansion of beds in the system is a short-term response only and is not a solution or answer to the increasing numbers of people that are entering, and becoming trapped in the shelter system. It must further be noted that as effective as this response has been over the past number of years, it is becoming more difficult to find and develop sites. Depletion of appropriate City-owned properties, lack of capital funds for site development and ongoing community resistance to these services make this short-term response less viable with each passing year. Only through the further development of diversion programs (including housing help, eviction prevention and rent banks), which help people avoid the shelter system entirely and through the construction of supportive and affordable housing which will let people leave the emergency shelter system will we begin to be able to reduce the number of shelter beds in the City of Toronto. This is the thrust of the recently released Mayor's Homelessness Action Task Force report and a detailed response to this report will be brought forward to the Committee in April.

Prognosis for Next Winter:

Staff are predicting that the current level of bed capacity will be needed through the fall and winter of 1999-2000. We are hopeful that as we begin to focus on homelessness prevention, shelter diversion and supports to chronic users, we will be able to avoid further expansion of the emergency shelter system. Staff will report back to the Community and Neighbourhood Services Committee at its first meeting in September with a status report for the fall and winter season.

Conclusions:

The growing demand on the shelter system and the resulting high occupancy levels continue to be problematic. While the situation in the youth and single women's sectors are manageable, staff remain concerned about the trends in the single men's and family sectors. At the present time, we believe that the short-term response for the men's system is the expansion of beds. In the family system, we are hopeful that the increases can be managed through further motel contracts outside of the City and targeted diversion programs that will be discussed in a further report to the Committee in April.

The City must work towards developing a balance between short-term emergency responses such as these and the long-term preventions strategies. While we have begun the development of some transitional programs, we must further shift from a reactive crisis response to more pro-active plan that includes the development of housing and supports for vulnerable people in our community. It is only through these longer-term solutions that we can stop the indefinite expansion of the emergency shelter system.

Contact Name:

Joanne Campbell

General Manager of Shelter, Housing and Support Division

Tel: 392-7885

(A copy of each of the Appendices referred to in the foregoing report was forwarded to all Members of Council with the agenda of the Community and Neighbourhood Services Committee for its meeting on March 24, 1999, and a copy thereof is on file in the office of the City Clerk.)

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The Community and Neighbourhood Services Committee reports, for the information of Council, also having had before it communications and briefs from the following with respect to the various emergency shelters referred to in the report of the Commissioner of Community and Neighbourhood Services:

- (February 26, 1999) from Mr. John Clarke, Provincial Organizer, Ontario Coalition Against Poverty;

- (March 4, 1999) from Ms. Julia Rogers;

- (March 8, 1999) from Ms. Margaret Blair, on behalf of the Lakeside Area Neighbourhoods Association;

- (March 8, 1999) from Ms. Brenda Cohen;

- (March 8, 1999) from Tom and Marlene Altosaar;

- (March 7, 1999) from Mr. Greg Harrison and Mr. Ken McKenzie;

- (March 5, 1999) from the Board of Directors of the Boston Association of Residents for a Clean Quiet Street;

- (Undated) from Mr. Svend Petersen;

- (March 7, 1999) from Mr. Rod Grigor, Ms. Tina Chan and Ms. Jeanette Tanguey;

- (March 6, 1999) from Ms. Ellen Eaton;

- (undated) from Mr. Fred Avery;

- (March 4, 1999) from Mr. Daniel Morin;

- (March 4, 1999) from Ms. Francine Tanguay;

- (March 3, 1999) from Ms. Mary Ann Grainger;

- (undated) from Ms. Anneke van Soeren;

- (March 8, 1999) from D. Reingold;

- (Undated) from Ms. James Mcallister;

- (March 22, 1999) from a number of residents of Simpson Avenue;

- (March 22, 1999) from Mr. Daniel Morin;

- (Undated) from Mr. Raymond Lam;

- (March 19, 1999) from Ms. Toba Bryant;

- (March 19, 1999) from Mr. Dennis Raphael;

- (Undated) from Mr. Bob Beerman;

- (March 16, 1999) from Mr. Rod Grigor;

- (March 20, 1999) from Mr. Jonathon Bakan;

- (March 19, 1999) from Ms. Seraphina Park;

- (March 4, 1999) from Mr. Jacques Farand;

- (March 18, 1999) from Mr. Ben Carniol, Professor, Ryerson Polytechnic University;

- (March 19, 1999) from Mr. Kurban Versi;

- (Undated) from Ms. Julia Greenbaum;

- (March 22, 1999) from Mr. Larence Chan;

- (March 21, 1999) from Ms. Phyllia Waugh;

- (Undated) from Mr. Les Mondich;

- (March 22, 1999) from Mr. Gilbert Ching, Manager, Bank of Nova Scotia;

- (Undated) from Ms. Linda Klan and Mr. Peter Coney;

- (February 16, 1999) from Ms. Francine Tanguay;

- (February 15, 1999) from Tom and Marlene Altosaar;

- (February 15, 1999) from Mr. Fred Avery;

- (January 26, 1999) from Ms. Brenda Cohen;

- (January 24, 1999) from Ms. Andrea Sorensen;

- (March 3, 1999) from Ms. Mary Ann Grainger;

- (January 24, 1999) from Mr. Svend Peterson;

- (March 8, 1999) from Mr. James Macallister;

- (March 22, 1999) from Mr. Curtis Fahey;

- (March 23, 1999) from Ms. Sandi Akins;

- (March 22, 1999) from Mr. Paul Young;

- (March 23, 1999) from Costa Ktami;

- (March 23, 1999) from Ms. Brenda Cohen;

- (Undated) from Councillor Pam McConnell, Don River;

- (March 24, 1999) from Mr. Kevan Staples and Ms. Marilyn Kiewiet;

- (March 19, 1999) from Mr. Martin Sherman;

- (March 21, 1999) from Ms. Susie Reading and Mr. Jeff Powis;

- (March 24, 1999) from Mr. John S. Rait;

- (March 24, 1999) from Mr. Jason Wong, Chinese Chamber of Commerce (East Toronto) Inc.;

- (March 17, 1999) from Katherine and Gregory McHarg; and

- (March 24, 1999) from Ms. Kadi Kaljuste.

The following persons appeared before the Community and Neighbourhood Services Committee in connection with the foregoing matter:

- Mr. Tom Altosaar, South Riverdale Community, and submitted a Petition signed by approximately 175 persons in opposition to the use of 126 Pape Avenue as a homeless shelter due to the excessive density of government assisted housing in South Riverdale, when compared to other neighbourhoods in the City of Toronto;

- Ms. Brenda Cohen;

- Mr. James Cywink, Mr. Brian Boyd and Mr. John Clarke, Provincial Organizer, Ontario Coalition Against Poverty;

- Ms. Mary Ann Grainger;

- Mr. Fred Avery;

- Mr. Svend Peterson;

- Mr. Matt Fahey, Friends of the Shelter, and submitted a brief signed by a number of residents in regard thereto;

- Ms. Margaret Eder (by video tape);

- Mr. Dwayne Willoughby;

- Ms. Sarah Pierson, and submitted a brief in regard thereto;

- Ms. Barbara Amsden, Boston Association of Residents for a Clean Quiet Street;

- Mr. Graham Prentice;

- Ms. Ellen Eaton, and submitted a brief in regard thereto;

- Ms. Cathy Crowe, Queen West Community Health Centre;

- Ms. Kira Heineck, Toronto Disaster Relief Committee, and submitted a brief in regard thereto; and a Petition signed by approximately 221 persons requesting that the Armouries be opened for the homeless;

- Ms. Kathy Hardill, Street Nurses Network;

- Ms. Louise Coutu, St. Vincent de Paul;

- Ms. Sherry Hayes, Director, Amelie House, and submitted a brief in regard thereto;

- Mr. Keith Denny, South Riverdale Community Health Centre;

- Ms. Sharon Purdy, and submitted a brief in regard thereto;

- Mr. Beric Germane, on behalf of Street Health;

- Ms. Rachel Singer, and submitted a brief in regard thereto;

- Ms. Linda Lalonde, and submitted briefs by Dina Dawkins, Rocchina Giurdanella, Renee Langford, Colleen F. and Miguela C., including a list of reasons why the shelter at 126 Pape Avenue should remain open, prepared by the residents;

- Mr. Isaac Morkel;

- Ms. Louise Singer, and submitted a brief in regard thereto;

- Ms. Judy H.;

- Ms. Michelle A., on behalf of Tina D.;

- Ms. Jordan M.;

- Mr. David Erland;

- Ms. Tara Cleveland, and submitted a brief in regard thereto;

- Mr. Bob Barnett;

- Mr. Gerald Whyte;

- Ms. Linda Briggs;

- Ms. Marie Klaassen;

- Mr. Chuck Edwards;

- Mr. Cliff Martin, The Public Housing Fightback Campaign;

- Mr. Fred Avery, and read a brief on behalf of Mr. Terry Vasyliw;

- Councillor Pam McConnell, Don River; and

- Councillor Jack Layton, Don River.

(City Council on April 13, 14 and 15, 1999, had before it, during consideration of the foregoing Clause, the following communications:

(i) (April 6, 1999) from Ms. Margaret Blair, Lakeside Area Neighbourhoods Association, requesting that Council consider closing the hostels at 312 Broadview Avenue and 126 Pape Avenue;

(ii) (April 13, 1999) from Ms. Margaret Blair, Lakeside Area Neighbourhoods Association, reiterating the request to close and relocate the hostels at 312 Broadview Avenue;

(iii) (April 9, 1999) from the Board of Directors, Boston Avenue Residents for a Clean and Quiet Street (BARCQS), forwarding suggested changes to the recommendations of the Community and Neighbourhoods Committee with respect to assisted housing in the South Riverdale area;

(iv) (April 11, 1999) from Mr. Robert Tully and Ms. Anne Tully, requesting that Council reject the proposal for a hostel at 312 Broadview Avenue;

(v) (April 12, 1999) from Ms. L. Ktami, requesting the closure of the hostel at 312 Broadview Avenue and submitting a petition signed by 53 residents of the area in support of the closure;

(vi) (April 12, 1999) from Mr. Daniel Morin, Toronto, in opposition to the extended use of the shelter at 126 Pape Avenue; and

(vii) (April 12, 1999) from Ms. Francine Tanguay, Toronto, in opposition to the extended use of the shelter at 126 Pape Avenue.)

2

Proposed Changes to the Schoolhouse Program

(City Council on April 13, 14 and 15, 1999, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (March 9, 1999) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report proposes changes for the Schoolhouse, a unique shelter/rooming house at 349 George Street.

Funding Sources, Financial Implications and Impact Statement:

Funding for the Schoolhouse program is currently covered in the 1999 budget for Hostel Services of the Shelter, Housing and Support Division.

Recommendations:

It is recommended that:

(1) the the Schoolhouse Program, located in a City-owned building at 349 George Street, be modified to include services to assist homeless men to leave hostels;

(2) staff negotiate with Dixon Hall to finalize:

(a) a legal agreement to operate the new program in the City-owned building at 349 George Street; and

(b) a purchase of service agreement with Hostel Services; and

(3) the appropriate City officials be authorized to take the necessary action to give effect to the recommendations.

Council Reference/Background/History:

The former City of Toronto has owned and operated the Schoolhouse, an overnight facility for 50 to 70 homeless men, since 1978. The hours of operation have been 4:00 p.m.-10:00 a.m. for many years. This is a unique facility because it has features of both a rooming house and a shelter. The accommodation is dormitory style, yet the residents pay a nightly fee, help with the operation of the Schoolhouse and most want to work at least part-time. In addition there is a harm reduction approach to alcohol. Historically, Schoolhouse residents have seen themselves as responsible workers who pay their own way.

The Schoolhouse has operated with the limited budget generated by the resident fees and has employed a manager who is a temporary non-unionized City of Toronto employee. He has maintained informal relationships with the residents who assist him in the operation of the facility. In exchange, these residents were paid an honorarium. In addition, the Toronto Housing Company (formerly Cityhome) has been providing basic maintenance services which are not reflected in the current budget. The operating budget is inadequate and there are no capital reserves. The 1998 excess expenditures over revenues is shown in Appendix A and discussed under Financial Implications below.

For more than 15 years, Dixon Hall, a local agency, has provided some assistance to Schoolhouse residents in finding longer term housing.

Comments and/or Discussion and/or Justification:

Change is Needed:

The Schoolhouse is an anomaly and needs to change as the City moves to rationalize the roles of the Toronto Housing Company and the Shelter, Housing and Support Division. In particular, the informal relationships between the City and the residents who help with the program are of concern and may be open to challenge. The honoraria paid to residents to help with the facility needs to be formalized and can best be handled by a community-based agency with a history of employing homeless men.

The Schoolhouse building requires up-grading and staff believe that the program needs to be modified to more effectively assist homeless men to find and keep both jobs and housing. Existing resources are not adequate to accomplish this.

Proposed Program:

The proposed program is intended to build on the strengths of the current program, while putting an emphasis on helping men to leave the hostel sector. This focus is in keeping with the recommendations of the Mayor's Homelessness Action Task Force.

The proposed new Schoolhouse program, like its predecessor, will be a unique model with features of both rooming house and shelter projects. Residents will continue to pay a nightly fee of $6.00 but will be expected to work with staff, both on site and in community agencies, to develop strategies for finding housing and employment. The new program will continue to use a harm reduction approach with respect to alcohol and will promote peer support. Referrals to the Schoolhouse program will come primarily from men's hostels and will focus on men who are looking for assistance to leave the hostel sector. Staff will be on site 24 hours/day.

The attached budget reflects the additional staff needed to operate the proposed program. This includes cleaning and caretaking which would provide an opportunity for employment and skills development for homeless men. This change to employment experience will be implemented in conjunction with existing training programs.

It is proposed that the administration of the Schoolhouse program, currently a responsibility of the Department's Shelter, Housing and Support Division, be turned over to a community agency that will manage the operation, link with other programs and services, and continue to work with the local community to address any local issues.

Operation of the Schoolhouse Program:

It is recommended that the City contract with Dixon Hall to operate the new program at the Schoolhouse for the reasons described below.

For the past fifteen years a Dixon Hall housing worker has visited the Schoolhouse on a weekly basis. In addition, Schoolhouse residents have used other Dixon Hall programs. The proposed changes will strengthen this existing relationship and provide continuity for the residents.

Dixon Hall is an established community-based multi-service agency that has a positive history with the City including many years of working with the Schoolhouse. Dixon Hall, a leader in serving the homeless community, has successfully operated shelters and community economic development projects employing homeless people with funds from the former Metro and former City of Toronto. In addition, Dixon Hall received federal funding last fall to operate a project which will help homeless men to find and keep casual work.

In delivering its programs and services, Dixon Hall has always maintained positive working relationships with its neighbours in the downtown east section of the City.

For this range of reasons, Dixon Hall has been recommended as the agency best suited to run the new Schoolhouse program rather than initiating a Request for Proposals process. Dixon Hall has expressed an interest in this proposal during preliminary discussions.

Capital Repairs:

The building which houses the Schoolhouse program is in need of considerable upgrading. Therefore, an application for federal funds, through Canada Mortgage and Housing Corporation, Residential Rehabilitation Assistance Program has been made. Preliminary discussions have been positive and final funding approval is expected soon. Renovation work could be completed by the fall and will be managed by the Toronto Housing Company. The Schoolhouse and the Toronto Housing Company will work with Dixon Hall's Casual Labour Exchange to employ homeless men for some of the work. This approach is in accordance with the self help principle articulated by the Mayor's Action Task Force.

Transition Plans:

Current residents will remain at the Schoolhouse with staff available to assist them in finding employment and longer term housing. As vacancies become available, new referrals to the Schoolhouse will primarily come from men's hostels. The hours of operation will remain 4 p.m.-10 a.m. at least initially and the cleaners/caretakers will be on site during the remaining hours.

The City employee currently managing the Schoolhouse will be invited to apply to Dixon Hall to manage the new program. Similarly, the residents who assist with the facility will be invited to apply for the new cleaning/caretaking positions.

The Toronto Housing Company has agreed to provided basic maintenance services and will implement the capital upgrade. The associated costs need to be negotiated.

After an initial six month period, City and Dixon Hall staff will evaluate the progress of the program to assess its effectiveness in assisting the residents to leave the shelter system. They will also consider the Schoolhouse's relationship with the local community and its linkages with other programs and services for homeless people. Any necessary program modifications will be made at that time.

Financial Implications:

The Schoolhouse has operated with a limited budget and has provided minimal services. Revenues have been generated solely by the resident fees with no hostel per diems flowing to the program. In 1998, the Schoolhouse revenues were $99,930.00 and expenditures were $120,354.00 as shown in Appendix A. The excess expenditure over revenues is $20,424.00. This shortfall was absorbed by utilizing underexpenditures in the remaining portion of the former Housing Division's annual operating budget.

The existing revenues are not sufficient to support the longer term program goals or the maintenance of the building. Therefore, it is recommended that hostel per diems of $10.00-$15.00 be provided to supplement revenue generated by resident fees. The proposed annualized 1999 operating budget of $281,050.00 found in Appendix A reflects these sources of revenue and the increase in staffing.

As there are existing revenues generated by resident payments, a full per-diem is not required for the program. The proposed per-diem amount of $10.00-$15.00 is substantially below the Provincial cost-sharing cap and will help balance the higher cost programs in the system.

Conclusion:

As noted in the Final Report of the Mayor's Homelessness Action Task Force, the City must work towards reduced emergency shelter usage by supporting a range of programs which offer longer term options to people who are homeless. The proposed Schoolhouse Program is an important program designed to help homeless men leave the homeless sector - by providing assistance in accessing longer term housing and employment. The proposed Schoolhouse program builds on the successes of the past two decades and plans for the future by encouraging self-reliance.

Contact Name:

Joanne Campbell,

Tel: 392-7885/Fax: 392-0548

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Appendix A

Schoolhouse Annual Operating Budgets

	1998 Actuals	1999 Annualized
Revenues:
Resident User Fees	$99,804.00	$98,550.00
Other	126.00	0
Hostel funding	0.00	182,500.00
Total Revenues	$99,930.00	$281,050.00
Expenditures:
Staffing and Benefits	$89,249.00	$194,417.00
Program Costs	0	26,366.00
Administrative Costs	0	29,162.00
Utilities and Maintenance	31,105.00	31,105.00
Total Expenditures	$120,354.00	$281,050.00
Excess Expenditures Over Revenue	($20,424.00)	$0

3

Special Funding Under the Federal Residential

Rehabilitation Assistance Program

(City Council on April 13, 14 and 15, 1999, amended this Clause, by adding thereto the following:

"It is further recommended that the report dated April 13, 1999, from the Chief Financial Officer and Treasurer, embodying the following recommendation, be adopted:

'It is recommended that the Chief Financial Officer and Treasurer, in consultation with the City Solicitor, draft the required debenture by-law for consideration by Council and negotiate any associated agreements required by Canada Mortgage and Housing Corporation (CMHC) to facilitate the approved funding.' ")

The Community and Neighbourhood Services Committee recommends the adoption of the following report (March 10, 1999) from the Commissioner of Community and Neighbourhood Services, subject to amending Recommendation No. (4) to read as follows:

"(4)(a) the Chief Financial Officer and Treasurer, in consultation with the City Solicitor, be requested to report directly to Council on a financing mechanism by which the acceptance of RRAP loans for 11 Ordnance Street, 349 George Street and 156-158 Munro Street could be achieved; and

(b) subject to the approval of a satisfactory financing mechanism, Council approve the City's acceptance of the RRAP loans; and":

Purpose:

This report outlines progress in delivering the special Residential Rehabilitation Assistance Program (RRAP) funding announced in December for rental and rooming house properties as a Federal response to homelessness, identifies broader implications, and makes related recommendations.

Funding Sources, Financial Implications and Impact Statement:

RRAP provides federal housing repair loans directly to property owners. The City delivers the program with existing staff resources, receiving CMHC payments on a fee-for-service basis. Funding is expected to include part of needed capital repair costs of three City-owned properties.

Recommendations:

It is recommended that:

• the Mayor be requested to write to the Minister responsible for Canada Mortgage and Housing Corporation (CMHC), commending the federal allocation of $50 million additional funding for rental and rooming house properties under the Residential Rehabilitation Assistance Program, and requesting that the enhanced funding be provided annually;



• staff be authorized to deliver the special RRAP allocation and, for that purpose, the City enter into agreements with CMHC, to the satisfaction of the City Solicitor;

(3) CMHC be requested to increase the flexibility in use of RRAP funds, to clearly cover cases such as non-residential conversion, addition of units, emergency shelters, properties with CMHC mortgages, block commitments for experienced non-profit agencies, and other housing needs for homeless and at-risk people;

(4) Council approve the City's acceptance of RRAP loans for City properties at 11 Ordnance Street, 349 George Street, and 156-158 Munro Street, and City provision to CMHC of loan security in lieu of mortgages, and request the Chief Financial Officer and Treasurer and the City Solicitor to report directly to Council on an appropriate financial instrument or arrangement; and

(5) the appropriate City officials be authorized and directed to take the necessary action to give effect to these recommendations.

Background and Issues Emerging:

The Special RRAP Funding and Steps Taken to Deliver It:

The Federal Government on December 18, 1998, announced $50 million nation-wide in additional one-time Residential Rehabilitation Assistance Program (RRAP) funding, as a step to address homelessness. This is an addition to the existing $50 million annual national budget for RRAP.

It is understood that approximately $13.5 million is being allocated to Ontario, of which about half will go to projects in the City of Toronto. The new funding is targeted mainly at rental housing and rooming houses. This is a large increase from recent funding levels of $0.5 to $1.0 million annually for home-owners and disabled in the new City, and a similar amount for rental and rooming houses.

The special funding is being delivered by the City on behalf of CMHC, on a fee-for-service basis. The City is a delivery agent for RRAP under existing agreements with CMHC. CMHC contacted City staff in January to request City delivery of the new funding, given the City's knowledge of the rooming house and low-rent housing sector, and its ability to identify doable projects to implement the "homelessness" priority. New agreements with CMHC in the usual form are required for the special allocation. (General background on RRAP and the delivery role is contained in an appendix.)

The special funding has tight timeframes. It must be committed to specific projects (but not paid out) by March 31, 1999. Advertisements were placed in January in the Toronto Star and Metroland community newspapers, and an information sheet went to existing community mailing lists. Staff wrote to Councillors in January, advising of steps under way and providing an information sheet to distribute to interested constituents. CMHC's deadline for initial project proposals was January 20.

Despite the time frame, proposals were received for 170 properties involving potential funding of $30 million. Included were a few City-owned properties and City-funded shelters: the Ordnance transitional youth shelter, the 349 George Street "Schoolhouse" shelter for men, Bellwoods House for homeless women, and a pair of houses in the East End. A separate report deals with the related management agreement for 349 George Street.

Staff are now in the process of inspecting properties and advising owners on scope of work and contractors' bids, leading to final recommendations to CMHC for commitments of funding. Commitments are being made by CMHC in batches as this work progresses.

Funding is expected for approximately 50 properties containing 400 rooms and 100 apartment units, involving work of approximately $6.5 million, all subject to final CMHC approval. The 400 rooming house units being upgraded amount to about 10 percent of the City's licensed rooming houses. Some flexibility is hoped for on the March 31 deadline. City staff have attempted to provide staff at CMHC's Ontario office and Centre for Public-Private Partnerships in Housing with the information they need to advocate for the most flexible approach to the new funding.

Issues Arising Regarding More "Flexibility" in RRAP:

Flexible CMHC application of RRAP rules is key to effective targeting of funds toward the stated priority of housing for people who are homeless or at risk. Under amendments to the National Housing Act now ready for second reading, CMHC will soon have much more flexibility in RRAP rules. In the meantime, there are grey areas and CMHC staff are attempting to interpret rules and time frames flexibly to meet the needs (see details below).

The main CMHC limitation is that properties funded by RRAP must already have been in residential use of some sort. A second limitation is that the properties must not be receiving other CMHC assistance. CMHC staff have worked to meet the City's need for flexibility, with progress as follows:

Abandoned Apartment Buildings: Such properties are rare in Toronto, but are high priorities for rehabilitation. A proposal was received to rehabilitate one significant abandoned apartment property. Negotiations are proceeding with the owner, interested non-profit groups, and CMHC about project scope and feasibility, and terms of CMHC support. Such projects require considerably more than a three-month planning time frame, and CMHC flexibility on timing will be essential if this project is to proceed.

Conversion of Non-residential Properties: There is considerable potential to create affordable housing by converting non-residential properties. One private site and one City-owned site were the subject of proposals or preliminary discussions with CMHC. At this stage, CMHC is unable to approve projects for RRAP when there has been no prior residential use.

Hostels and Shelters: Needed upgrading or expansion of emergency or transitional shelters meets the immediate needs of homeless people. Early staff review with CMHC included shelter sites, both community-based and City-owned. CMHC is able to approve RRAP for transitional shelters where there is longer-term residency with some form of user contribution to the costs. Funding is likely for a portion of the Ordnance transitional youth shelter and for upgrades to Bellwoods House shelter for women. The many community-based shelters with CMHC mortgages are ineligible for additional CMHC funding through RRAP - an area where more flexible CMHC rules would be warranted.

Rooming House Additions, Conversions, and Other Issues: Most rooming house proposals were for much-needed upgrading. Several proposals were to add units to existing rooming houses, some to rehabilitate disused legal units, and some to convert properties to rooming houses. Some additions of units are expected to be funded. Conversions more often involve committee of adjustment applications that require longer time frames and raise neighbourhood issues. Proposals were received from two experienced non-profit organizations for a block commitment to upgrade rooming house properties yet to be identified. These organizations, Habitat Services and Rupert Residential Services, have a track record in such work in collaboration with the City. Staff believe a block commitment would support systematic strategies to preserve and upgrade rooming houses, and that there should be greater CMHC flexibility to permit this.

Second Suites: Almost 50 proposals were received to create or upgrade basement apartments. Issues raised by this include zoning and committee of adjustment applications, high cost per property to administer RRAP, potential volume of proposals, and possible ways to target the units to low-income people. Staff are looking at the possibility of a pilot project within 1999/2000 RRAP funding, with community agency partners, to work through these issues.

Non-profit Housing: Older non-profit housing, some of it rehabilitation projects of the 1970s, sometimes has a need for capital repairs that exceed what can be paid for from replacement reserves. The presence of existing CMHC agreements for funding or mortgages makes these projects ineligible for RRAP funding. More flexible CMHC rule would be warranted for such properties, particularly those not receiving ongoing federal funding.

In summary, greater flexibility in RRAP rules and regulations, along with longer time frames for application and approval, are needed to permit more effective use of RRAP to address homelessness. Flexibility should include funding to convert non-residential properties to housing, block commitments for experienced non-profit agencies collaborating with the City, and upgrading of non-profit properties with existing CMHC agreements but no ongoing federal funding. Longer time frames between applications and funding commitment are needed for larger projects, rehabilitation of abandoned buildings, rooming house additions, and other cases needing more up-front planning.

Security in Lieu of Mortgages on City-owned Sites:

Each RRAP loan is secured by a mortgage (usually a second mortgage). As long as the property continues to be occupied by a low-income home-owner or to have rents below median market levels, the loan is gradually forgiven over a period of years. If it ceases to meet those conditions, the loan becomes payable.

The Municipal Act does not permit the mortgaging of City-owned properties, and restricts the types of debt that municipalities can issue. This presents a potential barrier to receiving RRAP funding for City-owned properties. City and CMHC staff are therefore exploring alternatives to mortgages for the three City-owned properties recommended for RRAP funding. This is a matter of urgency due to CMHC commitment deadlines. This report therefore recommends that the Chief Financial Officer and Treasurer and the City Solicitor report directly to Council on means to provide security for the CMHC loan in a form satisfying the requirements of provincial legislation, the City, and CMHC.

Meanwhile, it will help CMHC to move toward committing funds on these two applications if the City can give comfort to CMHC about security for their loans. This report therefore also recommends that Council confirm its willingness to receive RRAP loans for these properties and enter into a mutually agreeable alternative to mortgages.

Broader Implications for the City:

Broader implications include the higher funding level, and the City delivery role. The funding level is approximately what was recommended by the Homelessness Action Task Force. The large volume of proposals received indicates the potential need and take-up of this sort of funding. The much larger than usual Toronto share of the Ontario allocation reflects both the concentration of need here and also the City's ability to identify suitable projects and deliver the program.

This allocation represents the first amalgamated City-wide delivery of rehabilitation funding. RRAP has been delivered differently in different former municipalities (see appendix). Rental and rooming house projects were previously been selected through a direct CMHC proposal call - although once selected, projects were administered by the City or other local delivery agents.

The range of responses to the proposal call demonstrate how rehabilitation funding can directly preserve or create low-rent housing for people who are homeless or at risk. Examples include rehabilitation of abandoned apartments, creation of rooming house units, upgrading of basement apartments, and transitional shelters. It will be very useful for the City to be able to combine rehabilitation funding with other resources as part of its affordable housing development strategy.

Broader Implications at the Federal Level:

The special funding, like other RRAP funding, comes from a portion of the savings realized by CMHC on its housing subsidies in recent years, estimated by CMHC officials at $150 million annually. Such savings result from cheaper mortgage payments, spending constraints, and other factors in social housing programs. Many voices including municipalities and government Members of Parliament have been advocating a renewed federal involvement in housing. One route is through this kind of reinvestment of federal housing savings back into housing, which can be done even while administration of social housing programs is devolved from CMHC to the provinces.

The RRAP announcement appears to be an initial response by the Federal Government to such concerns. The Federal Government should be commended on its RRAP initiative, but it is important that it be more than a one-time use of year-end funds. One year of $7 million or less in Toronto does not amount to a major new federal commitment. This funding should be continued on an annual basis, and the flexible use of the funding should be expanded and confirmed.

While rehabilitation is important, RRAP can never fully address the need for new housing. The test of the seriousness of federal response to the Homelessness Action Task Force will be whether the government follows up with other initiatives that support partnerships for new housing.

In certain provinces, RRAP is a federal/provincial cost-shared program, and it represents an area where Ontario could choose to direct some support to housing in a very contained way.

Conclusion:

Staff are actively delivering the City share of the special federal Residential Rehabilitation Assistance Program (RRAP) announced in December 1998. It is targeted at rooming houses and low-rent apartments, to help address the housing needs of homeless people and those at risk. RRAP pays for necessary repairs to housing, while maintaining affordability for low- and moderate-income home-owners and tenants. The City is paid a fee by CMHC to deliver the program. This is the first time the existing City staff role in rehabilitation programs is being carried out across the new City.

It is anticipated that final commitments will be made for about 50 properties containing 500 units. This includes funding for upgrading of rooming houses, apartment buildings, and transitional shelters, and rehabilitation of abandoned units. The new special funding can be used more flexibly than previously possible, but further CMHC flexibility is warranted to permit a greater range of projects to be done. The volume of interest in the new funding shows that annual funding on this scale would be appropriate to the scale of needs.

Loans for City-owned properties require working out a form of security in lieu of mortgage that the City can provide to CMHC in return for its forgivable loan. As this is a matter urgency due to CMHC commitment deadlines, the Chief Financial Officer and Treasurer and City Solicitor will report direct to Council on it.

The funding represents an initial federal response to rising concerns about low-income housing and homelessness. Further and fuller responses are needed, especially in new housing.

Contact Name:

Joanne Campbell; Tel: 392-7885

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Appendix

Background on the Residential Rehabilitation Assistance Program (RRAP)

RRAP is a program of Canada Mortgage and Housing Corporation (CMHC), in existence since the 1970s. RRAP provides forgivable loans for necessary repairs to housing, while maintaining affordability for low-and moderate income home-owners and tenants. Funding covers essential repairs to main structural elements, roofs, walls, and windows, plumbing and wiring, and improvements to meet Ontario Building Code and Fire Code requirements, plus disability needs.

RRAP is provided in several streams: low- and moderate-income home-owners, home modifications for disabled people, and repairs to rental housing and rooming houses. For home-owners and disabled, the City delivers the program in the former Cities of Toronto, Scarborough, and York, while another party delivers it in other areas. The City can deliver the new RRAP funding under existing agreements with CMHC.

"Delivering" RRAP involves receiving proposals, determining eligibility and priority, reviewing applicants' financial situation vis-a-vis loan criteria, determining the scope of work and the costs for each property, reviewing contractors' quotations, recommending proposals to CMHC for approval, inspecting the work, authorizing advances of CMHC funds, and communicating with applicants as necessary during the process. Through agreements with CMHC, the City receives an administrative fee for each project delivered. RRAP loans do not flow through the City budget.

The City has experience in delivering other rental rehabilitation programs over the years, notably the former provincial Low Rise Rehabilitation Program, the special rooming house funding made available under that program in 1991-93, and Contract After Care funding to upgrade standards in boarding homes funded through Habitat Services to house psychiatrically disabled residents.

Eligible RRAP costs are up to $18,000.00 per home-owner or self-contained rental unit, and up to $12,000.00 per rooming house unit. Recipients must be below certain income limits or, in the case of rental housing, must maintain it as a rental property with rents below median market levels in Toronto. Each loan is gradually "forgiven" over a period of years as long as the owner or tenants continue to meet these criteria.

(City Council on April 13, 14 and 15, 1999, had before it, during consideration of the foregoing Clause, the following report (April 13, 1999) from the Chief Financial Officer and Treasurer:

Purpose:

To inform City Council that the Canada Mortgage and Housing Corporation (CMHC) has indicated that they will accept a debenture issued by the City of Toronto in lieu of a mortgage to secure funding under the RRAP program.

Funding Sources, Financial Implications and Impact Statement:

The interest and principal payments associated with the debenture will be forgiven by CMHC unless the City does not adhere to the terms and conditions of the operating agreements.

Recommendations:

It is recommended that:

(1) the Chief Financial Officer and Treasurer, in consultation with the City Solicitor, draft the required debenture by-law for consideration by Council and negotiate any associated agreements required by CMHC to facilitate the approved funding.

Background:

At its meeting held on March 24, 1999, the Community and Neighbourhood Services Committee adopted the report "Special Funding Under the Federal Residential Rehabilitation Assistance Program" dated March 10, 1999. The Committee adopted the following amended recommendation:

"(4)(a) the Chief Financial Officer and Treasurer, in consultation with the City Solicitor, be requested to report directly to Council on a financing mechanism by which the acceptance of RRAP loans for 11 Ordnance Street, 349 George Street and 156-158 Munro Street could be achieved."

Comments/Discussion:

Under the standard terms and conditions required by the CMHC to provide RRAP loans, the property to be repaired under the program is usually mortgaged by the owner in favour of CMHC, although the loan is forgivable and payments are only required if the terms and conditions contained in the approval letter are not met. Because these properties are owned by the City, the Municipal Act does not allow them to be mortgaged. Therefore, a verbal assurance was sought and received from CMHC that they would accept a debenture issued by the City in lieu of a mortgage to secure the RRAP loan. This arrangement was used during the 1970's by the former Metropolitan Toronto to successfully secure CMHC financing for various water and water pollution control projects.

The total amount of the debenture will be $924,145.00 for the three properties with the interest rate and maturity date to be determined.

The debenture by-law will be presented to Council for its consideration after certain details and requirements pertaining to its issuance are negotiated between the City and CMHC.

Conclusion:

Under the Municipal Act, the City is not allowed to mortgage its properties but can issue a debenture. In lieu of issuing a mortgage to secure the RRAP loans from CMHC, it has been determined, in consultation with the City Solicitor and CMHC, that a debenture issued by the City could be substituted. No interest or principal repayment is required by CMHC unless the terms and conditions of the agreements between the City and CMHC are not met.

Contact Name:

Martin Willschick, Manager, Treasury

Tel. No. 392-8072; E-mail: mwillsch@mta1.metronet.metrotor.on.ca)

4

Transfer of Provincial Responsibilities to Social

Services and Children's Services Divisions

(City Council on April 13, 14 and 15, 1999, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (March 5, 1999) from the Commissioner of Community and Neighbourhood Services:

Purpose:

The purpose of this report is to update the Community and Neighbourhood Services Committee on the City's implementation plan for both the transfer of single parent and temporary care (foster children) cases currently managed by the Province to Toronto's Ontario Works (O.W.) program, and the transfer of new responsibilities within the child care delivery system to the Children's Services Division.

Funding Sources:

Financial implications related to the transfer of responsibilities from the Province have been addressed through the 1999 budget request for both the Social Services and Children's Services Divisions.

Recommendations:

It is recommended that:

(1) the Social Services Division proceed with the transfer of the Provincial caseload starting April 1999 for a fall 1999 completion as discussed in this report, and that all necessary steps be taken to ensure the transfer is completed within the scheduled time frames;

(2) authority be granted for Children's Services to assume the system management responsibilities for the child care programs being transferred from the Ministry of Community and Social Services (including wage subsidy, special needs resourcing, family resource centres and approved corporations providing child care services) effective July 1, 1999, and to enter into service contracts with these transferred child care programs by signing an agreement in a form acceptable to the City Solicitor and the Commissioner of Community and Neighbourhood Services; and

(3) the appropriate City officials take the necessary action to give effect thereto.

Background:

As a result of substantial changes initiated by the Province over the past two years, including the passage of new social assistance legislation and realignment of service and funding roles derived through the "Who Does What" process, significant new responsibilities will be assumed by municipalities in the areas of social assistance and child care.

In line with these changes, cost-sharing relationships were altered effective January 1, 1998. All child care services, including the current fee subsidy system, became cost-shared on an 80:20 Provincial/Municipal basis with the City assuming responsibility for 20 percent of the approved costs. The City also began to share 20 percent of the benefit costs of recipients under both the new Ontario Works Act (O.W.A.) and the Ontario Disability Support Program Act (O.D.S.P.A.), with administration costs shared on a 50:50 basis.

In accordance with the Ontario Works Act, the Province reiterated in early 1998 that responsibility for managing single parent and temporary care cases currently managed by the Ministry of Community and Social Services (M.C.S.S.) would be transferred to municipalities, and that a carefully planned process would be established to expedite the transfer of these cases to the new municipally delivered O.W. program.

An estimated 14,000 cases served by the Provincial delivery system, the vast majority of which are single parents, will be transferred to the City. The Division already has substantial experience serving single parents. In addition, this transfer is in line with the new requirements established under O.W., which stipulate that all single parents must participate in activities which will lead to employment.

Further, as part of the Provincial "Who Does What" announcements in January 1998, the Province indicated that system management responsibility for the following child care services would be transferred to the Children's Services Division:

(a) family resource centres;

(b) special needs resourcing;

(c) approved corporations serving children with special needs; and

(d) the wage subsidy program.

The transfer of these services to the City will ultimately improve the overall child care service delivery system through improved planning and co-ordination of service options for children and families.

Development of a Joint Implementation Plan for the Transfer of Responsibilities:

To ensure that there was a consistent framework across the Province to manage, and plan for, the transfer of Provincial responsibilities, M.C.S.S established a transfer planning process. As part of this process, Local Implementation Planning Guidelines were released by the Ministry, including requirements for the development of protocols governing human resources. In response, a Joint Provincial-Municipal Planning Implementation Team was created in early 1998, comprised of senior staff from both the Provincial Ministry of Community and Social Services (M.C.S.S.) Area Office and the City of Toronto. The Team subsequently developed a comprehensive plan for the transfer of Provincial single parent and temporary care cases, and funded child care services.

A previous report to the Community and Neighbourhood Services Committee in September 1998, entitled "Update on Transfer of Responsibilities to Social Services and Children's Services Division," discussed the progress made in the development of the draft Joint Implementation Plan. The Plan was required to cover a number of areas: file transfers; a revised service delivery model; a comprehensive communication strategy; a facilities plan assessing infrastructure requirements to accommodate new cases; staffing requirements; a description of the required technical/information systems and processes; an implementation timetable; and estimated budgetary requirements.

At that time, all of the above had been agreed to by the Province and the City with the exception of several key items: the human resource protocol, certain outstanding budget/program delivery items, and finalization of the implementation timetable. Discussions have been ongoing to achieve resolution in these areas.

As of March 8, 1999, final agreement has been reached on these items, and the Province has approved the Joint Implementation Plan. This report provides an update on the implementation process both of the transfer of social assistance cases from the Province to the Social Services Division and the transfer of system management responsibility to the Children's Services Division.

Comments/Discussion:

(I) Transfer of Provincial Social Assistance Cases:

Operational Plan for Implementing the Transfer:

Based on operational considerations at both the City and Provincial level, the Social Services Division and the Ministry of Community and Social Services agreed that a phased in approach to transferring the approximately 14,000 cases from the Province was mutually desirable. To that end, Provincial single parent and temporary care cases will be transferred to the City commencing in April, with completion targeted for September 1999.

Working with the Province, the Division has developed a specific case file transfer schedule which optimally sequences the process across the 14 Area Offices. The primary advantage of a phased in approach is that it more evenly distributes the workload and staff training activities associated with a number of critical activities that must be undertaken over the spring and summer months. These include:

(a) the case transfer process, including the tasks spelled out in the Joint Implementation Plan;

(b) the Division's imminent conversion to the Province's computer system, which is mandated by the Province as part of its plans to ensure all provincial systems are Y2K compliant. The conversion will occur in the spring and summer of 1999. All front line staff and managers will be required to rapidly learn the new computer program and update all client information. The Division's technical staff will be integrally involved in conversion and Y2K activities; and

(c) current day to day service delivery considerations related to both the City's and Province's priorities regarding implementation of the substantial changes that have been made to the social assistance system over the past year (e.g., the Province's roll-out of the new Ontario Disability Support Program).

By initiating the transfer process as early as possible, and phasing it in over the summer, the Division and the Ministry are seeking to successfully co-ordinate the transfer with other operational priorities. Ultimately, the goal is to use all available staff resources to maximum effect, as well as to build in the flexibility to respond to any unforeseen complications.

Human Resources Plan:

As part of the Joint Implementation Plan, the Ministry and the City have developed an overall Human Resources Plan to manage the part of the transfer process related to staffing. Most importantly, it formally acknowledges the City's obligations to staff under its Collective Agreement, but also recognizes the Province's obligation to make reasonable efforts to obtain employment for M.C.S.S. staff displaced as a result of the transfer process. Senior corporate staff from the City and the Province have been integrally involved in the development of the Plan.

Additional staff resources will be required by the Social Services Division to manage the 14,000 cases that will be transferred from the Province, as well as to comply with the new responsibilities assigned to delivery agents under the Ontario Works Act. The Act requires delivery agents to establish three specific types of staff functions: a local fraud control unit, eligibility review officers, and family support workers. The City has historically undertaken the first two functions, and is in the process of establishing a family support unit.

A specific Human Resources Protocol Agreement has been developed to provide a framework for filling all position vacancies resulting from the transfer. The positions and attendant funding have been incorporated in the Division's 1999 Operating Budget submission, based on the assumptions that the caseload transfer will begin in April, and that staff positions will be phased-in, in tandem with the transfer schedule.

The Protocol Agreement sets out the principles which will guide the recruitment process, with the overarching proviso that the City aims to fill all vacancies with the most qualified and skilled candidates. Under the Agreement, staff will initially be recruited internally, in compliance with the requirements of the existing Collective Agreement, placement obligations and any other relevant agreements. Access to positions will subsequently be made available to M.C.S.S. staff once the City's internal recruitment requirements and placement obligations have been adhered to and fulfilled.

Consistent with City hiring procedures, all M.C.S.S. staff must satisfy the qualifications set by the City and must participate in standard interviewing and screening procedures. M.C.S.S. candidates hired will be required to serve a six-month probationary period, and upon successful completion thereof will be placed in temporary positions with the City.

Final staffing levels will be determined in conjunction with changes in the Ontario Works caseload, and will be monitored on an ongoing basis to ensure appropriate staffing levels are maintained. Provision has been made in the Division's 1999 budget request for the costs associated with the transfer, including estimated staffing requirements, as discussed below.

Budget/Program Delivery Model Issues:

The Division's 1999 budget request reflects the increase in the overall O.W. caseload, and the additional workload, resulting from the transfer of an estimated 14,000 cases from the Province. It builds in the resources needed to accomplish the transfer and manage the expanded caseload, including funds required to hire additional staff and to make necessary physical plant modifications to Area Offices. Further budget adjustments may be required contingent on caseload trends. As noted below, Provincial funding has been made available to cover one-time costs associated with the transfer process.

At the time of the Department's August 1998 report updating Council on the transfer process, discussions were ongoing regarding the Provincial share of the operating budget for the City's social assistance delivery system, and of one time costs required to effect the transfer of the caseload. These issues have been resolved, as reflected in the Division's 1999 budget request which has recently been reviewed by the Chief Administrative Officer (C.A.O.) and Budget Committee.

It should be noted that the Province has begun a process to revise the funding formula for the entire O.W. program . As part of this initiative, an advisory committee has been struck which includes municipal representatives. The General Manager of Toronto Social Services is a member of this committee. Its work is targeted for completion at the end of 1999, with implementation of the new formula anticipated in the Province's fiscal year 2000.

Area Office Modifications:

In order to manage the increased caseload resulting from the caseload transfer, modifications are required in some Area Offices. Two offices must be retrofitted to handle the increased volume of cases, while an additional office will need to be relocated. Smaller changes will be required in the remaining offices to accommodate additional staff. The Division intends to optimize the one time funding the Province is making available to cover necessary transfer costs, such as the modification of existing facilities to meet new demands for space and equipment.

At this time, as a result of Council positions adopted in December in the report, entitled "Interim Report on Corporate Office Space Planning and Related Issues" (Clause No. 13 of Report No. 26 of the Strategic Policies sand Priorities Committee), there are restrictions governing space relocation and the purchase of new furniture. Subsequently, the C.A.O., in a communication to senior staff dated January 19, 1999, announced a moratorium on all relocations within the Corporation until further notice.

However, the Department is very concerned that applying the current restrictions to the transfer of the Provincial caseload will potentially impede the timely transfer of cases, and increase the risks and costs to the City of completing this process. For example, the process of office relocation must be initiated quickly, given that the process involves a number of critical considerations, including finding appropriate space, negotiating a lease and relocating staff.

Given the need to move rapidly to initiate and complete the transfer of Provincial cases, the Department will work with the C.A.O. and the Commissioner of Corporate Services to address these issues such that the time frames agreed to with the Province can be achieved.

(II) Transfer of Child Care Programs:

The Children's Services Division is ready and able to accept the transfer of system management responsibility for the wage subsidy program, the family resource centre program, the special needs resourcing program and 11 approved corporations providing child care services effective July 1, 1999, provided that the City has received official designation from the Minister before that time and provided that the required two-month notice has been served by the Province on the programs affected. Over the past year, Children's Services staff have been meeting with the affected child care services and programs and familiarizing themselves with their operations and issues. Provided the City has official designation as the service system manager prior to the intended July 1, 1999, transfer date, new service contracts can be signed with the transferring organizations and the City will assume responsibility for making the second quarter payments and claiming back the provincial subsidy. The service expectations of the affected agencies and programs will be unaffected by the transfer during 1999 and all parties will be consulted before new service contracts are negotiated by the City for the year 2000.

The administrative support requirements associated with the programs being transferred have been outlined and included in the Joint Implementation Plan developed in partnership with the Ministry of Community and Social Services and the costs associated have been included in the City's budget request as a cost-shared expense. Because the broader issue of child care administration is currently under review provincially, the Ministry is unable at this time to make adjustments in the administrative base budget of Children's Services. However, sufficient transitional provincial subsidy has been negotiated to support the transfer of the new programs during 1999. Provincial adjustments to the administrative base budget of Children's Services must await the outcome of the broader provincial review of child care administration and will be a negotiated part of the Service Plan for the year 2000.

In addition to the transfer of system management responsibility for the new child care programs listed above, the transfer plan also includes a commitment to consider revisions and refinements to the child care service strategy for the Ontario Works program in response to the recommendations of the Provincial Operational Review of Ontario Works and Child Care in Toronto. Specific proposals will be brought forward in a separate report following release of the findings and recommendations of the operational review.

Conclusion:

The fundamental aim of the Joint Implementation Plan, developed co-operatively by the Community and Neighbourhood Services Department of the City and the Provincial Ministry of Community and Social Services Area Office, is to ensure a smooth transfer of the program responsibilities from the Province to the City. The Department believes the current Plan will make the transfer of the Provincial caseload and Children's Services system management responsibilities as seamless as possible for affected clients and service providers. It also addresses human resource issues in a balanced and fair manner.

In order to proceed with the Implementation Plan in a timely fashion, and capitalize on available Provincial resources, it is critical that the Department have the flexibility to modify operational facilities (e.g., Area Offices) as required to manage the new service responsibilities transferred from the Province, and have the necessary Council authority to enter into service contracts with the child care programs being transferred.

Contact Name:

Heather MacVicar,

General Manager, Social Services Division

Tel: 392-8952

Marna Ramsden, General Manager, Children's Services Division

Tel: 392-8128

(Councillor Ashton, at the meeting of City Council on April 13, 14 and 15, 1999, declared his interest in the foregoing Clause, in that his daughter is registered in a non-profit child care centre.)

(Councillor Pantalone, at the meeting of City Council on April 13, 14 and 15, 1999, declared his interest in the foregoing Clause, in that his children are registered in a child care centre which has a purchase of service agreement with the City of Toronto.)

5

Youth Outreach Toronto Program

(City Council on April 13, 14 and 15, 1999, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (March 4, 1999) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report provides updated information on the Youth Outreach Toronto Program (Attachment No. 1) and makes recommendations regarding program funding.

Funding Sources:

Youth Outreach Toronto is funded at approximately 78 percent by Human Resources Development Canada (H.R.D.C.), and 22 percent by the City of Toronto.

Recommendations:

It is recommended that, subject to Federal and Municipal budget approval:

(1) authority be granted to the Commissioner of Community and Neighbourhood Services to enter into an agreement with Human Resources Development Canada to renew operations of the Youth Outreach Toronto Program up to March 31, 2000;

(2) the total cost of the program not to exceed $331,300.00 and City of Toronto's contribution to the program for 1999 not to exceed $72,996.00 net;

(3) the program's name be changed to Youth Outreach Toronto to be more reflective of the City of Toronto's recent amalgamation; and

(4) the appropriate City officials be authorized to take the necessary action to give effect thereto.

Council Reference:

Youth Outreach Toronto has operated under contract with the Federal Government for 16 years. The program is designed to assist youth who may be unable to access mainstream programs and services, and especially those who have otherwise given up in their frustrated efforts to find training, education and job opportunities. Youth served include those in receipt of social assistance, homeless persons, hostel residents and early school leavers.

Comments:

The program is contracted by Human Resources Development Canada to link youth to community-based and government-sponsored employment, training, education and stabilization programs. The program has consistently satisfied the Federal performance objectives. In 1998, Youth Outreach made over 5,000 interventions and services were provided to approximately 1,000 new youth cases. This activity resulted in over 2,000 placements in employment, training, educational programs and personal counselling services.

Conclusion:

The Department is seeking the authority to renew the agreement to deliver the program. The funding required for the 1999/2000 fiscal year is flat-lined at 1996 levels.

Funds for the program are included in the Department's 1999 Operating Budget.

Contact Name and Telephone Number:

Heather MacVicar

General Manager

Tel: 392-8952

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Attachment No.1

1998 Youth Outreach Statistical Information

Introduction:

Youth Outreach clients face multiple barriers to employment. Generally speaking, these youth have few skills, low educational achievement and a host of other barriers including health issues, lack of stable housing, high levels of illiteracy and extremely poor or non-existent work histories.

Staff provide counselling, information and referral services to help prepare these youth to approach the labour market. Referrals are made based on client need, with the intention of stabilizing these youth so that they can be reintegrated into the community.

Participant Information	Statistics
Number of clients served (including carryover clients from 1997)	1,250
Number of new action plans developed	937*
Number of youth attending personal, substance abuse, housing or legal counselling services	675**
Number of youth referred to employment and training programs	670
Number of youth attending counselling centres for career counselling	792
Number of youth directly placed in employment opportunities	92
Number of youth attending school and training programs	167

* Not all youth are not ready to commit to an action plan. Counselling services are provided until these youth are ready to participate.

** More than half of the youth served require multiple interventions. This includes referral to counselling and stabilization services prior to seeking employment.

6

Toronto Youth Job Corps

(City Council on April 13, 14 and 15, 1999, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following report (March 4, 1999) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report provides updated information on the Toronto Youth Job Corps program (Attachment No. 1) and makes recommendations regarding program funding.

Funding Sources:

The Toronto Youth Job Corps is currently funded 90 percent through Human Resource Development Canada (H.R.D.C.), Employer's contributions and the Province of Ontario. The remaining 10 percent funding is provided by the City of Toronto.

Recommendations:

It is recommended that, subject to Human Resource Development Canada (H.R.D.C.) funding:

(1) the Commissioner of Community and Neighbourhood Services be authorized to enter into a funding agreement with H.R.D.C. for the operation of Toronto Youth Job Corps for the period April 1, 1999 to March 31, 2000, and to renew agreements with St. Christopher House and West Scarborough Neighbourhood Community Centre to deliver the program;

(2) the total cost of the agreement not exceed $1,094,100.00 gross and the City of Toronto's contribution to the program not to exceed $156,370.00 net for 1999;

(3) the program's name be changed to Toronto Youth Job Corps to be more reflective of the City of Toronto's recent amalgamation; and

(4) the appropriate City officials be authorized to take the necessary action to give effect thereto.

Council Reference:

Toronto Youth Job Corps is an employment program designed to help severely disadvantaged youth aged 16 to 29 maintain and secure employment through counselling, life skills training, work experience and job placement. Throughout the program's 20-week duration the 180 participating youth are paid the minimum wage while developing generic work skills, increasing their self-esteem and improving their options for the future. It is anticipated that 80 percent of those who graduate will be successful in securing employment, returning to school or continuing with further training.

This target group includes many youth who have been in receipt of social assistance or are at risk of becoming dependent upon long-term social assistance.

Since its inception in 1983, the program has operated as a partnership among the Municipality of Metropolitan Toronto, H.R.D.C. and two community-based organizations, namely West Scarborough Neighbourhood Community Centre and St. Christopher House.

The Department's role includes negotiating funding with H.R.D.C., preparing budget submissions, contracting with community agencies, monitoring and ensuring the program's effectiveness. The community agencies deliver the program directly to eligible participants.

Comments:

Funding Proposals for the 1999-2000 fiscal year were submitted to H.R.D.C. in January 1999 and we anticipate full program support for this fiscal year.

The program is being funded through a number of sources. A submission has been made for Youth Service Canada funding (H.R.D.C. national program). Local H.R.D.C. funding is also being pursued through Employment Assistance Services. The Province of Ontario through the Job Connect Program supports the program by providing an employer subsidy. The corporate sector has made donations and employers themselves contribute by paying partial wages.

Conclusion:

Funds for the continuation of Toronto Youth Job Corps are included in the Department's 1999 Operating Budget.

City staff will continue to meet with H.R.D.C. officials to review our mutual objectives and clarify funding for all clients including youth.

Contact Name and Telephone Number:

Heather MacVicar

General Manager

Tel: 392-8952

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Attachment No. 1

1998 Toronto Youth Job Corps

Program Statistical Information

* Other outcomes include the following: 1 Drug treatment

1 Moved out of the Province

1 Deceased

1 Unemployed due to pregnancy

1 Quit job due to personal problems

7

Children and Youth Action Committee - Workplan

(City Council on April 13, 14 and 15, 1999, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the following communication (February 26, 1999) from Councillor Olivia Chow, Child and Youth Advocate, subject to amending the 1999 Workplan of the Children and Youth Action Committee to provide that discussion take place on taxation that would support families:

Purpose:

To provide the Community and Neighbourhood Services Committee with a status report and work plan for the coming year for the Children and Youth Action Committee.

Funding Sources, Financial Implications and Impact Statement:

The Children and Youth Action Committee is requesting a budget of $150,000.00 to implement the workplan. The 1999 budget request has been included in the Task Forces Budget which is part of the Finance Department's Other Corporate Expenditures Account.

Recommendations:

It is recommended that:

(1) Council approve the 1999 workplan for the Children and Youth Action Committee as outlined in Appendix A; and

(2) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

The report of the Metro Task Force on Services to Young Children and Families, "The First Duty" recommended the creation of a Children's Action Committee and a Children's Advocate to develop and implement a Children's Strategy within the new City of Toronto. Toronto City Council approved these recommendations on January 8, 1998, and appointed Councillor Olivia Chow as Child Advocate. Since that time, the mandate of the Child Advocate has been expanded to include youth. As a result the committee has been renamed the Children and Youth Action Committee, and a Youth Sub-Committee has been established.

In 1998, the Children and Youth Action Committee had an approved budget of $150,000.00 to undertake its activities. For 1999, this same amount has been requested to support the ongoing activities of the Children and Youth Action Committee and the Youth Sub-Committee. In addition to the budget request, the Committee receives significant in-kind staff support from the Children's Services Division, the Social Development and Administration Division, Parks and Recreation, Public Health, Libraries, Clerk's Division, and Urban Planning and Development Services.

Comments and/or Discussion and/or Justification:

The work of the Children and Youth Action Committee is based on the following principles:

• Investing in children and youth is key to the future social and economic well-being of the community.



• There must be a community-wide commitment to meeting the needs of all children and youth so they may develop their full potential.



• The City must take a leadership role by establishing a civic vision and civic commitments to children and youth. These commitments must be reflected in funding and policy decisions.



• Adequate funding for children and youth services is critical to the success of a civic Children and Youth Strategy.

(e) Children and youth must be engaged in the development of a child friendly city.

Mandate of the Committee:

The Children and Youth Action Committee is not a project or task force in the usual sense. It is an ongoing implementation committee established to operationalize the directions originally outlined in the "The First Duty" report, and to establish the Civic Commission on Children and Youth as recommended in the Transition Team final report. The mandate of the Children and Youth Action Committee is to demonstrably improve the well-being of children and youth in the City of Toronto by developing a civic Strategy for Children and Youth. The development, implementation and monitoring of this strategy forms the basis of the ongoing work of the Children and Youth Action Committee. In addition, the Children and Youth Action Committee brings together a broad range of representatives from the children's services sector and encourages greater co-operation and co-ordination between those sectors.

• Promoting investment in children as a strategic priority within the City.



• Evaluating the impact on children and youth of the City's policy and budget decisions.

• Ensuring that the City's services for children and youth are accessible, adequately funded and effective.



• Undertaking research to assess and improve outcomes for children and youth.



• Promoting co-ordination and integration of serve planning and delivery.

• Seeking resources from other funding sources to match or supplement the City's financial commitment to children and youth.



• Involving children and youth in the development of City policy.

Work to Date:

The Children and Youth Action Committee has been engaged in three key activities over the course of the first year of its mandate. These include establishing the Committee and the role of the advocate, engaging in ongoing monitoring and reporting on the status of children and youth issues and services, and involving children and youth in the development of a more child friendly city.

The Children and Youth Action Committee meets on a monthly basis. In addition, the Advocate meets regularly with City staff from Children's Services, Social Development and Administration, Parks and Recreation, Public Health, Libraries, and Urban Planning and Development. This staff team provides support to the Children and Youth Action Committee, the Child and Youth Advocate and encourages inter-departmental information sharing and co-ordination.

To guide its work and the work of City Council, the Committee has created a civic vision for children through the development of the Toronto Children's Charter. The Toronto Children's Charter confirms the City's commitment to creating a social and economic environment in which all children can thrive. In addition, to guide the Children and Youth Action Committee in their monitoring and reporting of children's well-being, the following vision statement was adopted by City Council:

"Regardless of the socio-economic status of his/her family and community, every child has the right to childhood experiences which promote the chances of developing into a healthy, well adjusted and productive adult."

In the area of monitoring and reporting, the Children and Youth Action Committee has developed a broad range of indicators to measure the well-being of children in the City of Toronto. As a result of this work, an expanded Children's Report Card will be released in June of 1999. It is anticipated that the Children's Report Card will be issued on a regular basis to provide ongoing monitoring of children's well-being in the City. It is also anticipated that as information capacities are enhanced, indicators from a broader spectrum of service areas will be included.

To identify service access and service capacity issues, a research paper, "Taking Stock: A Review of Child Care and Children's Services" was commissioned by the Children and Youth Action Committee, and the Community Social Planning Council of Toronto with funding from federal Child Care Visions. This research was conducted to develop a baseline of child care and other children's services which perform child care functions for families. The research found that while the quality of children's services in Toronto is generally sound, growth in the number of young children in the City is occurring at a time when no new program expansion is anticipated. Given the strong link between access to early childhood developmental opportunities and the attainment of successful outcomes later in life, this reality is worrisome.

In addition, the Committee has evaluated the impact of City budget and policy decisions on children and youth and has communicated these issues to the Community and Neighbourhood Services Committee, the Budget Committee and to Council on an ongoing basis. The 1998 budget expanded levels of home visiting by public health nurses to young families from 300 families to 2,500 families per year. In addition, home visits by trained community volunteers through the Parents Helping Parents program has also increased, and additional provincial funding for this program has been secured. Excellence in service delivery and inter-sectoral co-ordination and integration of service planning has been encouraged through the development of the Best Practices Award.

Children and youth have been engaged in the development of a children and youth civic agenda through the "Advocates for a Day" initiative, and the establishment of a Youth Cabinet to advise the Child and Youth Advocate. Youth cabinet members will hold portfolios in areas like Health, Transportation, Housing and Planning. They have begun developing Youth Assemblies across the City to provide opportunities for the cabinet to speak directly with City Councillors. In addition, cabinet members will develop position papers on a range issues relevant to youth in the City.

Public awareness of children's and youth issues has been heightened through the regular publication of a Children and Youth Action Committee Newsletter, a Child Advocate Annual Report, the Children and Youth Action Committee Website, and the Children's Summit held in February. In addition, the Children and Youth Action Committee participates in the Ontario Campaign for Kids, a public education campaign with more than 60 participant organizations Province-wide.

An Agenda for Action:

Despite these achievements, there is still much in the "First Duty" which has yet to be realized. Since the "First Duty" was released in May of 1997 significant change has taken place in the policy and funding environment. The former municipalities within Metropolitan Toronto have been amalgamated, the City has responsibility for an unprecedented level of social services as the result of provincial downloading, major reform of education funding has been implemented and school boards in Toronto have been amalgamated.

The Children and Youth Action Committee will continue to implement the significant body of work already underway. But in addition, there is a need to reassess opportunities to implement the recommendations in the "First Duty" within the context of this new environment. In some areas, achieving the goals set out in the "First Duty" will be difficult in the absence of policy and funding support from the provincial government. In other areas, different sectors with separate funding and service mandates will have to agree on ways to co-ordinate their services and activities to achieve common goals. Ultimately, to improve the status of children, goals and targets which are formally adopted by schools boards, the City and the Province must be set. In the current fiscal and political climate, this will be a challenging task.

Despite these barriers, new opportunities were presented by the social union agreement reached between the Federal and Provincial Governments earlier this month. After a number of years of Federal Government withdrawal from the social policy arena, the social union agreement once again legitimizes federal spending power in new social programs. In addition, the Federal Government and the provinces have committed to develop a National Children's Agenda. There is an important opportunity to build on the momentum generated through this renewed spirit of partnership.

The Children and Youth Action Committee will capitalize on this opportunity by launching a millennial project focussed on children. The Committee will seek funding support for this initiative from the Federal Government, private foundations and the City. Although the details of the millennial project must still be finalized, it is anticipated the project will focus on:

(a) promoting intersectoral co-operation and planning in service delivery; and

(b) developing pilot projects which support best practices research.

Conclusion:

Although the Children and Youth Action Committee has met a number of key objectives in the first year of its mandate, there is much in the "First Duty" which is yet to be realized. In addition to continuing with the significant body of work already underway, there is a need to reassess opportunities to implement the recommendations in the "First Duty" within the context of a new policy and funding environment. Despite the barriers created by this new environment, the Committee will not only maintain the core initiatives already underway, but will also build on the momentum of the social union agreement to develop a millennial project on children and youth. In addition, the Children and Youth Action Committee will continue to play a leadership role by bringing a broad range of sectors to the table to plan for more effectively delivered children's services.

Contact Name:

Nancy Matthews

Tel: 392-8614

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Appendix A

Children and Youth Action Committee

Workplan 1999

The Children and Youth Action Committee meets on a monthly basis. A number of initiatives are proposed which fall within the areas of: Monitoring and Reporting, Public Education/Information, Promoting Intersectoral Service Co-ordination and Planning, and Youth Initiatives.

(1) Monitoring and Reporting:

Initiative: To develop a youth profile for the City.

Time line: June 1999.

Description: To present a detailed picture of the diverse character and needs of City youth, identify key policy issues, provide an inventory of youth-specific programs and services, and include youth perspectives on their current conditions and future prospects. The profile will serve as a basis for service planning and strategy development.

Initiative: To issue a Report Card on Children.

Time line: June 1999.

Description: Indicators of children's well-being will be developed, and outcomes will be presented to serve as a basis for service planning and strategy development. The development of the report card includes participation from the education sector, community services, public health, recreation and child welfare sectors.

Initiative: "Taking Stock: A Review of Child Care and Children's Services."

Time line: Initial research released March 1999.

Description: To develop baseline data on the status of child care and children's services in Toronto, and to set up mechanisms to track and measure change in the accessibility and quality of child care in Toronto in the future.

Initiative: Establishment of Official Plan Work Group

Time line: March 1999.

Description: The Children's and Youth Action Committee will establish an Official Plan Work Group to provide input into the development of the Official Plan and to ensure the Official Plan embodies the principles established in the Children's Charter.

(2) Public Education/Information:

Initiative: Maintenance and Expansion of the Children and Youth Action Committee Website.

Time line: Ongoing.

Description: The Children's and Youth Action Committee website is updated on a regular basis with news and information of relevance to parents, service providers, children and youth. The website includes links to other relevant organizations, committee newsletters, news and information, and provides an opportunity for public feedback. In addition, the website will be enhanced to make it more interactive and to add more links to other relevant sites.

Initiative: Maintenance of the Children and Youth Action Committee newsletter.

Time line: Ongoing.

Description: Provides news and information about the Children and Youth Action Committee, and relevant policy and funding initiatives from various levels of government.

Initiative: Advocate's Report.

Time line: March 1999.

Description: Provides an annual update on the activities of the Children and Youth Action Committee and on the implementation status of the children's and youth civic strategy.

(3) Promoting Intersectoral Service Co-ordination and Service Planning:

Initiative: Best Practices Award.

Time line: Fall 1999.

Description: The Best Practices Award honours an organization, agency or program which has shown innovation in serving children in its community. In 1998, the $5,000.00 award was shared between Earlscourt Girls Connection, a program for girls under 12 who are aggressive or delinquent and are at high risk of early school dropout, and College Montrose Children's Place, a family resource centre which provides a wide variety of services to families with children under six. More than 80 programs were nominated for the award.

Initiative: Services to Children and Families Month

Time line: May 1999

Description: Services to Children and Families Month celebrates excellence in service co-ordination and integration by recognizing specific service providers at a reception hosted by the Mayor and the Children's Advocate.

Initiative: Developing Millennial Initiatives.

Time line: Launch in fall of 1999.

Description: Millennial initiatives on children and youth will be developed in partnership with the City, community-based organizations, private foundations and the Federal Government. Initiatives will include components of the Civic Commission model, enhance intersectoral coordination and service planning and will develop pilot projects which demonstrate a best practices approach to the delivery of services to children and youth.

Initiative: Participating in Intersectoral Planning Initiatives.

Time line: Ongoing.

Description: In recognition that intersectoral co-ordination and planning is one of the key mandates of the Children and Youth Action Committee, it is anticipated that the Children and Youth Action Committee will participate in planning initiatives undertaken by other organizations working in related areas.

(4) Youth:

Initiative: Youth Cabinet.

Time line: Established in November 1998 with an ongoing mandate.

Description: The Youth Cabinet includes secondary school students, post secondary school students and youth who work in community-based organizations. The cabinet reflects the geographic, cultural and ethnic diversity of the City of Toronto and will ensure that youth issues become part of the City's agenda. Cabinet members will be responsible for portfolios including: TTC, Planning, Health, Culture, Recreation, and Housing.

Initiative: Youth Assemblies.

Time line: Ongoing.

Description: To provide opportunities for youth to speak directly with City Councillors, to become informed of City initiatives and to inform Councillors of youth issues.

Initiative: Development of a Youth Website.

Time line: February 1999.

Description: The youth website will link youth to programs and services, and provide a forum for youth to contribute stories and commentary.

Initiative: Responding to the Mayor's Initiative on Youth Violence in Schools

Time line: May 1999.

Description: A key recommendation of the Mayor's Initiative on Youth Violence in Schools is that youth be included in developing solutions to this issue. In particular, the Mayor's report recommends that the Youth Cabinet participate in bringing together a diverse and representative group of youth from across the City to develop and endorse an action plan.

8

Appointment to the Advisory Committee on

Homes for the Aged

(City Council on April 13, 14 and 15, 1999, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the recommendation of the Advisory Committee on Homes for the Aged embodied in the following communication (February 26, 1999) from the City Clerk:

Recommendation:

The Advisory Committee on Homes for the Aged on February 26, 1999, recommended to the Community and Neighbourhood Services Committee the adoption of the attached report (February 10, 1999) from the General Manager, Homes for the Aged, recommending that Mr. Douglas Drew be appointed to membership on the Advisory Committee on Homes for the Aged, effective February 1999, as the representative of the Toronto Inter-Home Volunteers, for the period of his term as Chairperson of Toronto Inter-Home Volunteers.

(Report dated February 10, 1999, addressed to the

Advisory Committee on Homes for the Aged from

the General Manager, Homes for the Aged)

Purpose:

To fill the current vacancy for a Volunteer representative on the Advisory Committee on Homes for the Aged.

Recommendations:

It is recommended that:

(1) Mr. Douglas Drew be appointed to membership on the Advisory Committee on Homes for the Aged, effective February 1999, as the representative of the Toronto Inter-Home Volunteers (T.I.V.), for the period of his term as Chairperson of T.I.V.; and

(2) the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Background:

Subsequent to the May 1997 election for Chairperson of the Toronto Inter-Home Volunteers (T.I.V.), Mr. Michael Power assumed the responsibility for representing the T.I.V. on the Advisory Committee on Homes for the Aged, in accordance with the Advisory Committee's terms of reference.

The Toronto Inter-Home Volunteers held its elections at their January 25, 1999, meeting.

Comments:

Mr. Douglas Drew, President of Bendale Acres Volunteer Association, was elected as Chairperson of the Toronto Inter-Home Volunteers at the January 25, 1999, meeting.

Prior to becoming a volunteer at Bendale Acres, Mr. Drew was a long term employee with the Homes for the Aged Division of the City of Toronto. During his career with the Division, Mr. Drew was an Assistant Administrator at Greenacres and Administrator at Hilltop, Kipling and Bendale Acres over a span of 26 years. Mr. Drew has served on the Mayor's Committee on Aging and has been the Division's liaison for many years with the Toronto Police for the annual Police Games. Ms. Marilyn Mushinski, M.P.P., recently requested that Mr. Drew co-chair a committee. This committee will review submissions for funding to celebrate the International Year of Older Persons (I.Y.O.P.) from within her riding of Scarborough-Ellesmere.

Mr. Drew has an appreciation of volunteers and the valuable role they fulfil in Toronto's Homes for the Aged. In his capacity as Chairperson of the T.I.V., Mr. Drew hopes to emphasize and promote opportunities for volunteers thereby enhancing the lifestyle of the residents.

Contact Name:

John Garnett, Manager, Fundraising and Volunteer Programs

Tel: 392-8489/Fax: 392-4180

E-mail: john_garnett@toronto.ca

9

Other Items Considered by the Committee

(City Council on April 13, 14 and 15, 1999, received this Clause, for information.)

(a) 1999 Operating Budget - Community and Neighbourhood Services.

The Community and Neighbourhood Services Committee reports having:

(A) recommended to the Budget Committee the adoption of the 1999 Operating Budgets under the purview of the Community and Neighbourhood Services Committee, subject to the following amendments:

(i) Consolidated Grants:

That the 1999 Consolidated Grants Budget be approved at the 1998 level of $45,133,000.00 (gross) and $43,209,000.00 (net), as originally recommended by the Municipal Grants Review Committee, the Chief Administrative Officer, and the Commissioner of Community and Neighbourhood Services.

(ii) Social Services Division:

That the proposed cut to the WIACT (Worker's Information and Action Committee of Toronto) Program be deferred, pending an examination of this Program's role in relation to the City; that, as part of this review, the Chief Administrative Officer and Commissioner of Community and Neighbourhood Services be requested to approach the Federal and Provincial Governments to request funding for the work of the WIACT Program; and further that the Chief Administrative Officer and Commissioner of Community and Neighbourhood Services be requested to report back to the Community and Neighbourhood Services Committee on this matter by the end of the summer.

(iii) Public Health:

That the service levels recommended by the Board of Health with respect to the Food Safety Program, the Tuberculosis Control Program, the Needle Exchange Program, and the Dental and Oral Health Program be supported.; and

(B) Public Health:

(i) requested the Commissioner of Community and Neighbourhood Services and the Medical Officer of Health to report to the Budget Committee on the impact of the provincial announcements on the Public Health budget; and

Toronto Housing Company:

(ii) requested the Commissioner of Community and Neighbourhood Services to report to the Budget Committee for its meeting on April 6, 1999, on the feasibility of operational savings made by the Toronto Housing Company being reinvested in service enhancements.

The Community and Neighbourhood Services Committee had before it the following 1999 Operating Budgets:

- Shelter, Housing and Support;

- Toronto Housing Company;

- Homes for the Aged;

- Children's Services;

- Public Library;

- Social Development and Administration;

- Consolidated Grants;

- Social Services; and

- Public Health.

The Committee also had before it the following communications:

- (March 5, 1999) from the City Clerk advising that the Budget Committee had completed its preliminary review of the 1999 Operating Budgets; and attaching a communication from Councillor Tom Jakobek, Chair, Budget Committee, together with a synopsis of the Budget Committee recommendations;

- (February 24, 1999) from the City Clerk advising that the Strategic Policies and Priorities Committee on February 23, 1999, had before it a report (February 19, 1999) from the Chief Administrative Officer respecting Service Level Harmonization, wherein it recommended that the report be forwarded to Community Councils and the respective standing committees (Community and Neighbourhood Services for the Library and Public Health components);

- (March 4, 1999) from Councillor John Filion, Chair, Board of Health, forwarding the following reports related to the Public Health 1999 Operating Budget:

(i) (February 22, 1999) respecting the Public Health 1999 Budget;

(ii) (January 25, 1999) respecting the Meeting of Provincial Standards Across the City for Selected Public Health Programs and Services;

(iii) (January 25, 1999) respecting the State of the City's Health: Achieving Public Health Goals in the Millennium;

(iv) (February 22, 1999) respecting Options for the Delivery of Public Health Dental Treatment Programs; and (February 16, 1999) respecting the Dental Complement in Public Health;

(v) (January 15, 1999) respecting the Harmonization of Dental and Oral Health Services;

(vi) (January 15, 1999) respecting Harmonization of Food Access Grants; and

(vii) (February 22, 1999) respecting Anticipated Revenues and Expenditures Resulting from By-law No. 28-1999, A By-law Respecting Animals;

- (February 10, 1999) from Councillor Irene Jones forwarding a health survey completed by a student working at the Lakeshore Area Multiservice Project, in part, with respect to Dental Services;

- (March 8, 1999) from Ms. Zainab Amadahy respecting WIACT;

- (March 22, 1999) from Mr. Stephen Lee, Staff Lawyer, Kensington-Bellwoods Community Legal Services, respecting WIACT;

- (March 22, 1999) from Ms. Christie Maquarrie, West Scarborough Community Legal Services, respecting WIACT;

- (March 22, 1999) from Ms. Joyce Nobel respecting WIACT;

- (March 13, 1999) from Ms. Ruth Crammond respecting WIACT;

- (March 22, 1999) from Mr. John Cartwright, Business Manager, Construction Trades Council, respecting WIACT;

- (March 22, 1999) from a group of students from The Canadian National Institute for the Blind, ESL Program, respecting WIACT;

- (March 23, 1999) from Ms. Ruby Trostin, the Assaulted Women's Helpline, respecting WIACT;

- (March 23, 1999) from Mr. Luis L.M. Aguiar, Trent University, respecting WIACT;

- (March 23, 1999) from Mr. Myles Magner, Chief Steward, the Ontario Public Service Employees Union, Local 5104, respecting WIACT;

- (March 23, 1999) from Ms. Charlene Mueller respecting WIACT;

- (March 16, 1999) from Ms. Lisa Trudel, Clerical Workers Centre, George Brown College, respecting WIACT;

- (March 16, 1999) from Ms. Anne Dubas, President, Canadian Union of Public Employees, Local 79, respecting WIACT;

- (March 4, 1999) from Ms. Linda Torney, President, Labour Council of Metropolitan Toronto and York Region, respecting WIACT;

- (March 12, 1999) from Altamont Mitchell respecting WIACT;

- (March 22, 1999) from Ms. Maureen Hynes, Co-ordinator, School of Labour, respecting WIACT;

- (March 23, 1999) from Mr. Michael Block, Chair, Board of Directors, Industrial Accident Victims Group of Ontario, respecting WIACT;

- (March 15, 1999) from Mr. Paul Clifford, President-Administrator, Hotel Employees, Restaurant Employees Union, Local 75, respecting WIACT;

- (March 22, 1999) from Mr. Dennis Robideau and Mr. Jim Iliffe, York Community Services, respecting WIACT;

- (March 23, 1999) from Mr. David Carrington, Chair, Alliance for Employment Equity, respecting WIACT;

- (March 18, 1999) from Mr. Myer Siemiatycki, Department of Politics and School of Public Administration, Ryerson Polytechnic University, respecting WIACT;

- (March 15, 1999) from Mr. Lance Williams, Counsellor, Metro Youth Job Corps, West Scarborough Neighbourhood Community Centre, respecting WIACT;

- (March 23, 1999) from Ms. Ana Guimaraes, CAW Local 40, respecting WIACT;

- (March 23, 1999) from Ms. Susan Pigott, Executive Director, St. Christopher House, respecting WIACT;

- (March 16, 1999) from Ms. Anne Dubas, President, Canadian Union of Public Employees, Local 79, respecting the Homes for the Aged, Toronto Housing Company and Public Health budgets;

- (March 24, 1999) from Ms. Pam Prinold, Rexdale Partners, respecting various aspects of the 1999 Operating Budget and the need to level-up services;

- (March 24, 1999) from Ms. Janet Rowe, Women's Outreach Network of Toronto; respecting the Public Health budget; and

- (March 23, 1999) from Ms. Anita James respecting WIACT.

The Community and Neighbourhood Services Committee reports, for the information of the Budget Committee, having:

(1) received overhead presentations from the following during an informal session of the Committee held prior to its regular meeting on March 24, 1999:

- Overview of the 1999 Budget Status for the Community and Neighbourhood Services Department by Ms. Shirley Hoy, Commissioner of Community and Neighbourhood Services;

- Shelter, Housing and Support Division by Ms. Joanne Campbell, the General Manager, Shelter, Housing and Support, and Mr. John Jagt, Director of Hostel Services;

- Toronto Housing Company by Mr. Derek Ballantyne, Chief Operating Officer;

- Homes for the Aged by Ms. Sandra Pitters, General Manager, Homes for the Aged;

- Children's Services Division by Ms. Brenda Patterson, Director of Contract and Quality Control Compliance;

- Public Library by Ms. Josephine Bryant, City Librarian; and

- Public Health by Dr. Sheela Basrur, Medical Officer of Health; and

(2) had before it printed copies of the following overhead presentations:

- Social Development and Administration Division; and

- Social Services Division.

The Community and Neighbourhood Services Committee, during its regular meeting, also received an overhead presentation on the Preliminary Operating Budget by Mr. Michael Garrett, Chief Administrative Officer.

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The following persons appeared before the Community and Neighbourhood Services Committee in connection with the various 1999 Operating Budgets under its purview:

- Ms. Trish Stovel, Co-Chair, Community Advisory Committee to the Workers Information and Action Centre of Toronto (WIACT);

- Ms. Maria de Wit, Chair, Child Care Advisory Committee (Children's Services);

- Mr. Lee Zaslofsky, Citizens for Public Health, and showed photographs of a child with dental problems (Public Health);

- Ms. Cheryl MacDonald, Metro Toronto Coalition for Better Child Care; and submitted a brief in regard thereto (Children's Services);

- Ms. Evie Jesin, President, College of Dental Hygienists of Ontario; and submitted a brief in regard thereto (Public Health);

- Ms. Antonella Schiraldi (WIACT);

- Ms. Amy Casipullai (WIACT);

- Ms. Ann Fitzpatrick, Children's Aid Society of Toronto;

- Mr. Jim Tsatsos, Home Child Care Association of Toronto, and submitted a brief in regard thereto (Children's Services);

- Mr. Vance Latchford (Housing);

- Mr. Cliff Martin, The Public Housing Fightback Campaign (Housing);

- Ms. Maureen Orton, Sexual Health Network (WIACT);

- Ms. Erminia Ko, CNIB, English as a Second Language Program, and students Ms. Vera Wang and Mr. Etienne Tengera (WIACT);

- Mr. Howard Tessler, Executive Director, Federation of Metro Tenants Association (Housing);

- Councillor Irene Jones, Vice-Chair, Board of Health (Public Health); and

- Mr. Peter Clutterbuck, Community Social Planning Council of Toronto, on behalf of Community Voices of Support.

(b) "Still Hungry for Change: Fifteen Years of Daily Bread".

The Community and Neighbourhood Services Committee reports having referred the following communication to the Commissioner of Community and Neighbourhood Services for review and report thereon to the Community and Neighbourhood Services Committee, and to the Children and Youth Action Committee:

(February 26, 1999) from Ms. Devi Arasanayagam, Public Education Co-ordinator, Daily Bread Food Bank, submitting a copy of the report, entitled "Still Hungry for Change: Fifteen Years of Daily Bread".

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Ms. Devi Arasanayagam, Public Education Co-ordinator, Daily Bread Food Bank, appeared before the Community and Neighbourhood Services Committee in connection with the foregoing matter.

(c) Support for Child Care Programs During School Strike.

The Community and Neighbourhood Services Committee reports having:

(1) recommended to the Budget Committee, and Strategic Policies and Priorities Committee, the adoption of the following report (March 3, 1999) from the Commissioner of Community and Neighbourhood Services; and

(2) requested the Commissioner of Community and Neighbourhood Services to report to the Budget Committee for its meeting on March 29, 1999, on:

(i) the implications of the imminent announcement from the Toronto District School Board on the closing of ten schools, and the impact on child care centres; and

(ii) the rental agreement with the School Boards:

(March 3, 1999) from the Commissioner of Community and Neighbourhood Services outlining the service and financial impacts that the labour disruption currently being experienced by the Toronto District School Board are having on child care centres serving subsidized families within the City; and recommending that:

(1) City staff review the expenditures of child care programs serving subsidized children during the period of school labour disruption, identify those additional costs eligible for payment and recommend a one time adjustment in payment in accordance with existing guidelines to the program once the strike has been settled;

(2) subject to provincial cost-sharing, the payment of the City's portion of the one time adjustments to which subsidized child care programs are entitled be funded from the money dedicated to increased school occupancy costs within the 1999 Children's Services budget request; and

(3) the appropriate City officials take the necessary action to give effect thereto.

(d) City of Toronto Provincial Homeless Initiatives Fund Allocations.

The Community and Neighbourhood Services Committee reports having received the following reports:

- (February 10, 1999) providing an update on the selection of projects and funding allocations from the City's Provincial Homelessness Initiatives Fund; advising that of the $1.02 million allocated by the Province, 25 projects have been selected for $805,279.00 in funding, as outlined in the report; noting that the balance of the fund will be used for the "Youth Helping Youth" project at 11 Ordnance Street, and to fund emerging priorities identified later in the year; and recommending that the report be received for information; and

- (March 4, 1999) responding to the request of the Committee to report on how the City's Provincial Homelessness Initiatives Fund will be evaluated; and recommending that the report be received for information.

(e) 1998 Outstanding Items - Community and Neighbourhood Services Committee.

The Community and Neighbourhood Services Committee reports having received the following communication:

(March 5, 1999) from the City Clerk submitting, for information, the list of outstanding items for the Community and Neighbourhood Services Committee as of December 31, 1998.

(f) Co-operative Housing Day Proclamation.

The Community and Neighbourhood Services Committee reports having referred the following communication to Mayor Lastman for consideration:

(March 10, 1999) from Councillor Jack Layton, Don River, recommending that Council proclaim April 27, 1999, as Co-operative Housing Day in the City of Toronto.

(Councillor Pantalone, at the meeting of City Council on April 13, 14 and 15, 1999, declared his interest in Item (a), headed "1999 Operating Budget - Community and Neighbourhood Services", embodied in the foregoing Clause, in that his children are registered in a child care centre which has a purchase of service agreement with the City of Toronto.)

Respectfully submitted,

CHRIS KORWIN-KUCZYNSKI

Chair

Toronto, March 24, 1999

(Report No. 4 of The Community and Neighbourhood Services Committee, including additions thereto, was adopted, as amended, by City Council on April 13, 14 and 15, 1999.)