The Decision Document is for preliminary reference purposes only.  Please refer to the Committee's Report to City Council or to the Minutes for the official record.

The Community Development and Recreation Committee recommends that:

1.         City Council authorize the General Manager, Shelter, Support and Housing Administration, to submit the following projects to the Province for funding in Year Two of the Social Housing Renovation and Retrofit Program:

a.         Regeneration of Toronto Community Housing Corporation’s building at 42 Hubbard Boulevard in Ward 32 in the amount of $4,050,000 substantially as set out in Appendix A;

b.         Regeneration of the Fred Victor Centre 147 Queen Street East/139 Jarvis Street in Ward 27 in the amount of $7,950,000 substantially as set out in Appendix A;

c.         Major mechanical retrofits to improve energy efficiency for 20 housing providers in the amount of $15,000,000 as set out in Revised Appendix B; and

d.         Renovation and retrofit projects in the TCHC and non-TCHC portfolios in the amounts of $50,595,205 and $43,838,584 respectively as set out in Appendix C and Revised Appendix D.

2.         City Council authorize the General Manager, Shelter, Support and Housing Administration, to reallocate funding from approved projects which do not proceed to new projects and to submit these on behalf of City Council and enter into any necessary agreements to give effect thereto.

3.         City Council authorize the General Manager, Shelter, Support and Housing Administration, to submit additional projects on behalf of City Council, accept and allocate additional federal/provincial funding to social housing providers, and enter into any necessary agreements to give effect thereto.

4.         City Council authorize the General Manager, Shelter, Support and Housing Administration, to submit projects on behalf of City Council for the Renewable Energy Initiative of the Ministry of Municipal Affairs and Housing and the Ministry of Energy and Infrastructure, accept and allocate additional federal/provincial funding to social housing providers, and enter into any necessary agreements to give effect thereto.

5.         City Council request the General Manager, Shelter, Support and Housing Administration, to report back to the Community Development and Recreation Committee on the Year Two funding allocations approved by the Province.

This report seeks Council authority for the General Manager, Shelter, Support and Housing Administration, to submit projects to the Province for Year Two funding in the amount of $121,433,789 under the Social Housing Renovation and Retrofit Program (SHRRP).  In both years of the program, requests for funding outstripped the availability of funds.  In Year One, the dollar values of submissions by TCHC and other non-profit housing providers guided the proportion of total funding that was distributed to TCHC and other providers.  Submissions were assessed against SHRRP eligibility criteria and priorities to determine lists of projects to be recommended for funding within these envelopes.  A similar allocation model has been used to guide the recommended distribution of Year Two funding.   The recommendations also take into account the opportunity to direct some SHRRP funding to strategic investments that will have a positive impact on the City of Toronto’s social housing subsidy expenditures in future years.

SHRRP provides $220 million in federal and provincial funding over two years for repairs and energy retrofits to existing social housing units in Toronto.  There is no requirement for the City to cost share in this funding program, which helps to advance the strategies to preserve and repair rental housing under Council’s 10 year affordable housing action plan, Housing Opportunities Toronto.

The Community Development and Recreation Committee recommends that:

1.         City Council adopt the Community Partnership Strategy, which describes the community based service system in the City social planning neighbourhoods in terms of six system components and five categories of measures:

a.         System Components: Organizations, Services, Space, Connections, Resources, and Governance; and

b.         Measure Categories: Quantifiers, Accessibility, Adaptability, Effectiveness and Equity.

2.         City Council direct the Executive Director, Social Development, Finance and Administration, to assess and monitor the strength of the community based service system in neighbourhoods using the Community Partnership Strategy.

3.         City Council direct the Executive Director, Social Development, Finance and Administration, to report periodically to the Community Development and Recreation Committee on the results of this assessment and monitoring process.

4.         City Council direct that the Executive Director, Social Development, Finance and Administration, continue to work with the City’s Agencies, Boards, Commissions, Divisions, external funders and community representatives on the ongoing refinement, application and evaluation of the Community Partnership Strategy.

5.         City Council direct that the Corporate Grants Lead pilot the application of the Community Partnership Strategy in the 2011 cycle of the Community Service Partnerships and report back to the Community Development and Recreation Committee on potential application of the Community Partnership Strategy to other Community Partnership and Investment Programs following the evaluation of this pilot.

The following persons gave a presentation to the Community Development and Recreation Committee on the Community Partnership Strategy:

Chris Billinger, Director, Social Policy, Analysis and Research, Social Development, Finance and Administration, and filed a copy of his presentation entitled "Community Partnership Strategy";

Rob Howarth, Executive Director, Toronto Neighbourhood Centres; and

Margaret Hancock, Executive Director, Family Service Toronto.

This report describes the Community Partnership Strategy, which guides the analysis of the community based service system in the city’s social planning neighbourhoods. This neighbourhood-focused strategy will allow the City to assess and monitor the strength of the community based service system in neighbourhoods and establish appropriate service levels for community based supports.

In addition to recommending that Council adopt the Strategy, this report recommends that the City assess and monitor the strength of the community based service system in neighbourhoods using the Strategy, and pilot the application of the Strategy in the Community Service Partnerships’ 2011 funding cycle.

The Community Development and Recreation Committee recommends that:

1.         City Council grant authority to award a sole source contract for the purchase of custom containment vessels as required in support of the PETS system for the Toronto Heavy Urban Search and Rescue Team to Impact Cases Inc. in an amount not to exceed $ $655,457.71 net of GST and HST Recoveries for the period of 5 years.

2.         City Council direct the Fire Chief and General Manager, Toronto Fire Services, to instruct the Director, Purchasing and Materials Management, to process the necessary contract renewals under the same terms and conditions, should the option(s) be exercised.

This report requests that City Council grant authority for the issuance of a sole source contract for proprietary specialized custom containment vessels (shipping cases) from Impact Cases Inc. for use by Toronto Heavy Urban Search and Rescue Team (HUSAR) from March 1, 2010 to February 28, 2011 with the option to renew the contract for four (4) additional one year terms at the sole discretion of the City of Toronto.

The purchase of these containment vessels are intended to encase some of the new camp system components as well as effecting transport system maintenance. The Protective Encapsulating Transportation System (PETS) is a national program standard for military air lift of civilian disaster response team caches. Toronto HUSAR are currently expanding on a PETS system that contains over 500 vessels.  This purchase is part of an approved Joint Emergency Preparedness Program (JEPP) grant, wherein the Federal Government reimburses 75% of the total cost of the purchase.

The PETS system has been determined by the 5 members of the national HUSAR Program to be the transportation system to be used by all teams to meet the air lift requirements.

The Community Development and Recreation Committee recommends that:

1.         City Council approve a three year, 2010 – 2012, Toronto Firefighter Training Program for Qatari firefighters and the Fire Chief and General Manager, Toronto Fire Services be authorized to enter into all necessary agreements with the State of Qatar and Maddess Consulting to provide such program on terms and conditions as approved by the Fire Chief and General Manager and in a form acceptable to the City Solicitor.

2.         City Council authorize the Fire Chief to receive six scheduled payments totalling $1,614,961.00 (net of GST/HST) from Qatar for the services provided as per the agreement.

3.         City Council authorize the issuance of a Blanket Contract to Maddess Consulting in the amount of $723,295.00 (net of GST/HST) to allow six scheduled payments at stipulated times over the three-year period of the agreement.

4.         City Council direct that should this proposal be acceptable to the State of Qatar, then the 2010 Operating Budget Submission for Fire Services be adjusted to include total revenues from Qatar of $557,763.00 (net of GST/HST), offset by payments of $251,051.00 (net of GST/HST) to Maddess Consulting resulting in a net budget reduction of $306,712.00 (net of GST/HST recovery) and that the Operating Budget Submissions for 2011 and 2012 include scheduled revenue and expenditures as outlined in the contracts with the State of Qatar and Maddess Consulting as summarized in the Financial Impact Statement.

The purpose of this report is to request Council approval for Toronto Fire Services (TFS) to enter into an agreement with the State of Qatar to provide enhanced firefighter training to 10 selected staff of the Directorate General of Civil Defence, Ministry of the Interior. The training program would take place over 3 years (2010-2012) and involve 43 training components, each of which will be provided directly by TFS or Maddess Consulting, an agency affiliated with Qatar.

If approved, TFS will enter into agreements with Qatar and Maddess Consulting. Maddess Consulting has a direct working relationship with the Qataris providing expertise in a training regimen required by the Qataris and this agreement will provide an opportunity for TFS to foster a relationship with Qatar.

If this training program is a success, it may lead to further training of 300 firefighter recruits and additional revenues for the City.

The overall program, should this proposal be acceptable to the State of Qatar, will generate $1,822,755.00 in gross revenues with net revenues to the City of $402,816.00. Under the agreement, payment to the City will be received from Qatar prior to any obligations of the City to commence training components.

The Community Development and Recreation Committee recommends that:

1.         City Council direct that prior to implementation of the 2010/2011 ice allocations, all Arena Boards of Management must receive approval by the General Manager, Parks, Forestry and Recreation; such approval to be given when, subject to sufficient applications, the allocation conforms with the priorities for ice allocation outlined in the Ice Allocation Policy, attached as Appendix A to the report (January 22, 2010) from the General Manager, Parks, Forestry and Recreation.

2.         City Council direct that applications for all ice at both City-operated and Arena Boards of Management operated arenas for the 2011/2012 season, and from this time forward, be submitted to the City and that:

a.         Ice allocation requests for Arena Board of Management ice shall be forwarded directly to the Arena Boards of Management by Parks, Forestry and Recreation immediately after the submission deadline has passed in each year;

b.         The Arena Boards of Management shall provide Parks, Forestry and Recreation staff with their recommended allocations of ice no later than February 15 of the year in question; and that such proposed allocation shall conform to City equity policies;

c.         If, in the opinion of City staff, the proposed allocations fail to conform to City equity policies, City staff shall provide the Arena Boards of Management with a letter so indicating, with reasons and particulars, no later than the following February 28;

d.         If City staff and the Arena Boards of Management reach agreement as to the allocation of ice by March 15, the ice shall be allocated accordingly; and

e.         If for reasons related to the City’s equity policy City staff and the Arena Boards of Management cannot reach agreement by March 15 as to the appropriate allocation of ice, the ice shall be allocated by City staff.

3.         City Council direct the General Manager of Parks, Forestry and Recreation to consult with the Arena Boards of Management, and user groups, existing, new and emerging, with respect to a centralized application process and report back in May 2010 on the implementation plan for a City-wide application process.

4.         City Council direct that the Arena Boards of Management receive the approval of the General Manager, Parks, Forestry and Recreation prior, to implementing any new Board-operated programs, including house leagues or learn to play programs, for the 2010/2011 season, and thereafter, prior to being initiated.

5.         City Council direct that staff continue negotiations and develop a business plan with the Leaside Board of Management on the ‘twinning’ of the existing ice pad which includes financial impact and community benefits of the project; and if suitable terms can be reached, staff will report on the business requirements and necessary approvals for the 2011 Capital Budget.

6.         City Council request that the addition of a second ice surface at Leaside Gardens and the replacement of the Don Mills Civitan arena with a new two-rink facility be regarded as priority projects for Council consideration in the 2011 Capital Budget within the Parks, Forestry and Recreation Division.

The General Manager, Parks, Forestry and Recreation, gave a presentation to the Community Development and Recreation Committee entitled "Ice Allocation Practices: Review of Ice Allocation Practices in City Arenas Operated by Arena Boards of Management", and filed a copy of her presentation.

This report reviews the ice allocation practices of Arena Boards of Management (also referred to as “Boards” or “Arena Boards”) and makes recommendations to ensure that ice allocation policies and practices of the Boards are consistent with those used to administrate all other City of Toronto operated arenas.

Concern about equitable allocations of available ice at City-owned arenas operated by Arena Boards of Management has resulted in a comprehensive review of the process. This report outlines the current allocation practices, reviews the practices against the City’s Ice Allocation Policy, and recommends that future applications for ice allocation for all City-owned arenas be managed by the City in a single, centralized application process to ensure that ice is allocated equitably and transparently.

The process for allocation of ice must ensure that new and emerging groups that require ice time receive their fair portion based on participant numbers. Groups requesting ice time at any City-owned facility, including those operated by a Board of Management, should have a reasonable expectation that they will be accommodated in a fair manner. The City’s Ice Allocation Policy provides a framework for allocation of ice that is based on a priority ranking system.  Development of a single application/allocation process for all City-owned arenas, including the eight Board-managed facilities, is the only option to successfully implement this policy in the eight Board-managed arenas.  With implementation of a centralized system, there will be no loss of ice time for community use.  The change to a centralized system will result, however, in increased capacity to accommodate new and emerging groups by effectively utilizing all of the City’s ice surfaces – both Board-operated and City-operated.

The Community Development and Recreation Committee recommends to the Budget Committee that:

1.         City Council approve funds of up to $3.8 million for the construction of a new child care centre at Thorncliffe Park Elementary School, 80 Thorncliffe Park Drive, to be funded from the Child Care Capital Reserve fund.

2.         City Council increase the 2010 Operating Budget for Children's Services by $3.8 million gross and $0 net with funding from the Child Care Capital Reserve fund.

3.         City Council direct that the General Manager of Children's Services Division be delegated authority to negotiate and execute agreements on behalf of the City with the Toronto District School Board for the design and construction of this project, and such agreements be on terms and conditions satisfactory to the General Manager and the City Solicitor. 

This report seeks approval to fund a new child care centre in Thorncliffe Park Elementary School from the Child Care Capital Reserve Fund. It also seeks authority to enter into an agreement with the Toronto District School Board for the construction of the child care centre as part of an expansion project at the school.