►
Description
Community Development and Recreation Committee, meeting 23, October 23, 2017 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=11849
Part 2 of 2: https://www.youtube.com/watch?v=KsXVOa0ovP4#t=7m51s
Meeting Navigation:
0:02:46 - Call to order
A
A
A
A
A
A
A
A
Rarely
use
my
gavel,
but
today
I
will
welcome
to
meeting
23
of
the
Community
Development
and
Recreation
Committee
welcome
to
members
of
the
committee
and
members
of
the
public
and
attendance
and
city
staff
for
those
in
the
room.
The
screen
at
the
back
of
the
room
provides
real-time
updates
concerning
where
we
are
in
the
agenda
and
what's
coming
up
next,
you
can
follow
the
agenda
and
debate
on
your
computer
tablet
or
smartphone
at
Toronto
dot,
CA
backslash
Council.
A
Are
there
any
declarations
of
interest
under
the
mistral
conflict
of
interest?
Act
there
are.
None,
could
I
have
a
motion
to
confirm
the
minutes
of
September
the
11th
2017
councillor,
cressie,
all
those
in
favor
that
is
carried.
So
we
have
a
list
of
speakers
and
presentations,
so
we
will
now
go
through
the
agenda
item.
One
newcomer,
youth,
recreation
forum,
old
council
crest
is
holding
item
number
one
number,
two
waitlist
for
service
programs
supporting
individuals
with
disabilities
accessing
recreation
services.
A
A
B
C
A
Item
number:
nine:
strengthening
Rexdale
community,
how
board
governance
with
our
speakers?
So
we
will
hold
that
item
ten
review,
an
identification
of
resources
for
Toronto,
strong
neighborhood
strategy
2020-
and
there
are
speakers
so
we'll
hold
that
item
as
well.
Item
11
2017
allocations
and
recommendations,
community
investment
fund
projects
and
events,
capacity,
building.
A
A
A
A
F
A
E
A
H
So
we're
here
today
we're
here
today
to
provide
more
detailed
information
on
phase
one
implementation
of
the
child
care
growth
strategy.
You
will
remember
that
council
endorsed
a
10-year
growth
strategy
for
child
care
in
Ontario
are
in
Toronto
for
children
from
birth
to
age,
four
in
April,
and
it
was
based
on
findings
from
a
licensed
child
care,
demand
and
affordability
study
that
we
had
undertaken
by
the
University
of
Toronto.
At
the
time
we
were
anticipating
investment
and
growth
from
provincial
and
federal
governments,
but
did
not
yet
know
the
magnitude
of
that
investment.
H
Subsequently,
we
were
the
investment
was
confirmed
in
July
of
this
year
and
we
were
fortunate
to
receive
thirty
four
point:
five
million
dollars
provincially
and
an
additional
twenty
one
point:
five
million
dollars
federally
to
contribute
to
the
growth
strategy.
As
a
result
of
this,
we
were
able
to
do
a
more
refined
approach
to
the
phase
one
implementation
which
covers
years
2017
to
2019.
H
Just
as
a
reminder.
The
growth
strategy
talked
about
building
a
capacity
to
meet
demand
for
50
percent
of
the
child
population,
with
subsidies
available
for
25
50
percent
of
those
in
childcare.
As
supporting
a
thriving
workforce
by
incrementally,
including
increasing
salaries
to
the
provincial
branch
mark
of
$26,
25
dollars
and
26
cents,
an
hour
and
a
public
investment
and
affordability
for
families,
as
well
as
in
capital,
to
ensure
that
we
have
the
appropriate
number
of
spaces
for
the
childcare
sector,
I'll
talk
about
these
in
a
little
bit
more
detail
in
terms
of
approving
affordability.
H
As
a
result
of
the
phase
one
investment,
we
are
able
to
commit
to
reducing
fees
for
those
in
the
higher
range
of
the
fee
spectrum,
the
top
third
by
10%
at
the
end
of
2019,
and
we
also
pleased
to
announce
that
we're
investing
immediately
in
an
additional
2189
fee
subsidies
for
children
from
birth
to
four
years
of
age,
as
well
as
427
subsidies
for
school-aged
children.
This
has
enabled
us
to
maintain
the
current
ratio
of
41
percent
of
spaces.
H
To
do
what
we
can
to
build
a
thriving
workforce
and
a
core
of
ECE
s
to
support
the
growth
strategy
in
terms
of
building
capacity.
This
is
probably
the
greatest
challenge,
just
in
terms
of
the
physical
time
required.
The
growth
strategy
talked
about
creating
30,000
spaces
over
a
10-year
period.
A
challenge
given
that
the
average
childcare
space
is
like
childcare,
centers,
100
spaces.
In
doing
this,
we're
advancing
implementation
of
our
10
year,
capital
plan
we're
exploring
partnership
opportunities
with
not-for-profit
and
public
partners,
including
city
divisions
and
agencies,
and
we've
implemented
a
capital
grant
program.
H
We're
not-for-profit
operators
in
the
community
can
apply
for
funds
to
expand
or
retrofit
spaces
to
accommodate
younger
girl,
younger
children.
We're
also
including
a
recommendation
in
the
report
that
night
we
are
able
to
fund
up
to
90
percent
of
a
project
upfront
if
that
project
has
a
committed
agreement
by
at
the
end
of
this
year,
the
reason
being
federal
dollars
for
capital,
and
we
are
able
to
use
a
portion
of
our
federal
investment
for
capital
for
year.
H
One
must
be
committed
by
the
end
of
2018,
so
this
will
allow
us
to
do
that,
while
ensuring
we
maintain
accountability
and
ensuring
that
the
projects
are
being
delivered.
As
we
had
intended.
The
next
two
slides
I'm,
just
gonna,
go
over
very
quickly.
I
will
encourage
you
just
to
look
at
the
total
column
when
we
initially
did
the
growth
strategy
without
knowing
our
commitments,
we
anticipated
that
we'd
have
a
total
of
just
about
75
million
to
invest
from
2017
to
2019.
H
But
in
fact,
if
you
look
at
the
next
slide,
we
actually
have
closer
to
a
hundred
million.
So
it's
a
very
positive
story
for
childcare
in
Toronto.
This
next
slide.
These
slides
are
always
a
little
confusing,
so
I
do
apologize
for
that.
We've
done
what
we
can
to
simplify.
It
is
to
give
you
an
overview
of
how
we're
a
locating
these
resources
so
you'll
see
the
2017
resources
are
all
confirmed.
2018
resources
are
projected
with
based
on
a
good
amount
of
information,
and
2019
are
also
projected.
H
So
in
terms
of
child
childcare,
fee
subsidies
for
children
from
birth
to
four,
you
will
see
the
over
the
three
years,
we're
investing
a
total
of
42
million
dollars.
These
numbers
are
incremental
for
children
from
4
to
12
we're
investing
4.3
million
dollars
for
a
total
investment
of
fee
subsidies
about
about
46
million.
This
means
that
we're
42
percent
of
the
way
towards
achieving
the
target
outlined
the
initial
growth
strategy
in
terms
of
reducing
fees.
H
We're
looking
at
an
investment
of
thirty
point,
two
million
over
the
three
years,
which
takes
us
just
about
nine
percent
towards
our
target
salaries,
were
investing
nine
point.
Four
million,
which
is
11
percent
of
our
target
special
needs
resources
is
at
one
point
one,
and
this
is
a
formula
that's
developed
by
the
province.
H
It
equates
to
four
point
two
percent
of
the
total
budget
in
home
childcare,
we're
investing
three
million
dollars,
and
that
really
brings
all
those
home
providers
and
the
agencies
up
to
the
same
level
of
compensation
and
does
improve
compensation
for
the
home
providers.
And
then
the
administration
is
simply
there
resources
that
we
need
to
rule
out
this
plan.
In
total,
there
will
be
investing
over
the
three
years.
Ninety
five
point:
1
million
in
operating
support
and
thirty,
two
million
in
capital.
This
is
assuming
that
the
city
will
invest.
H
Eleven
point
two
million
I
was:
was
greed
to
when
council
approved
the
growth
strategy
subject
to
the
2018
budget
process?
What
we
are
recommending
is
that,
if
that
is
approved
as
part
of
the
budget
process,
the
eleven
point
two
million
would
be
invested
in
creating
physical
spaces
in
2018,
and
it
would
go
into
fee
subsidies
in
2019.
H
The
one
thing
that
further
complicates
this
chart
that
you
can't
see
on
it
is
because
the
federal
allocation
and
provincial
allocation
came
so
late
in
the
year
at
July.
We're
able
to
carry
forward
a
portion
of
the
2017
commitment
to
2018.
We
are
anticipating
a
carry
forward
of
at
least
twelve
million
dollars,
and
this
will
be
used
to
further
increase
fee
subsidies
in
2018.
You
don't
see
that
in
the
chart,
because
it
would
be
double
counting.
We've
included
the
full
allocation
in
2017
where
we
received
it.
So
I
do
apologize
for
the
confusion.
There.
H
We've
been
trying
to
desperately
figure
out
how
to
simplify
that
in
terms
of
physical
spaces.
Just
to
give
you
a
high-level
overview
by
the
end
of
2019,
we
will
have
created
an
additional
two
thousand
spaces
from
children
from
birth
to
four
years
of
age
and
we'll
be
undertaking
a
consultation
crop
process
that
will
engage
each
of
you
also
to
look
at
opportunities
for
further
expand
expansions
across
the
city
in
terms
of
looking
at
our
capital
allocation.
H
You'll,
remember
in
the
past,
when
looking
at
allocated
to
allocating
resources,
we've
done
it
based
on
child
population,
with
looking
at
the
percentage
of
children
living
below
the
low
income
measure
with
respect
to
capital,
recognizing
that
we
now
need
to
grow
the
system
for
all
families
and
across
the
city,
we're
looking
at
the
capital
allocation
based
on
child
population.
So
that
does
change
the
map
a
little
bit
from
what
you
had
seen
in
the
previous
presentation.
In
terms
of
our
next
slide,
our
next
step.
H
Sorry,
we
will
be
undertaking
consultation
early
in
the
new
year
with
parents
and
other
stakeholders
both
on
affordability,
options
and
capital
opportunities.
We
continue
to
develop
and
implement
new
policies
and
processes
to
ensure
that
the
investments
were
with
making
an
affordability
and
wages
are
actually
realized.
It's
important
to
have
protocols
in
place
to
ensure
that
that
does
happen,
and
it
will
likely
be
an
addendum
to
contracts
with.
H
A
A
I
Good
morning,
thank
you
for
the
opportunity
to
speak
to
you
today.
My
name
is
June
hall
I
have
over
30
years
experience
in
the
childcare
system,
I'm
a
director
of
main
square
daycare
and
a
board
member
of
the
Toronto
Coalition
better
childcare.
Our
city
needs
more
childcare.
We
support
the
Toronto
childcare
growth
strategy,
but
first
I
want
to
share
some
data
with
you
in
2016
17
246
childcare
centers
opened
while
171
closed
for
a
net
increase
of
75
new
centers
in
2016
2017,
38
%
of
licensed
childcare
spaces
are
located
in
communities
like
mine.
I
I
The
city
stopped
placing
new
subsidy
spaces
for
children,
3.8
years
of
age
and
under
our
Center
laid
office
staff,
including
plank
paying
severance,
and
we
cut
over
thirty
thousand
dollars
from
our
program
budget
in
November
of
2016.
Our
program
submitted
its
annual
budget
for
2017
to
the
city.
It
took
too
long
for
the
city
to
get
back
to
us.
I
We
had
already
paid
out
expenses
for
six
months
of
our
2017
operating
year,
and
then
we
found
out
that
the
city
was
going
to
be
cutting
23
thousand
seven
hundred
and
six
dollars
from
our
budget
programs
need
to
be
notified
before
these
budget
budget
year
before
the
budget
year
starts
and
be
able
to
participate
in
a
two-way
conversation
about
the
details
of
any
adjustments.
The
current
environment
does
not
allow
programs
to
expand
and
be
supported
if
we
can't
communicate
in
a
timely
expansion.
Expansion
is
too
difficult.
I
J
J
I
J
I
I
Okay,
it
was
twenty
three
thousand
seven
hundred
and
six.
So
it's
surprising
to
me
that
when
there's
you
know,
the
Ministry
of
Edna
province
are
investing
in
the
expansion
under
three
point.
Eight,
that
you
know.
Why
is
this
kind
of
money
being
pulled?
It's
it's
not
minor
money.
It's
huge
money!
Okay,.
I
I
But
you
know
when
I've
already
spent
this
money
in
staff
salaries
and
that's
that's
that's
the
dilemma
of
the
intertwining
of
the
fees
for
service
and
the
salaries
that
staff
are
paid.
If
you
start
reducing
fees
in
the
system,
you
you're,
basically
reducing
salaries,
they're
intertwined
they're,
not
separate,
and
eighty
to
eighty-five
percent
of
my
operating
budget
is
staff
salaries
and
wages.
So.
I
My
staff,
when
they
do
come
to
me,
they
kind
of
hesitate
in
in
asking
for
stuff,
and
they
know
that
it's
not
possible
with,
with
with
that
kind
of
loss,
my
parent
board,
a
couple
of
my
board
members,
will
be
meeting
with
the
city
to
just
to
discuss
this
issue.
In
particular,
we've
already
submitted
a
letter
and
we
will
be
sitting
down
with
city
staff
to
address
this
okay.
Thank
you
very
much.
A
K
A
K
You
very
much
indeed,
and
good
morning,
committee
members
I'm
the
staff
person
with
the
executive
at
the
with
the
executive
coordinator
with
the
Toronto
Coalition
for
better
childcare.
This
growth
toronto
growth
strategy
is
such
a
good
news
report.
We
are
so
thrilled
after
decades
of
fighting
to
see
this
kind
of
growth
happening
in
our
system,
but
where
we
really
have
to
remind
you
that
our
chakra
system
has
been
on
very
shaky
ground,
very,
very
shaky
ground.
K
As
a
result
of
being,
you
know,
in
dealing
with
the
expansion
over
the
last
five
years
from
the
full-day
kindergarten,
when
we
really
weren't
getting
the
resources
to
do
it.
So
we
have
an
exhausted
board
members
that
are
leaving
boards
faster
than
they're
coming
on
exhausted
supervisors
who
are
leaving
faster
than
they're.
Coming
on
we're
in
a
very
precarious
position
for
all
of
this
expansion,
you
can
get
a
lot
of
good
information
from
that
report.
I
really
want
to
just,
and
this
report
I
really
want
to
just
emphasize
three
things
number
one.
We
want
you.
K
We
are
counting
on
you
to
make
sure
that
every
single,
provincial,
federal
and
city
child
care
dollar
that
has
been
committed
makes
its
way
all
the
way
through
the
budget
process
in
in
December
in
January
and
into
the
delivery
of
service
on
the
front
line.
We
need
so
many
more
charter,
spaces
and
subsidies,
and
we
need
affordable
childcare
for
families.
So
we
want
to
make
sure
that
those
dollars
don't
slip
through
the
budget
cracks
as
we
go
through
those
months.
K
The
second
thing
I
would
like
to
really
stress
is
that
your
Toronto
child
care
growth
strategy
is
depending
virtually
depending
100%
on
community
child
care
programs.
I,
don't
think,
there's
a
lot
of
plan
in
here
for
a
huge
expansion
in
the
public.
There
may
be
a
couple
of
centers,
which
would
be
great,
but
it's
all
going
into
community
child
care
programs
I
think
we're
currently
delivering
96%
of
your
of
your
system.
K
So
when
child
care
programs
like
Main,
Square
and
believe
me,
there
are
900
programs
in
this
city
like
not
Main
Square
and
they
are
struggling
with
the
gap
between
their
actual
costs
and
what
they're
getting
from
the
city.
Child
care
programs
are
not
getting
their
actual
costs,
they
haven't
been
for
years.
K
You
know
you're,
depending
on
these
child
care
programs,
they've
already
gone
through
an
exhausting
period.
We
need
to
do
everything
possible
to
keep
them
strong
when
they
sit
with
deficits
when
they've
depleted
their
reserves,
when
their
fees
keep
going
up
for
parents,
because
their
subsidy
costs
are
coming
down,
we're
actually
pushing
parent
fees
up
and
then
what's
happening,
although
nobody
will
actually
admit
to
it.
But
we
know
it's
happening.
Child
care
programs
are
choosing
some
child
care.
K
Programs
are
choosing
not
to
take
a
subsidized
client
if
they
could
get
a
full
fee
and
who's
surprised
about
that.
They
can't
afford
to
keep
losing
when
we
ask
our
childcare
programs
to
build
their
budget
at
a
98%,
optimal
a
so
then
98%
fold
the
whole
time
and
then
like
this
time.
Last
year
we
had
this
frieze
that
went
on
for
two
months,
and
chocolate
programs
sit
with
three
five
ten
thirty
vacancies
in
some
of
the
larger
centers
I.
K
Have
one
program
contact
me
and
say
they
lost
ninety
thousand
dollars
last
year
when
we're
not
supporting
our
childcare
programs.
They're
not
gonna,
be
there
for
the
delivery
of
this
care
and,
finally,
and
absolutely
most
importantly,
are
we
supporting
our
ICI
ease?
We
are
absolutely
counting
on
our
easy
ease
to
be
there,
but
just
like
we're
losing
centers
as
fast
as
we
can
build
them,
we're
losing
easy
ease
as
fast
as
we
can
recruit
them.
K
So
I'm
urging
you
to
really
reach
out
to
those
easy
ease
and
ask
them
what
is
it
we
could
do
to
keep
you
in
the
field,
because
you
can't
grow
one
more
childcare
program.
If
you
don't
have
a
strong
ECE
workforce
and
in
my
last
six
seconds,
I'd
like
to
remind
you
that
it
is
Chuck,
a
worker
appreciation
day
on
Wednesday
I
have
buttons
for
everybody
and
posters.
K
G
G
G
K
It's
from
I
think
fifty
four
to
seventy
four
thousand
over
the
last
day
that
we
know
that
the
expansion
has
been
tremendous
and
that's
just
very
hard
to
support
as
a
system.
This
is
all
coming
from
the
top
down
like
the
province.
Has
these
great
ideas,
and
actually
they
are
great
ideas
and
great
funding,
and
then
the
city
has
great
ideas
and
they're
great
funding,
but
at
the
bottom
we
have
very
fragile
childcare
programs
that
are
being
held
together
by
parent
boards
of
directors.
So
what
is
our
concern?
What
are
the
risks?
K
The
childcare
programs
close
that
they
stop
serving
subsidized
children.
They
can't
keep
carrying
these
kinds
of
deficits.
We
are
about
to
do
a
survey
actually
launches
today
of
childcare
programs
to
ask
what
are
your
real
costs
as
in?
What
are
you
talking,
your
parents,
and
what
are
you
getting
paid
by
the
city
and
when
that
data
comes
out,
I
think
you're
going
to
be
aghast.
K
We
were
aghast
when
we
did
an
informal
childcare
or
an
informal
survey
of
the
huge
range
here
we're
talking
a
hundred
and
five
dollars
for
an
infant
space
set
the
city
sixty
nine
dollars
a
day
for
an
infant
space,
just
down
the
road
in
a
Jane
and
Finch,
and
the
argument
is
well,
your
costs
aren't
so
high.
Well,
you
costs
aren't
so
high
because
you've
been
giving
us
these
crappy
ian's.
K
So
that's
one
piece
we
really
want
you
to
focus
on
is
the
fact
that
actually
actual
costs
aren't
getting
met.
That's
one
thing:
that's
really
ever
concern.
The
other
thing
that
is
really
of
a
concern
is
our
easy
ease.
They
have
had
more
and
more
and
more
put
on
them.
Over
the
last
few
years,
I
know
the
last
month
you
had
a
deputation
from
a
choc
head.
K
K
You
CII's
have
been
so
demoralized
by
the
constant
barrage
from
the
city
from
the
province.
We
might
see
five
six
seven
city
people
in
the
center
each
year
we
see
provincial
people
in
the
center.
We
also
abide
by
all
those
other
rules
that
you
do
like:
labor
laws
and
WSIB
and
and
workplace
health
and
safety
and
public
health
alerts.
All
of
that
everything
has
loaded
down.
We've
got
no
more
money
for
admin.
Well,
there
there's
an
idea,
that's
something
you
could
do.
K
The
province
has
given
10%
for
admin
for
the
saqqaq
hair
expansion
that
10%
doesn't
have
to
stay
with
the
cities.
It
men,
not
when
all
of
our
chuck
had
directors,
are
doing
more
than
half
the
admitting
the
equipment
they're,
the
ones
that
are
enrolling
the
start
of
the
families
they're,
the
ones
that
are
managing
what
we're
going
to
do
when
we've
lost
one
child
and
now
we're
actually
running
at
a
deficit.
They
are
carrying
all
that
load.
K
J
I'm
really
struggling
to
understand
this
actually
because
we
added
in
the
June
budget,
an
edition
of
one
and
a
half
million
for
wage
enhancement,
additional
money
for
expansion,
additional
money
for
the
general
operating
grant
of
1.4
million
and
an
additional
increase
in
per
diems
for
2017,
another
2
million,
so
I'll
ask
staff,
but
it's
my.
It
was
my
understanding
that
we
were
paying
actual
costs.
That's
still
the
policy
of
the
City
of
Toronto.
J
The
your
supportive
of
the
plan-
that's
here.
One
of
the
issues
that
I
sees
and
I've
learned-
is
that
the
provincial
government
has
given
us
money
primarily
for
subsidies,
and
my
concern
is
around
affordability
and
base
more
base
funding
to
make
more
spaces
more
affordable,
so
that
we
fund
the
base
budgets
more
and
I'm
wondering
whether
that's
an
issue
you've
raised
with
them
at
all,
because
they
talked
about
universal
child
care
system.
When
they
made
an
announcement.
K
So
have
we
spoken
with
them?
You
don't
raise
the
issue
of
affordability,
I
think
I'll,
leave
that
to
Laurel
who's.
Coming
right
after
me,
asking
if
I've
spoken
personally
with
the
Ontario
government
I'd
say
not,
we
has
been
so
dong,
oh
no,
we
do
we
do
in
ppm
Talkies,
but
our
focus
has
definitely
have
a
city
level
where
the
money
money
is
getting
managed
and
distributed.
I
have
to
admit.
We
have
not
launched
directly
towards
the
provincial
government
since
that
announcement.
Okay,.
K
B
Thank
you
very
much
for
your
deputation
I
just
want
to
ask
with
respect
to
the
sort
of
that
the
tone
of
the
report
is
that
there's
a
lot
of
good
news
mm-hmm
contain
in
there.
Yes,
it'll
take
ten
years
to
implement
to
bring
us
to
50
percent
subsidies.
You
have
a
very
different
message
for
us
today.
How
do
we
reconcile
the
two
I?
Don't.
K
K
They
were
pressured
to
do
that
between
the
city
and
the
school
board.
You've
got
to
expand.
You've
got
to
get
the
parents
put
pressure
on.
It
was
all
required
under
this
direction
from
the
from
the
province,
but
the
childcare
programs
that
cost
them
30
60
90
thousand
dollars
to
implement.
Let
me
just
give
you
one
short
example:
a
decade
to
ago
I
would
if
we
opened
up
a
childcare
program
two
decades
ago,
councillor
Davis
would
know
this.
K
You
would
get
capital
money,
minor
capital
money
to
buy
all
your
equipment
for
the
rooms
and
you'd
get
an
operating
grant
of
sixty
thousand
dollars
to
get
you
started,
you
don't
get
those
things
now,
it's
being
no
I'm
being
told
it's
not
true.
So
this
anyway
I'm
apparently
saying
something.
That's
not
true,
so
your
staff
will
correct
well.
B
Let
me
ask
another
question,
because
I
was
trying
to
understand
the
reconciliation
of
the
good
news
report,
that
and
through
the
presentation,
by
way
of
staff,
the
the
message
that
you
have
in
this
in
the
staff
report
there's
much
of
it.
That's
sitting
contingent
on
number
one
receiving
the
funds
from
from
the
province,
but
also
contingent
on
successful,
adopt
adoption
through
the
2018
budget
process.
So
the
city's
matching
contributions
over
the
horizon.
B
We
have
a
provincial
election
coming
up,
so
all
the
good
news
that
has
come
out
of
the
province
could
perhaps
disappear
with
it
with
the
new
government
with
a
different
mandate
with
a
different
set
of
priorities.
What
will
happen
to
the
child
care
sector
if
the
city
does
not
come
up
with
its
20%
by
way
of
the
2018
budget
and
if,
along
their
political
horizon,
we
have
a
change
of
government
and
everything?
That's
on
the
table
today
is
gone
well.
K
That's
the
kind
of
risk
we
run
when
we
ask
a
childcare
program
to
build
when
we
say
we'll,
be
children
coming
and
then
later
down
the
line.
They're,
not
it's
like
you've
built
hospital
beds,
but
now
you
don't
have
any
patients
in
and
the
patients
come
with
the
daily
dollars.
So
you
build
childcare
spaces
and
if
we
can't
keep
them
secure
and
filled,
then
the
childcare
program
bears
the
loss
and
when
we
say
the
child
care
program
bears
the
loss,
the
parent
fees
go
up
to
cover.
K
A
L
Morning
I'm,
the
interim
coordinator,
while
Carolyn
ferns,
is
on
maternity
leave,
and
some
of
you
I
also
have
many
decades
of
experience
in
some
of
you
will
remember
my
being
around
this
table
when
I
was
the
workplace
day
care
coordinator
in
the
early
80s
and
other
things
working
on
section
37
until
the
mid
night
and
various
aspects
of
the
old
cities,
role
in
child
care,
so
I'm
pleased
to
be
here
and
I'm
really
came
at
the
higher
level.
If
you
will
the
30,000
foot
level
to
say
this
is
an
excellent
report.
L
We
certainly
continue
at
the
Ontario
coalition
to
look
to
the
city
for
its
leadership
and
I'm
pleased
that
it's
continuing
and
has
continued
through
different
leadership
at
the
city.
I
was
particularly
pleased
to
see
the
commitment
of
the
20%
City
contribution
because,
as
we
just
discussed
earlier,
we
will
need
all
levels
of
government
as
well
as
a
strong,
robust
community
on
board.
L
Indeed
implement
the
growth
strategy
I
was
struck,
I
might
not
have
picked
it
up
in
the
report
by
I
believe
it
was
Elaine's
comment
that
75%
of
registered
early
childhood
educators
now
do
not
yet
earn
26.
Whatever
and
change
dollars
an
hour,
the
the
starting
level
at
Junior,
Kindergarten
assistance-
that's
certainly
I,
know
that
to
be
across
the
province,
I
was
I,
didn't
think
it
would
be
as
high
as
in
Toronto.
L
So
let
me
be
brief
and
say:
I'm
particularly
strong
and
recommend
recommendations,
one
in
four
and
in
the
first
one
we
have
for
a
while
been
calling
for
a
sliding
fee
scale.
With
a
cap
we
haven't
come
upon
a
number,
but
we
certainly
support
the
energy
and
thrust
of
where
acorn
is
going
with
their
recommendation.
L
G
I'm
gonna
ask
you
the
same
question
I
asked
before,
but
directed
a
little
bit
more
when
I
do
my
SWOT
analysis,
and
you
know
this
is
of
course
a
dear
issue
to
so
many
folks
in
Toronto
I'm
wondering
does
this
have
the
support
of
all
provincial
parties
at
the
provincial
level?
This
is
where
the
money's
coming
from
there's
an
election
less
than
a
year
away,
and
you
know
we've
been
there
done
that
at
the
federal
level
new
government
comes
in
Bango
done
over
finished.
G
If
that
ain't,
the
biggest
threat
I,
don't
know
what
is,
and
so
it
should
is
there
anything
happening
at
the
Terra
Coalition
for
better
child
care
level
to
make
sure
that
all
clinical
for
all
four
major
political
parties,
Ontario
I,
guess,
are
fully
briefed
and
that
they
are
solidly
behind
that
behind
it
and
there's
a
movement
to
make
sure
that
there
are
commitments
so
that
this
doesn't
unravel
the
way
it
did.
When
this
happen
at
the
federal
level.
L
Important
question
and
I
would
say
we're
in
the
process
we're
starting
this
Wednesday
we're
having
a
briefing
and
a
breakfast
for
all
MPPs
at
Queen's,
Park
and
recognition
of
childcare
appreciation
day.
I
would
say
that
we
will
we
do
meet
with
all
the
parties.
We
will
continue
to
do
that,
whether
we
will
be
able
to
get
full
commitment
to
everybody
to
this
direction,
I'm
not
sure,
but
we'll
keep
trying,
because
I
agree.
We
absolutely
need
to
have
provincial
commitment
leadership
if
this
is
going
to
go
forward.
Thank
you.
J
I
didn't
want
to
ask.
The
provincial
government
has
made
some
pretty
sweeping
statements
about
moving
to
a
universal
system
and
affordability
for
all
families,
and
yet
I
think
there
has
been
little
flexibility
in
terms
of
allocation
of
the
funding
at
the
local
level,
I'm
wondering
if
that
issue
has
come
up
at
all
in
other
municipalities.
Yes,.
L
I
would
say
indeed
my
what
I've
learned
the
last
couple
of
months
is:
there's
tremendous
variation
among
the
municipalities.
I
know
that
the
consultants
Gord
Cleveland
and
Michael
christiansÃ
working
on
the
affordability
study
are
in
touch
with
all
the
municipalities
or
are
in
the
process
of
gathering
information.
Let's
put
it
that
way,
and
I
would
say
that
there
is
tremendous
variation,
so
I
would
also
my
understanding
is
in
November.
L
L
J
A
A
M
Thank
you
for
the
opportunity
to
be
here
today.
We
are
a
core
members
and,
as
you
know,
a
cornets
organization
who
fight
for
social
change.
So
we
are
here
today
because
we
want
to
speak
about
a
campaign
that
is
called
$10
and
change
on
the
economic
so
and
social
impacts
of
accessible,
high-quality
child
care
system.
M
M
When
they
allotted
the
$7
fee
childcare,
all
Morris
women's
participation,
labor
market
increase
in
12%
points
in
the
most
vulnerable,
more
increase
in
2022
percentage
boys.
So
annoying
all
these
fads,
the
City
of
Toronto,
is
insisting
to
put
affordable
childcare
in
the
slow
cooker.
The
city
had
planned,
to
build
and
to
imprint
and
to
improve
affordability
for
families
called
Toronto's
licensed
childcare
grow
a
strategy
to
to
to
2026
we
acre,
seeing
that
this
is
certainly
is
not
good
enough.
M
The
federal
government
has
failed
us,
the
people
with
housing,
the
government
of
Ontario,
the
provincial
government,
has
fellas
selling
or
hiding
in
fighting
again
our
bills.
They
see
the
on
Toronto,
please
don't
fail
us.
When
is
when
they
see
they
will
is
going
to
understand
our
needs.
We
we
need
a
tenday
feature
care.
We
need
a
control
feel
for
childcare
centers.
We
need
a
crease
or
childcare
centers
and
spaces.
In
words.
We
need
the
fan
to
increase,
to
accommodate
the
different
worksheets
for
people.
M
M
B
Thank
you
very
much
and
thank
you
very
much
for
your
deputation
given
the
given
what
is
contained
in
the
staff
report
and
what
I'm
hearing
from
you,
you
still
have
concerns
that
it
doesn't
go
far
enough
and
and
that
what
is
that
that
the?
What
is
projected
in
terms
of
a
ten-year
plan
doesn't
meet
the
needs
of
working
and
struggling
families
today
with
respect
to
subsidies
for
childcare.
Is
that
correct?
That's
your
concern.
This.
B
B
B
If
the
and
and
you'll
probably
recognize
that
the
report
here
before
us
also
is
very
much
contingent
on
whether
or
not
we
can
move
through
the
2018
budget
process
at
the
city,
whether
or
not
we
can
actually
come
up
with
our
one-third,
our
20%
share
to
close
that
to
meet
the
to
meet
the
phase
1
implementation
of
the
growth
strategy.
Are
you
concerned
that,
with
the
promise
of
flatlining,
the
city's
budget,
which
is
you
know,
you're
not
going
to
get
more
money
to
deliver
more
service?
B
N
M
H
M
B
Are
over
14,000
children
on
the
childcare
waitlist
today,
even
if
we
came
up
with
our
share
of
the
money
at
the
city
level,
and
even
if
we
implement
this
10
year
strategy
for
childcare
growth,
we
still
will
not
be
able
to
address
the
the
full-on
deficit
that
that
exists
today.
That
will
most
likely
continue
to
grow
as
a
prop
as
a
population
in
Toronto
grows.
Is
our
correct
right.
N
B
N
N
The
government
is
going
to
win
through
the
economic
return
on
investment
of
between
50
and
150
percent
based
on
similar
jurisdictions,
and
so
when
the
Toronto
City
Council
is
all
on
board,
then
you
know
we
can
kind
of
United
go
to
the
Ontario
provincial
and
federal
government
and
speak
with
them
about
this,
and
instead
of
you,
know
this,
the
city
just
saying:
well,
you
know
we're
gonna,
just
fully
defer
this
to
the
Ontario,
the
provincial
level.
Does
that
make
sense?
Yes,.
B
N
M
M
B
M
A
N
Morning
councillors,
my
name
is
poori,
adjust
and
I'm,
a
single
dad
to
a
four
and
a
half
year
old
son
named
Dustin
I'm,
an
entrepreneur
and
I've
co-founded.
Three
companies
and
I
sold
one
of
those
companies
just
before
my
son
was
born.
Now,
when
Dustin
was
born,
my
wife
developed
depression
and
needed
me
to
watch
our
son
most
of
the
day
every
day
and
our
parents
did
as
much
as
they
could
to
help,
but
it
was
difficult
and
since
I
just
sold,
the
company
I
was
researching
to
find
my
next
company.
N
What
I
was
gonna
do
next,
however,
I
was
unable
to
as
I
was
basically
a
stay-at-home
dad
and
we
were
eventually
forced
to
hire
a
nanny.
It
costs
us
over
$3,000
per
month
due
to
the
hours
that
I
needed
to
work.
The
lack
of
affordable
child,
affordable,
high-quality
childcare
had
a
huge
impact
on
our
families,
life
which
we're
still
dealing
with
including
divorce.
A
lot
of
stress
on
the
family
and
financial
instability.
N
When
Dustin
was
three
years
old,
my
wife
and
I
got
separated
partly
due
to
the
financial
pressures
of
childcare
and
the
only
reason
we
were
able
to
have
affordable
childcare.
When
Dustin
was
three
and
a
half
years
old
was
because
my
wife
was
dealing
with
severe
mental
health
challenges,
including
attempted
suicide
and
as
an
exception,
we
were
able
to
receive
fully
subsidized
child
care
through
York
Region
social
services
until
he
started
junior
kindergarten.
N
This
past
month,
I'm
very
thankful
that
he's
in
a
high
quality
junior
kindergarten
program
now,
and
he
was
diagnosed
moderately
autistic
last
year
and
although
he's
high-functioning,
he
had
some
developmental
delays,
but
his
daycare
program
really
helped
him
to
develop
his
social
and
language
skills
and
if
he
was
in
daycare
sooner
I'm
sure
his
development
would
have
been
even
further
now
and
and
that
will
actually,
the
fact
that
he
didn't
get
earlier
is
gonna
impact
his
life
and
what
he
can
contribute.
As
an
adult.
N
The
line
I
now
see
that
what
was
missing
for
the
first
four
years
of
his
life
was
a
childcare
support
system
to
help
my
family,
so
I
could
keep
working
and
contributing
financially,
especially
when
my
wife
was
having
health
issues.
Instead,
I
lost
a
lot
of
momentum
professionally
by
being
off
from
work
on
and
off
for
a
total
of
three
years,
and
most
parents
are
not
as
lucky
as
we
were.
We
were
able
to
have
a
four
child
care
for
one
year
before
he
started
junior
kindergarten,
which
made
a
huge
difference
for
us
right
now.
N
Daycare
is
not
affordable,
nor
accessible
for
most
families,
and
that
has
a
huge
impact
on
families,
neighborhoods
and
communities,
not
to
mention
our
economy.
That's.
Why
group,
a
group
of
us
parents
in
the
community
are
working
on
expanding
a
free
program
to
support
parents
by
helping
them
to
create
neighborhood
babysitting
groups.
This
is
going
to
be
a
great
support
for
parents
to
have
childcare
a
few
times
throughout
the
week,
but
it
does
not
in
any
way
replace
full-time
professional
childcare.
N
N
N
N
B
Thank
you
very
much
in
in
your
narrative.
Your
child
is
now
44
years
old.
Yes,
three
years
you
struggled
to
to
gain
access
to
some
form
of
child
care.
In
the
fourth
year
you
were,
you
were
successful
and
and
in
that
one
year
you've
been
able
to
turn
things
around.
Is
that
what
you're
saying
to
us?
Yes,.
N
He
he
entered
daycare
at
three-and-a-half,
and
so
he's
been
in
it
for
about
ten
months
before
he
started
junior
kindergarten,
and
in
that
ten
months
he
went
from
being
quite
a
bit
below
his
classmates
in
terms
of
his
cognitive
development
speech,
gross
and
fine
motor
skills
and
socialization,
and
within
that
ten
months,
now
he's
caught
up
significantly
and
is
doing
quite
well.
If.
N
Well,
you
know:
he's
he's
just
potty
training
now
at
four
and
a
half
years
old
and
his
teachers
told
us
this
should
have
been
done
quite
a
while
ago,
so
he
would
have
been
a
lot
more
confident
in
terms
of
his
potty
training,
also
in
terms
of
his
language
and
motor
skills
and
just
his
socialization,
so
that
he
can
get
along
with
his
peers
and
and
really
feel
confident
in
in
life.
What.
B
N
B
Do
you
reconcile
the
contradictions
between
government
policies
that
perhaps
encourage
entrepreneurs
encourage
a
startup
culture,
encourage
the
the
innovation
ecosystem
and,
at
the
same
time,
not
invest
properly
in
this
India
in
the
social
services
that
actually
enables
all
the
other
good
things
to
happen
economically?
How
do
you
reconcile
those
contradictions,
yeah.
N
That's
a
good
question:
I
mean
the
impact.
Is
that
you
know
a
lot
of
us.
Entrepreneurs
are
not
able
to
go
and
take
advantage
of
those.
You
know.
Incubator
models
and
and
other
government
supports,
because
we're
at
home
taking
care
of
our
kids
and
it's
either
that
or
we
you
know,
sacrifice
our
kids
and
then
go
go
out
to
you
know
create
something:
that's
that's
a
change
in
the
world,
but
we're
we're
just
not
having
having
that
support
to
really
be
able
to
do
what
we're
up
to
in
the
world.
Okay,.
J
J
J
H
For
year,
one
we
received
thirty
four
point:
five
million
dollars
year,
one
has
to
be
expanded
by
the
end
of
2018
for
year,
two
we're
expecting
to
get
thirty
four
point:
five
million
dollars,
plus
an
increase
which
would
have
to
be
spent
in
twenty
eight
calendar
year
and
similarly,
another
34.5
with
an
additional
increase
of
some
point,
some
proportion
that
would
have
to
be
spent
in
the
2019
calendar
year.
What.
H
Projected
a
seven
point:
seven
million
dollar
increase
in
year,
2
so
2018
for
growth
and
we've
done
that
based
on
what
we
know
already
up
there
allocation
for
the
first
quarter,
the
provincial
growth
money
can
be
used
for
fee
subsidies,
increasing
access
and
if
we've
done
all
that
and
still
have
unallocated
resources
addressing
affordability,
ok,
it
wasn't
to
do
all
three.
So.
H
So
what
does
that
mean?
Yes?
Well,
it's
it's
difficult
to
define,
but
it
could
be
used
to
expand
a
service
provision,
so
we've
been
looking
at
it
as
managing
to
open
rooms
that
may
be
closed
so
that
we
can
get
additional
children
into
care.
We've
considered
addressing
affordability
as
a
means
of
improving
access
and
also
addressing
the
wage
issue,
to
the
extent
that
we
can
recognizing
that
with
a
stable
staff,
it's
easier
for
centers
to
operate
the.
H
Federal
money
is
twenty-one
point
five
million
dollars
for
each
of
the
next
three
years,
2017
2018
and
2019,
and
then
it's
expected
in
2020.
There
would
be
an
increase
on
that.
There
is
a
three
year
agreement
for
federal
dollars
for
year,
one
the
federal
dollars
can
be
used.
A
portion
of
kaatham
can
be
used
for
capital,
they
can
also
be
used
for
fee
subsidies
and
also
a
portion.
Five
percent
was
able
to
be
used
for
children
from
five
to
twelve,
and
we
took
advantage
of
that.
H
J
H
A
number
of
reasons,
first
of
all,
it
was
not
in
the
top
priority
of
the
provincial
guidelines.
Secondly,
we
need
to
ensure
that
we
have
the
policies
and
contractual
agreements
in
place
to
ensure
that
we
and
when
we
invest
money
to
reduce
fees,
that
it
does
actually
go
to
reducing
fees
in
other
jurisdictions.
Australia
is
a
prime
example
when
they
have
dramatically
increased
funding
for
affordability.
H
H
Investment
of
capital
is
now
looking
at
child
population
across
the
city
right
down
to
the
neighborhood
level,
recognizing
that
capital,
with
with
the
2018
deadline
for
investment
or
commitment
of
the
federal
dollars,
we're
really
looking
at
what
we
can
do
quickly.
Capital
generally
takes
three
to
four
years
and
we're
working
very
aggressive
with
as
many
partners
as
we
can
find.
You
really
try
to
address
those
great
gritar,
sorry,
red
areas
in
the
map
and
we've.
J
H
J
J
Our
eleven
point:
two
million
is
then
going
to
go
towards
subsidies,
I
see
at
the
bottom
of
column
and
2018
column.
It's
in
capital
and
I
understand,
then
in
2019
that
eleven
point
two
is
going
to
go
into
subsidies.
How
are
we
going
to
take
it
from
capital
if
it's
and
then
put
it
into
the
base
the
following
year?
So.
H
M
H
A
H
Do
we
get
it
in
the
base?
It
may
well
be
in
the
base,
that's
something
that
needs
to
be
determined
with
that
fine
financial
planning
through
the
budget
process,
in
terms
of
how
to
fund
that
eleven
point,
two
million
the
intent
should
cancel
approve.
It
is
regardless
of
how
its
funded
or
possibly
phased
in
by
2019
the
11
point,
2
million.
It
is
in
the
base
for
fee
subsidies
and.
B
A
question
regarding
I
guess:
a
deputation
regarding
the
morale
of
ICI
workers
and
I
think
it's
it's
important
to
talk
about
the
bricks
and
mortar
of
service
delivery,
but
it's
also
very
important
to
talk
about
the
people.
There
there's
been
comments
about
the
morale
of
of
ECE
workers
being
extremely
low,
probably
on
the
receiving
end
of
just
financial
instability
and
that
perhaps
we're
going
to
be
losing
the
the
very
critical
workers
that
are
needed
to
actually
provide
the
service
as
we're
trying
to
build
more
centers
in
this
plan.
H
Includes
84
million
dollars
directed
towards
increasing
and
improving
compensation
for
ICI
ease,
I,
don't
necessarily
agree
that
there's
a
morale
issue
across
the
system,
I
think
there's
great
excitement
at
the
growth.
There
are
concerns,
however,
that
with
the
low
wages
of
ICI
ease,
it's
very
difficult
for
to
retain
qualified
professional
staff
in
the
profession.
The
cut
the
colleges
are
graduating
sand
if
significant
enough
students
to
support
the
expansion,
but
many
of
them
are
opting
out
of
this.
The
system,
largely
because
of
a
salaries
RB
if
they're
serving
kindergarten
and
school-age
children
the
split
shifts,
but.
H
B
Question
regarding
the
suggestion
that
most
of
the
the
child
care
service-
that's
being
that's,
that's
being
delivered,
is
being
delivered
through
community
based
childcare,
nonprofit
programs,
but
at
the
same
time
it's
it's.
This
bruh
Turk
it's
this
particular
sector.
That
is
that's
feeling
the
instability
are
you.
Are
you
saying
that
this
report,
based
on
the
the
phase
one
of
the
of
the
child
care
growth
strategy,
is
that
you'll
be
able
to
address
the
sort
of
that
service
deficit
by
way
of
this
report?
By
way
of
this
but
phase
one
implementation.
H
Absolutely,
but
the
one
thing
I
should
point
out
counselor
is
that
we
are
paying
actual
costs
in
the
community
and
because
of
the
in
the
incremental
increases
in
our
general
operating
grant,
which
is
base.
Funding
we
were
able
to
the
actual
fee.
Increase
last
year
was
less
than
1%
on
average,
so
we
are
paying
actual
costs,
but
we
do
have
guidelines
governing
what
costs
benchmarks
for
costs
to
ensure
the
best
use
of
public
resources
and.
B
How
do
you
think
we
should
respond
to
to
the
deputy
deputy
who
spoke
about
the
deficits
being
carried
forward
by
the
the
community-based
childcare
centers?
Obviously,
that's
not
sustainable.
Even
a
30,
30,
30
thousand
dollar
sort
of
hold
back,
or
perhaps
you
know,
$30,000
disappearing
from
a
budget.
That
means
that
the
entire
center
may
not
go
forward.
How
do
we
reconcile
that
I'm
hearing
I'm
hearing
different
things
here?
Well,.
H
First,
to
fall
on
that
specific
issue
and
I
won't
get
into
the
details.
My
staff
have
asked
to
meet
with
the
board
of
directors.
There
was
a
reduction
in
one
line
of
the
budget
of
the
$24,000,
but
the
average
per
diem
to
that
agency
went
up
by
2.4
percent,
so
they
did
receive
increased
funding
very
I
would
I
don't
want
to
say
that
the
majority
of
the
system
are
carrying
deficits,
because
that,
frankly,
is
not
true.
H
Where
there
are
agencies
covered
carrying
deficits,
our
consulting
team
works
very
closely
with
them
to
ensure
that
they
have
a
financial
plan.
The
one
thing
I
will
see
as
we
send
out
our
final
numbers
on
the
budget
this
year
to
agencies,
I've
asked
that
we
be
a
little
bit
more
detailed
in
terms
of
explaining
what
is
eligible,
what
is
ineligible
for
funds
to
ensure
that
it's
fully
understood
and
transparent?
Okay.
H
B
Did
I
just
want
to
dig
a
little
bit
deeper
because
I'm
hearing
two
different
things,
and
so
forgive
me
if
I've
misspoken
said
that
the
majority,
this
centers
are
feeling
deficits
and
clearly
that's
not
the
case,
but
when
a
center
does
face
a
deficit.
Obviously
that
has
quite
dramatic
impact
to
the
local
community
that
it's
providing
service
for.
How
do
we
reconcile
that.
H
Well,
first
of
all,
we
look
at
what's
causing
the
deficit.
If
it's
something
that
we
should
have
been
funding
that
we
haven't
been
funding,
we
will
look
at
the
per
diem
and
revisit
that
if
it's
something
that
the
agency
is
funding,
that
is
not
eligible
under
our
guidelines,
we
would
certainly
explain
that
to
the
agency
and
take
it
from
there.
H
E
E
Stats
Canada
from
stats,
Kent,
okay,
thank
you
and
I
want
to
know
how
you
work
and
if
you
work
with
planning
to
look
at
child
care,
centers
related
to
incredible
growth
and
the
what's
considered
now
30,000
new,
it's
a
year
moving
into
the
city
of
Toronto,
let
alone
the
gaps
that
we
have
already
in
childcare,
which
we've
noted
over
many
years.
How
what's
your
approach
there
and
who
do
you
work
with?
We.
H
Work
directly
with
the
policy
and
research
Arian
finances,
sardian
planning,
as
well
as
with
the
district
operations
and
planning
to
ensure
that
we're
reflecting
their
projections
of
growth,
as
well
as
the
provinces
projections
of
growth
in
the
population.
In
addition,
planning
has
now
identified
a
child
care
as
a
priority
in
all
section
37
and
development
discussions
to
ensure
that
we
are
addressing
projected
growth
and
sharp
population.
In
addition,
the
30,000
increase
that's
required
in
physical
spaces.
H
E
H
E
H
H
That's
difficult
to
answer,
counselor
I
think
I
would
have
to
look
at
the
areas
that
have
leased
access
on
most
demands
and
take
it
from
there,
but
also
I
should
reiterate
the
guard
clev
when
he
did.
The
growth
and
affordability
study
looked
very
carefully
at
growth
projections
across
the
city
right
down
to
the
neighborhood
level,
using
all
of
the
data
that
I
mentioned.
So
the
30,000
estimate
is
a
very
sound
number.
We
believe
that's.
E
E
H
I
think
that
map
is
showing
the
the
access
to
service
at
the
neighborhood
level
and
that's
its
access
to
the
physical
spaces
at
the
neighborhood
level,
so
that
that's
based
on
data.
It
just
is
what
it
is.
We're
not
saying
any
one
area
is
over
or
underserved
it's
just
showing
you
what
the
access
is
at
this
point
in
time.
So
with.
E
H
E
E
H
I
can't
comment
on
places
to
grow,
but
I
can
comment
that
within
our
play,
the
Toronto
various
Toronto
official
plans
secondary
plans.
There
are
areas
where
it's
clear
that
childcare
is
a
priority
and
is
included
in
the
development
and
I
know
going
back
a
number
of
years
to
my
waterfront
days
that
it
was
very
clearly
spelled
out
in
the
secondary
plan.
How
many
childcare
centers
would
be
required
in
each
precinct.
E
I
Thank
you
so
much
mr.
chair,
you
guys
have
the
the
most
wonderful
and
indulgent
rules
here
about
accommodating
late
breaking
non-members.
I
just
have
one
question:
their
just
react
that
has
not
been
covered
and
it's
it's
it's
about
how
you've
allocated
some
of
the
the
new
funds
in
the
plan
to
administration
I
found
out
this
complaint
but,
as
always
happens,
I
found
that
this
complaint
through
my
daughter
and
then
it
came
back
to
my
office,
and
they
said.
Oh
yes,
counselor.
We
take
that
complaint.
I
H
So
happy
to
say
that
we
are
in
the
process
of
launching
a
parent
portal
which
is
just
beginning,
but
incremental
the
parents
will
be
able
to
update
their
information
through
the
portal,
apply
for
the
fee
subsidy
through
the
portal
and
submit
their
annual
documentation
through
the
portal.
It
won't
be
working
tomorrow,
but
we're
on
it.
H
I
We
do
not
have
the
funds
to
have
any
kind
of
easy
access
other
than
one
day
a
week,
being
open
till
six
o'clock
for
people
who
have
entry-level
jobs
and
probably
can't
get
there
by
six
o'clock
and
get
to
the
childcare
center
and
get
their
kid
by
six
o'clock
and
make
this
appointment.
Why
would
we
not
load
the
funds
in
now?
Well,
we
don't
have
the
portal
we.
H
Are
loading
the
funds
in
now,
but
it
will
take
a
couple
of
years
to
fully
develop
the
portal
part
of
it
will
roll
out
later
this
year
and
will
be
adding
services
to
it.
Incrementally
it's
just
the
time
required
to
develop
the
software
and
put
the
systems
in
place.
So
it
is
part
of
our
capital
budget
to
be
implemented
over
the
next
two
years.
Okay,.
I
And
last
question
there
still
will
be
a
need
for
some
to
come
in
and,
as
you
say,
families
who
you
think
may
be
at
risk
on
some
level.
Is
it
possible?
Is
there
some
impediment?
This
is
a
CBA
of
impediment.
Is
there
some
reason
why
we
can't
have
one
day
a
week,
somebody
who
works
from
noon
to
8:00
so
that
a
person
could
pick
up
the
child
and
then
go
make
their
appointment?
H
H
J
J
I
want
to
thank
our
staff
for
the
report
that
is
here
and
as
much
as
the
childcare
community
has
been
overwhelmed
with
change
over
the
last
five
years.
So
has
our
Children's
Services
Division,
everything
from
taking
on
the
download
of
child
and
family
centers
to
all-day
kindergarten
school
age.
All
of
the
changes
that
have
come.
In
addition,
we
ask
them
to
do
this.
We
said
we
want
a
plan.
J
We
want
to
plan
for
growth
in
the
City
of
Toronto
and
we
want
to
be
ready
when
the
federal
and
provincial
governments
come
to
say
this
is
our
plan
in
Toronto.
We
want
to
expand
the
number
of
licensed
spaces
so
that
there
actually
are
centers
out
there
and
we
want
to
expand
them
in
all
areas
of
the
city
for
all
families,
and
that
is
significant
about
this
report.
J
J
But
we
have
asked
them
to
change
it
and
they
are
talking
about
changing
it
and
with
this
report,
we're
pushing
them
even
further
to
talk
about
different
ways
to
look
at
affordability.
The
other
way
we
address
affordability
is
we
give
direct
operating
funding
to
the
childcare
centers
that
underwrites
the
cost
of
every
space,
whether
they're
affordable,
whether
they
are
fee
paying
parents
or
not,
or
subsidized
parents
or
fee
paying
parents?
J
We
also
add
capital
money
because
we
have
to
grow
those
spaces
and
that
operating
money
also
addresses
salaries,
because
fees
and
salaries,
as
somebody
said,
are
absolutely
intertwined.
So
we
are
doing
all
of
those
things
with
this
plan
and
I,
don't
think,
there's
another
municipality
that
has
thought
through
anywhere.
That
is
thought
through
how
we
can
address
making
childcare
accessible
for
all
families
and
address
affordability
within
the
current
system
and
expand
it
at
the
same
time.
I
do
have
some
concerns.
The
provincial
government
has
given
us
thirty,
four
million
dollars,
which
is
fabulous
and
I.
J
So,
as
you
can
see
on
page
seven,
we
are
addressing
now
our
target
of
achieving
40
percent
of
our
spaces
to
be
subsidized.
We've
all
we're
halfway
there
almost
with
this
one
with
this
phase
one,
but
we
are
only
at
9%
in
terms
of
achieving
our
affordability
targets
at
the
end
of
this
phase,
one
so
I
hope
at
the
end
of
18,
when
the
provincial
and
federal
government's,
whichever
ones
they
are
count
some
havoc,
and
you
are
right-
we've
got
to
hold
all
three
parties
accountable
to
make
sure
that
they
can
four
parties
accountable.
J
Yes,
we
saw
what
happened
in
BC
so
that
we
can
make
sure
that
this
commitment
continues
beyond
three.
This
has
happened
before
we've
been
very
optimistic:
we've
planned
for
great
expansion
and
it's
been
canceled,
so
we
do
have
to
say
this
is
our
plan.
We
want
to
move
faster
and
I
hear
acorn.
Absolutely.
It
would
be
great
to
have
$10
a
day
tomorrow,
but
when
the
fees
right
now
for
an
infant
space
are
over
$100
a
day,
it's
very
hard
to
get
to
$10
a
day
as
fast
as
we'd
like.
J
J
Like
fun
anyway,
so
thank
you
again.
I
know
that
councillor
wong-tam
has
a
motion
and
it's
going
to
call
for
consultation
on
a
number
of
things,
including
affordability,
so
that
parents,
right
across
this
city,
can
have
their
voices
heard
once
again,
so
that
we
build
support
leading
up
to
the
per
the
municipal
budget,
because
we
have
committed
20%
and
we
will
make
sure
that
that
20%
is
there
and
every
one
of
the
people
who
came
here
today
will
make
sure
that
their
counselors
hear
their
voices
in
this
budget
process.
A
I
I
In
many
cases
they
will
now
be
eligible
to
go
to
wishing
free,
but
they
will
still
have
the
issues
of
child
care,
but,
along
with
the
issue
of
the
affordability,
we're
making
a
system
that
will
have
more
spaces
to
accommodate
that,
so
that
so
that
that
whole
wraparound
have
get
back
to
school,
get
the
kids
cared
for
and
become
become
a
viable
breadwinner.
They'll
get
lots
of
counseling
on
the
kinds
of
jobs
that
are
necessarily
needed
right
now,
and
so
these
are
the
areas
you
should
focus
on
your
focus.
I
Your
studies
on
in
college
will
get
them
employed
right
away,
but
they
will
not
enter
the
workforce
in
in
jobs
where
they
can
easily
save.
Taking
the
afternoon
off.
Gotta
go
do
some
stuff.
They
will
not
have
those
kinds
of
jobs.
Despite
having
college
education,
that's
a
lot
of
women,
let's
face
it,
but
but
they
will
be
on
the
path
out
of
poverty
anywhere.
We
can
tweak
the
the
system
so
that
it
not
only
provides
the
space
but
makes
it
workable
system
is
important.
I
Just
asking
the
question:
I
heard
a
receptiveness
from
staff
immediately
offline
to
addressing
exactly
this
issue.
In
the
in
the
new
world,
and
so
I
have
confidence
that
it
will
be
addressed
in
in
in
short
order,
but
whether
by
pilot
or
whatever,
but
I
just
want
to
make
sure
that,
in
the
in
the
consultations
with
parents,
we're
listening
to
those
little
operational
things
as
well
as
listening
to
just
that
that
Clarion
called
we
need
more
spaces,
we
need
more
spaces.
I
Anything
we
can
do
to
make
it
workable
to
to
change
what
are
the
systemic
impediments
to
smoothly
going
from
Oh,
W
and
rent
gear,
to
income,
to
education,
to
workforce
and
and
being
able
to
to
wisely
use
that
subsidized
space
to
create
your
own
strong
family
model?
We
have
to
fix
the
systemic
issues,
so
I'm
happy
to
see
the
administrative
expense
in
there
as
well,
because
I
think
the
the
child
children
services
caseworkers
would
love
to
have
some
of
those
impediments
out
of
the
way
so
they're
not
having
to
present
them
as
sorry.
B
I
would
also
request
that
we
amend
recommendation
number
four
and-
and
we
do
so
by
a
by
going
out
to
having
conversations
with
various
stakeholders,
including
the
childcare
agencies,
and
talk
about
affordability,
options
for
licensed
childcare,
including
developing
a
capital
funding
strategy,
expansion,
plan,
subsidy
policies
and
funding
changes
to
encourage
increased
access
to
child
care
services
for
workers
with
part-time
or
non
standardized
work
hours.
In
a
nutshell,
what
I'd
like
us
to
do
as
a
committee
is
to
is
to
really
think
holistically
about
our
child
care
approach
to
affordable,
universally
accessible
childcare.
B
That's
been
done
looking
at
what
happened
in
Quebec,
of
course,
every
single
policy
can
be
adopted
very
differently,
considering
the
jurisdictions
and
the
the
socio-economic
environment.
But
one
particular
report
that
jumps
out
at
me
and
I
it
was
cited
in
that
same
report
at
active,
is
that
you're
gonna
get
200
million
dollars
of
economic
contributions
coming
back
to
the
provincial
coffers
by
making
that
investment
in
childcare,
which
is
what
happened
in
the
province
of
Quebec.
B
So
what
we
heard
today
we're
deputations
about
not
just
the
need
for
affordable
childcare,
making
sure
that
it's
accessible,
that's
fair,
that
it's
going
to
be
inclusive.
What
I
think
we
also
heard
today
is
what
happens
when
we
don't
do
it
and
what
we
don't
do
that
when
we
don't
do
it,
we
missed
opportunities.
Working
families
aren't
able
to
provide
contributions
to
not
just
their
community
by
making
sure
that
their
child
gets
quality
access
to
childcare,
but
they
don't
get
to
contribute
into
the
workforce.
B
They
do
not
get
to
pay
their
their
proportionate
taxes,
they
don't
get
to
grow
new
ink,
you
Bader's
or
tech
companies
or
any
of
those
things.
There
are
women
that
don't
get
into
the
workforce
so
over
and
over
again.
I
think
that
a
business
case
that
can
be
made
is
that
you
get
people
access
to
child
care.
They
will
no
longer
be
receiving
the
social
benefits
on
the
other
end,
which
is
whether
it's
a
social
welfare
or
perhaps
subsidies
than
for
affordable
housing
and
and
and
so
forth.
B
So
there's
an
economic
multiplier
effect
that
I
think
we
need
to
to
ask
the
other
orders
of
governments
to
consider,
because,
while
this
country
and
this
province
in
the
city
is
on
the
pursuit
of
attracting
knowledge,
workers
is
on
the
pursuit
of
increasing
women's
participation
in
STEM
science,
technology,
engineering
and
mathematics,
while
we're
trying
to
build
ecosystems
of
that
grow,
up
incubators
and
and
the
tech
sector.
While
we're
trying
to
do
all
that,
we
put
another
foot
on
their
neck
and
say
you
stay
home
and
you
don't
go
to
work.
B
So
those
opportunities
are
forwarded
to
some
people
and
not
to
others.
So
then,
what's
the
point
of
those
policies
where
we're
trying
to
grow
the
economy
while
we're
trying
to
bring
people
into
better
living
conditions,
because
it
doesn't
actually
make
any
sense
unless
you
actually
look
at
the
system
holistically
and
I
think
that
staff
need
to
be
commended
for
coming
up
with
this
this
overall
strategy,
councillor
Davis,
is
absolutely
right.
We're
in
a
position
to
respond,
but
I
would
now
like
us
to
respond
and
go
one
step
further
and
that
one
step
further.
B
B
Childcare
in
Toronto
is
almost
seventeen
hundred
dollars
a
month
which
makes
us
the
most
expensive
place
to
to
place
a
child
in
childcare
in
the
country.
It
is
also
the
most
expensive
place
to
live,
and
we
we
know
that
this
has
a
very.
It
has
a
very
important
to
recognize
gendered
impact
most
of
the.
In
most
cases
when
you
do
have
two
parents,
it's
actually
the
woman
who
stays
behind
to
take
care
of
the
child,
so
we're
not
going
to
be
able
to
move
forward
as
a
kind
tree
or
compete
competitively
globally.
A
B
A
B
Don't
think
it's
nasty
I,
don't
think
it's
actually
a
nationalist
approach
to
increasing
in
child
care
I
think
it's
the
right
thing
to
do
where
there's
business
models
that
will
say
very
similar
things,
I,
don't
believe,
there's
a
BC
nationalist
movement
and
yet
the
province
of
British
Columbia
is
seriously
looking
at
what
a
ten
dollar
cap
would
look
like
for
their
province
and
I.
Think
what
we
we
do
know
is
that
child
care
is
a
fundamental
issue
for
families
and
struggling
families
to
participate
in
the
work.
No.
A
A
B
A
very
quick
question:
yeah
I
apologize,
then
this
is
a
question
for
staff.
Regarding
item
number
one
and
through
you,
mr.
chair
in
the
report
regarding
the
newcomer
youth
recreation
forum,
is
said
that,
during
the
the
consultation
that
the
ongoing
themes
of
intersectionality
and
youth
engagement
were
quite
prominent,
what's
specific,
what's
specifically
about
intersectionality
and
ongoing
engagement
that
they
youth
want
to
speak
about
because
there
there's
one
sentence
and
then
I
just
want
to
pull
it
out
of
it.
B
A
The
chair,
the
primary
sort
of
theme
around
intersectionality,
is
just
that.
The
idea
that
newcomer
youth,
you
you
might
approach
as
a
rather
than
approaching
it
from
a
single
dimension
that
we
need
to
be
mindful
of
the
many
identities
that
an
individual
has
and
that
they
shouldn't
just
be
define
defined
by
the
fact
that
they
are
newcomers
to
Canada.
So
as
we
think
about
access
to
recreation
and
services
that
youth
are
interested
in.
D
A
B
B
A
Think
that
it's
it's
an
ongoing
conversation,
I,
don't
you
know
it's
a
journey
that
you
never
fully
reach
and
so
part
of
what
the
the
intention
around
this
forum
was
being
able
to
continue
to
do
deep,
dives
with
the
needs
of
youth
in
the
City
of
Toronto,
particularly
newcomer
youth,
that
those
things
that
we're
doing
successfully
those
things
that
we
need
to
continue
to
build
capacity
in
and
then
setting
up
the
right
tables
to
have
those
ongoing
conversations
moving
forward.
Thank.
B
D
Have
an
emotion
that
can
be
put
on
the
screen.
Just
very
briefly.
Members
of
this
committee
will
recall
that
about
a
year
and
a
half
ago,
and
we
directed
staff
to
work
with
social
planning,
Toronto
and
others
to
address
issues
relating
to
access
for
newcomer
youth,
I'm
glad
that
there's
been
many
conversations
and
the
talk
is
in
fact
continuing.
D
I
think
we
all
collectively
realize
that
there's
much
more
to
be
done,
ultimately,
that
a
strategy
that's
implemented
and
and
successfully
done
in
collaboration
between
PFN,
our
the
newcomer
office
and
the
Civic
sector,
is
where
we
need
to
go,
and
my
motion
here
is
to
ensure
we
continue
to
work
towards
that
path,
as
we
seek
to
devise
solutions,
and
with
that.
Thank
you.
A
C
Can
you
other
way?
Okay,
there
we
go
how's
that
okay,
so
thanks
very
much
for
having
me
and
I
wanted
to
start
just
by
reading
the
letter
that
the
community
members
have
put
together
in
support
of
the
staff
recommendations.
So
we
are
the
community
members
of
the
s
H,
Armstrong
pool
working
group.
We
would
like
to
echo
the
final
staff
report
that
has
made
a
strong
recommendation
to
bridge
pool
programming
for
the
winter
session
at
SH
Armstrong
community
center.
C
Since
our
pool
reopening
was
announced,
our
community
came
together
and
worked
with
city
staff
in
the
TDSB
to
reach
out
across
social
media,
school
and
community
centers
farmers,
markets,
health,
centers,
local
buses,
nearby
shelters
and
community
housing.
All
with
a
focus
on
aligning
programming
to
community
needs
and
raising
awareness
that
the
pool
programming
had
returned.
This
fall
saw
over
550
people
register
for
our
community
pool
more
than
double
any
previous
session,
confirming
our
community's
ongoing
interest
and
commitment
in
the
SH
Armstrong
pool.
C
We
are
incredibly
proud
in
particular
to
see
the
number
of
young
children
and
vulnerable
adults
that
are
now
accessing
crucial,
learn
to
swim,
programming
and
healthy
recreation
opportunities
through
our
community
outreach.
We
have
learned
that,
although
our
community
lies
steps
from
Lake
Ontario,
there
are
many
who
still
do
not
know
how
to
swim,
a
crucial
life
skill
that
we
view
as
a
right,
not
a
privilege
of
every
person
in
the
city.
C
We
see
the
staff
recommendation
is
essential
for
keeping
up
momentum
at
this
stage
of
disruption
and
programming
would
have
a
substantial
negative
community
impact
and
would
affect
the
progress.
We've
made
an
outreach
to
vulnerable
populations,
particularly
to
newcomer
women,
youth
and
vulnerable
adults
who
are
accessed
now
beginning
to
access
these
critical
city
programs,
as
outlined
in
our
previous
submission
to
this
committee,
we
remain
of
the
view
that
city
funding
to
us,
H
Armstrong
pool,
should
be
reinstated
on
a
permanent
and
ongoing
basis.
C
We
feel
that
the
continued
city
investment
in
this
aquatic
community
have
and
shared
resource
is
an
important
and
cost-effective
contribution
to
enhancing
the
safety
and
quality
of
life
of
the
many
and
diverse
residents
of
our
community.
We
would
ask
that,
in
line
with
staff
recommendations,
programming
continue
at
SH
Armstrong
into
the
winter
session.
We
would
also
request
that
our
working
group
continue
to
work
together
as
needed
throughout
2018
since
forming
in
May
2017.
C
Our
working
group
has
fostered
linkages
across
our
diverse
community
city
staff
and
the
TDSB
to
refine
programming
in
line
with
community
needs
and
to
make
modest
facility
improvements.
We
have
areas
for
future
work
and
see
a
need
for
a
continued
working
group
structure
to
facilitate
collaboration
across
the
many
stakeholders
at
form
part
of
the
s
H
Armstrong
Duke
of
Connaught
community.
So
thank
you
again
and
just
to
follow
up
I'll
also
put
here.
Let's
make
sure
I
put
this
up
correctly.
C
You
can
just
this
is
going
to
be
hard
to
see,
but
in
the
right
hand,
column
you'll
be
able
to
see
what
programs
were
offered
in
spring
of
2017
around
the
time
that
council
made
its
decisions
related
to
the
future
of
our
pool.
You
can
see
in
the
left-hand
columns
that
go
across
both
sides.
What
was
just
offered
this
fall
we're
now
at
80
percent
utilization
with
so
many
more
programs.
There
are
so
many
people
coming
to
our
pool.
C
Now,
I'm
really
grateful
to
staff
that
worked
so
hard
with
us
to
promote
these
programs,
even
though
they
did
not
appear
in
the
fund
guide.
We
fly
'red
I
myself
went
in
conjunction
with
staff
to
Toronto
Community
Housing
near
near
the
pool.
We
also
served
as
a
guest
speaker
to
a
tenant
rep
meeting.
We
were
able
to
get
20%
participation
through
the
welcome
policy
within
our
pool
and
the
pool
it's
a
bustling
place.
C
Now
it's
come
back
to
life
like
it's
really
been
a
such
a
positive
thing
for
our
community
and
I
know
that
when,
when
you
see
me
coming
because
this
isn't
my
first
time
here
too
puny,
you
might
just
think
that
it's
uppity
Lesley
bill
moms,
that
are
the
ones
using
this
pool.
I,
really
want
to
emphasize
that
the
whole
community
is
now
using
this
pool
on
Monday
nights.
In
particular,
we
started
Adult
Swim
programs
I've
gone
to
see
what's
happening,
it's
a
largely
racialized
population
that
is
accessing
these
adult
learn
to
swim
programs.
C
I
saw
a
father
and
son
duo
both
learning
to
swim
together,
which
to
me,
is
incredibly
heartwarming
I've
giggled
in
the
change
room
with
a
group
of
new
immigrant
women
who
I'm
getting
to
know
I
know.
This
committee
has
such
a
weighty
and
serious
responsibility
in
the
city
at
large,
around
newcomers
around
refugees,
around
child
poverty
and
in
our
swimming
pool
in
the
Greenville
Coxwell
corridor,
which
is
rapidly
changing
a
gentrifying
area.
C
Our
community
pool
is
a
tool
of
social
cohesion,
an
essential
tool
for
social
cohesion
and
we're
seeing
that
we're
seeing
that
right
now
with
the
growth
and
numbers
and
the
true
diversity
of
participation
and
I,
really
I
really
want
to
see
us
keep
that
up.
We've
got
lots
more
to
do
hope,
shelters
coming
online,
this
winter
we've
done
really
great
outreach
with
Red
Door
and
there's
some
ideas
for
targeted
programming.
C
E
C
We
actually
went
to
a
regional
tenant,
rep
meeting
for
the
entire
East
End.
Yes,
where
we
had
I
think
around
1210
at
reps
and
attendants.
We
we
gave
up
fliers
discussed
how
to
access
welcome
policy
funds
address
any
questions
also
promoted
the
adult
learn
to
swim
programs,
which
renew
highlighted
the
girls.
Only
programming
that's
being
offered,
and
girls
only
learned
to
swim
on
Thursday
nights.
C
So
20
percent
of
this,
the
it's
over
550
participants,
they've
they've,
told
us
that
20
percent
access
the
welcome
policy
and,
in
part,
that's
interesting,
because
SH
Armstrong
is
one
of
the
community
centers
that
opens
at
8
a.m.
for
registration
and
so
a
lot.
The
online
program
opens
at
7.
The
physical
structure
opens
at
8,
and
so
low-income
people
are
at
a
disadvantage
and
that
kind
of
structure,
because
the
first
hour
they
can't
register.
C
E
C
We
we
floured
local
farmers
markets
as
a
community.
We
were
able
to
host
info
tables
at
city,
sponsored
farmers
markets,
which
is
great.
We
were
able
to
free
offerings
there.
City
staff
worked
with
all
nearby
schools,
including
those
in
other
district
school
boards
that
do
not
have
pools
and
all
students
were
were
given
a
package
so
that
they
were,
they
were
kept
informed
of
registration,
and
we'll
have
to
do
that
again.
C
This
winter,
with
with
this
committee
and
council,
support
to
bridge
programming
programs
will
be
offered,
but
we
will
again
not
be
in
the
fun
guide
in
the
future,
with
the
fungi,
things
will
be
easier,
but
we
have
a
plan
to
market
again
and
a
lot
of
a
lot
of
families
are
keen
to
use
a
pool
again
with
the
new
numbers.
It
feels
like
you're
going
into
a
living
and
vibrant,
and
so
you
know
success
begets
success
and
we
really
want
to
keep
that
success
happening
in
our
community
center.
C
The
temperature
I
should
say
that
was
a
that's
a
fantastic
example
of
why
the
working
group
structure
that
this
this
committee
in
that
council
pass
was
so
effective.
Having
both
the
city
and
TDs
be
at
the
table
in
Toronto
lands
corporation,
we
could,
when
we
held
a
community
meeting
to
discuss
challenges,
we
had
all
the
necessary
players
at
the
table
to
work
out
solutions,
and
so
we've
done
things
like
facility
walkthroughs
and
when,
when
people
see
that
their
concerns
are
being
listened
to,
you
know.
C
Sometimes
it
takes
a
little
bit
of
time
to
make
the
things
happen.
But
when
people
see
that
their
concerns
are
being
heard
it
it
creates
in
itself
a
momentum,
and
so
the
temperature
was
a
great
example
where
the
school
been
keeping
the
pool
at
78
degrees.
Farenheit
City
tends
to
prefer
more
84,
85
degrees
Fahrenheit
for
these
kinds
of
facilities
we
passed
emulsion.
Our
trustee
took
that
to
the
TDSB
the
pool
temperatures
now
82
degrees,
which
is
considered
adequate
for
these
four
children.
C
E
E
E
E
E
Just
going
to
I'm
going
to
move
the
recommendation
and
as
well
thank
everybody.
That's
been
involved
in
the
working
group
and,
as
Sara
has
told
us,
and
also
thank
the
members
of
the
working
groups,
there
Earhart
Nancy
law,
the
others
who
have
been
really
front
and
center
for
making
this
happen
and
to
Aiden
and
his
staff
from
the
swim
program.
It's
been
a
really
collaborative
venture.
It's
been
actually
very
exciting
to
see
them
come
up
with
all
of
these
ideas.
E
Imagine
going
to
the
TCH,
see
regional
tenant
council
talking
about
the
swim
programs,
finding
that
we
have
a
20%
20%,
welcome
policy,
take
up
at
SH,
Armstrong
and
then
also
you'll.
Remember
that
their
shelters
in
the
neighborhood
and
there's
ongoing
conversations
with
how
the
new
men's
shelter
will
be
able
to
access
this
pool,
how
red
door,
which
is
up
the
street,
how
those
families
most
of
them
that
are
new
and
refugee
families,
would
be
able
to
access
swimming
and
learn
to
swim
and
the
TCH
see
becoming
more
involved.
E
Apple
Grove
having
an
a
auch
on
the
on
site,
has
been
very
good
because
they
have
a
very
broad
outreach
into
the
community
that
quite
often
our
staff
in
centers
don't
so.
To
my
mind,
this
has
been
out
of
a
really
desperate
situation
and
difficult
one
of
putting
this
on
the
chopping
block
for
its
I'll
remind
you
sixty
nine
point,
four
percent
utilization
rate
and
I
would
say
not
as
many
swimmers
as
there
could
be.
E
This
is
just
an
amazing
outcome
in
turning
this
to
a
eighty
percent
utilization
over
five
hundred
people
and
really
bringing
it
back
to
life
and
really
getting
the
temperature
up
in
a
pool
from
the
TDSB
is
quite
a
feat
that
doesn't
happen
very
often
so
everyone's
there
at
the
table.
This
is
just
a
great
model
to
check
in
with
those
school
pools
with
those
surrounding
neighborhoods
and
I.
E
A
D
Thank
you.
I
just
want
to
begin
by
thanking
the
local
counselor
counselor
Fletcher
in
our
city
staff,
for
the
hard
work
on
this
file,
but
in
particular,
and
we
heard
it
from
the
deputation
I-
want
to
commend
the
local
neighborhood
that
this
is
an
example
of
community
building
at
its
best
in
its
community
building,
in
that
it
is
inclusive,
community
building
and
building
a
true
neighborhood,
and
in
that
sense,
I
would
say
to
the
deputy
that
you
guys
are
certainly
anything
but
up.
D
A
Thank
You
councillor
Kristina's
very
brief
remarks.
Most
welcome
just
a
reminder
that
I
have
to
I
have
to
go
to
a
speaking
engagement
at
lunchtime,
so
we're
getting
towards
the
end
of
the
agenda,
but
a
decision
will
have
to
be
made
on
whether
to
continue
with
the
F
quorum
so
forth.
Okay,
the
item
before
us
is
the
SH
Armstrong
working
group
final
report,
I
moved
councillor.
Fletcher
is
moving
the
recommendation,
all
those
in
favor
all.
A
O
O
Local
seventy-nine,
has
been
working
with
allies
for
many
years
on
this
issue,
so
we
were
happy.
This
is
moving
forward,
however,
when
we
also
here
to
talk
about
potential
childcare
closures,
when
childcare
centers
closed
even
temporarily,
it
impacts
on
neighborhoods
and
families
and
before
you
there
are
two
childcare
centers
with
with
some
closure,
even
if,
for
some
time
the
Davis
Davisville
Early,
Learning
Center
and
the
Lawrence
East
Early
Learning
child
care
center
Davisville
has
been
closed
due
to
school
redevelopment
and
the
spaces
will
be
not
replaced
until
at
least
2020.
O
The
Lawrence
East
is
closing
in
preparation
for
a
larger
and
more
suitable
center
opening,
but
that's
not
until
later,
not
until
a
year
later,
closing
these
centers
will
reduce
the
city's
childcare
capacity
by
67
spaces
for
a
period
of
time.
The
staff
report
indicates
that
the
city
will
help
find
alternative
childcare
for
the
children
that
remain
in
centers
at
the
closure.
When
centers
closed
families
are
disrupted,
the
continuity
of
care
for
their
children
is
disrupted,
even
when
alternative
care
is
found
at
some
point.
O
We're
asking
that
staff
report
back
prior
to
the
2018
budget
on
those
plans,
so
we
can
ensure
assure
that
these
children
are
not
unduly
disrupted
by
these
closures,
so
the
closures
are
happening.
All
we're
asking
is
that
a
plan
be
made
too
transparent
in
terms
of
how
these
children
are
going
to
be
cared
for,
and,
secondly,
we're
recommending
that
the
city
review
opportunities
to
expand
directly
operated
childcare
through
the
real
estate
review
and
assess
the
possible
expansions
of
current
sites.
Under
that
review,.
J
One
of
the
things
that
we
did
some
years
ago
when
the
best
start
program
was
approved
and
there
was
going
to
be
significant
expansion.
We
said
explicitly
that
we
would
have
growth
in
the
directly
operated
centers
as
part
of
that
growth
and
I'm
wondering
whether
or
not
that
is
something
that
you've
had
discussions
at
all
with
Children's
Services
about
we've.
O
Not
had
direct
discussions
with
Children's
Services
about
that,
but
the
second
point,
the
first
point
I
made,
was
that
there
should
be
a
transparent
plan
in
terms
of
what's
happening
to
the
children
as
a
result
of
closures.
But
the
second
point
is
that
the
city,
as
a
part
of
its
real
estate
review,
should
look
at
where
centers
could
be
established
and,
as
a
part
of
that,
ongoing
and
part
of
that
plan
to
expand
City
directly
operated
care
is,
is
an
anchor
for
child
care
in
the
city.
J
O
J
A
D
H
D
D
H
Quite
different
than
Davisville,
in
that
it
only
offers
a
kindergarten
and
school
age
program,
so
it's
a
before
and
after
school
age
before
and
after
school
program
with
the
facility
remaining
vacant
during
the
day.
Our
priority
here
is
to
try
to
get
those
programs
moved
into
schools
so
that
it's
a
more
seamless
day
for
children
and
then,
when
the
new
Lawrence
opens
up
at
the
end
of
2018,
it
will
serve
infants
through
to
preschool
children.
D
H
A
J
J
H
H
Well,
we
were
asked
to
report
on
potential
closures,
and
this
is
clearly
one
of
them
if
canceled
one,
it
is
to
continue
to
operate
until
there
was
grillage
programs.
That's
certainly
a
motion
that
that
would
be
up
to
council.
Our
recommendation
is
that
we
begin
working
immediately
with
the
boards
to
transition
these
children
to
before
and
after
school
care
in
in
their
actual
schools.
It's
not
we're
finding.
H
J
H
J
D
D
This
is
to
ensure
that
the
funds
that
are
already
allocated
that
we
use
those
to
ensure
that
there
is
an
interim
site
and
facility
in
place
while
the
school
is
under
construction
and
I'm,
confident
and
in
speaking
with
staff
and
hearing
their
answers,
that
this
can
get
done,
and
certainly
with
a
local
councillor
who
is
known
for
being
rather
diligent
on
these
matters,
I'm
certain
that
we'll
be
able
to
find
a
way.
Thank
you.
A
A
F
Sure
thank
you
for
having
me.
This
is
my
first
time
informally.
My
name
is
Alex
now
I'm
thinking
again
counselors
for
having
me
I'm
the
director
of
our
strong
neighbourhood
strategy.
You
know
to
wait
Toronto
in
York,
Region
and
so
work
closely
with
many
of
the
teams
here
at
City,
Hall
and
also
in
the
in
on
the
ground
and
in
community.
F
So
I
just
want
to
speak
to
the
fact
that
Rexdale
hub
is
a
vital
community
asset
in
Northwest
Toronto,
and
it's
critical
for
the
well-being
and
success
of
the
area's
residents.
There
and
I'll
just
share
a
few
facts
and
figures
just
about
that
particular
community
hub.
It
is
the
largest
community
hub
that
the
United
Way,
currently
funds
in
partnership
with
the
city,
there's
44
thousand
square
feet
of
rental
space
available
for
a
variety
of
community
agencies
to
deliver
primary
care
programs
and
services,
as
well
as
other
programs
and
services.
There's
youth
programs.
F
There
are
seniors
programs,
there's
a
legal
aid
clinic.
There
are
employment
services,
newcomer
services
and
many
more
types
of
programs
and
services
to
support
the
needs
of
the
community.
The
United
Way's
investment
to
date
in
that
facility,
so
that's
the
hub
in
particular,
and
not
necessarily
all
the
agencies
that
are
in
the
hub.
We've
dedicated
2.6
million
in
the
capital,
construction
of
the
hub
in
terms
of
operating
funds
that
go
to
Rexdale
community
hubs
board.
F
It's
we've
invested,
1.3
million
to
date,
additional
kind
of
one-time
or
special
project
funds.
We've
invested
almost
a
quarter
of
a
million
dollars
in
those
types
of
one-time
or
special
projects,
we've
committed
about
three
hundred
and
fifty
thousand
dollars
for
the
next
fiscal
year,
2018
19,
plus.
We
also
we'll
we'll
kind
of
look
at
how
our
campaign
does
in
terms
of
additional
special
or
one-time
initiatives.
F
That
particular
hub
has
seen
approximately
2.3
million
visits
by
local
residents,
which
is
an
amazing
number
and
certainly
outperforms
a
number
of
our
other
community
hubs
and
United
Way.
Currently,
funds
for
agency
tenants
in
that
hub
with
an
additional
thirty
five
hundred
square
feet
of
dedicated
space
for
community
members
and
grassroots
groups
to
be
able
to
meet
and
address
and
tackle
local
issues.
F
The
variety
of
the
services
we
know
that
Rexdale
Community,
Health,
Center
just
opened,
and
so
now
we've
kind
of
got
the
full
slate
of
services
fully
operating.
Now
in
the
hub,
as
of
a
few
weeks
ago,
when
the
hub
celebrated
their
fifth
anniversary,
the
community
health
center
expanded
their
services
and
they're
now
fully
operating
on
the
ground
floor
as
well
as
other
spaces
in
the
building.
F
We
know
that
in
terms
of
strengthening
our
neighborhood
improvement
areas,
resident
engagement
is
a
critical
component
of
that,
and
so
the
hub
really
focuses
on
that
and
United
Way.
It's
a
lot
of
additional
resources,
in
addition
to
social
development,
finance
and
administration,
to
support
resident
engagement
in
the
space
and
resident
leadership
leadership,
and
we
know
that
this
particular
hub
is
going
to
be
a
really.
It's
only
going
to
grow
in
its
ability
to
address
community
challenges.
F
We
know
the
Finch
West
LRT
is
going
to
be
linking
that
particular
hub
to
the
rest
of
the
city
and
so
neighborhood
that
are
kind
of
along
the
Finch
West
Corridor
are
gonna
only
get
more
and
greater
access
to
such
an
amazing
facility.
So
we
really
again
just
want
to
emphasize
our
joint
collaborative
collaborative
work
in
supporting
this
particular
community
asset
and
how
important
it
would
be
to
the
sustainability
of
the
of
the
facility
to
enter
and
to
enter
into
the
agreement
with
with
the
city.
Thank.
A
A
F
Sure
I'll
I'll
be
a
little
bit
more
brief
on
this
particular
item
and
I.
Think
kind
of
again
what
I
wanted
to
speak
to
you
from
United
Way's
perspective
is
just
to
highlight
again
the
collaboration
with
the
city
on
our
mutual
strong
neighborhood
strategies
and
the
importance
of
Toronto
strong
neighbourhoods
2020
in
being
able
to
close
the
gap
between
neighborhoods.
F
That
we
know
exists
with
a
number
of
the
neighborhood
improvement
areas
in
the
city,
a
number
of
which
are,
of
course,
in
the
inner
suburbs
and
overall,
that
the
Toronto
strong
neighborhood
strategy
and
a
well
resourced
and
strong
Toronto's
neighborhood
strategy,
2020
positions,
the
city
and
United
Way,
to
enhance
the
great
work
that
we
do
collaboratively
over
the
past
decade.
Of
course,
we've
made
great
strides
with
our
with
our
mutual
strong
neighborhood
strategies.
F
We've
collaboratively,
built
resident
leadership,
expanded
programs
and
services
and
neighborhoods
built
a
number
of
new
spaces
in
community
new
infrastructure,
including
a
number
of
hubs
in
the
former
priority
neighborhoods
and
across
the
inner
suburbs.
And
of
course,
this
wouldn't
have
been
possible.
Without
this,
this
deep
collaboration,
the
city,
has
accelerated
its
momentum
in
terms
of
working.
It's
it's
TSN
s,
2020,
now
incorporating
an
evidence-base
urban
heart
they're,
taking
a
holistic
approach
to
look
at
not
only
the
physical
environment
but
health
economic
opportunity.
All
of
these
other
factors
that
really
support
a
strong
and
healthy
community.
F
The
city
intentionally
works
not
only
with
us,
but
with
community
agencies
and
residents,
to
make
sure
that
we
can
maximize
local
impact
and,
of
course,
the
city
has
been
very
intentional
about
aligning
strong,
neighborhoods
2020
with
other
strategies.
Many
of
those
other
strategies-
United
Way,
is
also
collaborating
with
the
city
to
to
address,
as
the
city
develops
its
implementation
plan
for
for
the
next
couple
years.
F
Toronto
strong
neighborhoods
2020
also
ensures
that
we're
mobilizing
the
funding
and
resources
necessary
to
a
number
of
these
neighborhoods,
and
so
in
the
in
the
in
the
memory
can
the
memo
you
will
see
some
of
the
resources
the
United
Way
leverages
in
priority
neighborhoods
I.
Think
it's
in
the
area
of
eleven
to
twelve
million
dollars
are
sorry
for
neighborhood
improvement
areas.
F
We've
built
about
a
hundred
and
seventy
thousand
square
feet
of
space,
and
those
are
just
the
ones
that
United
Way
in
the
city
has
worked
together
on
so
far
that
are
built,
and
there
are,
of
course
others
of
the
city
works
on
on
their
own
and
others
that
we'll
work
on
together,
such
as
thorn
cliff
in
the
future.
Thank
you.
B
Yes,
thank
you
and
thank
you
for
your
deputation
I'm,
always
very
interested
in
when
I.
When
I
hear
the
United
Way
speak
about
strong
neighbor,
I
strong,
neighborhoods
and
and
and
I
rarely
ask
questions
that
are
specific
to
my
ward,
but
I'm.
Just
gonna
leave
that
type
of
counselor.
At
the
moment
I
represent
the
Downtown
East,
which
includes
Moss
park
and
and
on
the
other
side
of
Sherbourne,
which
is
a
boundary
that
I
shared
Ward
28
sort
of
bleeds
into
through
region
Park.
B
A
F
1112
million
dollars
includes
united
ways,
investments
in
agencies
that
operate
programs
and
services
in
Regent
Park
in
Parkdale,
and
we
are
looking
at
the
city's
neighborhood
improvement
areas
and
having
ongoing
conversations
internally
and
United
Way
to
look
at
how
we
evolve.
Our
original
kind
of
strong
neighborhoods
work
do.
F
United
Way,
we
like
we
would
we're
still
working
with
the
original
priority
neighborhoods
in
some
way,
but
obviously
our
overall
agency
funds,
a
number
of
agencies
that
operate
downtown
right.
So
we
have
multiple
strategies
and
our
funding
comes
from
a
number
of
different
places.
So
we
are
still
funding
or
we
have
a
lot
of
funding
that
is
going
to
a
number
of
downtown
wards
and
downtown
agencies.
So
we
do
fund
agencies
in
in
Regent,
Park
and.
F
I
F
Had
about
200
agencies
before,
but
in
addition,
I
didn't
get
to
mention.
In
addition
to
our
anchor
funded
agencies,
we
have
a
new
stream,
that's
currently
being
reviewed
for
program
funding,
and
so
so
we're
still
kind
of
ongoing
in
our
process.
But
our
program
funding
will
be
the
mechanism
through
which
we're
able
to
continue
to
fund
many
of
those
agencies.
The.
J
F
We're
looking
at
either
three
to
three
to
five
year,
commenced
I
believe
in
program
funding,
but
we
also
support
agencies
with
their
administration.
So
that's
really
a
core
thing
that
we
do
believe
in.
So
even
if
your
program
funded,
you
would
be
able
to
access
a
bit
of
you.
You
know
you
can
design
your
budgets
in
a
way
that
support
not
just
the
actual
project
delivery
pieces.
F
F
J
J
We're
on
the
brink
of
closures
and
dealing
with
them
in
the
eleventh
hour,
I
presume
that
there
is
a
lot
Chris
to
whether
there
is
a
plan
for
not
having
them
just
end
up
coming
to
the
city.
To
save
them,
I
mean
I,
hope,
there's
some
plan
to
deal
with
the
impact
that
you
must
know.
It's
going
to
come.
F
Yeah
I
think
that
we've
outlined
a
number
and
again
this
isn't.
This
particular
piece
of
work
isn't
isn't
entirely
my
bailiwick,
but
we
do
have
a
number
of
steps.
We
are
in
ongoing
conversation
with
agencies,
we're
making
sure
that
all
of
those
agencies
that
were
the
original
220
are
applying
and
are
knowledgeable.
The
application
process
are
seeking
coaching
and
support
from
the
staff
to
be
able
to
access
those
resources.
J
A
G
Yes,
thank
you.
We've
been
around
the
block
a
few
times
on
developing
neighborhood
action
plans
and
they've
referred
priority
areas
and
so
on,
and
you
know,
I
don't
want
to
be
parochial
either,
but
you
know
we
so
if
I
could
contextualize
this
a
little
bit.
So
there
is
a
question:
if
it
really
is
a
question
here,
you
know
we
have
a
plan
around
water
and
the
water
plan
addresses
all
parts
of
the
ward
and
then
it
prioritizes.
These
are
the
places
where
we
need
to
develop
special
special
areas
of
concern.
G
We
have
the
same
thing
around
roads.
We
have
the
same
thing:
around
public
transit,
all
areas
around
neighborhoods
and
you
know
Toronto
is
a
city
of
neighborhoods.
We
focus
on
only
the
ones
while
prior
while
strong
priorities
given
to
the
ones
where
there
is
deep
need
and
I
am
so
good
with
that
I'm
not
trying
to
in
any
way
take
away
anything
from
this
whatsoever.
However,
it
is
also
it's
an
end.
It's
not
a,
but
it's
an
end.
Do
we
not
also
need
to
be
saying
to
say
constantly
Kristyn
wong-tam
I'll
speak
for
myself.
G
You
know
what's
happening
in
we're
21.
What's
what
are
the
challenges
where
the
opportunities
is
there?
Anything
that
we're
missing
in
this
particular
area
and
I'll
be
very
I'll.
Give
you
an
example
like
my
areas?
Actually,
it
doesn't
even
come
close
to
the
kinds
of
needs
that
are
present
here.
However,
you
know
what
I
didn't
know
this,
but
along
Vaughn
Road
Ragland
Bathurst.
G
There
is
a
very
strong
community
of
Filipino
seniors
strongest
in
the
City
of
Toronto
and
guess
what
70
70
to
80%
of
them
when
they
retire,
they
enter
poverty.
They
enter
poverty.
I
need
to
find
a
way
to
address
that
and
I
don't
want
to
be
seen
when
there
is
a
opportunity,
because
there's
a
library,
expansion
or
new
building
is
going
in
to
have
to
say
I
want
to
be
an
exception.
I
don't
want
to
be
an
exception.
I
want
I
need
a
document
that
staff
produces.
G
That
says
you
know
what
there's
an
opportunity
here,
and
this
can
link
with
that.
That's
very
place-based,
very
specific
in
Ward
1
and
we're
21
and
I'm
sure
councillor
Kristyn
wong-tam
has
one
of
them.
I'm
sure
Joe
has
one
of
them
even
as
we're
not
in
this,
so
I,
guess
and
I
do
have
a
motion
and
I
want,
though,
to
give
staff
an
opportunity
to
comment.
Is
this
not
approach,
while
very
good,
in
identifying
core
deep
need,
not
helpful
in
determining
modest,
very
specific
need
in
other
neighborhoods?
That's
my
question.
P
Council
approved
the
Toronto
strong
neighborhood
strategy,
2020,
based
on
a
fact-based
analysis
of
resident
outcomes
across
the
city
and
identified
the
31
neighborhood
improvement
areas.
So
council,
basically,
basically
prioritized
those
areas
based
on
need
where
we
can,
through
my
division
through
other
divisions
of
the
city
when
other
areas
of
the
city,
not
in
a
neighborhood
improvement
area,
are
identified
as
being
in
particular
need
or
having
a
particular
opportunity.
We
do
our
best
within
the
resources
available
to
respond.
P
Examples
would
be
Central
Etobicoke,
where
we
have
been
working
with
the
local
community
to
identify,
needs
the
downtown,
West
service,
review
and
work
with
our
colleagues
and
shelter,
support
and
housing
around
shelter,
location,
but
it
councillor
it's
really.
It's
really
resource
dependent.
We
get
as
as
far
out
as
we
can
with
the
resources
available.
Is
it
covering
every
opportunity
in
the
city?
Certainly
not.
B
P
There
was
a
process
using
something
called
the
urban
heart
which
was
developed
by
the
World
Health
Organization
as
a
way
of
identifying
sub
geographies
within
an
urban
area
of
relative
priority.
We
worked
with
the
center
for
research
in
inner
city
health,
other
funding
partners
to
create
that
it
came
to
council
for
review
and
approval.
While
it
was
being
created.
We
then
ran
the
analysis
identified
the
neighborhoods
that
came
to
council.
The
thing
that
was
different
about
that
approach
was,
it
was
measuring.
P
B
P
Wouldn't
want
to
presuppose
the
analysis.
We
will
be
running
the
urban
heart
analysis
again
in
2019.
The
reason
for
the
timing
has
to
do
with
the
refresh
of
data
to
make
the
process
useful
I
would
absolutely
agree
with
you
councilor
that
the
Downtown
East
is
experiencing
a
different
form
of
challenge
or
a
nature
of
challenge,
and
that
the
nature
of
that
challenge
has
increased
over
the
last
few
years
and.
B
So
and
that's
important
to
know,
thank
you
very
much
for
that.
I
want
to
understand,
with
respect
to
a
lot
of
the
services
that
the
neighbor,
the
designated
neighborhood
improvement
areas
are
getting
or
planned
to
be
their
plan
to
be
receiving,
given
the
population
density
and
in
the
Downtown
East.
Given
the
fact
that
we've
got
one
community
center,
but
we've
got
1300
shelter
beds.
The
fact
that
my
our
parks
are
overflowing
with
people
who
have
no
place
to
go
because
of
the
lack
of
programming.
B
How
do
we
reconcile
that?
Because
it's
not
this
is
not
exactly
a
brand
new
condition
that
that
exists
in
the
Downtown
East
in
the
Moss
Park
neighborhood.
This
is
something
that's
been
there
for
and
15-20
years,
if
not
more,
and
yet
it
was
missed
during
the
2012
2013
assessment
like
somehow
this
neighborhood
did
not
get
captured
as
a
neighborhood
of
need.
B
P
The
urban
heart
tool
does
is
designed
to
account
for
variations
in
density
and
location,
so
that
the
the
geography
of
the
units
is
much
smaller
downtown
than
a
neighborhood
would
be
in
a
suburban
location,
and
that
reflects
the
density.
At
the
end
of
the
day,
it
was
a
measurement
of
how
well
people
are
doing
in
terms
of
outcomes,
and,
although
it
may
be
hard
to
see
in
parts
of
the
Downtown
East,
the
population
in
those
neighborhoods
as
a
whole,
other
than
Regent
Park
are
doing
better
than
other
parts
of
the
city.
P
Community
Development
Officer
is
a
senior
position
and
that
position
has
the
ability
to
provide
functional
supervision
and
lead
teams
in
a
different
way.
A
community
development
worker
is
a
junior
position.
For
example,
it's
a
community
development
worker
position
that
supports
the
Toronto
youth
cabinet
and
the
seniors
farm.
A
J
One
of
the
things
I've
always
asked
about
is
we
get
our
grants
and
we're
targeting
grants
that
we
have,
through
the
grants
program
to
the
priority
areas
and
I've
always
said:
where
are
we
and
how
are
we
increasing
the
range
of
services
like
recreation,
like
library,
services,
all
those
services
that
are
needed?
Are
they
being?
J
J
P
P
The
request
of
council
was
to
identify
the
enhanced
funding
that
had
gone
to
these
neighborhoods
through
different
program
streams.
So
that's
that's.
What
the
chart
is
attempting
to
isolate
for
in
response
to
that
council
request
on
the
PF
and
our
side,
it
has
to
many
of
the
projects
are
initiated
through
the
partnership
opportunity,
Legacy
Fund
and
there
may
be
existing
PF
in
our
capital.
That
gets
married
up
to
a
pole,
fund
investment,
and
that's
that's
why
that
number
is
the
most
significant.
J
J
P
J
J
A
B
Yes,
thank
you
very
much,
madam
chair
and
I
want
to
thank
staff
for
the
report.
I
want
to
also
just
just
be
really
clear
that
my
line
of
questioning
was
not
necessarily
to
to
take
any
positivity
and
positive
attributes
that
are
coming
out
of
this
report.
I
think
it's
very
important
that
we
provide
service
to
the
communities
of
need
and
clearly
there
was
a
methodology
that
was
in
place
in
at
the
early
beginnings
of
2012-2013.
B
I
also
am
very
encouraged
to
know
that
there's
going
to
be
a
review
of
those
neighborhoods
I
want
to
just
literally
put
on
the
table
and
I.
Think
it's
important
is
that
in
particular
in
the
Downtown
East
and
around
the
Maas
Park
area.
I've
now
had
a
chance
to
you
know,
represent
my
communities
there
for
seven
years
and
what
I've
learned
is
that
an
often
oftentimes,
the
the
one-size-fit-all
evaluation
model
for
the
city
does
not
work
for
us
in
in
the
area.
B
The
the
polarization
between
those
who
have
and
who
those
who
have
not
are
too
great
and
yet
at
the
same
time
when
we
use
them
sort
of
the
methodology
to
sort
of
evaluate
whether
or
not
the
downtown
is
doing
well
I
think
it
could
probably
at
quick
glance,
say
yeah
we're
not
doing
poorly.
However,
when
we
go
deeper
and
take
another
look,
well,
we
are
seeing
is
that
people
are
indeed
requiring
an
additional
level
of
service,
and
that
means
that
we
have
to
coordinate
the
agencies
that
are
there
and
those
agencies
are
stretched
rather
thin.
B
As
far
as
I
can
tell
they're
being
pulled
into
neighborhoods
like
Regent
Park,
because
there
is
identified
need
there
and
they
have
a
designation
as
a
neighborhood
improvement
area.
But
it
also
means
that
those
agencies
aren't
probably
not
taking
good
care
of
other
pockets
that
are
within
a
larger
catchment
area
that
don't
have
that
sub
categorization
of
ID,
and
that
includes
those
who
are
in
the
the
Downtown
East
that,
if
I
break
that
down
a
little
bit
further,
that
would
include
those
in
the
church
and
Wellesley
corridor.
B
That
includes
those
who
are
living
now
along
the
young
corridor,
those
around
the
young
Dundas
Square
area,
which
is
actually
a
neighborhood
which
people
don't
think
it
is
a
neighborhood.
But
we
do
have
residents
who
live
there
and,
of
course,
the
Moss
Park
community.
If
I
break
it
up
into
three
pieces,
for
you,
you'll
recognize
that
a
portion
of
it
sits
in
Ward
28,
a
portion
of
it
sits
in
war,
27
and
then
there's
another
component
that
sits
around
the
church
and
Dundas
area
which
oftentimes
gets
left
behind.
B
So,
although
I
want
to
commend
staff
and
and
our
partners
at
the
United
Way
for
doing
such
a
good
job
at
helping
the
city
globally,
I
just
want
to
put
on
the
on
the
table
that
it's
really
important,
that
we
don't
cannibalize
services
in
the
neighborhood,
because
they're
just
not
designated
and
that's
one
of
the
the
real-life
outcomes
in
effect
that
we're
experiencing
in
the
Downtown
East.
So,
therefore,
the
parks
in
the
in
the
downtown
and
including
the
Downtown
East
are
filled
with
people.
B
Who've
got
no
place
to
go
because
there's
not
enough
day
programming
when
the
shelters
are
asking
them
to
leave,
so
they
can
clean
the
facility.
We
have
incredible,
wait
lists
and
people
just
they've
just
bothered
to
not
come
up
and
show
up
anymore,
because
they
can't
get
their
kids
into
programs
and
and-
and
we
also
have
BIA
s-
the
Business
Improvement
area.
That
is
now
stepping
up
to
supplement
some
of
our
lack
of
programming.
B
So
they
provide
programming
in
the
parks
so
that
people
who
have
no
place
to
go
I'll
have
a
place
to
go
in
the
parks.
They
are
providing
additional
services
to
supplement
city
work
that
should
be
carried
out
by
the
public
service
and
I'll.
Give
you
an
example.
The
downtown
young
BIA
has
a
budget
of
two
million
dollars.
It's
one
of
the
largest
most
innovative
bis
and
in
the
country,
$600,000
is
going
to
taking
care
of
public
space
removing
graffiti
of
adding
program
in
the
park
around
community
safety.
B
Healthy
neighborhood,
resiliency
build-up,
that's
not
sustainable,
and
so,
although
on
one
hand
where
we're
seeing
some
some
investments
and
new
investments
going
into
other
neighborhoods,
not
in
those
areas,
we're
now
actually
shifting
and
downloading
services
onto
an
unexpected.
Quite
honestly,
partners
and
I
know
that
the
same
thing
has
happened
in
st.
Lawrence
Market.
The
same
thing
has
happened
in
some
to
some
to
a
lesser
degree.
B
G
Yes,
I
do
have
a
motion
and
I'm
sorry
I'll
ditto.
Actually,
frankly,
what
my
colleague
here
is
saying-
and
this
is
actually
not
a
little
motion-
I-
think
it's
a
little
bit
of
a
bigger
motion.
That's
why
I
put
number
two
beside
it
to
request
a
report
on
the
budget
to
budget
me
and
the
resources
necessary
to
undertake
this
work
in
2018.
We
are
a
booming
City.
We
absolutely
are
a
booming
City.
G
We
have
growth
challenges,
we
have
population
shift
challenges
and
to
focus
only
on
some
communities
where
there's
where
there
is
the
greatest
need
is
not
enough.
It
is
not
enough
and
I
think
we
need
to
say
it,
especially
in
a
city
that
prides
itself
when
people
say
I
come
to
Toronto.
Oh
I
love
your
neighborhoods.
Well,
you
know
what.
G
If
we
want
to
preserve
those
neighborhoods,
if
we
want
to
grow
those
neighborhoods,
then
we
have
to
catch
the
nuances,
catch
the
nuances
and
that's
really
what
this
is
about
and
I
could
tell
you
the
stories
in
my
ward,
where
their
development
pressures
and
there
are
opportunities
and
I
can't
just
say
to
staff.
When
you
know,
staff
are
figuring
out
their
budgets.
Oh
I
want
a
childcare
center
here
or
I
want
a
Filipino
Center
a
Senior
Center.
G
Here
it
has
to
be
done
on
the
basis
of
good
planning
and
the
core
to
good
planning
is
it
has
to
be
in
one
of
where
it
has
to
be
in
one
of
these
documents?
If
it's
not
in
one
of
these
documents,
staff
say
it's
not
in
the
plan
where
you
go
your
bump
below
the
list
period,
it's
over,
so
I
think
you
know
knowing
having
social
demographers
review.
Frankly,
all
the
neighborhoods
there's
some
that
are
gonna,
be
stable.
In
fact,
most
of
my
ward
is
gonna,
be
stable,
don't
mess
with
anything
leave
it
alone.
G
There
might
be
some
pockets
here
and
there
there's
some
pockets
downtown,
there's
some
pockets
here
we
want
to
catch
that.
We
want
to
document
that
so
that
if
money
does
become
available
through
section
37
or
provincial
or
federal
programs
that
come
down
the
line,
do
we
have
a
strategy
and
we
have
a
method
of
addressing
it.
So
that's
what
this
might
be.
I,
don't
know
if
it's
a
major
piece
of
work.
It's
certainly
not
a
minor
piece
of
work,
maybe
a
modest
piece
of
work.
G
Maybe
it
can
be
done
somewhat
with
internal
resources,
but
if
it
can't
be,
then
I'd
really
like
to
know
and
I.
Think
council
would
like
to
know
how
much
it's
going
to
cost
when
it
can
be
done
so
that
in
the
next
term
of
council,
we
can
actually
get
on
to
looking
at
others
as
well.
Thank
you
very
much,
madam
Speaker
I'm
chair.