►
Description
Economic and Community Development Committee, meeting 3, April 3, 2019 - Part 1 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15381
Part 2 of 2: https://www.youtube.com/watch?v=vMY2R-qiWN0#t=3m24s
Meeting Navigation:
0:08:00 - Call to order
A
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A
A
The
here
on
Iran
do
Iran
do
Shawnee
and
they
wind
at
people,
and
it
is
actually
home
of
many
diverse
First
Nations
Inuit
matey.
We
also
acknowledge
that
Toronto
is
covered
by
3d
3d
13
of
the
Mississauga
of
the
credits.
Are
there
any
declaration
of
interest
under
the
municipal
conflict
of
interest
Act?
A
Seeing
none
members
I
know
that
we've
read
this
before
I'd
like
to
do
it
again.
I
want
to
take
a
moment
to
remind
members
that
when
you
declare
a
an
interest
on
the
new
municipal
conflict
of
interest,
Act
M
CIA,
you
are
now
required
to
file
a
written
declaration
with
the
clerk.
The
clerk
has
provided
blanket
forms
to
every
members
office
and
I
would
ask
that
you
complete
and
bring
them
to
the
meeting
each
time.
A
If
you
need
more
information
under
your
obligations
with
the
municipal
conflict
of
interest,
Act
I
refer
you
to
the
integrity
commissioners
interpretation
bulletin,
guys
I'm
just
wondering
if
I
could
just
have
one
meeting
in
the
corner
there,
please,
maybe
you
didn't
want
to
take
it
outside.
Thank
you.
I
believe
that
the
clerk
has
a
few
copies
as
well,
and
if
you
require
advice,
I
would
encourage
you
to
seek
out
such
advice
directly
from
the
integrity
commissioner.
A
So
members
moving
right
along
again.
Are
there
any
declaration
of
interest
under
the
municipal
conflict
of
interest?
Act?
Okay,
see
none
like
to
ask
for
confirmation
of
the
minutes
from
the
Marge
six
councillor
lie
all
those
in
favor
opposed,
that's
carried.
Thank
you.
We
have
a
number
of
speakers
this
morning.
We
have
presentation
and
we
have
I
believe
there's
some
additional
communications.
Mental
Clerk,
okay
communications
have
been
handed
out
to
members,
so
you
have
that
those
in
front
of
you
I
would
like
now
to
vet
the
agenda.
A
The
first
item
on
our
agenda
today
is
EC
3.1.
The
appointment
of
city
of
Toronto's
photo
Laureate
I
will
hold
that
item
and
we
will
come
back
to
that
in
a
moment.
The
next
item
on
the
agenda
is
EC
3.2
Toronto
on
screen
industry,
2018
Year
in
Review,
there's
a
presentation
as
a
but
I.
Thank
you.
I
think
we'll
end
up
doing
that
and
I'll
hold
that
for
you
to
move
councillor
cressie,
so
I
will
hold
it
actually
in
your
name,
how's.
That
council
president,
thank
you.
A
A
A
A
Okay
members,
we
have
EC
3.7
amendment
to
BLT
construction,
servicing
purchase
order,
number
six,
zero,
four,
seven
three
one
six,
four,
the
procurement
and
construction
of
a
temporary
respite
facility
counts
of
crises.
Okay,
counselor
Cressy
is
moving
the
items,
all
those
all
in
favor
opposed
that's
carried.
Thank
you
ec
three
point.
Eight
authority
authority
to
enter
into
multi-year
agreements
with
Toronto
Arts
Council
Council
Grimes,
deputy
Vice
Chair
Grimes,
is
moving
that
all
those
in
favor
opposed
that's
carried.
Thank
you.
A
Ici
three
point:
nine.
This
is
a
deferred
matter.
That's
back
to
us
this
morning
from
March
the
6ec
three
point:
nine
appointments
to
business
improvement
area
board
of
management
members
I
had
a
request
from
both
counselors
Robinson
and
Cole,
requesting
that
there
is
further
concerns
regarding
this
particular
matter
and
have
asked
that
we
further
defer
this
to
June
and
so
I
would
ask
members
to
support
the
requests
of
the
local
councillors
so
that
this
particular
matter
can
get
additional
attention.
A
A
A
B
A
B
A
Enough,
let
me
tell
you
and
leave
it
with
me
and
I
will
deal
with
it
would
stuff
and
so
on.
Okay,
think
so
you
will
move
the
item.
Okay,
okay!
Thank
you
very
much.
Councillor
Carol,
all
those
in
favor
Hosea's
carried
EC,
3.13,
recreation
program,
registration,
it's
a
communication
from
councillor
Ainsley,
councilor,
Aames
Lee's.
Here
with
us,
it's
actually
pretty
clear
what
he's
actually
asking
for
I
think
it's
a
great
request.
It
has
huge
impact
councillor.
Did
you
wish
to
have
a
quick
word
on
this
matter?
I
love
you
to
do
that.
A
A
Okay,
back
to
ICI
3.11,
which
is
a
Business
Improvement
area,
BIA
2019
operating
budgets
report
number
three
vice
chair,
Grimes
is
moving
the
item.
All
those
in
favor
pose
that's
carried.
Thank
you
very
much
that
matters
bend
over
there's.
Nobody!
That's
correct
members
I'd
like
to
now
welcome
visiting
councilor
council
Fletcher
good
morning
council
hunter
good
to
see
you
welcome
all
right.
We
are
moving
back
to
the
top
of
the
agenda
members,
ICI
3.1,
the
appointment
of
the
city
of
Toronto's
photo
laureates.
A
So
today
is
bittersweet.
Today
we
bid
farewell
to
the
city's
inaugural
photo
laureate,
Jeffrey
James,
who
has
completed
his
term
of
service
to
the
city,
and
we
welcome
the
next
laureates.
The
position
of
Toronto's
photo
laureate
honors
a
photographer
with
outstanding
talents
and
his
work
focuses
on
subjects
relevant
to
the
people
of
Toronto.
It
is
also
the
first
of
its
kind.
This
position
in
Canada
the
photo
laureate,
promotes
our
thriving
photographic
art
scenes
documents,
our
city's
history
and
sparks
community
dialogue
on
complex
issues
through
his
or
her
work.
A
During
his
time
with
the
City
of
Toronto,
Jeffrey
has
worked
Hacha
Nellie
to
fulfill
each
of
these
duties.
He
photograph
and
curate
two
exhibits:
four
doors:
open
Toronto,
including
a
spotlight
on
Yonge
Dundas
Square,
a
celebration
of
the
100th
anniversary
of
the
Prince
Edward
viaduct,
and
the
work
of
Toronto's
first
photographer
Arthur
Ross
Jeffery
has
delivered
a
series
of
public
talk.
A
These
talks
were
held
at
Toronto
camera
clubs,
the
McLuhan
center
and
the
aired
a
gallery
in
celebration
of
Robert
burly's
exhibit
titled
an
enduring
wilderness
he's
also
worked
closely
with
a
city's
former
poet
laureate
and
Michaels
on
a
legacy
project
that
combines
his
photos
of
Toronto
with
her
fictional
interpretation.
I
understand
that
Jeffery
is
not
here
with
us
this
morning.
Unfortunately,.
A
A
A
In
recommending
her
appointment,
the
panel
highlighted
Michelle's
ability
to
utilize
photograph
as
a
way
to
understand
ourselves
and
each
other
and
the
remarkable
city
we
call
home
Michelle
is
a
multi-talented
artist
known
for
her
work
in
photography,
film,
video
and
installation
in
2018.
You
would
have
seen
her
work,
including
that
here
we
are
here.
A
Black
Canadian
contemporary
art
exhibit
musi
des
beaux,
tart
de
Montreal.
All
that
is
left
on
said
at
Ltd,
Los,
Angeles,
suck
teeth
composition
after
Rashid
Newsome
at
the
Royal
Ontario
Museum,
and
a
welcome
weight
on
my
body
at
Gallery,
44
Michelle's.
Writing
has
been
published
in
Canadian
art
transition
magazine
MoMA's
and
in
2018
she
was
a
speaker
at
the
8th,
TEDx
Port
of
Spain
events.
A
Currently
Michelle
is
a
lecturer
in
the
documentary
Media
Studies
program
at
Ryerson,
University
she's,
also
a
finalists
for
the
Toronto
Friends
of
the
visual
arts,
2019
Arts
Prize.
She
holds
a
master's
degree
in
social
work
from
the
University
of
Toronto
and
she
received
her
master's
of
from
Ryerson
University,
where
she
was
awarded
the
Ryerson
University
Board
of
Governors
Leadership,
Award
and
metal,
and
the
Ryerson
gold
medal
for
the
Faculty
of
Communication
and
design.
Ladies
and
gentlemen,
will
you
please
join
me
in
welcoming
the
individual?
A
A
A
A
A
A
A
A
A
A
A
A
A
C
You
we'd
like
to
first
offer
our
thanks
to
deputy
mayor
Thompson,
all
members
of
the
Economic
Community
Development
Committee,
for
having
us
here
today,
but
also
for
counsels,
ongoing
support
of
Toronto's
work
to
promote
and
grow
its
film
industry,
and
that's
what
we're
here
to
talk
to
you
about
today.
One
recognize
in
that
context
as
well
the
ongoing
efforts
of
the
mayor
to
include
continued
engagement
with
our
colleagues
in
California,
more
news
coming
up
about
that
soon
and
the
most
immediate
past
share
of
Toronto's
film
television
and
digital
media
board.
C
Councillor
Fletcher
who's
here
with
us
today,
who's
been
an
outstanding
champion
for
the
sector
for
a
number
of
years.
As
deputy
mayor
Thompson,
no,
my
name
is
Pat
Tohono,
accompanied
by
my
colleague,
Bagley
Simard,
I'm
interim
film,
commissioner,
director
of
entertainment
in
issue
industries.
Until
such
time
as
in
a
week
we'll
be
welcoming
Marguerite
Pigott,
who
will
be
joining
us
as
the
permanent
film
commissioner
and
director
of
entertainment
industries,
and
we
look
forward
to
introducing
her
to
all
of
you
and
council
I'll,
make
some
introductory
remarks
about
the
film
sector
at
large
and
megali.
C
We'll
take
you
through
the
details.
The
main
purpose
today
is
to
present
you
with
the
economic
impact
of
Toronto's
screen
based
industry
in
2018.
The
key
messages
that
I
want
to
leave
you
with
are
the
2018
numbers,
return
us
to
a
historic
high
in
terms
of
the
total
spend
in
film
screen
based
production
in
Toronto,
we
had
a
slight
dip
in
our
2017
numbers,
so
we're
back
to
the
levels
that
we
saw
in
2016
of
around
two
billion
dollars
in
megali,
we'll
break
that
down
for
you
in
some
detail.
C
This
has
a
number
of
underlying
features
that
are
very
important
to
recognize
we're
seeing
growth
across
many
components
of
the
film
industry.
So
it's
diversified
growth
that
is
in
many
ways
sustainable
across
domestic
production,
international
production,
as
well
as
post
production
and
the
overall
trends,
bode
well,
assuming
the
significant
factors
in
the
environment,
the
Canadian
dollar,
the
Ontario
tax
credit
regime
and
the
border
remain
as
favorable
as
they
are
today.
We
expect
to
see
this
industry
continue
to
grow
and
create
jobs
for
Torontonians.
C
Importantly,
for
the
Mandate
of
this
committee,
what
will
follow
are
hundreds
of
well-paying,
secure
jobs
for
Torontonians,
and
that
will
be
a
focus
of
our
work
at
economic
developmental
culture
is
to
ensure
that
the
labor
market
is
ready
to
assume
the
growth
in
these
opportunities
and
just
finally
to
leave
you
before
I
pass
it
over
to
Magali.
With
some
of
the
highlights
of
our
work
ahead
of
us
as
Marguerite
Piggott
joins
us
next
week.
C
One
will
continue
to
work
hard
to
promote
the
jurisdiction,
including
through
trade
missions
and
secondly,
through
close
working
relationship
with
the
film
sector
and
its
key
stakeholders.
In
that
capacity,
we
look
forward
to
reconvening
the
toronto
film
television
and
digital
media
board
in
the
very
near
future
to
to
do
that.
C
In
a
formal
fashion,
we
will
also
be
working
very
hard,
as
production
expands,
both
location,
shoots
across
our
city
in
each
of
your
wards,
as
well
as
that
work
undergoing
in
studios
to
ensure
that
the
film
industry
and
its
impact
is
understood
as
beneficial
to
Torontonians
and
that
we
take
any
of
the
minor
irritants
that
can
accompany
film
production
out
of
the
system
by
ensuring
a
film
friendly
City
working
with
each
of
you
and
working
directly
with
residents.
And,
finally,
as
noted,
we're
going
to
work
hard
to
develop
the
workforce.
C
These
are
hundreds
of
jobs
coming
online.
In
the
low-end
estimates
provided
to
us
by
the
unions,
they
are
again
well-paying
jobs.
They
are
secure
jobs
in
this
economy
and
we'll
work
to
ensure
that
all
Torontonians,
particularly
your
youth,
from
priority
neighborhoods
from
diverse
backgrounds,
have
an
opportunity
to
access
the
jobs
in
the
future
and
will
work
with
our
partners
in
the
city
on
targeted
workforce
development
initiative.
To
do
so
so
at
that
I'll
pass
it
to
megali
Thank.
D
D
When
we
say
this
number
we
mean
long
format,
television
series
within
feature
films.
We
mean
non
scripted,
reality
TV
commercials,
any
music,
video
student
projects.
It's
everything
that's
made
in
Toronto
that
growth
has
been
experienced
in
all
of
those
formats
that
I
just
described.
You
have
here
the
chart
that
showcases
that
we'll
go
in
a
bit
of
more
details.
D
D
Key
projects
that
you've
seen
on
our
streets,
perhaps
in
your
wards
and
certainly
on-screen-
include
Star
Trek,
Discovery,
The,
Handmaid's,
Tale,
American,
Gods,
shits,
Creek,
condor,
and
it
all
shooting
here
in
the
past
few
years
and
coming
back
with
their
sequels,
we're
very
good
at
landing
those
major
titles
and
then
getting
them
back
through
a
great
experience
in
Toronto
for
their
major
sequels.
In
fact,
yesterday,
the
sequel
for
the
Umbrella
Academy
was
announcement
Netflix,
so
we're,
of
course,
working
hard
to
get
umbrella.
Two
here
as
well,
and
major
new
projects
included
at
it.
D
In
that
one
Shazam
which
comes
out
at
is
Friday
tight
ends
in
October
faction,
which
you'll
see
on
your
screens
later
this
year.
On
the
next
we
see
the
year-over-year
trend
for
total
production
investment.
These
are
numbers
you
might
be
familiar
with
we're
back
in
full
force
after
a
slight
dip
in
2017,
as
we
were
adjusting
through
some
studio
laws
reopening
of
studios
this
year
and
just
landing
some
of
the
largest
projects
we've
ever
had.
D
D
D
We
have
feature
films,
so
you'll,
see
on
2018
all
feature
films,
TV
series
and
commercials
are
all
up
from
previous
year
and
most
of
them
back
to
their
highs
of
2016,
also
shown
in
millions
of
dollars,
and
we
wanted
to
separate
the
VFX
and
animation
numbers
first
and
foremost,
because
those
numbers
can
be
calculated
separately
and
we
also
wanted
to
shed
a
spotlight
on
this
sector
within
the
film
sector.
Vfx
animation
and
computer-generated
images
are
in
huge
demand,
so
as
physical
production
grows
so
does
the
demand
for
computer-generated
images.
D
The
City
of
Toronto
used
to
typically
mainly
Lam
projects
for
physical,
and
then
you
would
hope
that
they
would
also
post
here
and
VFX
and
animate
here,
and
what
we're
seeing
as
a
new
pattern,
which
is
amazing
one
is
we
can
now
really
pitch
and
win
projects
for
post
only
we'll
never
be
able
to
win
a
project
that
needs
to
be
shot
in
a
desert,
but
we
can
post
it
here.
We
have
the
best
companies
working
on
that,
so
just
very,
very
recent
ones
that
Toronto
won
for
post.
D
Only
our
stranger,
stranger
things,
three
story,
I
love,
this
show
don't
worry
Bentham
and
the
haunting
of
Hill
House.
Both
total
smash
hits
especially
on
OTT
services.
So
we
wanted
to
shed
a
spot
by
the
three
hundred
thirty
two
million
dollars
and
that's
I
encourage
everyone
to
see
well
circulated
castle.
The
computer
animation
studios
of
Ontario
just
released
a
study
on
on
the
field
of
the
effects
and
animation
it
really
showcases,
with
Ontario's
doing
what
opportunities
lie
and
at
very
fast
growth.
D
D
This
really
showcase
a
growth
on
both
sides,
which
is
something
we
always
both.
We
and
by
the
great
we
of
the
industry
at
large.
This
is
something
to
always
be
very
careful
around.
Is
it's
amazing
to
attract
foreign
direct
investment
for
major
American
projects
or
foreign
projects?
Not
that
are
non-american,
but
the
true
crucial
part
of
something
that
really
points
to
stability
for
ever
is
your
domestic
industry.
So
these
numbers
show
a
very
healthy
local
industry,
amazing
Canadian
projects
being
made
by
Canadians
and
our
amazing
Canadian
artists
and
Torontonians
working
on
these
American
projects.
D
That
creates
this
kind
of
perfect
win-win
loop
of
working
on
Star
Trek,
for
example,
one
of
the
largest
shows
on
earth
and
then
bringing
that
expertise
back
to
a
set
of
a
Canadian
show
so
I
think
we're
starting
to
very
much
see
that
on
screens
for
kangkong
location
filming,
which
is
something
that
interests
I,
think
everybody
in
this
room
is
how
much
activities
are
throughout
this
city.
How
much
the
shot
in
the
wards
I
just
want
to
point
out
that
we've
now
have
numbers
for
each
and
every
ward,
how
much
with
your
new
boundaries?
D
What
that
means
for
you
and
that's
something:
we're
circulating
a
meeting
with
many
counselors
about
in
2018,
we
issued
over
3,200
permits
for
shooting
in
on
Toronto,
just
read
that
represents
over
1400
projects.
So
that
means
every
single
day
today,
again,
there's
a
way
more
than
one
production
going
on
on
our
streets
and
that
translate
for
me
to
over
6,300
days
of
film
shoots.
D
That
neighborhoods
never
get
burned
and
that
everybody
sees
the
win-win
of
an
industry
like
this,
a
creative
one
being
here
in
Toronto-
and
we
finish
as
is
this-
is
a
picture
from
Shazam
one
of
the
largest
feature
films
ever
made
here,
the
biggest
one
this
past
year
that
we
did
a
preview
screening
about
ten
days
ago.
It's
amazing.
It
comes
out
on
Friday
and
it's
bound
for
great
success
and
probably
a
sequel,
so
we're
in
good
shape
and
see.
Thank
you.
Mr.
A
B
This
might
be
a
question
for
once.
We
have
the
permanent
film
Commissioner
here
and
maybe
we'll
come
back
to
it
then,
but
I
am
blown
away.
We
have
this
post
production
scene,
starting
as
particularly
with
visual
effects
and
animation
and
I
see
that
most
of
the
workforce
is
coming
from
our
programs
from
our
post
secondary,
which
is
what
you
know
what
we
hoped
for.
B
But
my
question
is
how
many
firms
is
it
our
firms
coming
in
here
and
and
saying
we'd
better,
have
a
shop
in
Toronto,
and
if
not,
do
we
have
the
potential
now
that
they
know
the
talent
we're
graduating
to
maybe
have
a
post-production
cluster
or
we're
drawing
some
of
the
people
that
are
in
New,
York
and
LA
and
and
and
beyond
into?
Maybe
we
need
to
have
a
shop
in
Toronto?
Yes,.
D
Absolutely
this
is
one
of
the
sectors
that
or
sub-sector
of
within
our
sector
that
we're
trying
to
address
the
most
given
the
fact
that
the
talent
is
very
much
from
here.
All
the
firms
that
are
I
would
say
the
most
performing
one
of
the
largest
one
to
produce
the
most
amount
of
those
post
projects
are
most
of
them,
Toronto
firms
or
Canadian
firms
that
operate
and
started
here,
and
each
and
every
one
of
them
work
with
the
academic
institutions
that
produce
this
amazing
talent.
D
We're
in
touch
with
quite
a
few
companies
foreign
companies
that
are
interested
in
setting
up
shop
in
Toronto
in
the
post
world
and
something
that
we
realized
and
Oliver
I
would
say,
active
pitching
about
this
industry
and
why
you
should
come
to
Toronto.
We
now
really
off
the
factor
of
post
production
more
than
we
have
in
the
past.
D
It
was
very
much
concentrated
on
physical
production
and
what
we
have
to
offer
and
offered
that
Toronto
is
now
very
much
known
and
we're
very
happy
to
all
of
us
promote
tronto
as
a
tech
sector,
but
we've
yet
to
make
that
link
for
that
industry.
At
the
same
rate,
I
say
the
tech
sector
stands
for
itself,
so
we
really
want
to
link
to
people
to
say,
like
there's
great
tech,
people,
a
lot
of
disaffected
people
apply
to
the
screen
industries
and
to
kind
of
make
that
tie
together.
Oh.
B
Okay,
that
will
let
that's
where
I
was
going,
because
that
would
the
true
asset
test
would
be
New
York,
often
they're
they're
a
partner
on
a
production.
So
it
seems
like
an
American
film,
but
all
they're
doing
is
using
do
art
so
are.
Do
we
have
productions
where
all
that's
being
done
in
Toronto
is
the
post-production,
because
that
would
be
real
growth?
If
we
could,
we
could
max
out
how
many
location
shoots.
We
could
have
going
max
out
studio
space,
but
then
also
have
productions
that
are
just
in
town
using
our
posts.
Yeah.
D
E
You,
mr.
chairman,
just
on
the
heels
of
councillor
Carol's
question,
I
was
gonna,
get
the
same
answer,
but
we
always
hear
what
the
dollar
you
mentioned
in
your
deputation
with
the
dollar.
At
what
point
does
the
dollar
not
gonna,
make
a
difference
anymore?
So
you
know
the
dollar
is
down,
but
as
these
producers
come
in
with
suitcases
full
of
money
and
ready
to
spend
in
Toronto,
they
see
the
experience
of
Toronto
New
York
gallery
Toronto
now
Chicago's
behind
us.
At
what
point
is
the
dollar
not
going
to
be
a
factor
for
Toronto
through.
C
The
chair,
thank
you
very
question,
council
Grimes,
and
it
relates
back
a
bit
to
what
councillor
Carroll
lost.
It's
becoming
less
significant,
the
most
significant
assets
for
Toronto,
not
to
look
past
a
really
competitive
tax
credit
regime
administered
by
the
parliaments,
but
it's
the
quality
of
the
labour
market
and
the
increased
expansion
of
capacity
being
funded
by
major
multinationals.
So
those
are
single
biggest
assets
and
they
hedge
against
any
fluctuation
in
the
dollar
that
might
work
on
the
edges
of
the
numbers
and
when
you're
determining
where
you're
going
to
shoot
and
just
to
loop.
C
Your
question
back
to
counseling
carols.
That
is
a
really
encouraging
prospect
that
we've
seen
the
integration
of
tech
and
an
approached
production.
We're
seeing
incredible
innovation
from
some
of
our
local
firms
like
South,
Shaftesbury
tudjarow,
who
are
creating
world
leading
hardware
to
serve
this
industry
and
its
broadest
possible
science
and
we're
seeing
the
integration
attack
and
screen-based
such
as
the
recent
opening
of
Shopify's
studios
in
Toronto.
C
A
Get
much
vice-chair
Grimes
just
a
few.
For
me,
you
talked
a
little
bit
about
this
in
terms
of
youth
and
and
engagement
opportunities
and
so
on
in
the
industry.
We've
been
talking
about
it
for
quite
some
time
and
I,
don't
think
we
were
at
a
capacity
at
this
point
where
our
reach
is
sufficient,
I'm
just
wondering,
especially
on
the
broader
diversity
piece.
We
have
lots
of
young
people
who
are
actually
interested
in
this
sector.
A
However,
either
don't
understand
how
to
get
on
to
the
on-ramp
or
don't
have
any
other
information
to
help
them
to
make
informed
decisions,
so
on
I'm,
just
wondering
in
collaboration
with
obviously
the
secretary
industry
partners,
what
can
we
do
more?
What
should
we
be
doing
more?
What
have
we
been
not
been
doing
in
order
to
if
you
will
address
this
really
important
issue.
C
C
We
hope
this
to
announce
soon
is
a
very
high
functioning
community
player
in
this
space
POV
third
street,
and
we
find
that,
given
the
interest
in
labor
market
development
and
the
diversification
of
the
labor
market,
we're
seeing
other
funders,
be
they
federal.
The
United
Way
come
to
the
table
to
support
us
and
we
hope
to
be
able
to
make
some
announcements
in
that
regard
soon
and
post-secondary
continues
to
be
a
big
focus
of
this
as
well.
C
B
D
We
are
hyper
conscious
of
the
fact
that
Toronto
is
very
diverse,
but
the
industry
like
onsets,
it's
not
yet
there
for
Toronto.
We
all
know
that
this
is
absolutely
the
right
thing
to
do
when
we'll
only
another
elevate,
the
kind
of
projects
we'll
be
able
to
do,
attract
and
speak
to
and
I
would
say,
the
the
the
Canadian
industry
and
the
American
has
returned
to
us
for
those
questions.
I
think
they
are
expecting
that
of
us
and
that's
what
we
want
to
deliver
to
them.
It's
actually
one
of
our
updates
for
the
LA
mission.
A
A
second
component
part
of
that
I
mean
I've
spoken
recently
to
a
number
of
actors.
If
you
will
who
are
from
a
very
diverse
background,
the
complaints
that
they
bring
to
me
and
my
attention
is
that
while
the
industry
is
growing
here,
their
ability
to
grow
with
the
industry
doesn't
seem
to
be
keeping
pace
either.
A
that
the
talent
are
brought
in
even
sort
of
you
know,
third
degree
talent
and
brought
in
as
opposed
to
utilizing
some
of
the
wonderful
talent
that
we
actually
have
here
in
the
city
and
in
Canada
as
a
whole.
A
I'm
just
wondering,
what's
the
narrative
of
the
discussion
that
we
should
be
engaging
as
part
of
our
efforts
and
we
will
be
going
to
Los
Angeles
very
shortly
with
the
mayor's
delegation,
we
need
to
be
bringing
these
matters
forward
in
a
very
appropriate
way
in
order
to
have
these
discussions.
So
what
are
the
thoughts
and
suggestions
that
you
would
offer?
Well.
D
There's
always
thank
you,
there's
always
requirements
minimum
requirements
for
actors
in
Canada
that
you
need
to
have
a
certain
amount
of
actors
in
Canada
if
you're
going
to
come
shoot
here.
That
being
said,
it's
very
rarely
the
top
12
actors
on
the
show
that
are
required
to
do
so.
So
you
know
what
questions
of
diversity
usually
come
comes
attitude
of
playing
it
safe
and
unless
we
put
the
people
we
want
to
put
forward
in
front
of
those
people
and
do
more
showcases
of
the
talent
that
we
have
here
to
them.
D
That's
our
role,
I
think
we
work
with
ACTRA
very
well
and
they've
worked
very
well
to
start
promoting
increasingly
their
diverse
actors
and
that's
something
we
need
to
do
more
of
they
do
showcases
in
Los
Angeles.
They
do
showcases
here
and
bring
show
runners
and
casting
agents
up
here
for
those
purposes,
and
perhaps
that's
overall,
we
should
up
with
them.
Okay,.
A
F
C
Through
you,
deputy
mayor
Thompson,
thank
you
for
the
question.
Counselor,
the
the
city
Toronto
is
focused
on
creating
an
enabling
environment
across
multiple
fronts.
So
we've
just
spoken
about
our
focus
on
ensuring
that
we
have
world
in
clar,
best-in-class
crews,
on
a
global
scale,
and
we
really
feel
that
we
do.
C
We
also
need
to
ensure
that
it
is
easy
to
film
here
and
that
is
City
work
across
multiple
fronts,
ensuring
that
the
residents
of
Toronto
recognize
the
benefits
and
and
accept
what
inconvenience
may
accompany
a
film
shooting
and
that
we
also
have
film
friendly
streets
in
terms
of
the
design,
traffic
planning,
etc.
We
need
to
work
really
closely
with
other
jurisdictions,
such
as
the
province
in
the
federal
government,
who
administer
tax
credit
regimes
to
ensure
that
they
reflect
what
the
needs
of
our
local
industry
are,
and
the
city
certainly
and
looking
at
councillor.
C
G
Thank
You
mr.
chair
and
thank
you
to
the
film
office.
This
really
is
exciting
to
get
back
up
to
the
two
billion
dollar
mark,
having
having
dipped
and
really
underscore
the
importance
of
this
industry
to
Toronto.
We
know,
there's
the
three
FS
of
industries,
food,
finance
and
film.
The
top
three
industries
in
the
city
and
film
is
proving
itself
to
be
again.
Such
a
strong
contender
for
creating
and
maintaining
of
the
economy
in
the
city.
G
I
will
just
say
about
the
tax
credits
that
while
we
don't
offer
tax
credits,
we
do
advocate
for
tax
credits
and
without
the
tax
credit
there
would
not
be
a
film
industry
in
the
City
of
Toronto.
It's
used
very,
very
well,
coupled
with
the
incredible
professionalism
of
our
crews
and
our
actors
and
everybody
in
the
industry.
It
allows
us
to
be
extremely
competitive
in
what
mr.
Tobin
has
said
is
a
highly
competitive
international
industry,
and
that
is
one
of
the
things
the
film
Board
did
was
highly
advocate
for
the
tax
credits.
G
The
film
Ontario,
of
course,
is
the
lead
for
that
and
doing
an
excellent
job.
We
did
have
our
strategic
plan
last
time
and
just
commenting
on
a
few
things
that
are
still
rolling
out
and
very
important.
The
having
the
proper
studios
and
great
studios
is
just
number
one
for
the
industry
and
I
know.
Councillor
Grimes
now
has
all
the
Kipling
studios
in
his
ward
and
Titan
studio
is
going
to
be
opening
very
shortly.
There'll
be
a
big
one.
Opening
on
Toronto
Port
Authority
we've
saved
a
number
of
them.
G
From
there
dawn
river
was
going,
the
new
dawn
river
was
going
through
two
big
studios,
so
we've
managed
to
shift
them
over
further
to
the
east
and
the
more
industrial
part
of
the
Portland's
I
think
that
focus
on
digital
is
very
exciting.
When
we
started
the
film
board
four
years
ago,
we
didn't
even
have
digital
in
the
title,
and
now
it
is,
the
digital
is
being
recognized
as
the
the
the
new
wave,
the
up-and-coming,
and
it
is
where
most
of
the
younger
workforce
actually
situated,
and
it
is
very
diverse.
G
As
far
as
workforce
development
is
concerned,
it
is
number
one
because
you
can't
have
all
these
studios
in
action
without
having
people
to
do
it,
so
no
sense
getting
all
the
films
here
and
then
people
just
simply
can't
do
the
job
or
do
the
job
to
the
level
that
firms
are
expecting
in
when
they
come
to
Toronto.
So
that
is
really
important.
The
unions
and
guilds
are
on
board
for
that.
The
community
colleges
are
on
boards.
For
that
we
just
need
more
relationships.
G
Last
year
we
did
have
a
XO
teo
school,
so
the
XO
tiel
brand
is
something
that
you
see
everywhere
and
the
bus
shelters.
You
see
it
on
film
shoots
and
it
is
trying
to
loves
film.
Film
loves
Toronto.
That's
the
idea
of
this
brand
X
oto.
We
did
a
great
project
with
the
Toronto
District
School
Board,
where
there
have
been
15
coop
students
go
through,
and
these
are
kids
at
risk.
G
Very
much
focused
on
students,
high
school
students
at
risk
in
order
to
get
on
to
a
set,
get
attached
to
a
union
or
guild
and
develop
skills,
and
some
have
gone
on
to
be
into
the
film
industry.
So
we're
considering
that
it's
a
very
exciting
project
that
needs
to
be
a
built.
A
little
more
and
I
do
want
to
really
thank
mr.
Williams.
Is
he
here
he's
not
easy?
G
They're
right
behind
me,
oh
I
could
feel
those
eyes
boring
into
them
that
barely
it's
being
such
a
champion
of
making
sure
this
this
is
going
to
work.
So
the
other
one
is
looking
at
four
brand
new
developments,
starting
to
build
in
some
of
the
things
that
would
make
filming
industry
easier.
So
all
the
cables
that
go
across
the
streets,
all
of
the
things
that
now
disrupt
the
entire
street,
we're
looking
at
ways
of
making
that
easier
and
more
seamless
for
neighborhoods,
because
Toronto's
neighborhoods
are
where
so
many
film
shoots
take
place.
A
B
B
The
acid
test
will
be
when
it's
post
production
is
a
cluster
because
it
provides
employment
to
to
all
of
our
post-secondary
institutions,
overlap
and
their
tech
training
with
this,
and
so
to
see
that
55
percent
of
the
people
working
there
graduated
those
those
institution
means
we
were
on
the
right
track
long
ago,
and
it's
it's
bearing
fruit.
But
we'll
know
when
we
get
to
the
point:
films
not
even
shot
here,
come
to
Toronto
to
use
their
post-production
and
it
sounds
like
that's
even
happening
so
even
having
a
film
board
was
brilliant
time
to
get.
B
B
My
husband
is
freelancing
this
week
and
my
husband's,
not
a
young
man.
That
means
we
have
to
keep
going
and
getting
more
of
those
young
people
in
it
means
there's
so
much
going
on
that
they
have
to
take
television
workers
who
have
full-time
jobs
and
grab
them
to
do
freelance
for
a
couple
of
days
to
fill
out
the
roster
on
productions.
B
That's
a
real
sign
of
health
in
the
sector,
but
it
means
that
we
also
have
every
right
to
be
demanding
of
the
union's
working
in
the
industry
and
the
production
firms
working
in
industry
that
they
need
to
help
us
make
sure
that
young
people
do
have
an
on-ramp
as
as
our
chair
has
described
it.
We've
got
to
put
that
card
in
their
hands
because
some
of
the
workers
that
built
the
industry
F
like
the
people
that
my
husband
has
worked
for,
both
as
a
full-timer
as
a
freelancer
for
all
baby
boomers.
B
So
we
want
to
be
building
up
that
young
talent
where
it
seems
like
providing
the
programs
to
get
them
there.
We
want
to
see
them
full-fledged
members
of
IATSE
in
these
are
the
other
collectives
that
are
creating
this
industry.
So
that's
just
to
put
a
visual
on
it.
People
from
the
suburbs
are
working
in
this
industry,
and
people
who
soon
won't
be
working
at
all
are
in
this
industry
and
they
need
to
be
replaced
by
our
youth,
Thank
You.
Mr.
chair
thank.
E
Thank
You
mr.
chairman
I'll,
be
brief
and
being
the
beneficiary
of
a
ward
that
is
obviously
massive
in
the
film
entry
now
I'm
giving
my
friend
councillor
Fletcher
over
there
a
little
running
for
money,
but
about
we
it's
it's
a
friendly
rivalry.
Fletcher
comes
out
any
studio,
it
is
and
any
expansion
at
cinah
space,
councillor
Fletcher's
there
and
too
big
supporter
of
this
industry.
But
you
know
William
F
white,
a
massive
employer,
sittin
space
and
I
invite
any
councillors.
I
really
want
to
see.
E
That's
something
you
know
a
kid
coming
out
of
school,
wouldn't
even
consider
to
even
know
that
it
is
an
absolutely
amazing
that
you
get
involved
in
that's
just
one
small
little
aspect
of
it.
What's
out
there
for
our
youth
to
get
involved,
countertops
so
counter
you'd
like
to
go
through
a
tour
I'd
like
to
set
that
up
for
me,
you
really
have
a
look
at
what's
happening
at
how
massive
this
industry
is
and
it
does
affect
their
communities,
but
on
a
very
small
scale,
when
people
really
look
at
the
major
impact
it's
happening.
E
F
You
thank
you
mr.
chair
I'm,
very
happy
to
see
this
report
and
because
and
I
also
learned
something
that
the
three
F
in
industries
in
Toronto
is
one
of
them
being
filmed,
because
when
I
was
when
my
two
children
are
younger,
they
were
actor
actress
extras,
so
I
actually
sat
with
them
on
the
on
the
on
the
set
and
then
and
then
you
really
was
you
know
when
they
were
become
not
even
youth.
They,
you
know
they
are,
they
are
already
being
paid
for
what
they're
doing
here.
F
Nothing
is
a
very
good
industry
and
then,
at
one
point,
I
see
it
very,
very
and
then
slowed
down
a
little
bit
and
I
really
wanted
to
see
it
boom
because
I
think
is
a
very
good
economic
generator
here
and,
as
a
matter
of
fact,
yesterday
I
have
a
client
from
my
real
estate
before
I
was
a
council.
I
was
in
real
estate,
I
have
clients
that
was
catering
to
all
these
big
sets
and
our
production
for
films.
F
F
I
really
wanted
to
I'm
very
happy
that
to
hear
that
there
was
tax
credits,
giving
out
and
very,
very
encouraging
and
incentive,
and
the
reason
I
asked
that
question
about
whether
we
are
competitive
is
because
you
know,
I
really
wanted
our
city
to
stay.
Competitive
and
I
really
applaud
to
all
the
good
work
that
everyone
has
been
doing
here
and
I
hope
to
be
able
to.
F
E
To
say
something:
I
want
to
say:
I
was
that
a
function
on
the
weekend,
councilor
Pressley
want
to
hear
this
I
said
a
function
the
weekend.
This
friend
of
mine
brought
this
lady
up
another
lady
Italian
lady,
and
she
said
you
know
this
is
I
said
you
look
familiar,
but
it
was
the
lady
from
the
IKEA
commercial
took
before
a
you
know.
They
I
keep
everybody
out
so
so
excited
to
meet
her,
but
I
got
a
chance
to
talk
to
her
friend.
E
That
was
tell
me
the
story
how
it
came
so
they
went
out
to
for
screening,
and
the
producer
was
looking
for
a
Natalia
to
go
up
the
wood
bridge.
We're
gonna
put
this
out,
they
found
Madelene
and
they
said
no
we're
looking
the
more
this
is,
who
were
looking
for
and
she's
been
a
number
of
commercial.
She
was
never
an
actress,
but
now
she's
she's,
big
news,
so
I
have
to
be
done.
The
weekend.
I'm
so
excited
thought
the
40,
but
the
my
favorite
commercial
I
forgot
to
say
at
the
end.
Thank
you.
Countertops.
A
Thank
you
very
much
Vice
Chair
Grimes,
so
members
I
just
wanted
to
to
offer
my
my
thanks
and
congratulations
to
the
wonderful
staff
that
EDC
and
the
leadership
of
Mike,
Williams
and
so
on.
But
I
also
want
to
say
there
has
been
a
very
persistent
persistent
persistent
person
who
has
gone
beyond
the
call
of
duty
in
that
person's
councillor
Fletcher,
because
she
has
been
tenacious
to
say
a
word
in
order
to
ensure
that
this
industry
not
only
survive
but
but
basically
elevate
itself
in
terms
of
what
we
had
always
planned
for
it.
A
This
industry,
as
well
through
the
leadership
of
many,
has
now
spanning
right
across
the
city.
There
was
a
focus
in
certain
areas
of
the
city.
I
can
tell
you
that,
even
in
my
own
ward
in
Scarborough,
we
now
have
facilities
there,
where
some
of
those
facilities
that
were
buildings
that
were
dormant
for
some
time
are
now
being
utilized
for
film
and
commercials
and
television.
There
are
many
homes
in
my
area
and
my
ward
and
I
suspect
all
of
us
where
filming
is
occurring.
A
At
the
end
of
the
day,
no
matter
how
many
matters
we
have,
it's
am
always
a
balance
of
interests
and
we
all
don't
get
what
we
want
quite
frankly,
but
we
do
the
best
we
can,
because
at
the
end
of
the
day,
it's
for
a
greater
good
and
creating
opportunities,
and
so
on.
I
didn't
want
to
sort
of
you
know,
sort
of
get
back
to
the
point
I
made
earlier
about
the
need
to
ensure
that
many
of
our
young
people
are
really
engaging
and
I
know
a
lot
of
works
being
done.
A
The
actors
who
have
raised
issues
with
me
have
done
so
in
a
way
that
really
suggests
that,
while
some
are
getting
work,
it
appears
that
the
level
of
work
that
they're
getting
really
doesn't
match
their
own
overview
of
their
talent
and
so
on,
and
these
are
talented
people
in
the
industry.
While
we
don't
get
to
decide,
I
think
that
we
do
have
a
role
to
play
in
terms
of
expanding
the
discussion
to
ensure
that
we
can
include
more
and
a
diverse
group
of
people
in
the
industry
and
so
on.
A
Again
we're
not
trying
to
be
heavy-handed
in
our
approach,
because
we
want
to
ensure
that
while
the
industry
grows,
we
appreciate
that,
but
we
also
want
to
lift
everyone
else
to
ensure
that
those
who
have
an
interest
in
this
business
are
given
are
an
afford
opportunities
to
be
able
to
excel
and
to
expand
their
talent
and
so
on.
We
know
that
the
industry
is
as
such
that
everyone
wants
to
be
entertained.
Entertainment
is
a
great
thing,
quite
frankly,
or
just
allowing
yourself
to
be
captivated
or
moving
out
of
your
normal
day
to
day
life.
A
Where
you
can
dream,
you
can
look
at
opportunity
and
so
on
for
all
of
those
people.
The
actors
and
young
people
also
want
to
dream
about
opportunities
for
themselves
and
so
on
so
I
think
we
have
an
obligation
to
help
them
I'm,
really
supportive
of
the
fact
that
we
are
going
to
do
more
and
we
won't
want
to
work
together.
So
congratulations
to
everyone
and
I
would
like
to
simply
move
the
the
item
and
the
item
is
slated
to
be
received
for
information
I'd
like
to
do
so,
and
all
those
in
favor
opposed
it's
carried.
A
A
Partnership
that
produces
best
practices
for
international
metropolitan
and
agreements-
and
we
see
mr.
smilk-
is
here
Lia
good
morning.
If
you
would
take
the
floor
and
introduce
Raleigh
as
well
really
as
well.
So
you
have
the
floor
and
you're
no
stranger
to
this
environment,
so
great
to
see
you
and
welcome
to.
H
The
chair,
thank
you
very
much
for
welcome.
Welcoming
us
deputy
mayor,
Thompson
and
councillors
were
pleased
to
be
here
today.
My
name
is
Lee
smart
executive
director,
World,
Trade,
Center
Toronto
and
my
colleague
is
Rolly
checker
OVA
policy
director
at
the
Toronto
region,
Board
of
Trade
and
I'm,
going
to
hand
over
to
rally
to
introduce
the
subjects
and
come
back
with
some
proposals
towards
the
end.
Thank.
I
You
so
much
Lee
and
thank
you
for
having
us
here
today
and
allowing
us
share
our
research
on
this
important
topic.
This
is
my
first
official
presentation
to
the
city,
so
it's
particularly
exciting.
For
me.
We
also
wanted
to
thank
the
Deputy
Chair,
the
deputy
mayor,
sorry
for
his
ongoing
work
to
promote
Toronto
at
the
global
stage,
as
well
as
mayor,
Tori's
work
and
a
lot
of
the
members
of
council
here,
the
board
and
the
World
Trade
Centre.
I
Toronto's
primary
goal
is
to
make
the
Toronto
region
one
of
the
most
competitive
and
sought-after
business
regions
of
the
world.
To
give
you
a
little
bit
of
background
on
this
report
with
generous
grant
from
the
JP
Morgan
Foundation,
we
were
asked
to
complete
two
tasks.
One
was
research
to
make
suggestions
on
how
to
improve
global
city's
relationships,
and
that
was
produced
in
as
the
form
of
this
report,
and
the
second
was
a
pilot
agreement
that
was
based
on
those
principles.
I
So,
since
you've
had
a
chance
to
you,
have
the
full
report
that
you
can
reference
I'll
just
quickly
highlight
some
of
our
main
points
and
then
turn
it
over
to
leave.
So
the
starting
premise
is
that
free
trade
agreements
opened
the
door
but
city
to
city
partnerships
our
way
to
leverage
that
access
which
strategic
connections,
especially
in
what
tends
to
be
a
very
uncertain
global
trade
context.
At
the
moment,
sister
city
partnerships
were
originally
created
following
World
War,
two,
their
formal
in
structured,
usually
written
agreements
with
the
most
common
goal
of
creating
economic
growth.
I
The
board's
research
and
consultations
found
five
best
and,
quite
frankly,
very
straightforward
practices
for
effective
partners
that
generates
successful
results.
Now,
while
these
five
principles
can
be
applied
to
Sister
Sister
relationships,
they
can
also
be
applied
to
any
relationships
as
part
of
city
building
institutions.
I
The
first
one
is
clear
and
consistent
selection
criteria,
and
for
us
this
is
the
starting
point.
They
can
be
common
city
commonalities
or
priority
industrial
ties
or
target
international
market,
as
well
as
the
objectives
that
a
city
hopes
to
accomplish,
such
as
transform
Toronto
vision,
zero
or
waterfront
development.
I
The
second
is
alternative
partners.
Partners
strengthen
and
amplify
the
relationship.
They
can
include
education,
institutions,
industry
organization,
economic
development,
organizations,
airport
ports,
specific
businesses,
really
anyone
who's
in
the
best
position
to
advance
the
outline
objectives.
The
duration
of
the
agreements
is
a
very
important
one.
It
creates
a
deadline
for
activities
to
be
completed,
as
well
as
a
decision
point
at
which
the
accomplishments
and
partnerships
can
be
evaluated
to
either
continue
or
sunset.
The
agreement,
if
it
no
longer
serves
the
objectives.
I
Cities
are
moving
away
from
generalized
agreements
towards
detailed
ones,
with
focus
goals
and
activities,
measurable
outcomes,
dedicated
resources,
outlined
partner
responsibilities
and
thorough
reporting.
A
good
guideline
is
the
smart
project
management
principles
where
objectives
are
specific,
measurable,
assignable
resource
and
time
bound.
I
The
last
is
robust
policy
frameworks
which
guide
the
international
activities
and
relationships
and
should
align
with
the
municipalities
overall
vision,
as
well
as
ideally
coordinate
across
citywide
activities.
As
the
committee
will
know,
the
international
alliance
program
guides
these
activities
for
the
City
of
Toronto,
with
a
budget
of
just
under
1
million
dollars.
Currently
in
the
city
has
more
than
26
agreements,
but
since
the
program
and
its
policy
framework
was
created
in
2001,
I
think
you'll
all
agree.
I
As
a
result,
it
merits
that
the
policy
framework
be
updated
for
the
international
alliance
program
to
have
to
reflect
the
city's
new
global
status
and
leverage
it
to
achieve
the
new
strategic
goal
set
up
by
this
council,
as
well
as
the
many
opportunities
presented
by
the
new
economy.
The
following
10
recommendations
mirror
closely
the
five
principles
of
discussed
already,
but
there
are
two
I
would
like
to
draw
your
attention
to,
and
that's
the
the
number
three
and
four
on
the
screen.
Currently
the
cities
demo
useful
just
outside
of
the
cities
program
policy
framework.
I
Our
suggestion
is
to
include
the
MOU
class
as
part
of
the
existing
partnerships
of
the
program
and
following
that,
our
recommendation
is
to
review
the
twenty
six
plus
agreements,
as
the
city
has
done
in
the
past,
especially
in
2005,
to
review
the
37
I.
Think
at
that
point,
partnership
agreements
following
amalgamation
and
then
decide
whether
they
should
be
reclassified
or
sunset.
I
If
they
no
longer
mean
the
city's
updated
criteria
and
objectives,
we
would
also
suggest
to
prioritize
two
to
three
partnerships
per
year
and
that
will
ensure
that
is
that
those
partnerships
are
well
resourced
and
attention
is
focused
on
the
deliverables.
I
want
to
make
it
very
clear
that
this
refers
to
the
partnerships,
agreements
that
prioritize
economic
development
and
growth
and
considering
Toronto's
diversity.
H
We
we
took
eleven
food
and
beverage
companies
to
Shanghai
to
meet
with
a
number
of
program,
a
number
of
program
folks
there
who
would
be
able
to
support
growth
of
Toronto
businesses
into
that
region,
and
we
we
participated
with
the
city.
Mike
Williams
was
able
to
travel
with
us
on
this
session
and
we
provided
a
number
of
sessions
that
include
things
like
market
specific
education,
which
we
need
to
do
in
every
market.
H
We
go
to
site
tours
to
places
like
Alibaba
and
Super
G
grocery
chain,
which
is
a
high
ends,
a
mostly
imported
product
chain
in
China,
where
we
were
able
to
work
with
the
buyers.
Take
these
companies
to
have
meetings
with
the
buyers
then
go
right
into
the
chains
themselves
and
look
specifically
at
what
their
products
would
look
like
on
those
shelves
and
also
the
key
to
success
of
any
of
this
type
of
engagement,
really
strong
b2b
meetings,
meeting
with
people
that
can
distribute
for
you
can
help.
H
You
understand
how
to
manage
in
those
markets,
and
then
we
also
attended
cial,
and
it's
quite
often
that,
as
we
go
to
one
of
these
missions,
we
will
anchor
it
around
a
strong
show.
So,
looking
at
some
of
the
success
nine
months
later,
only
nine
months
later,
the
nine
eleven
companies
that
that
went
on
this
mission
reported
some
results
to
us.
On
average
they've
grown
their
revenue
by
sixty
one
percent.
H
Since
that
time,
they
projected
growth
of
a
hundred
and
forty
five
percent
within
the
next
three
years
for
their
revenue,
their
top-line
revenue
and
they
have
been
hiring
in
particular,
there
are
a
couple
of
examples
here:
Golden
Ontario
doubled
their
weekly
shipments
of
red
meat
to
China.
They
were
already
in
China,
but
they
didn't
have
all
the
relationships
they
needed
to
grow,
that
business
and
another
great
example:
socialite
vodka,
an
excellent
Toronto
firm,
obtained
new
sales
of
a
million
dollars
which
effectively
doubled
their
the
size
of
their
business.
For
the
lot
for
the
last
year,.
H
Okay,
so
again,
that
was
not
specifically
an
international
partnership,
more
of
a
one-off
trade
mission,
but
what
we
would
like
to
propose
is
leveraging
that
same
type
of
effort
into
something
that
is
a
more
ongoing
program
and,
as
Rolly
mentioned,
supported
by
JPMorgan.
What
we'd
like
to
do
is
try
to
bring
this
kind
of
economic
growth
focus
to
a
new
pilot
international
partnership
specifically
focused
on
smart
cities
technologies.
H
We
suggest
leveraging
the
port's
reports
recommendations
entering
a
time-bound
agreement
with
another
leading
international
city
to
share
an
exchange
knowledge
of
each
city's
procurement
needs
and
solutions
from
each
cities.
Innovating
businesses
explaining
Toronto's
needs
and
in
terms
of
explaining
Toronto's
needs
we're
able
to
leverage
the
work.
That's
already
been
done
in
the
smart
cities
challenge,
and
we
also
believe
that
this
exchange
will
bring
about
collaborative
opportunities
between
the
businesses
themselves,
as
always
occurs
in
these
cases.
So
our
first
suggestion
is
to
consider
Paris
or
Bologna.
H
There
are
Barcelona,
sorry,
each
of
whom
have
expressed
interest
in
participating
and
are
advanced
in
smart
cities
planning
and
each
of
whom
are
cities
that
the
city
has
been
engaged
with
both
at
the
counsellor
level.
Through
deputy
mayor
Thompson
and
others,
and
at
the
senior
city
level,
through
Mike,
Williams
and
others
and
his
staff
as
well,
so
these
relationships
have
been
developed
over
time.
H
The
World
Trade
Centre
has
also
participated,
and
our
feeling
is
that
with
either
one
of
those
amazing
world
leading
cities
in
the
smart
cities,
side
we'd
be
able
to
develop
an
amazing
relationship
which
I'll
tell
you
a
little
bit
more
about
what
I'm
thinking
and
the
idea
being
that
we
would
formally
announce
this
and
launched
it
at
the
smart
cities,
Expo
World
Congress
in
Barcelona,
which
is
in
November
of
this
year.
2019.
H
It
has
included
things
like
the
smart
city
summit,
which
happens
every
year
this
year.
We're
planning
to
do
that
summit
in
partnership
with
elevate
teo,
the
tech
conference,
that's
also
supported
by
the
city,
so
another
really
great
collaborative
opportunity,
and
we
can
also
leverage
work.
That's
been
done
on
smart
cities
ecosystem
recently,
which
is
you
see
on
the
board,
which
relates
to
and
and
partly
takes
into
account
our
report
that
we
that
was
recently
commissioned
from
Deloitte
by
the
city
and
the
board.
So
there's
a
whole
lot
of
background.
H
We
can
use
to
make
a
really
strong
pitch
the
value
proposition
for
the
city.
I.
Think.
The
final
note
here
is
that
there
is
significant
opportunity.
It's
it
leverages
international
relationships
that
city
councillors
and
senior
staff
have
been
developing
as
I
talked
about.
It
also
brings
the
possibility
of
innovative
solutions
to
some
of
our
urban
challenges
in
Toronto,
and
there
are
people
out
there
with
innovations
there
also
local
many
many
local
businesses
in
the
smart,
C's
ecosystem,
with
incredible
innovative
solutions,
all
which
are
part
of
a
database.
H
That's
been
developed
in
that
smart
cities
ecosystem
here
and
what
we
can
do
is
we
can
help
our
businesses
connect
with
opportunities
abroad.
Bring
some
of
those
innovative
solutions
from
abroad
to
here
share
that
for
those
procurement
and
planning
the
smart,
this
city,
urban
development
planning
with
each
other
and
help
local
firms
grow
both
through
business
elsewhere
and
through
collaborative
opportunities
with
the
foreign
businesses.
Ok,.
B
I'm
gonna
be
asking
this
question
of
staff,
but
when
I
read
the
whole
report,
there
there's
there's
the
proposal
you
just
outlined,
but
you
also
raise
the
issue
of
our
resources
that
we
have
all
these
partnerships,
but
we
don't
actually
resource
our
international
alliance
program
enough
to
do
if
I
was
to
act
on
all
of
the
components
of
the
report
we
would.
We
would
want
to
take
a
couple
of
relationships
that
we
have
and
set
a
time
bound
focus
on
it
and
be
working
on
those.
B
We
would
want
to
be
doing
a
review
to
look
at
the
meaningfulness
of
some
of
the
long-standing
relationships
and
there's
a
certain
amount
of
resource
attached
to.
If
you
are
going
to
proceed
to
wind
them
down,
would
your
would
your
suggestion
be
that
we
for,
even
if
it's
for
a
time,
bound
period
of
time
for
the
resource
this
this
department,
so
that
so
that
they
can,
they
can
get
done?
Often
it's
being
done
by
one
person,
two
persons
side
of
the
desk,
that
sort
of
thing.
I
I
think
our
point
was
always
to
use
those
resources
effectively
and
and
make
the
most
out
of
them
by
tying
them,
with
current
initiatives
already
led
by
the
city.
So
additional
resources
are
always
more
than
welcome
and
a
dedicated
staff
person
for
each,
for
example.
Partnership
agreement
would
be
ideal
so
that
they
can
manage
that
relationship
throughout
that
time
period.
B
Right
you
also,
you
also
highlight
the
idea
of
sometimes
the
overture
might
be
made
to
the
city,
but
it
doesn't
necessarily
require
that
we
set
up
a
city,
the
city
relationship,
maybe
they've
they've
knocked
on
our
door,
but
it's
between
post-secondary
institutions
or
it
really.
It's
just
a
connection
that
needs
to
happen
for
a
period
of
time
between
sectors.
Things
like
that.
B
We
we
don't
have
a
track
record
of
resourcing,
even
that,
because
I've
I've
had
people
approach
me
and
wanted
to
have
a
relationship
for
another
city,
and
the
answer
is
no.
We've
got
enough
relationships
right
now,
so
how
do
we
make
sure
that
the
answers
not
just
no
we're
not
doing
City
City
relationships
that
there's
someone
who's
going
to
look
at?
But
why
are
you
asking-
and
maybe
we
can
facilitate
a
partnership
between
the
interests
that
need
to
facilitate?
I
Absolutely
the
first
recommendation
to
the
city
is
to
act
as
a
catalyst
for
exactly
the
relationships
that
you
are
talking
about,
and
that's
just
to
sort
of
provide
some
guidance
for
any
city
building
institution
that
is
looking
to
create
those
partnerships
internationally,
and
they
already
exist
with
some
colleges
and
universities
here,
yeah.
But
it's
about
applying
these
principles
that
will,
in
our
in
our
opinion,
would
make
more
effective
partnerships
that
can
actually
then
track
results
were
pull
those
results
and
then
build
on
those
relationships
and
activities
right.
A
E
I
So,
according
to
the
policy
framework
for
the
international
alliance
program,
it
only
looks
at
partnership
and
friendship
cities.
Partnership
agreements
are
supposed
to
be
with
the
goal
of
economic
development,
predominantly
friendship,
friendship
agreements
are
more
symbolic
in
their
nature
and
considering
that
Toronto's
diversity
is
its
strength
and
we
have
50%
or
more
at
this
point
of
our
population
being
visible
minority.
I
We
think
that
that
symbolic
agreement
is
really
important,
but
the
partnership
agreement
is
the
one
that
we
really
want
to
focus
on,
because
it's
about
driving
economic,
economic
development
and
growth
for
the
city,
the
mo
use
our
I
believe
something
that
started
around
2008
and
they
fall
outside
of
the
policy
framework.
But
as
councilor
Cal
Carol
mentioned,
there
is
a
limit
of
10
for
the
official
number
of
partnership
agreements
which
that
was
set
back
in
2005
and
our
coal.
I
E
So
on
the
partnerships
you
mentioned,
we
have
time,
you
know
detail
objective.
We
did
we
meet
what
are
like
how
long
all
the
timeline
would
that
be.
Would
that
be
three
years
two
years
five
years
and
and
you
measured
that,
so
what
give
me
an
example
of
a
low
range
of
or
high
range
or
they're
a
whole
bunch
of
different
ranges
in
there
internationally.
E
E
H
It's
one
of
the
recommendations,
we're
bringing
that
it's
important
to
do
that,
because
it
does
force
that
opportunity
to
review
whether
they're
meeting
your
objectives
or
not
and
to
actually
take
action,
and
if
you
enter
into
one
on
those
terms,
the
partners
at
the
other
side
are
understand
that
too,
and
there's
no
opportunity
for
offence
or
so
on.
It's
a
matter
of
well
where
these
are
the
things
we're
going
to
achieve.
Are
we
achieving
them?
If
we're
not,
then
maybe
we
should
all
think
whether
they're
rather
better
opportunities
for
you
and.
E
H
Thanks
for
that
question,
I
think
you
know,
first
of
all,
I
think
one
of
the
things
is
measuring,
so
one
of
the
challenges
has
been
I.
Think
for
a
long
time
now,
how
do
we
measure
success
and
what
is
the
success?
We're
looking
for
and
I
think
that's
one
of
the
things
about
these
kind
of
agreements.
If
we
lay
out
from
the
beginning
what
we
think
we
want
to
achieve,
then
we'll
know
what
we
need
to
measure
we'll
talk
about
how
to
measure
it.
H
So
in
our
case,
we've
hired
a
business
insights
manager
to
take
this
on
as
a
full-time
task
and
that's
why
now
we're
able
to
start
to
show
those
results
in
terms
of
how
we
get
that
word
out
there
better
I
think
that's
a
job
we
have
to
all
collaborate
on.
We
are
certainly
highlighting
those
folks
in
our
onboard
magazine
as
an
example
and
trying
to
get
it
out
into
social
media
and
so
on,
and
the
the
wonderful
thing
about
those
stories
is.
H
E
A
Thank
you
very
much.
Councilor
Grimes.
Are
there
any
further
questions
for
our
panel?
Okay,
seeing
none
thank
you
both
and
but
he'll
stick
around
right.
So,
as
we'll
have
speakers
later
now
an
opportunity
for
members
to
ask
staff
questions
so
we'll
start
with
councillor
Carroll.
First,
oh
so
Carol
you
have
five
minutes.
B
J
B
So
in
the
meantime,
in
the
meantime,
how
much
resource
do
you
have
to
put
to
this?
We,
you
know
it
seems
it
seems
like
it
falls
into
several
categories
and
the
Shanghai
store
story,
sort
of
underlines
it.
We
have
all
these
relationships,
some
of
which,
some
of
which
is
sometimes
seems
like.
We
have
the
relationships
so
that
only
so
that
every
year
we
can
announce
how
long
we've
had
this
relationship
and
isn't
that
great
well.
B
Well,
people
come
in
and
make
overtures
that
they
would
like
to
be
in
a
partnership
with
us
or
in
an
MoU
or
a
friendship
situation,
and
it
seems
to
me
there's
a
there's.
The
cap
we
set,
but
there's
also
an
issue
of
staff
resource
because
it
takes
a
considerable
amount
if
you
were
going
to
make
it
a
meaningful
partnership
such
as
the
report
describes
and
then
I
expect
you'll
you'll,
you'll
you'll
describe
that
as
an
aspiration
in
your
own
report,
then
really
we're
looking
at
a
restructuring.
B
J
And
I
just
want
to
clarify
on
the
resources
question
Rolly
mentioned
that
the
budget
for
the
international
alliance
program
was
close
to
a
million
dollars.
That's
our
budget
for
everything
we
do
internationally
yeah,
not
just
our
partner
and
sister
and
friendship
cities
so
which
we
spend
out-of-pocket
about
two
hundred
thousand,
and
maybe,
when
you
cobble
all
the
corners
of
des
together,
you
might
get
one
person
out
of
it
right.
B
J
J
B
J
Totally
with
you
counselor
that
leveraging
those
context
I
mean
all
our
universities.
All
our
colleges
spend
a
lot
of
time
overseas
because
they
all
have
huge
foreign
student
bodies
that
they're
recruiting
but
they're,
also
a
huge
research
interests
that
they
share,
and
there
are
research
partnerships
between
universities
and
we
facilitated
just
to
your
point,
one
between
University,
just
outside
Tokyo
and
York
University,
for
instance.
No.
That
is
one
of
the
ways
of
stretching
our
dollars
and
totally
agree
with
you.
It
says
it's
a
good
strategy.
Thank.
B
E
E
E
E
J
We
are
because
one
of
the
big
things
about
collision
is
to
bring
delegations
I
think
we
already
have
commitments
from
about
40
different
places
on
we
have
put
out
invites
to
all
of
these
groups.
We
also
invite
them
to
the
global
forum
of
the
Americas
that
comes
in
the
fall
for
a
sort
of
parallel
sessions,
so
we're
leveraging
a
little
bit
those
ways.
I
think
you'll
see
collision
itself.
For
instance,
one
of
the
cities
that
we're
talking
to
about
an
MoU
is
Lisbon,
which
is
where
the
collisions
parent
conference
is
called.
J
Web
Summit
they're
thinking
they're
going
to
bring
a
hundred
people
here
from
Lisbon.
So
that's
a
phenomenal
leveraging
of
both
the
partner
city
concept
forget
about
the
word
partner,
which
is
the
detailed
partner,
but
with
with
Toronto
we're
we're
a
global
city,
we
need
to
connect
with
the
globe
so.
E
F
J
A
A
A
An
agreement
with
Paris
at
the
moment
every
not
yes
and
we
have
been
working
and
trying
to
develop
that
enhance
relationship
with
Barcelona,
yes,
and
we
have
in
you
and
I've,
been
talking
about.
Essentially
what
we're
talking
about
here
today,
which
is
a
complete
review
as
to
what
we've
been
doing
and
to
see
what
works
and
what
doesn't
work
and
to
determine
which
of
the
relationship
will
enhance
opportunity
for
us
equally
ensuring
that
opportunities
in
hands
for
our
partner
relationship.
Correct
right,
and
would
you
say
that
and
I
know
that
mr.
A
J
Yes,
totally,
and
and
so
that,
from
that
perspective,
we're
welcome
the
report
from
the
World
Trade
Center.
We
are,
as
I
said,
to
councillor
Grimes.
We
are
a
world
city,
we
need
to
trade
and
connect
with
the
world.
We
have
more
than
half
our
citizens
and
residents
from
outside
of
this
born
outside
of
this
country.
We
need
to
reflect
that
in
the
work
we
do.
But,
most
importantly,
there
are
cultural
advance
for
these
connections
and
our
economic
development
will
advance
with
these
connections.
J
A
B
Yes,
thank
you,
mr.
chair.
My
reason
for
asking
that
that
that
this
report
be
on
the
agenda
is,
it
does
come
in
advance
of
a
review,
that's
already
going
on
of
our
department,
and
but
it
has
good
advice
and
and
what
I'm
hoping
is
that
that
staff
take
it
to
heart.
No
one's
saying
here
that
we
should
have
an
international
program,
but
there
is
definitely
a
much
more
modern,
more
metrics
based
approach
to
it
that
is
building
in
the
world
in
world
cities
and
in
that
respect,
I
think
mr.
B
Williams
would
admit
that
we
are
behind
and
it's
partly
a
resource
issue
and
I
don't
mean
a
resource
issue
and
we
need
we
need
some
more
plane
tickets
I
mean
if
you're
going
to
embark
on
this.
What
are
you?
What
are
the
resources
that
you're
you're
having
here
at
the
Home
Office,
so
that
so
that
we're
not
only
doing
this
work
but
we're
far
more
transparent
about
it
and
we
are
applying
metrics
applying
time
objectives?
I
am
I'm,
literally
convinced
from
having
I've
only
been
on
one
trade
mission.
B
If
I
have
one
criticism,
it's
that
we
we
don't
make
a
big
enough
effort
to
to
spread
out
amongst
council
how
we
do
this
work
with
respect
that
doesn't
always
have
to
be
the
chair
plus
it
can
be.
You
know
who
is
working
this
file,
you
know
film
sector,
we
just
had
the
film
sector
person
come
and
sit
beside.
Councilor
lie
things
like
that.
B
All
of
those
are
things
we
can
look
at,
but
at
the
end
of
the
day
it
will
always
come
into
question
and
we
will
we
will
possibly
reinvent
wheels
or
make
mistakes
repeatedly,
because
we
didn't
measure
it.
We
didn't
have
clear
objectives
that
we
can
take
boxes
when
we
get
back
or
not
take
them
and
therefore
change
our
strategies.
We're
not
gonna,
constantly
renew
and
improve
and
improve
and
improve
the
way
we
do
in
so
many
other
parts
of
the
organization.
B
Simply
because
there's
a
robust
enough
administration
sitting
here
at
the
office
when
they
return
to
be
able
to
do
that
reporting
out.
We
get
quick
reports
out
from
trade
missions,
but
it's
it's
really
hard
to
to
say
to
mr.
Williams,
knowing
that
it
really
is
a
corner
of
the
desk
thing.
We
want
a
comprehensive
report
and
we
wanted
to
not
just
say
we
did
these
things
this
year,
but
we
wanted
to
propose
a
strategy
for
next
year.
We
want
it
to
give
us
an
update
on
each
of
the
the
alliances
people
are
hitting
a
website.
B
You
can
just
hit
international
alliances
on
our
website
and
know
who
the
cities
are.
You
don't
need
to
ask
mr.
Williams
of
the
courts
of
a
committee
meeting
they're
all
there,
but
do
we
every
year
hear
back
what
do
we
do
in
Ho
Chi
Minh
City?
What
did
we
do
in
Milan?
If
we
didn't
do
anything,
did
we
send
them
a
Christmas
card?
Did
they
send
us
one?
B
Do
we
at
least
have
that
going
on
we're
not
getting
that
because
we're
not
resourcing
them
to
give
us
that
and
and
if
we're,
if
we're
gonna,
do
a
reorganisation?
If
we're
looking
at
that
again
in
this
international
alliance
program
and
how
we
manage
the
mo
uses,
part
of
it
I
think
as
a
committee,
we
have
to
decide,
decide
we're
gonna,
invest
in
it
if
we're
gonna,
do
it
because
we'll
always
be
vulnerable
to
criticism
unless
we
set
objectives,
measure
them
and
report
out
on
them
comprehensively
and
that
takes
staff
resource.
Those
are
my
comments.
A
You
very
much
of
counsel
Carroll.
Anyone
wants
to
speak,
okay,
seeing
none
I,
have
a
motion
I'd
like
to
ask
the
clerk
to
put
on
the
screen
and
essentially
is
to
refer
this
item
to
the
general
manager,
economic
development
and
culture
for
a
review
and
report
back
to
the
economic
and
Community
Development
Committee
in
the
third
quarter
of
2019
members.
A
This
presentation
I
want
to
thank
mr.
smart,
again
and
Raleigh
for
the
presentation
it's
timely
in
that
the
general
manager
and
I've
been
having
these
similar
discussion.
We
know
that
cities
around
the
world
are
leading
their
economic
development
and
enhance
product
prosperities.
It's
actually
not
the
national
governments
that
are
actually
doing
this.
What
I
think
we
have
been
councillor
Carroll,
particularly
as
the
comments
you
make
I
think
we've
been
afraid.
A
We've
been
afraid
to
ask
ask
for
the
FTEs
that
we
need
in
order
to
build
on
the
initiative
of
the
programs
that
we
want
to
action
out
in
order
to
bring
greater
prosperity
for
the
city.
I
say
that
we
are
afraid
in
the
sense,
because
we
but
tres
between
the
bookends
of
the
budgets
and
in
the
scenarios
that
we
actually
have
where
you
know.
We
have
certain
percentage
factor
that
we
have
to
meet
and
we
have
limitations
to
that
and
so
on.
A
And
the
question
is
what
gets
left
out
and
so
I
think
as
members
of
this
committee,
as
long
as
you're
willing
to
stand
with
the
GM
and
his
request
for
more
resources
to
speak
to
what
we're
talking
about
here
today,
because
as
a
city,
we
have
a
great
opportunity
actually
to
expand
our
brand
globally.
And
it
is
perfect
that
other
members
should
be
part
of
that
narrative
in
terms
of
expanding
our
brand
and
seeking
out
opportunities
and
to
sell
our
city
globally.
A
I
was
just
showing
the
mayor
this
morning,
an
ad
that
was
in
the
New
York
Times
over
the
weekend,
and
it
was
about
the
announcement
that
was
made
regarding
University
of
Toronto,
the
100
million
dollar
dollar
donation
by
mr.
Schwartz
and
in
Richmond
Richmond
regarding
the
development
of
the
University
of
Toronto
site
there,
and
in
that
New
York
Times
ad.
A
It
really
reflects
positively
on
the
city
of
Toronto
and
showcase
that
partnership,
the
partnership
that
the
GM
spoke
about
with
Ryerson
University
UFT,
all
our
College
George,
Brown,
Seneca,
Centennial,
et
cetera,
et
cetera
and
our
BIA
s
as
well.
Right.
All
of
those
elements
are
extremely
important
and
I'll
give
you
an
example.
So
we
were
in
Hong
Kong
and
we
met
with
the
owner
of
the
Delta
Chelsea
hotel
and
they're.
A
Looking
at
doing
some
interesting
things
there
and
in
my
meeting
with
him,
Lise
seeked
out
a
meeting
with
him
and
they
had
not
proposed
to
do
a
development
that
they
are
going
to
do
because
they're
gonna
go
to
London
and
Los
Angeles
and
potentially
San
Francisco
when
I
raised
it
with
the
owner.
I
said:
well,
you
know,
Toronto,
you
have
facilities
in
Toronto.
Why
not
look
at
the
new
concept
and
when
we
talk
to
load
about
it,
I
indicated
that
there'd
be
a
great
relationship
with
Ryerson
University,
because
they're
just
Korea
located
across
the
street.
A
When
I
talked
with
the
doctor
Lakshmi,
who
is
the
head
of
Raja
University
about
this
opportunity
and
so
on,
and
he
indicated
he
was
going
to
go
to
Hong
Kong.
He
wanted
to
have
a
contact.
We
provided
him
with
that
contact.
That
relationship
now
is
fostering
and
developing.
That
will
create
prosperity
in
a
huge
amount
of
benefits
for
Toronto
citizen.
A
Most
people
would
not
be
aware
of
the
connections
one
and
that's
it
so
I
think
we
do
the
body
of
the
work
not
so
much
for
accolades
and
so
on,
but
in
fact
just
so
that
we
can
get
things
done
on
behalf
of
our
residents
to
create
the
opportunity
of
prosperity
and
so
on.
There
is
no
doubt
in
my
mind
that
we
need
to
do
a
better
job
and
that's
discussion.
A
I've
been
having
now
for
the
way
last
number
months
with
the
general
manager,
and
he
is
open
to
it
so
that
the
presentation
is
very
timely
from
the
WTC
we
are
talking
with
Paris.
In
fact,
I
met
recently
with
the
Consul
General
of
France
to
Toronto
about
this
ongoing
discussion.
I
think
we're
pretty
close.
Barcelona
is
similar
and
I
know
that
we
are
going
to
take
a
delegation
to
Barcelona
for
the
Smart
City
summit.
That's
taking
place
there,
and
it
relates
to
the
points
that
mr.
A
smart
has
actually
made
because
it's
going
to
create
opportunity
for
us
and
there
are
huge
benefits
to
be
realized
by
our
citizens,
which
I
believe
that's
part
of
the
work
that
we're
here
to
do
certainly
would
hope
that
people
would
report
out
more
about
the
success
and
the
things
that
we're
doing
here.
Self
members.
We
have
the
motion,
all
those
in
favor
opposed
that's
carried.
Thank
you.
Thank
you,
mr.
smullins
Rowley.
Thank
you
very
much.
We're
moving
right
along
ec3
point
for
review
of
dementia
care
based
models.
K
Through
you,
deputy
mayor
through
you,
deputy
mayor
good
morning,
I'm
bill
Malia,
I'm,
the
interim
general
manager
for
long-term
care
homes
and
services,
and
thank
you
for
receiving
our
information
report
on
the
review
of
dementia
care
based
models.
Our
division
are
leaders
in
excellence
and
groundbreaking
services
for
healthy
aging
and
over
the
last
two
years
over
the
last
actually
two
decades.
K
We
have
continued
to
evolve
our
approach
to
care
to
ensure
our
residents
are
receiving
care
and
services
that
are
individualized
that
are
effective
and
that
our
person-centered,
regardless
of
cognition
regard
regardless
of
their
cognitive
States.
They
are
treated
with
compassion,
dignity
and
respect.
We
recognize
the
importance
of
a
model
of
care
that
is
flexible
and
is
inclusive
of
the
needs
of
all
of
our
residents.
K
K
We
can
learn
from
others,
but
others
have
learned
and
continue
to
learn
from
us.
Thank
you
for
the
opportunity,
as
well
of
presenting
a
two
and
a
half
minute
video
capturing
the
life
in
our
homes.
Our
residents
lives.
You
will
see
our
caring
professional
skilled,
dedicated
staff
as
they
enhance
the
quality
of
life
of
residents
in
our
homes
right
after
the
Oh
dr.
Pat
Armstrong.
The
independent
external
consultant
who
investigated
the
various
models
and
approaches
to
care
will
provide
a
brief
summary
of
her
and
her
team's
findings.
K
L
There
are
ten
municipally
operated
long-term
care
homes
in
Toronto,
caring
for
some
of
the
city's
most
vulnerable
residents
with
an
aging
population
and
increasing
acuity.
There's
a
growing
demand
for
specialized
services
to
meet
complex
care
needs,
including
physical
frailties
and
cognitive
impairments,
as
leaders
in
excellence
and
groundbreaking
services
for
healthy
aging,
long-term
care
homes
and
services
staff
have
received
formal
training
on
most
of
the
leading
practices
that
best
support
residents
with
dementia.
This
includes
pieces.you.
First
gentle
care,
dementia,
bility,
gentle
persuasion,
Montessori
and
the
butterfly
household
model.
L
Our
expert
staff
use
these
techniques
to
customize
treatment
to
address
the
needs
of
each
individual
resident.
Our
homes
are
home
to
a
diverse
group
of
individuals
from
different
backgrounds,
with
varying
health
meets.
The
average
age
of
a
resident
is
85
years,
of
which
69%
have
moderate
to
very
severe
cognitive
impairment.
Most
have
dementia
and
more
than
half
exhibit
aggressive
behavior
symptoms,
90%
use
mobility
devices
and
require
extensive
assistance
with
the
activities
of
daily
living
residents,
come
from
70
countries
of
origin,
speak
59
languages
or
dialects
and
practice
43
different
faiths
and
denominations.
L
We
believe
that
care
is
best
built
and
maintained
through
strong
partnerships
with
other
healthcare
organizations
and
community
partners.
We
have
a
long-established
volunteer
program
by
inviting
community
volunteers
into
our
homes.
We
ensure
an
ongoing
connection
to
the
surrounding
community.
The
foundation
of
compassionate
care
is
relationship
and
commitment.
Every
staff
member
is
accountable
for
their
own
actions
and
takes
ownership
for
providing
safe
care
and
service.
Each
person
entrusted
to
our
care
is
treated
and
respected
as
an
individual
staff
value
contributions
and
are
open
to
different
views
and
perspectives.
M
Thank
You
deputy
mayor
councillors
and
others
in
the
room
for
this
opportunity.
The
seven
of
us
who
prepared
this
report
have
been
working
together
on
as
part
of
a
large
international
team
that
has
been
researching
long
term
residential
care
in
six
different
countries
for
ten
years.
We're
not
done
yet
I,
don't
think,
and
this
research
is
very
much
informed
by
that
project.
M
We
were
contracted
to
create
a
narrative
chart
comparing
predominant
models
of
care
and
to
review
the
literature
that
evaluates
them
and
to
consult
with
a
wide
range
of
those
familiar
with
city
homes.
In
doing
so,
we
guide,
we
were
guided
by
three
basic
questions.
First,
what
do
the
homes
do
well
now?
Secondly,
what
needs
improvement.
Thirdly,
would
the
butterfly
approach
help
or
would
some
other
approach
be
more
appropriate?
We
went
about
our
work
in
five
different
ways.
M
We
carried
out
a
literature
review
on
models
of
care
and
on
the
research
assessing
the
models
we
conducted
interviews
with
key
informants,
some
identified
by
the
city
and
some
by
us.
We
attended
the
full
range
of
regular
city
managerial
meetings,
organized
for
the
city
homes
as
well
as
meetings
with
some
resident
and
family
councils
within
homes.
M
Our
review
of
models
explains
that,
for
more
than
a
quarter
century,
there's
been
a
movement
in
North
America
to
transform
long-term
residential
care
by
fundamentally
altering
not
only
the
values
but
also
the
organization,
the
work
and
the
physical
structure.
We
identified
for
common
themes
in
all
of
these
culture
change
models,
all
stress
the
importance
of
care
relationships
that
individual
capacities
and
interests
into
account.
They
all
call
for
flexibility
for
both
residents
and
staff,
which
in
turn
requires
some
autonomy
for
staff
and
some
flexibility
in
the
division
of
labour.
M
All
support
changes
in
physical
environments
emphasizing
home-like
spaces
and
almost
all
of
them
say
small
home-like
spaces
and,
finally,
all
maintain
that
leadership
is
essential
to
put
these
principles
in
place
and
in
practice,
the
evaluations
of
models
provide
uneven
and
sometimes
contradictory
results,
although
all
models
show
some
success
in
approving
the
quality
of
care
being
provided,
and
they
all
involve
hire
staff
to
resident
ratios
than
we
have
in
the
Toronto
homes
or
in
any
homes
in
Ontario.
There
is
some
suggestion
that
models
can
become
more
rigid
over
time.
M
Our
review
of
the
interviews,
consultations
and
observations
concludes
that
there's
a
great
deal
of
sympathy
for
the
general
principles
found
in
the
models,
especially
for
the
need
to
focus
on
understanding
care
as
a
relationship
most
recognize.
The
importance
of
knowing
about
the
person
and
paying
attention
to
individual
resident
needs
capacities
and
emotions.
Many
staff
members
emphasize
that
this
approach
is
an
essential
part
of
their
health-related
education.
M
Moreover,
there
is
agreement
that
the
focus
should
be
on
care
processes
rather
than
on
tasks
and
on
the
social,
as
well
as
the
clinical
aspects
of
care.
However,
the
overwhelming
majority
of
those
we
consulted
stressed
two
things.
First,
one
size
does
not
fit
all
when
it
comes
to
models
of
care,
so
no
single
model
should
be
adopted.
M
Second,
staffing
levels
must
go
up
in
order
to
maintain
the
current
quality
and
must
go
up
even
higher
in
order
to
improve
it.
We
heard
repeatedly
that
staff
members
want
to
do
the
right
thing,
but
time
structures
and
other
policy
restraints
limit
their
capacity
to
do
so
with
more
staff,
they
could
focus
less
on
tasks
and
clinical
interventions
and
a
minimum
care,
as
a
relationship
requires
more
staff,
continuity
and
staff
and
time
to
care.
M
We
also
heard
and
saw
that
city
homes
have
tried
many
of
the
approaches
identified
in
the
culture
change
models
and
have
developed
some
innovative
strategies
of
their
own,
as
via
just
said.
Indeed,
we
heard
much
that
is
positive
about
the
city
homes,
but
there
are
also
suggestions
for
change
and
concerns
about
the
ability
to
put
principles
into
practice
without
structural
and
staff
changes.
M
We
we
organized
our
recommendations
around
the
central
themes
that
we
found
in
the
models,
some
of
which
I
want
to
highlight
here:
first,
take
advantage
of
having
10
homes
to
learn
from
and
with
each
other,
as
well
as
to
share
with
other
homes,
practices
and
approaches
that
are
effective.
Some
of
that
happens
now,
but
we
think
more
could
be
promote
greater
flexibility
and
teamwork,
encouraging
each
home
and
each
unit
to
apply
strategies
that
allow
greater
autonomy
for
and
consultation
with,
staff
residents,
volunteers
and
families.
M
Third
provide
more
continuous,
hands-on
education,
not
only
for
staff,
but
also
for
managers,
residents,
families
and
volunteers.
Fourth,
provide
more
opportunities
for
people
outside
the
home
to
be
part
of
the
home,
starting
with
reopening
the
cafeterias
I
know
this
is
going
to
be
activated.
Let
me
end
with
another
important
point.
Although
home-like
is
a
common
goal
of
all
of
the
culture
change
models,
as
a
number
of
different
informants
pointed
out,
we
seldom
asked
what
is
good
about
communal
living
or
whose
home
we're
representing.
M
When
we
did
ask
this
question
at
a
residence
council
meeting,
the
response
was,
there
are
good
things
about
a
home
three
good
things.
Safety
was
one
company
rather
than
loneliness
was
another
and
activities
rather
than
sitting
alone
at
home
in
television
and
I.
Think
that,
on
this
basis,
it's
really
important
for
us
to
start
to
think
more
creatively
about
the
positive
aspects
of
communal
living,
rather
than
focusing
on
trying
to
simply
replicate
homes.
Thank
you.
K
B
M
So
so
we
did
try
and
capture
that
really
underreported
group
of
people
for
sure,
ok,
I
just
wanted
to
be
sure
and
I
should
say
we
didn't
do
foreign
formal
interviews
with
the
more
we
would
have
had
to
go
through
yeah
someone
who
could
give
us
the
right
to
do
that.
We
would.
We
talked
to
a
lot
of
them
and
observed
them
and
and.
B
M
Did
we
didn't
hear
so
much
about
the
healthcare
system
doing
more
for
them,
but
we
did
hear
that
we
want
more
continuous,
hands-on
education.
Interestingly,
we
also
heard
from
families
both
in
family
councils
and
in
when
we
were
in
the
four
days
we
spent
in
homes
from
families
that
they
would
like
to
know
more
about
other
people's
health
issues.
They
don't
they
didn't,
want
a
individuals,
diagnosis,
but
they
family
spend
a
lot
of
time
in
these
homes
as
via
said,
and
they
want
to
know.
Tell
me
about
it,
yeah
exactly
they.
M
B
Ask
only
because
you
know
that
that's
my
personal
experience
that
we're
right
in
the
middle
of
still
dealing
with
now.
My
father's
entry
is
to
health
care,
health
care,
health,
hers,
long
hospital
stay
over
over
more
physical
things,
but
then,
when
he
arrived
in
the
long-term
care
home,
he
doesn't
have
a
formal
diagnosis
of
dementia,
and
yet
you
know
we
know
from
you
know
our
experience
with
others,
and
that
was
the
feedback.
I'd.
B
Had
that
conversation
with
a
nurse-
and
she
said
often
that's
the
the
hot
spot
that
we're
puttin-
they
arrived
without
that
diagnosis,
but
we
know
we
have
to
employ
all
the
things
we
know
about
that
kind
of
care
after
we've
spent
one
week
with
the
person,
and
then
they
have
to
go
back
and
ask
the
healthcare
system
to
finish
your
work.
Please
we,
if
this
diagnosis
would
help
us
continue
on
with
their
care.
Well,.
M
F
M
F
I
really
what
caught
my
eye
was
about
this?
Your
findings,
you
know
one
of
them
is
that
one
size
does
not
fit
all
for
all
any
model
of
care
and
I'm.
Looking
at
the
research
team
here-
and
you
know,
giving
the
50%
of
Toronto
residents
are
born
outside
of
Toronto
I'm,
just
wondering
whether
you
have
given
any
whether
any
of
your
research
team
members
will
reflect
this
kind
of
diversity
of
the
residents
of
Toronto.
Well,.
M
I
know,
that's
not
is
very,
very
popular
about
bringing
back
the
cafeterias
four
of
the
homes
had
cafeterias
and
we
were
told
by
a
number
of
people
who
had
been
around
at
that
time.
This
was
people
from
that
community
could
come
in
and
have
lunch
or,
and
we've
seen
this
actually
in
Norway
and
Sweden
very
commonly,
and
that
brings
a
mixture
from
the
community.
You
came
from
into
the
home
on
a
more
regular
basis.
Yeah.
M
You
know,
like
I,
think
that
we
always
have
to
be
very
conscious
of
where
people
come
from
and
what
they're
and
it's
one
of
the
reasons
that
we
feel
very
strongly
that
one
model
doesn't
fit,
because
we
have
to
be
able
to
accommodate
the
very
many
communities
that
that
are
there.
And
if
we
tried
to
create
a
research
team
that
represented
all
those
communities,
it
would
be
pretty
hard.
I'm.
F
A
Just
couple
of
for
me
and
and
I
realize
that
this
study
titled
model
for
long
term,
residential
care
and
and
you've
you've
got
two
of
the
main
findings
that
you've
got.
The
one
size
does
not
fit
all
this
counselor
has
actually
spoken
about.
He
talked
a
little
bit
about
the
staffing
level,
but
let
me
ask
when
you
looked
at
our
ten
facilities.
A
How
does
that
compare
because
they're
private
facilities
well
I
would
imagine
there
are
private
facilities
as
well.
I
would
imagine
that,
in
terms
of
your
consideration
of
our
ten
facilities,
that
you
would
have
some
background
information
as
a
raise
to
how
some
of
the
private
facilities
operate
and
how
do
we
rate
with
respect
to
that
overall
I
guess
level
of
satisfaction
is
one
obviously,
but
just
in
terms
of
our
ten
homes.
I
think
I
understand
how
they
they
rate,
but
I
wanted
to
see
if
you
could
on
a
scale
of
one
to
ten.
M
Well,
we
weren't
doing
a
comparison
between
these
homes
and
other
homes,
I'm,
not
quite
sure
what
you
mean
by
private.
There
are
larger
research
project
that
has
taken
us
into
all
homes
that
all
have
a
significant
amount
of
public
funding
right
in
in
Ontario,
there
are
homes
that
are
for-profit
homes,
that
are
our
corporate
for-profit
homes,
that
are
small
for-profit
homes
that
are
not-for-profit,
mainly
church-run
or
community,
run
organizations.
M
M
A
Now,
with
respect
to
the
butterfly
model,
helped
me
to
understand
this
now
I
understand
that
they
was
a
visit
to
a
home.
He
was
at
Brampton
that
he
visited
that
repealed
its
impale
and
peel
that
they
use.
That
is
that
that
principal
model
that
they
use
versus
what
we
use
it,
which
we
use
a
more
comprehensive,
we
use
a
series
of
different
initiative.
We
don't
rely
on
the
butterfly
and
model
exclusively.
Is
that
correct?
Yes,
right,
and
so
was
it
that
you
were
being
asked
to
look
at
the
butterfly
model.
A
I
mean
there
was
an
article
in
the
I
think
the
Toronto
Star
sometime
ago
then
spoke
to
that
and
I.
Don't
really
remember
all
that
the
article
stated,
and
so,
but
the
impression
that
I
had
was
that
that
was
a
model
that
we
needed
to
be
looking
at
to
implement
in
Toronto,
which
you're
finding
is
suggesting,
as
the
one
size
does
not
fit
all,
which
would
seem
to
suggest
not
to
pursue
that
route
right
right
and
where
does
the
butterfly
model
come
from
it.
M
A
A
A
J
N
Deputy
mayor
councillors,
thank
you
for
giving
me
the
opportunity.
My
name
is
Greg
Shaw
I'm,
the
director
of
international
and
corporate
relations
with
the
International
Federation
on
Aging
we're
a
membership
based
organization
based
here
in
Canada,
but
we
have
members
in
75
countries
across
the
world
which
include
municipal
governments,
federal
governments,
state
governments,
academia,
NGOs
from
the
broad
range
and
a
broad
sector.
We
have
formal
consultative
status
with
the
UN
and
working
agreements
with
World
Health
Organization.
We
do
a
lot
of
work
globally
around
trying
to
improve
outcomes
and
health
benefits
for
older
people
globally.
N
My
interest
in
this
particular
topic
is
one
that
probably
goes
back
30
years
for
me
as
a
Deputy
Minister
with
the
federal
health
department
in
Australia.
Back
in
those
days
we
looked
at
national
dementia
care
and
dementia
support
services
globally
to
look
at
improving
and
implementing
systems,
as
the
consultants
have
already
mentioned,
there's
a
number
of
systems
or
models
that
have
been
in
place
for
a
number
of
decades.
The
butterfly
approach
is
but
one
and
a
reasonably
new
one,
and
you
were
right
when
you
heard
the
million
dollars
because
it's
$100,000
per
home.
N
N
Is
there
a
problem
in
the
homes
that
the
city
currently
runs
and
I
would
probably
argue
that
there's
not
they
adopt
many
of
the
principles
of
many
of
the
models
from
across
the
globe
and
I'm,
yet
to
see
any
accreditation
reports
which
really
criticize
City
homes
around
their
support
for
residents
with
dementia
care.
So
we
need
to
consider
how
do
we
support
residents
with
dementia
in
homes?
How
can
we
provide
better
outcomes
and
it's
those
principles
of
design
and
the
and
the
principles
of
those
models
of
care?
N
That
needs
to
be
adopted
first
and
foremost,
not
any
one
particular
system
I.
Take
the
consultants
comments
about
needing
to
increase
staff
resources
to
be
effective
in
providing
support
for
dementia
care
and
to
a
degree.
That's
true,
but
you've
also
got
to
consider
other
opportunities
and,
when
I
think
about
infrastructure
opportunities
around
the
building
design
technology.
How
do
we
free
up
staff
time
to
enable
them
to
provide
their
caring
role
as
a
primary
carer
of
residents
in
dementia
care?
A
Thank
you
very
much
for
comment,
sir.
Are
there
any
questions
for
mr.
Shaw?
Seeing
none
I
would
just
like
to
make
the
comments
here
that
I,
if
you
don't
mind,
I'm
gonna,
add
into
my
motion
the
technology
and
design
piece
incorporating
the
staff
piece
as
well.
So
I
hope
you
don't
mind
me
boring
that
from
you.
Okay,
thank
you
candy
thanks
very
much.
Thank
you.
The
next
speaker
is
Janette
Rowan.
O
Morning,
first
of
all,
thank
you
very
much
for
having
me
here
today
as
you
meet
to
discuss
various
methods
of
delivery
in
long
term
care
such
as
butterfly
I
have
asked
to
come
before
you
to
tell
you
of
my
experience
with
one
of
the
city's
homes
from
January.
2000
to
the
present,
I
have
been
involved
with
Seven
Oaks
as
a
volunteer,
a
family
member
and
a
community
representative
as
a
volunteer
I
sit
in
the
executive
committee
as
Co.
O
Vice
president
I'm
convener
of
pastoral
care,
the
volunteer
representative
on
the
Holmes
palliative
care
committee,
member
of
the
end-of-life
team,
I
help
in
feeding
and
I
take
part
in
various
other
activities
in
August
2015.
My
husband
Edie,
because
of
the
advancing
dementia
became
a
resident
of
Seven
Oaks,
and
my
interaction
with
the
home
changed
I
was
no
longer
just
a
volunteer
helping
staff
and
residents.
O
I
was
a
family
member
negotiating
the
frightening
complex
and
cruel
an
unknown
world
of
a
cruel
I
had
always
been
aware
how
difficult
and
demanding
this
job
was
and
I've
had
observed,
how
patient
and
care
and
staff
were
under
try
and
conditions
an
insufficient
time
to
accomplish
required
tasks.
Now
it
was
Ed's
turn
to
be
the
recipient
of
this
care.
O
The
many
good
programs,
the
home,
offers
theater
and
musical
performances
celebrating
special
events
such
as
birthdays,
Easter,
Christmas,
etc,
some
of
which
I
had
been
part
of
implementing
through
volunteer
funding,
now
took
on
a
special
meaning.
The
patio
and
Ed's
unit
allowed
him
in
conjunction
with
the
recreation
and
other
staff
members
to
participate
in
the
care
of
plants
and
flowers
to
join
other
residents
for
outdoor
lunch
or
afternoon
snacks,
or
just
to
spend
time
listening
to
music
and
socializing.
Ed
and
I
had
always
been
outdoor
folks
enjoying
many
similar
hours
in
our
own
backyard.
O
He
had
never
been
an
outgoing
social,
individual,
usually
sitting
back
and
listening,
but
during
parties
or
musical
events,
staff
and
volunteers
succeeded
in
getting
him
to
participate
in
activities.
Example,
dancing
like
I
and
my
family
had
never
observed
during
our
60
plus
years
of
marriage.
Ed
would
even
dance
down
the
hallway
to
the
strains
of
music
emanating
from
a
worship
service.
The
therapeutic
pets
program
awakened
memories
of
our
own
pet
dog,
Linus
sing-along
memories
of
golden
oldies.
O
If
I
had
a
concern,
I
always
knew
there
would
be
a
listening
ear,
be
at
the
administrator
support
or
nursing
staff.
I
know
that
I
was
not
always
easy
to
deal
with.
My
heart
was
ruling.
My
head:
I
would
cease
being
the
cooperative
willing
and
invariably
Pleasant
volunteer.
Instead,
I
was
an
upset.
Angry
family
family
member
to
their
credit
staff,
continued
to
treat
me
with
utmost
respect
and
standing
and
in
the
words
of
a
PSW
with
a
hug
Jan.
We
are
all
human.
O
During
this
period,
I
became
a
member
of
the
Family
Council
serving
one
term,
as
chairperson.
I
continue
to
be
a
sitting.
Member
as
I
am
of
the
opinion
that
those
of
us
who
have
walked
this
difficult
road
can
be
of
support
to
those
beginning.
This
journey
after
Ed's
death
in
2016
I
decided
to
continue
my
advocacy
role
and
asked
to
be
a
committee
representative
on
the
home,
Advisory,
Committee
and
I'm
presently
serving
as
interim
chair
here.
I
have
the
opportunity
to
interact
with
the
residence
council.
O
Family
council
volunteer,
Association,
the
homes
partners
and
the
wider
community
pathways
Scarborough,
Health,
Network
and
Hunt's
health
care,
in
addition
to
the
administrative
staff,
I
am
having
the
opportunity
to
observe
the
administrator
side
of
long
term
care
obtaining
a
better
understanding
of
what
goes
on
behind
the
scenes.
Ensuring
a
smooth
running
of
the
fun
of
this
facility,
not
an
easy
task.
I
have
the
utmost
respect
for
those
staring
that
ship.
O
Yes,
there
is
always
room
for
improvement
and
the
implementation
of
better
methods
to
improve
quality
of
life
for
those
individuals
who
call
long
term
care
their
home.
However,
I
wish
to
emphasize
that
my
association
with
Seven
Oaks,
though
not
always
perfect,
has
been
positive.
Hence
I
continue
to
be
an
active
participant
in
this
community.
Thank
you
for
giving
me
this
opportunity.
Thank.
A
B
O
O
B
You
you
you've
raised
another
important
point
during
our
most
recent
during
our
most
recent
budget
process.
There
are
a
number
of
services
where
people
said
we're
increasing
the
use
of
part
times
in
long
term
care
that
they
weren't
really
the
star
of
the
show,
but
they
were
they're
one
of
many
where
they
said.
There's
there's
a
lot
of
part-time
work
here
and
for
some
people,
that's
a
convenience
that
part-time
may
be
the
only
time
they
can
take
away
from
their
family,
but
by
and
large
they
needed
a
full-time
wage
and
we're
cobbling
it
together.
O
Definitely
is
it
and
some
of
them
have
been
there
for
many
years
and
they're
still
not
full-time
staff,
they're
still
temporary,
classified
temporary
or
part-time.
This
is
one
of
the
most
difficult
things
that
my
observation,
working
with
staff.
First
of
all,
I
want
to
say:
I
work
in
Nokes.
As
I've
said,
we
have
a
tremendous
staff
in
Sevenoaks.
Our
recreation,
ladies,
are
awesome.
They
go
over
and
beyond
to
help
the
residents
they
think
of
everything
that
could
possibly
draw
residents
out,
but
this
is
difficult.
It's
working
with
dementia
parent
residents
is
very
difficult.
O
Yes,
Ben
the
spouse
of
a
dementia
person.
I
can't
begin
to
tell
you
how
difficult
it
is,
there's
also
a
large
level
of
guilt.
Why,
like
my
husband,
would
say
to
me:
why
are
you
doing
this
to
me?
Why
are
you
putting
me
here
so
I'm
trying
to
cope
with
helping
him
mm-hmm
helping
other
residents
because,
as
I
said,
I
feed
and
it
can
take
as
long
as
one
hour
to
feed
a
person
mm-hmm
and
one
particular
staff
member
may
have
five
such
residents
when
I
go
in
on
a
Wednesday
morning.
O
I
am
the
only
volunteer
that
was
qualified
because
the
rules
changed
several
years
ago.
Right
I
was
qualified
to
feed
I'm
welcomed
with
open
arms.
Even
some
of
the
residents
will
say
to
me
Jan.
We
know
it's
Wednesday
you're
here.
If
I
go
another
day,
it's
not
Wednesday.
These
are
all
contributing
to
staff.
Stress,
yes,
cannot
they
cannot
meet
the
demand.
Thank.
E
E
A
A
O
O
Actually,
plan
to
speak
on
this
item
I'm
here
primarily
to
speak
on
another
item,
but
when
I
saw
that
this
discussion
was
taking
place,
I
did
want
to
provide
some
observations
from
my
own
experience.
My
name
is
Tamar
Fernandes
I'm
a
resident
and
a
homeowner
in
the
city
of
Toronto
I
was
born
in
East
York
General
Hospital.
Almost
60
years
ago,
I
lived
my
early
years
in
Scarborough,
my
teens
and
my
20s
in
North
York,
and
what
is
now
Toronto
st.
O
Pauls
and
for
the
past
thirty
years,
I've
been
a
resident
in
Etobicoke,
currently
living
in
Ward
3.
My
mother
is
91
years
old
and
she
has
dementia.
She
has
a
formal
diagnosis
and
she
currently
lives
in
Humber
Heights
retirement
home,
which
is
on
Lawrence
between
Royal
York
and
scarlet.
It's
not
City
run.
It's
privately
run.
I
wanted
to
share
the
model
that
they
have
at
Humber
Heights,
because
it's
been
wonderful
for
my
mother.
O
I
agree
with
the
statements
that
there
isn't
one
size
fits
all,
but
I
think
they
have
a
very
unique
approach
very
much
in
line
with
the
idea
of
the
benefits
of
a
communal
design
for
for
care
and
and
I
just
wanted
to
share
a
little
bit
about
that.
So
Humber
Heights
retirement
home
as
I
understand
it
and
I
haven't
spent
a
lot
of
time
looking
into
how
it's
run,
but
well
I
mean
the
company
is
run,
but
it's
ashli
goal.
O
Villages
incorporated
and
I
believe
they
operate
out
of
Waterloo,
but
they
have
retirement
home
and
long-term
can
run
long-term
care
facilities
in
many
different
places
in
the
province,
including
in
the
City
of
Toronto.
They
are
affiliated
from
what
I'm
aware
of
with
the
University
of
Waterloo
Research
Centre
for
aging
and
and
their
programming
is
informed
by
is
evidence-informed.
So
the
design
of
Humber
Heights
is
a
village.
O
They
have
a
Main
Street,
they
have
a
library,
they
have
a
cafe,
they
have
a
general
store,
they
have
a
salon,
they
have
like
a
restaurant,
their
dining
facilities
are
designed
along
the
lines
of
a
restaurant.
They
have
a
pub,
they
have
a
fireside
lounge
and
they
have
a
lot
of
really
great
programming
and
much
of
the
programming
is
focused
on
care
for
people
with
dementia.
My
mother
is
not
in
a
segregated
area
for
dementia
people
with
dementia.
She
is
in
a
general
community
space
which
I
think
is
really
great.
O
She
there's
a
there's
a
sense
of
community
there.
That
I
think
is
really
important
for
her
to
be
able
to
feel
like
she
is.
You
know,
happy
and
comfortable,
and
you
know
still
living
having
a
good
quality
of
life
and
the
the
design
is
also
built
around
there's
a
central
courtyard
so
that
even
with
dementia,
she
can
go
outside,
say
safely,
go
outside
there's
a
pond.
O
They
have
ducks
in
the
springtime
with
little
ducklings,
and
all
of
that
really
does
seem
like
a
village
yeah
and
there's
always
whenever
I'm
there
with
my
mother,
there's
always
another
resident
who's
with
her.
So,
even
though
she
gets
very
anxious
when
she's
not
sure
where
she
is
and
what
she's
doing
in
the
place
she's
at
there's
always
somebody
with
her
help,
guide
her
and
take
care
of
her
and
they're,
not
always
staff.
A
A
P
To
go
out
over
the
next
couple
of
months,
nice,
thank
you
for
being
here:
Thank
You,
deputy
mayor
councillors,
mr.
Bollinger
I'm,
here
as
Toronto
seniors
forum,
as
one
of
the
co-chairs
were
a
PAB
within
the
city
structure
for
seniors
of
issues,
I'm
here
to
say
that
the
toronto
seniors
forum
completely
embraces
the
idea
of
the
butterfly
it's
it's.
The
only
way
to
go
and
I'm
gonna
make
this
personal.
P
At
this
point,
like
last
two
speakers,
because
I
have
to
drive
home
a
point
that
dementia
isn't
Alzheimer's,
it's
it's
a
it's
a
deeper
care,
that's
needed,
Mary,
Frances,
Lawrence,
Marie
Smith
was
born
in
Oshawa,
raised
on
Niagara
Street
down
the
street.
Here,
admittedly
shy,
but
very,
very
outgoing.
When
it
came
to
music
and
dancing
her
only
real
dream
was
to
have
a
piano
I
was
she
bought
when
she
was
50
years
old
and
taught
herself
how
to
play
she
married
Mike,
Smith,
my
father
and
moved
to
Edmonton
to
raise
a
family
had
four
boys.
P
Well,
the
fourth
boy
was
was
born.
She
went
into
the
workforce
back
into
the
workforce
and
was
immediately
fired.
She
was
fired
because
she
protested
the
fact
she
was
passed
over
for
for
a
job
that
didn't
discourage
her.
She
went
in
and
became
a
community
activist
quickly
coming
becoming
a
national
present
for
the
J
sense
and
and
establishing
being
that
being
a
voice
in
establishing
the
Edmondson
School
for
the
Blind,
even
though
she
had
nobody
blind
and
her
family,
the
mother
that
I
knew
was
different
than
the
mother.
P
Everybody
else
knew
and
I
discovered
that
when
I
came
home
one
day
from
elementary
school
and
I
had
to
step
over
television
cables,
because
she
was
being
interviewed
in
living
room
on
some
new
issue
that
she
was,
she
was
championing
she.
She
went
through
life,
sort
of
taking
on
challenges
being
very,
very
well-spoken.
P
She
started
a
company
with
my
father
and
became
the
first
woman
Alberta
who
who
was
registered
to
own
and
manage
two
construction
companies
registered
within
the
Alberta
construction
Association.
She
continued
that
Diana
liked
a
Mac
lifestyle
all
the
way
through,
even
through
to
the
end
when
she
was
about
65.
She
started
telling
us
that
her
brain
wasn't
working
the
way
it
should
be,
and
it
wasn't
till
about
five
years
later,
when
she
was
70
that
it
became
noticeable
and
she
was
diagnosed
and
from
that
point
forward
she
slowly
started
disappearing.
P
Not
so
much
of
the
person
who
she
was,
the
dynamic
dancing
woman
who
did
things
but
her
cognitive
values
started
disappearing.
She
went
from
30
from
70
to
35
35,
to
18
18,
to
9
9,
to
9,
to
5
5,
to
4
4,
to
3
to
just
disappearing,
slowly
disappearing,
but
all
the
time
within
that
time
frame
she
still
played
the
piano
much
to
the
horror
most
of
us.
P
She
would
pull
up
the
sheet
music
and
play
the
first
chord
and
then
go
to
two-year
old
jazz
hands
and
play
for
five
minutes
and
turn
around
and
I
look
for
the
applause
she.
She
would
go
into
her
CD
collection
and
pull
out
a
stroke,
CD
and
put
it
on
full
blast
and
grab
my
father
and
they
push
the
furniture
out
of
the
living
room
and
they
would
dance
for
four
hours.
P
It
got
to
a
point
where
we
had
to
start.
We
realized
that
she
couldn't
be
cared
for
by
my
father
anymore
or
by
us,
because
we
look
too
far
away,
so
we
started
looking
for
home
for,
and
that
was
difficult
because
she
had
dementia
and
we
wanted
to
have
her
care
like
a
butterfly
approach,
but
we
couldn't
find
it.
It
was
all
Alzheimer's
words
and
we
knew
that
wasn't
no
work,
so
we
kept
searching
at
but
again
through
all
this,
she
was
still
very
engaging.
Even
though
I
lived
here,
my
brother
lived
in
Santiago.
P
She
would
phone
us
for
an
hour
every
day
and
and
still
have
conversations
for
an
hour.
Conversations
became
just
basically
one-word
conversations
that
she
would
speak
repeatedly
over
and
over
and
over
again
for
half
an
hour
to
an
hour,
shiny,
shiny,
shiny
meaning.
It
was
raining
or
snowing
out
or
lovely
lovely,
lovely
meaning.
She
was
having
a
good
day,
but
it
would
go
on
and
on
like
that,
she
wouldn't
finally
found
a
home
for
her
to
move
into.
P
She
was
moved
and
she
changed
the
care.
Wasn't
there
for
her.
The
interaction
wasn't
there
for
her.
My
father
would
have
to
drive
15
miles
everyday,
which
he
did
every
single
day.
He
took
the
dog
soon,
as
my
mom
would
see.
The
dog
she
put
on
her
jacket
put
on
her
boots.
They'd
go
for
an
hour-long,
walk
in
the
forest,
she
come
back
and
then
she'd
be
despondent
and
she
just
sit
in.
P
So
what
I'm
hoping
to
deliver
here
is
that
dementia
needs
a
little
bit
more
hands-on
care
than
most
she.
She
declined
her
very
quickly,
but
she
still
made
the
phone
calls
and
I
have
to
add
just
some
of
the
fun
last
little
piece.
Here's
after
about
an
hour
of
shiny,
shiny,
shiny
one
day,
I
interrupted
her
and
I
said.
P
A
J
B
I
didn't
plan
it
this
way,
but
it's
turning
out
this
way.
Every
item
want
to
talk
about
resources,
I,
just
hope
that
this
conversation
is
remembered
when
we
had
to
budget
time
once
again.
These
are
these
are
some
of
the
things
and
and
I
think
I.
Think
what's
really
important
is
that
the
people
that
have
come
today
demonstrate
who
is
in
our
long-term
care
homes,
and
that
is
to
say
everyone,
everyone,
the
way
the
long-term
care
system
works.
Now
some
people
I
think
think.
B
Oh,
the
city
runs
them
so
that
the
people
who
have
nothing
and
no
one
or
the
people
who
end
up
in
the
city
run
that's
not
the
way
the
system
works
at
all.
You
can
end
up
in
any
one
of
the
range
now
because
of
the
the
the
way
the
Lynn
has
been
running,
that
both
privately
run
and
city
run
and
they're
all
trying
to
do
the
same
job.
To
say
that
long
term
care
homes
are
short,
staffed,
I
think
twas
ever
thus,
you're
never
gonna
have
enough.
B
What
you'd,
like
is
to
have
a
PSW
with
each
patient
all
day
long,
and
that
would
be
the
perfect
world
and
that's
not
that's
not
going
to
be
the
case,
but
we
are
at
a
situation
that
is
consistent
across
all
homes,
ours
and
the
others
where
we
know
what
the
models
of
care
are.
We
have
all
the
research
we
have
fed.
You
know
active,
volunteer
members
bearing
witness
that
we've
heard
and
family
members
bearing
witness
that
they
need
more
to
do
the
dementia
care
work
and
I.
B
Don't
think
we
should
feel
badly
that
we're
really
at
the
moment
giving
it
short
trip
we're
facing
a
new
need.
I
go
back
always
to
the
story
that
my
the
director
of
the
hospital
in
my
ward
said
he
said
you
know.
The
crisis
I
face
is
not
from
your
growing
population
that
people
who
live
in
your
condominiums
I've
been
a
doctor
for
almost
40
years
now
and
I
used
to
see
a
hundred-year-old
four
or
five
times
a
year.
B
I
have
six
hundred
year
olds
upstairs
in
this
small
hospital
right
now,
and
the
same
is
true
in
our
long-term
care
homes.
People
are
checking
in
because
they
have
dementia,
but
they
are
living
a
long
time
and
needing
a
lot
of
care,
and
when
you
have
this
much
research
that
tells
you
what
proper
care
is.
We
really
have
to
to
pay
close
attention
to
this.
When
the
budget
comes,
we
did
all
the
work
to
figure
out
the
campus
of
care
model.
B
You
know
to
deputy
city
managers
ago
and
what
we
need
to
do
on
a
capital
basis
when
I
toured
twelve
homes
in
January.
For
my
father,
two
of
the
city,
homes
I,
was
very,
very
ashamed
of
because
of
their
capital
facility
shape
and
there
at
the
top
of
the
list
to
be
rebuilt,
we're
just
not
putting
the
money
into
it.
We
need
the
province
to
come
to
the
board.
B
We
should
be
shouting
and
scream
at
them
about
the
capital
piece
and
we've
got
to
pay
attention
to
the
operating
piece,
because,
while
we
shared
this
responsibility
with
the
province
while
we're
running
it
for
them,
the
reason
the
province
has
us
run
them
is
they
hope
that
municipalities
will
set
the
bar
and
well.
It
looks
like
we're
all
scrambling
on
the
operating
side.
Private
and
city
run
staff
wise
on
the
capital
side,
we're
dropping
the
ball.
B
We
need
to
start
yelling
about
that,
because
we
can
put
these
care
models
together,
but
it
is
a
very
easy
thing
to
go
to
long
term
care
and
find
out
what's
the
capital
list,
what
are
the
homes
that
are
in
capital
crisis
that
are
far
too
small
or
badly
designed
to
be
delivering?
What
they're,
delivering
and
they've
got
the
list?
B
Q
We
have
an
aging
population
in
this
and,
in
fact,
and
by
2040
1,
the
number
of
Torontonians
over
the
age
of
65
is
going
to
double,
and
so,
if,
if
the
task
of
government,
both
us
in
the
province
is
to
ensure
that
we
care
for
people
ensuring
that
those
who
are
aging
can
live
in
dignity
must
be
at
the
top
of
that
list
and
and
I
think
we
all
could
tell
our
own
stories.
I
certainly
have
mine,
and
so
how
do
we
improve
care
and
I?
Q
Think
we've
seen
some
of
the
findings
and
we've
heard
some
of
the
deputies.
We
need
a
holistic
model.
We
need
an
appropriate
staffing
complement
to
provide
that
level
of
dignity
in
care,
and
we
need
to
ensure
that
on
a
capital
side,
both
the
design
and
the
infrastructure
supports
that,
and
so
I
will
all
simply
close.
My
brief
remarks
by
by
thanking
the
city
seniors
advocate
councillor
Matt
Lowe,
who
has
been
working
tirelessly
on
this
file
and
has
put
forward
some
ideas
and
I.
Q
I
know
that
our
chair
has
incorporated
those
and
is
coming
forward
with
a
motion
that
I
will
be
supporting
wholeheartedly
to
ensure
that
as
we
carry
on
and
as
the
report
comes
back
from
our
staff
that
we
are
able
to
provide
that
holistic
care
with
the
staffing
complement
that
is
required
in
the
capital.
Improvements
that
are
that
are
are
certainly,
in
necessity.
Thank
you.
Thank.
A
You
Lance
Council
kreski
anyone
else
speak
okay,
seeing
none
I'll
speak
for
a
moment.
I
have
a
motion
that
councillor
Crecy
has
just
reference.
The
motion
will
be
on
the
screen
in
a
second
the
motion.
First
of
all
seeks
to
address
some
of
the
commentary
that
pardon
yes.
Thank
you.
Thank
you.
The
motion
seeks
to
address
some
of
the
commentaries
that
we've
heard
from
the
speakers
and
comments
that
colleagues
have
made
I've.
Also
members.
I've
also
include
incorporated
counsel
matt
lo
had
some
recommendations
as
part
of
his
communications
to
this
committee.
A
There
were
some
elements
of
that
that
I
particularly
didn't
think
sort
of
fit
the
larger
narrative
of
our
discussion,
but
I
think
that
we've
been
able
to
incorporate
the
essential
themes
of
his
recommendation,
which
I
think
he'll
be
happy
with
and
so
on.
So
the
motion
is
in
front
of
you
there
and
we'll
deal
with
that
a
moment,
but
I
wanted
to
thank
all
of
the
people
who
have
come
to
speak
and
in
and
particularly
on
the
personal
nature
of
your
stories,
because
those
helped
us
didn't
understand.
A
Further
I've
recently
been
tasked
with
the
responsibility
of
a
community
development
piece
on
the
chair
and
so
the
long
term
care
homes.
There's
part
of
that
portfolio.
I've
had
a
chance
to
visit.
A
number
of
homes
visited
the
Seven
Oaks
and
it's
very
nice
I'd
like
to
go
again
for
a
deeper
dive
and
and
and
just
two
weeks
ago,
I
was
at
the
Ben
Bay
Lakers
and
I
see
the
work.
A
That's
there,
particularly
the
10,000
plus
hours
that
volunteers
are
putting
in
and
missmiss
Ronan
you're
right,
there's
a
tremendous
stress
on
everybody,
particularly
the
staff
who
are
being
asked
to
care
for
our
most
vulnerable
citizens.
Quite
frankly,
you
know
they
have
laid
a
foundation
for
us
that
we
are
enjoying
today
and
I.
Think
it's
really
incumbent
on
us
to
ensure
that
their
twilight
years
or
the
golden
years
are
not
one
that
is
rooted
in
being.
You
know
not
being
well
treated
or
not
being
well
cared
for.
A
Some
of
the
challenges
that
you're
experiencing
now
is.
We
need
to
be
ahead
of
this,
as
opposed
to
behind,
because
being
behind
does
not
allow
us
to
provide
the
level
of
dignity
and
care
and
trust
and
love
and
building
that
connection
that
was
spoken
about
earlier
on
and
so
on.
I
know
that
it's
really
important
that
other
levels
of
government,
particularly
the
provincial
level
of
government,
is
aware
as
to
the
direction
that
we're
going,
because
it
really
can't
just
be
about
money.
A
It
really
has
to
be
about
the
dignity
and
the
lives
that
we
want
our
most
vulnerable
citizens
to
live,
because
they
are
we
and
we
are
them.
So
it's
really
important
at
some
point,
we're
all
being
a
position
and
I
think
it's
important
for
us
to
address
this
systematically
in
going
forward
and
it
can't
be
a
matter
of.
A
We
don't
have
the
resources
to
invest,
because
if
we
don't
have
the
resources
to
invest
those
who
have
built
the
infrastructure
and
I've,
given
us
much
of
the
prosperity
and
the
opportunities
that
we
have
gotten
today,
then
we
have
failed
them
and
they
haven't
failed
us.
So
I,
don't
think
that
equates.
So
we
need
to
ensure
that
we
don't
feel
them.
We
need
to
be
much
more
responsible
in
terms
of
dressing,
the
needs
and
so
on
that
are
in
place
and
so
on.
So
it's
really
important
for
us
to
do
that.
A
F
Thank
You
mr.
chair
I,
hear
everybody
says
here:
is
you
know,
I
read
agree
with
my
colleagues
here
and
all
the
Putin's.
You
know
because
I
have
my
own
story,
because
my
my
mom
suffers
from
dementia
60
years
before
passing
away
last
year
and
I
cannot
relate
more
to
what
everybody
is
talking
about
here
and
when
I
first
was
elected
to
council
I
see
that
the
city
is
doing
this
job.
F
We
have
ten
city-owned
long-term
care
homes
in
Toronto,
but
I
think
the
demand
you
know
is
way
way
more
because,
as
we
growing
older,
I
I
put
my
mother
actually
in
the
private
long-term
care
home,
and
we
need
to
do
a
lot
more
so
I'm
just
this
is
my
motion.
Right
here
is
just
to
to
make
sure
that
the
province
is
aware
of
what
we're
doing
as
a
city,
and
then
they
should
they
should
be.
Actually
it's
not
all
about
money.
F
A
Thank
you
very
much
councillor
its
package.
Okay,
are
we
good
okay,
we're
gonna,
take
both
motions
together,
you
have
seen
and
read
them
all.
Those
in
favor
opposed
that's
carried
it
Thank,
You
members
I
think
we
have
an
opportunity
to
in
the
next
matter
to
at
least
start
with
having
the
first
speaker
will
be
breaking
at
12:30
I'll
be
resetting
at
12:30.
So
we're
going
to
move
to
the
next
item,
which
is
EC
3.5
city
of
Toronto's
refugee
capacity
plan
and
I.
Have
the
first
speaker
is
I,
think
and
we'll
err,
Woolgar
Matthew,
House
Toronto.
A
A
K
R
My
name
is
Sam
chase
I'm
executive
director
of
Christy
refugee
Welcome
Center,
so
we're
a
City
of
Toronto
shelter
that
specializes
in
housing,
refugee
claim
and
Families.
So
these
are
the
refugees
who
come
to
Canada,
who
aren't
sponsored.
They
aren't
sponsored
by
government
or
private
groups.
They
arrive
to
make
a
claim
so
they're,
essentially
homeless,
when
they
arrive.
R
There's
a
scene
from
the
movie
version
of
Lord
of
the
Rings
I,
don't
know
if
it's
in
the
actual
book,
where
Frodo
who's
a
small,
seemingly
powerless
hobbit
who
is
carrying
the
ring
of
power
into
the
danger
of
Mount
Doom,
it's
thinking
of
the
dangerous
times
that
they
live
in
and
he
says
to
gandalf
who's.
The
wizard
he's
leading
the
group
Frodo
says:
I
wish
this
had
not
happened
in
my
time
and
Gandalf
responds
so
do
I
Frodo
and
so
do
all
who
live
to
see
such
times,
but
that
is
not
for
them
to
decide.
R
All
we
get
to
decide
is
what
to
do
with
the
time
that
has
given
us.
Well,
the
times
we
live
in
are
difficult.
Right.
I
read
recently
that
there
are
more
refugees
now
than
were
produced
during
World
War
two
globally,
there
is
an
increase
in
fear
and
protectionism.
There
are
collapsed
states
and
there's
civil
conflicts,
and
this
has
resulted
in
the
stunning
statistic
that
today,
one
out
of
every
11
human
beings
who
is
alive
is
displaced.
R
R
There
will
be
fluctuations,
but
if
the
fluctuations
used
to
be
down
here
now,
they're
going
to
be
up
here,
I
just
don't
see
the
political,
the
geopolitical
landscape
of
our
world
moving
towards
less
conflict
over
the
next.
While
the
refugee
capacity
plan
that
you
see
before
you
is
a
really
good
start,
it
establishes
the
structures
and
interfaces
between
various
groups
that
important
things
can
get
done.
R
Appendix
A,
which
is
a
plan
itself,
is
the
equivalent
of
building
a
car,
so
you
are
ready
to
go
somewhere,
but
now
we
need
to
go
somewhere
and
that's
what
pages
6
and
7
are
about,
and
if
you
look
at
pages
6
and
7
its
where
the
car
needs
to
go.
There
are
three
big
ideas:
a
24/7
refugee
reception
and
referral
center.
That's
so
that,
no
matter
when
someone
arrives
in
this
city
of
Toronto,
they
get
referral
and
the
right
information
as
soon
as
possible.
The
second
thing
is
creating
flexibility
in
the
emergency
shelter
system.
R
We
need
a
higher
baseline
number,
but
we
also
not
need
the
ability
to
be
able
to
scale
up
and
scale
down
as
herbs
and
flows
do
come
and
finally,
transitional
housing
people
arrive
who've
been
traumatized.
They
often
aren't
ready
to
move
into
permanent
housing
yet,
but
we
don't
want
them
stuck
in
a
shelter
either.
So
if
we
can
develop
a
continuum
of
housing,
so
they
can
move
out
with
supports
and
then
into
permanent
housing.
R
We
can
relieve
a
lot
of
the
stress
on
the
shelter
system,
so
the
car
is
in
Appendix
A,
where
we
need
to
go
is
on
pages
6
and
7,
and
on
behalf
of
the
Toronto
coalition
of
refugee,
shelters
and
houses,
we
want
to
express
our
support
for
the
direction
laid
out
on
pages
in
6
and
7
and
I
represent
many
more
people.
We
recognize
that
the
City
of
Toronto
can't
do
this
all
by
themselves.
We
recognize
that
other
levels
of
government
and
the
for-profit
sector
and
the
nonprofit
sector
need
to
step
to
the
table.
R
But
these
are
the
times
we
live
in,
there's
nothing.
We
can
do
about
the
time.
So
we
can
decide
what
we're
going
to
do
about
the
times,
and
perhaps
the
next
step
is
to
put
together
a
group
that
is
tasked
with
moving
forward
with
the
strategies
on
pages
6
and
7.
We
always
feel
short
of
money,
but
Canada
is
one
of
the
richest
countries
on
the
planet.
So
it's
partly
a
matter
of
perspective.
R
A
A
A
K
Okay,
my
name
is
Anne
Woolgar
and
I'm,
the
founder
of
Matthew
house,
a
community
of
four
homes
here
in
the
city
that
welcome
in
assists
newly
arrived
refugee
claimants
I
have
been
working
with
refugee
claimants
asylum
seekers
for
the
past
30
years
here
in
Toronto.
I,
therefore
have
a
very
intimate
knowledge
of
the
issues
they
are
facing,
as
I've
helped
with
the
hands
on
resettlement
of
over
4,000
refugee
claimants,
who
would
otherwise
be
homeless
in
our
city.
K
Therefore,
I
also
want
to
express
my
great
joy
that
this
issue
is
finally
being
addressed
by
the
city
in
a
way
that
includes
consultations
with
experts
and
in
a
in
the
field
and
takes
a
forward-thinking
approach.
So
we
really
applaud
that
after
30
years,
I've
always
felt
like
a
voice
crying
in
the
wilderness.
At
refugee
claimants
often
get
lost
they're
coming,
but
then
the
issues
aren't
properly
being
addressed.
We
use
a
quote,
as
mentioned.
We,
as
a
coalition
of
refugee
shelters,
support
these
recommendation,
as
my
colleague
has
said,
and
we
support
all
of
them.
K
The
one
that
I
would
like
to
particularly
speak
to
today.
Just
to
underline
the
great
need
is
the
the
proposal
of
having
a
24/7
reception
and
referral
center.
This
is
something
that
I
feel
quite
passionate
about.
Having
seen
on
what
I've
seen
over
the
last
many
years
it
it
is
so
vital,
because
currently
there
is
just
no
system
in
place
that
properly
and
effectively
catches
all
the
the
refugee
claimants
who
are
in
need
and
ensures
they
get
the
support
that
they
need,
and
if
I
could
just
tell
a
couple
brief
stories.
K
Almost
30
years
ago,
I
remember
getting
a
call:
I
was
working,
an
overnight
shift,
I,
actually
added
originally
out
of
city
run
homeless,
shelter
I
got
a
call
in
the
middle
of
the
night
from
an
RCMP
officer
who
had
found
he
was,
he
said,
I'm
sorry
to
bother.
You
I
feel
very
sorry
for
this
woman,
but
I
found
he
was.
He
was
at
Pearson
Airport
and
he
had
found
a
woman
wandering
through
the
halls
of
Pearson
Airport.
She
was
crying,
she
was
lost.
K
She
had
a
four
year
old
child
with
her
and
she
was
about
eight
months
pregnant.
She
was,
he
said
here.
She
couldn't
speak
English.
Eventually,
he
looked
at
her
papers
and
realized.
She
was
a
refugee
claimant
from
Sudan
and
had
asked
for
asylum.
You
know
eight
hours
earlier,
but
she
didn't
know
where
to
go
where
to
turn
for
help
and
she
was
just
wandering
through
the
halls.
K
I
could
tell
many
many
other
stories
of
people
who
have
spent
their
first
night
sleeping
on
benches
at
the
airport
or
benches
in
parks
in
Toronto,
because
they
haven't
gotten
the
right
directions.
Some
are
brought
through
into
the
city
by
agents,
but
then
they're
just
dumped
on
the
street.
We
run
two
homes
now
with
unaccompanied
minors,
and
many
of
them
have
just
been
dumped
on
on
Bloor
Street
left
alone,
with
nothing
but
the
clothes
on
their
back,
and
they
don't
know
where
to
turn
for
help.
K
They
are
very,
very
vulnerable
to
exploitation
and
therefore,
and
and
some
of
them
otherwise
are
sent
to
homeless,
shelters
that
are
not
geared
to
the
specific
needs
of
refugee
claimants
and
that
in
itself
can
sometimes
be
very
reach.
Ramat
izing
for
refugee
claimants,
and
so
that
is
the
problem.
There
has
never
been
a
coordinated
system
in
place,
and
so
this
this
proposal
of
a
24/7
shelter
would
solve
that
as
it
would
help
with
a
vital
initial
needs
to
make
sure
everyone
gets
the
right
information.
K
They
need
at
the
start
and
be
referred
to
safe
places
and
be
told
where
they
can
turn
for
help.
I
must
confess
also
as
a
visionary
and
I
know.
Chris
and
others
know
this
I
even
have
a
dream
that
this
could
be
even
bigger
than
just
that,
24/7
that
it
could
be
a
central
hub
where
like-minded
individuals-
oh
there
could
be
all
kinds
of
levels
of
services
such
as
you
know,
counselling
service,
a
Canadian
Center
for
victims
of
torture,
legal
services,
medical
services,
oh,
and
then
there
could
be
programs
like
academic
programs.
K
K
Sorry
well
and
and
they
could
meet
each
other
and
in
short,
my
final
words
if
I
can
just
say
my
father
as
the
most
multicultural
city
in
the
in
the
world.
Should
we
not
seize
the
opportunity
to
create
a
beacon
to
the
world
of
humane,
coordinated
and
thoughtful
refugee
reception
that
would
create
a
vibrant
community
space
where
refugees
and
Torontonians
meet
face
to
face
and
work
together
to
make
our
city,
our
nation
and
our
world
a
more
welcoming
place
for
all
okay.
A
B
R
On
the
UNHCR
United
Nations,
High
Commission
of
refugees
website
so
displaced.
Technically,
if
you
escape
within
your
country,
you're,
not
technically
a
refugee
or
displaced,
so
the
number
they
have
this
is
from
2017.
Now
is
sixty
eight
point:
five
million
displaced
persons
on
planet
I-
don't
have
something
that's
more
recent,
but
it's
on
their
website.
Yeah.