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Description
Economic and Community Development Committee - October 16, 2019
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15434
Meeting Navigation:
0:07:22 - Call to order
Agenda Items:
1:35:30 - EC8.1 - Presentation of the Annual Partnership to Advance Youth Employment (PAYE) Leadership Award (Ward All)
0:08:44 - EC8.2 - Non-Competitive Agreement with Priority Dispatch Corporation for Proprietary Training and Quality Assurance Support for Toronto Paramedic Services Use of Medical Priority Dispatch System (Ward All)
0:09:02 - EC8.3 - Amendment to Purchase Order Number 6033858 Issued to Buttcon Limited for Redevelopment of Kipling Acres Long-Term Care Home (Ward All)
0:12:45 - EC8.4 - Relationships with Toronto's Community-based Not-for-Profit Sector: 2018-2019 Update (Ward All)
0:23:32 - EC8.5 - Resourcing the Regent Park Social Development Plan (Ward 13)
1:47:22 - EC8.6 - Establishing Strategic Priorities for Cultural Investment (2020-2024) (Ward All)
0:09:42 - EC8.7 - Tourism Toronto Governance - Update (Ward All)
0:09:50 - EC8.8 - Realignment of Two Cultural Grants Programs (Ward All)
0:10:14 - EC8.9 - Sustaining the Vibrancy of Campbell House Museum (Ward 10)
0:10:38 - EC8.10 - Uptown Yonge Business Improvement Area Board of Management Changes (Ward 8, 12, 15)
0:10:49 - EC8.11 - Proposed Rogers Road Business Improvement Area (Ward 5, 6)
0:11:01 - EC8.12 - Toronto Economic Bulletin (Ward All)
0:11:08 - EC8.13 - Assessing Fire Safety and Fire Code Compliance - Update on Toronto Fire Services Service Level Enhancements (Ward All)
0:11:20 - EC8.14 - 2019 Second Quarter Status Report on Audit Recommendations: Opening Doors to Stable Housing (Ward All)
2:05:35 - EC8.15 - Equity-Based Planning for EarlyON Child and Family Centres (Ward All)
2:57:35 - EC8.16 - Provincial Funding Changes and Previously-Approved Child Care Capital Projects - Update (Ward All)
0:11:52 - EC8.17 - Expansion of Toronto's Winterlicious / Summerlicious Program (Ward 20, 21, 22, 23, 24, 25)
3:26:20 - EC8.18 - Cost Recovery for Emergency Service Rescues Due to Misadventure at Scarborough Bluffs (Ward 20, 24, 25)
3:32:34 - EC8.19 - Exploring the Potential Opportunity of Toronto Becoming a Host City of Formula E: the Sustainable Electric Motorsport of the 21st Century (Ward All)
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B
You
good
morning
welcome
hi
CEO
of
quorum,
we'll
call
this
meeting
to
order
number
eight
of
the
Economic
Community
and
Development
Committee.
Welcome
to
committee
members
to
visiting
members
of
council
of
tennis
today
to
members
of
the
public
into
the
media.
You're
gonna
follow
the
agenda
on
and
debate
on,
your
computer
tablet
or
smartphone
@ww,
trudeau,
GA
/
council,
the
economic
development
community
knowledge
is
banned.
We
were
meeting
on
a
traditional
territory
of
many
nations,
including,
and
then
mr.
Shawna's
Mississauga's
are
the
credit.
B
B
8.2
non-competitive
agreement
with
priority
dispatch
corporation
for
retiree
training
of
Quality
Assurance
support
for
Toronto
paramedic
services,
use
of
medical
priority
dispatch
system
moved
by
Councillor,
all
in
favor,
opposed
carried
8.3
amounted
purchase
order
number,
six,
zero.
Three
three
eight
five,
eight
issue
two,
but
con
limited
for
redeveloping
access.
Long,
tear
home,
moved
by
Councillor
carroll
on
favor
posed
carried
8.4
relationships
with
toronto,
Funi
housing,
non-for-profit
sector
2018
to
2019
update.
We
have
speakers.
B
8.5
resourcing
the
Regent
Park
Social
Development
Plan,
we
have
speakers
8.6
established
teaching
priorities
for
cultural
investment,
20
22
24.
We
have
speakers,
8.7
tourism,
toronto
governance,
update,
moved
by
Councillor
Cressy,
all
in
favor
opposed
carried
8.8
realignment
of
the
to
cultural
grants.
Programs.
We
have
speakers.
B
C
B
B
8.1
to
Toronto
economic
bulletin
will
they
counter
Carol,
all
in
favor
opposed
carried
8.13
accessing
fire
safety,
fire
code,
compliance
update
on
Toronto,
Fire,
Services
service
level,
enhancements
lubic,
Council
aye,
all
in
favor
opposed
carried
8.1
for
2019.
Second
quarter
status
report
on
audit
recommendations,
opening
doors
to
stable
housing
moved
by
Councillor
Cressy,
all
in
favor
opposed
Carrie.
B
8.15
equity-based
planning
for
early
on
child
and
family
centers.
We
have
speakers,
8.16
provincial
funding
changes
and
previously
approved
childcare
capital
projects
update.
We
have
speakers,
8.17,
expansive,
Toronto's
Winterlicious,
some
of
us
lots
of
malicious
program
we've.
My
council
I
all
in
favor,
opposed
carrying
8.1
each
cost
recovery
for
emergency
service
rescues
due
to
misadventures
at
Scarborough
Bluffs
like
to
hold
that.
B
B
Okay,
our
first
items,
8.4
relationship
with
Toronto
Community
Housing,
go
straight
2020
yeah,
we're
into
at
10:30
come
present
relations
with
Toronto
Cooney
based
non-for-profit
sector
2018,
229
update.
We
have
a
couple
of
speakers:
Rhonda
Leeson,
MS
lease
in
here
Rhonda
Leeson
next
week,
Rob
howarth,
20
Rob,
welcome
good
morning.
You
know
five
minutes.
Thank
you.
I.
D
Think
Ron
is
just
on
our
way,
so
hopefully
she'll
make
it
okay,
just
after
I
do
good
morning
councillors.
Thank
you
for
this
opportunity
to
speak
with
you
about
this
item.
My
name
is
Rob
Howard
I'm,
the
executive
director
of
a
network
of
27
nonprofit
social
service
agencies
in
Toronto
called
the
Toronto
neighborhood
centers
I'm.
Speaking
with
you
today,
on
behalf
of
a
relatively
new
organization,
however,
called
the
Toronto
nonprofit
Network.
D
This
network
currently
connects
over
400
not-for-profit
community
organizations
that
are
active
and
strengthening
the
social
and
economic
fabric
of
our
city,
including
arts
and
culture,
environmental,
social
services,
sports
and
recreation
and
faith
community
organizations.
The
Toronto
nonprofit
network
has
emerged
over
the
last
three
years
in
part
as
a
consequence
of
the
city's
forward-looking
efforts
and
councils.
D
2017
adoption
of
Canada's
first
municipal
government
wide
framework
to
guide
its
relationships
with
our
city's
not-for-profit
sector,
a
wonderful
step
forward
as
part
of
the
city's
leadership
in
this
area,
it
became
clear
that
our
sectors
diverse
an
extensive
array
of
over
14,000
community.
Not-For-Profit
organisations
needed
to
be
tapped
into
and
supported
to
engage
with
the
city's
policy
development
process.
So
we
have
fashioned
the
emerging
Toronto
nonprofit
network
as
a
platform
to
work
actively
with
the
city
to
inform
and
support
the
development
of
policies
that
will
assist
all
nonprofits
to
do
their
work.
D
Today,
we're
very
happy
to
be
speaking
with
you
about
the
frameworks
update
report
through
the
Toronto
nonprofit
networks,
participation
on
the
community
advisory
table
for
this
work,
a
diverse
range
of
sector
organizations
have
been
engaged
in
helping
to
move
the
24
action
items
forward
and
we
can
confirm
our
full
support
for
the
updated
action
plan
that
you
have
received
as
part
of
the
update.
One
of
those
actions
took
place
two
weeks
ago
when
the
mayor
declared
October
2nd
not-for-profit
recognition
day,
the
first
of
what
we
hope
to
establish
as
a
yearly
event.
D
This
was
an
important
moment
in
raising
the
profile
of
our
work
and
receiving
formal
acknowledgement
and
thanks
from
the
city
for
the
contributions
our
sector
makes
to
community
well-being
over
300
organizations
engaged
in
this
day
with
activities
happening
in
a
reward.
We
trended
on
Twitter
all
day
competing
against
the
Maple
Leafs
home
opener,
which
we're
very
proud
of,
and
many
organizations
took
this
opportunity
to
reach
out
to
their
local
councillors
to
make
important
connections
in
the
coming
years.
D
In
terms
of
the
additional
commitment
to
community
space.
We
wish
to
stress
the
urgency
associated
with
this
commitment.
As
the
mayor's
Proclamation
noted
our
sectors,
economic
impact
is
at
least
fourteen
billion
annually
doubled
out
of
the
tourism
sector.
It
represents
over
8%
of
Toronto's
GDP
and
it
provides
meaningful
work
for
over
200,000
people
and,
most
importantly,
it
generates
immense
public
benefit
by
improving
the
health
and
well-being
of
Torontonians.
D
It's
no
exaggeration
to
say
that
much
of
this
activity
has
been
placed
upon
a
precarious
footing
as
a
result
of
rising
costs
for
community
organizations
to
access
space
to
conduct
their
activities,
as
nonprofit
organizations
seek
to
renew
leases
over
the
coming
years.
More
and
more
will
find
themselves
priced
out
of
Toronto's
market
and
unable
to
sustain
their
work
here.
D
There's
an
urgent
need
for
a
proactive
response
to
this
challenge,
which
to
date,
has
received
very
little
attention
and
we
look
forward
to
working
with
the
city
to
identify
strategies
that
will
place
our
nonprofit
sector
on
a
more
sustainable
footing,
ensuring
that
community
organizations
can
continue
to
nurture
the
qualities
of
community
inclusion,
equity
and
opportunity
that
are
so
central
to
our
city's
success.
Thank
you.
I
gear.
E
Hello:
everyone,
my
name,
is
Rhonda
Leeson
I
am
a
senior
manager,
community
service
sector
at
United,
Way,
Greater,
Toronto
and
I'm
speaking
on
behalf
of
Ruth
cram
and
and
Maureen
Thompson,
who
are
not
able
to
be
here
day.
First,
we
would
like
to
thank
the
staff
of
the
social
development,
finance
and
administration
for
developing
the
framework
on
relationships
with
nonprofits,
for
listening
to
Torontonians,
for
adding
recommendations
on
indigenous
reconciliation
and
community
use
of
space
and
for
committing
to
tracking
and
evaluating
specific
action
items.
E
E
This
is
where
our
children
develop
as
people,
leaders
and
citizens
where
newcomers
learn
how
to
build
capacity
to
live
in
and
contribute
to
their
new
home,
where
people
get
support
when
things
are
not
good
and
where
we
go
to
make
our
neighborhoods
a
better
place
and
community-based
nonprofits
are
more
and
more
important
in
helping
our
city
respond
to
some
of
our
biggest
challenges.
United
Way
released
our
third
opportunity
equation
report.
Rebalancing
the
opportunity
equation
this
summer
on
the
state
of
our
city.
The
news
is
not
good.
E
For
us,
Toronto
is
the
income
inequality,
capital
of
the
country,
social
and
economic
inequity
is
growing,
and,
despite
the
positive
economic
growth
in
the
region,
people
are
being
left
behind
now
more
than
ever.
The
work
done
by
our
community-based
nonprofits
is
essential
to
the
well-being
of
the
whole
city,
and
they
are
doing
more
with
less
few
funders
provide
the
essential
core
funding
that
makes
organizations
sustainable
and
stable
and
that
allows
for
capacity-building
and
professional
development
and
the
demands
on
the
sector
are
increasing.
E
Within
this
context,
nonprofits
must
demonstrate
impact
in
their
work
with
more
diverse
and
complex
communities
and
issues,
but
the
sector
like
the
city
is
resilient,
adaptable
and
continues
to
find
new
ways
to
do
better,
but
never
alone.
United
Way
has
long
history
of
collaboration
with
the
city
and
the
nonprofit
sector
to
make
things
better
for
all
in
complicated
times
together
leverage
resources
to
meet
needs.
E
For
example,
our
community
benefits
work
to
ensure
that
our
biggest
infrastructure
projects
employ
residents
of
the
low-income
neighborhoods,
where
these
projects
happen
or
the
support
of
community
hubs
across
the
city,
because
poverty
has
spread
to
the
inner
suburbs
and
beyond,
or
the
Toronto
Refugee
reception
center,
which
brings
together
many
agencies
for
a
more
seamless,
faster
and
more
efficient
support
to
newly
arrived
refugees
as
the
largest
non-governmental
funder
of
social
services
in
the
region.
This
year,
United
Way
is
investing
in
community
services
across
the
city
to
address
poverty
in
our
community.
E
We
invest
supporting
community
service
agencies
and
strong
programs
with
a
focus
on
targeting
neighborhoods
and
populations,
most
impacted
by
poverty.
We
also
work
with
the
city
of
Toronto
and
other
stakeholders
to
find
solutions
and
to
look
for
opportunities
to
improve
services
and
community.
We
are
pleased
that
the
city
staff
has
recommended
a
renewed
focus
on
indigenous
issues,
as
this
is
a
growing
area
of
our
own
investment,
both
socially
and
financially.
E
We
are
also
pleased
with
the
recommendations
on
community
space
residents
and
agencies.
Tell
us
that
affordable
and
accessible
community
space
is
critical
to
a
good
quality
of
life,
but
very
difficult
to
find,
but
our
support
of
the
sector
is
more
than
just
a
series
of
financial
transactions.
We
work
with
it
to
build
its
capacity
and
sustainability,
to
identify
and
overcome
systemic
issues
and
to
convey
other
city
building
organizations,
our
donors
and
partners
in
government
to
help
to
ensure
Torontonians
have
the
opportunities
and
support
they
need
to
build
better
lives.
E
This
updated
framework
is
an
opportunity
to
work
together
and
take
our
work
with
the
sector
to
the
next
level.
It
has
laid
the
foundation
for
the
city
to
take
a
similar
approach
as
funder
and
supporter
of
our
community-based,
not-for-profit
partners.
We
are
committed
to
learning
and
working
together
to
sharing
expertise
and
lessons
in
order
to
make
good
on
our
mutual
promise
to
this
great
city
and
all
of
its
citizens,
for
the
public
benefit.
Thank
you.
Thank.
F
Yes,
you
raised
the
issue
of
space
right
near
the
end
there
that
it
does
come
out
as
the
burning
need
there,
and
we
have
to
make
a
commitment
to
it,
but
in
terms
of
how
we
get
there
well,
the
United
Way
is
supportive.
Permanent
community
space
permanent,
not
below
market
value
space,
is
not
something.
Well,
you
support
organizations,
that's
not
something
you
can
pick
up.
Is
it
it.
E
Is
not
something
we
can
pick
up,
but
we
have
supported
the
building
of
seven
community
hubs
across
the
city
and
in
some
of
our
communities,
where
we
do
support
some
of
the
core
operating
costs
and
for
agencies
across
our
city.
We
do
also
support
those
core
operating
costs,
which
includes
rent
to
be
able
to
maintain
their
space.
Ok,.
F
B
You
thank
you,
counts.
Apparently,
further
questions
see
none.
Thank
you.
Questions
of
staff
see
none
speakers
count
secured
I'll,
be
happy
to
move
the
move.
The
recognition
counselor
is
me:
the
staff
recommendations,
all
in
favor
opposed
Carrie
next
item
8.5,
resourcing
the
Regent
Park
Social
Development
Plan.
We
have
a
number
of
speakers.
Our
first
speaker
is
Brent
Mitchell
mr.
Mitchell
Brent
Mitchell.
G
G
Morning,
councillors,
I'm
Brent,
Mitchell,
VP
of
programs
and
Community
Development
at
Yonge
Street
mission
I'm
here
to
speak
on
in
support
of
the
social
development
plan
by
the
city.
Yonge
Street
mission
has
great
hopes
for
the
potential
of
Regent
Park
social
development
plan
for
it
to
be
an
engine
for
the
building
of
social
cohesion
across
many
dimensions
of
difference
in
the
community,
including
market
and
TCH
residents.
G
After
the
Refresh
of
the
Regent
Park
Social,
Development,
Plan
or
SDP
last
winter,
Yonge
Street
mission
has
aligned
its
community
development
work
with
the
goals
and
categories
of
the
SDP.
We
believe
that,
by
placing
our
resources
and
commitment
into
this
initiative,
we
can
most
effectively
work
in
collaboration
to
build
up
a
strong
and
vibrant,
revitalize
community.
G
The
SDP
brings
people
together,
residents,
agencies,
grassroots
groups,
institutions,
local
businesses
and
the
city,
a
key
linchpin
and
in
releasing
the
potential
energy
of
these
groups
that
have
been
brought
together
so
far
is
the
allocation
of
funding
to
implement
the
many
ideas
that
have
come
forward
to
date.
We
strongly
support
the
funding
request
that
has
been
made
today.
G
Excessive
the
whole
revitalization
phases,
one
through
five,
is
currently
projected
to
cost
upwards
of
a
billion
dollars.
The
social
side
also
requires
detailed
attention
and
funding.
This
has
been
lacking
in
previous
phases
and
we
hope
that
this
lack
will
be
remedied
moving
forward.
If
the
city
demonstrates
its
financial
commitment
to
the
social
revitalization
of
Regent
Park,
we
believe
this
will
encourage
other
funding
and
investors.
G
Part
region
Park
has
gone
through
a
tremendous
disruption.
Over
the
last
ten
or
more
years,
longtime
residents
have
had
to
move
some,
never
to
return.
Many
new
residents
have
arrived
in
many
displaced
weather
residents
have
returned,
the
social
fabric
has
been
stressed
and
torn,
and
this
is
left
an
inevitable
mark
on
the
community.
A
new
one
is
being
knitted
together.
However,
it
will
take
time
care
and
resources
to
ensure
that
it
is
strong
enough
to
bind
together.
G
People
who
were
until
recently
strangers
part
of
this
ongoing
knitting
together
is
a
refresh
of
the
SDP
which
provides
a
framework
by
which
to
move
forward
the
work
over
time
it
has
led
to
renewed
coming
together
of
many
entities
and
people
across
the
neighborhood.
We
see
this
continually
and
very
dramatically
many
threads
weave
together
into
this
complex
approach
to
the
complex
problem
of
building
up
the
community
during
the
disruption
of
revitalization.
G
The
focus
areas
identified
by
residents
are
safety,
employment
and
economic
development,
community
building
and
communications
all
seeking
to
achieve
social
cohesion.
Each
of
these
tables
has
three
co-chairs:
one:
a
resident
of
Toronto,
Community,
Housing,
another
resident
of
Market
housing
and
a
third
is
a
staff
from
a
local
agency.
The
actions
proposed
by
each
group
will
work
not
only
each
on
their
own,
but
also
in
concert
to
improve
quality
of
life
in
Regent
Park,
the
central
body
bringing
together
the
work
of
the
four
separate
groups.
G
Is
a
stakeholders
table
through
this
body,
composed
of
residents
and
agencies
of
funding
committee,
has
been
established,
they'll
identify
potential
funding
available
to
the
community
and
advocate
for
a
strong
community
voice
and
structure
of
that
funding,
as
well
as
benchmarks
and
evaluation
committee
has
begun
meeting
to
ensure
that
meaningful
progress
for
tracking
and
evaluation
outcomes
are
put
in
place.
Accountability
and
transparency
is
a
very
high
value
in
the
community.
At
this
time,
every
community
partner
has
a
stake
in
the
SDP,
including
the
region.
G
Park
Executive
Directors
network,
which
Yonge
Street
mission,
is
an
active
member
across
the
neighbourhood
agencies
have
taken
a
collective
approach
to
support
the
SDP
as
decision-makers
working
within
the
community.
The
Edie's
recognize
that
this
plan
will
offer
region
park
long
lasting
positive
change.
G
The
initial
lack
of
city
support
to
the
SDP
incurs
a
network
to
speak
to
this
issue,
to
the
city
for
greater
action
and
funding
in
April
by
investing
in
the
SDP
of
the
cities,
showing
true
commitment
to
listening
to
community
members
and
to
support
opportunities
for
residents
to
build
their
own
capacity
in
order
to
improve
employment,
economic
development,
opportunity,
safety,
community
building
and
communications
flow.
Much
attention
is
being
paid
within
the
city
nationally
and
internationally
to
the
evolution.
Please
wrap
up
right
here
of
time.
G
H
Thank
you
for
this
opportunity.
I
have
a
memory
to
share
with
all
of
you,
as
the
words
were
shocking
and
the
resulting
experience
has
been
difficult
to
watch
unfold.
What
I
heard
was
there's
no
new
money
that
can
be
provided
by
the
city.
You
will
have
to
leverage
the
resources
you
have
in
different
ways.
H
As
my
heart
broke,
I
looked
at
the
finalized
version
of
the
original
SDP,
which
contains
75
recommendations
informed
by
the
residents
who
gave
hours
upon
hours
of
their
time
in
hope
that
the
quality
of
their
lives
and
their
community
would
be
improved.
That
mixed
income
and
mixed-use
transformation
would
be
beneficial
for
all
residents.
H
That
opportunities
for
advancement
of
the
TCH
see
residents
would
be
plentiful
and
new
relationships
could
be
formed
through
the
shared
sense
of
belonging
and
willingness
to
identify
as
neighbors
understanding
that
change
in
their
social
interactions
and
community
culture,
if
not
managed
well
and
with
the
utmost
care,
would
make
unity
among
Toronto,
Community,
Housing
and
private
market
residents
next
to
impossible
to
in
cheek
to
achieve
no
new
money
to
do
so.
Much
more
with
resource
gaps.
Unaddressed
and
unmet
needs
that
extended
the
provision
of
available
with
funding.
H
H
Progress
was
slow
and
it
has
been
hard
to
mobilize
disappointed,
discouraged
residents,
which
has
made
their
engagement
a
priority
of
immense
difficulty,
because
the
social
economic
issues
that
they
had
experienced
when
region
parts
redevelopment
began
have
not
only
continued
to
cause
hardship
and
distress
but
has
worsened
as
the
cost
of
living.
Toronto
grew
increasingly
more
unaffordable.
H
Social
development
is
not
about
having
a
good
time.
It's
about
living,
a
good
life.
The
region
park
community
was
never
about
physical
structures.
It
was
always
about
enabling
people
to
have
meaningful
connections
within
a
welcoming,
healthy,
safe
social
environment
that
they
want
to
live
in
and
call
their
home.
It's
about
people
not
places,
however,
the
window
of
opportunity
is
opened.
H
Indeed,
a
major
investment
in
safety
will
have
a
positive
ripple
effect
to
facilitate
the
forward
advancement
of
the
other
three
priority
action
plans
as
well.
I
attended
a
consultation
in
which
this
question
was
asked.
What
more
can
the
city
do
to
address
violence
among
youth?
My
answer
is
to
invest
real
money
in
practical
preventive,
proactive
and
progressive
community
identified
safety
initiatives.
Regent
Park
has
a
safety
plan.
What
Regent
Park
doesn't
have
is
funding
that's
required
to
carry
out
this
plan,
but
you
can
do
something
tangible
in
the
2020
budget
to
correct
this
error.
H
That
has
clearly
had
a
negative
impact
on
social
development
by
expecting
the
community
to
implement
the
plan
without
proper
financing.
This
was
unfeasible
and
unreasonable
and
unrealistic.
Then,
and
it's
unfeasible
and
unrealistic
now
fully.
We
have
another
decade
ahead
of
us
to
get
your
support
and
we
can
do
so
much
more.
If
we
have
like
the
financing,
we
need
to
carry
out
the
work.
Thank.
B
J
K
I
I
Good
morning
my
name
is
Mary
on
Scots
and
quitting
sports
teams
in
Regent
Park
would
ensure
social
inclusion
and
social
cohesion
among
residents.
The
actions
of
the
source
of
elam
plan
include
employment,
safety
committee
building
and
communication
I
feel
that
the
creation
of
sports
teams
covers
all
areas
of
the
SDP.
I
Safety
is
a
main
one
for
us
in
Regent
Park
and
if
you
are
not
aware,
Regent
Park
is
split
down
the
middle,
creating
north
and
south
Regent
Park
because
of
this
distinction
also
brought
with
it
a
rift
that
continues
to
this
day
and
is
one
of
the
reasons
contributing
to
gang
violence
in
Regent
Park.
Through
sport,
we
will
see
youth
coming
together
as
one
Regent
Park,
creating
a
safer
environment
for
our
children
and
for
the
residents
of
Regent
Park.
It
will
create
job
opportunities
for
young
people
in
coaching
training
and
administration.
I.
I
Don't
want
us
to
forget
Tyson
Bailey,
who
was
gunned
down
on
January
18th
2013.
He
was
just
15
years
old.
He
was
an
avid
football
player
who
had
big
dreams
to
play
pro
football
and
makai.
Jackson
was
also
15
years
old,
gunned
down
on
September
25th
of
last
year,
who
loved
basketball
and
was
quite
good
at
it.
It's
critical
to
create
an
environment
where
young
people
can
thrive
through
sport
and
community
and
feel
that
they
are
part
of
the
community
and
that
they
can
do
good
and
create
positive
outcomes
in
their
community.
Thank
you.
F
Noticed
that
the
the
proposal
for
the
sports
leagues
is
that
they
get
started
but
they'll
be
run
by
youth,
which,
it
seems
to
me,
creates
a
bit
of
impediment
to
them
operating
in
competition
with
other
leagues,
and
you
know
provincial
associations
and
things
like
that.
Do
we
meet
youth
in
some
of
the
leadership
roles,
but
there
would
be
a
legitimate
legal
Schnurr
would
be.
There
would
be
some
adult
admin's
with
other
leagues
in
the
area.
Oh
definitely.
I
F
Is
there
a
because
we
had
leagues
where
they
were
funded
by
the
city
years
ago,
in
North,
York
I'm
in
North,
York
County,
yes,
I
asked
and
what
what
what
ended
it?
What
ended,
Parks
and
Rec
funding
it
was
that
it
was
costing
a
fortune
in
busing.
There
are
a
lot
of
sports
leagues
and
the
parents
have
to
find
a
way
to
get
them
there,
whether
by
transit
or
by
by
car
or
whatever
we
were
trying
to
run
a
league
and
anytime.
They
were
competing
with
someone
else.
We
were
paying
for
busing.
Is
there
a?
F
I
Well,
we
definitely
need
and
encourage
parents,
support
and
I
know
under
the
number
of
parents
who
are
fully
engaged
in
this
process
and
would
be
willing
to
engage
themselves
in
whatever
means
necessary
and
I
know
with
sports
teams.
As
I've
been
doing.
My
research.
That
busing
is
one
of
the
main
takes
of
a
lot
of
money
is
one
of
the
main
concerns
for
for
busing
teams
throughout
the
city.
So,
yes,
I
mean
the
fund
we
the
fund.
B
Further
questions,
so
you
know
thank
you
for
coming
down
today.
You're
all
awesome,
Maryann,
you're,
awesome,
but
special
shadow
to
our
youth
that
came
down
today.
You
guys
are
awesome.
Thank
you,
our
next
speaker,
Tessa
Scott.
Oh
then,
okay,
Tessa,
that's
REI
goes
hard.
You
and
touching
Kent.
He
spoke
yeah
and
Judith
Blackmon
yeah.
Those
were
three
got
them
all:
okay,
Dayton
Blackmon,
not
coming
okay,
Miguel
Elvia,.
I
Everybody
I
was
arraigned
today,
I
mean
to
work.
Look
at
these
people
behind
me.
They
have
made
a
sacrifice
to
be
here
today
to
represent
Regent
Park
needs
and
priorities.
I
wanna
take
the
every
speaker
for
saying
the
things.
I
need
to
be
say
today,
so
you
understand
how
important
is
to
invest
and
the
social
development
plan
for
Regent
Park
I
want
to
make
comment
regards
in
employment.
I
I
think
it's
a
train
initiative
that
we
are
gonna,
be
hiring
people
from
the
community
and
we're
gonna
train
them
to
work
in
the
condominium
buildings
as
a
security
guards
as
a
building
maintenance
staff.
That
is
a
great
priority
for
many
residents
who
suffered
the
lack
of
employment.
I
think
is
a
realistic
plan.
I
hope
that
everybody
here
in
this
table
can
support
this
too
by
Michael
for
just
left.
A
meeting
I
just
wanted
to
address
a
very
particular
it--and
relation
to
Toronto
Community
Housing.
I
There
are
four
pillars
of
the
SDLP
address
communications
done
at
the
bottom.
We
have
a
plan
for
communications.
It
will
be
carried
by
the
the
region.
Part
focus
TV,
a
very
important
program
that
helps
youth
to
learn.
The
techniques
of
journalism
recording
video
audio
recording
it
is
a
great
program
I
having
in
this
location.
I
I
They
had
told
us
that
if
you
depends,
if
you
are
closer
to
the
building
to
where
we
are
transmitting
the
signal,
you
were
able
to
see
it,
but
the
channel
but
I
have
tested
to
twenty
oak
street,
which
is
also
part
of
the
region
per
community.
But
it's
not
part
of
the
rivality
session.
We
don't
have
access
to
the
channel
nine
nine
one,
which
is
a
free
channel
provided
by
Rogers
Communications,
but
without
improving
their
technology,
the
deliberate
technology
will,
we
won't
be
able
to
see
it.
I
The
channel
in
the
all
buildings
I
know
that
the
brand
new
buildings
have
access
to
Bell
high
five,
the
new
fiber
optical
channel
cable,
but
in
all
buildings
they
had
tried
to
install
the
Bell
high
fiber,
but
it
has
been
a
very
incredible
word
to
perpetuate
away
because
they
had
to
dream.
So
many
holes
is
very
costly.
In
other
words,
so
that's
my
my
peace.
I
K
We
heard
today
to
discuss
the
region
park,
social
development
plan,
I,
remember
starting
work
in
Regent
Park
about
a
year
and
a
half
ago,
and
the
first
work
I
did
was
in
terms
of
access
to
recreation
and
I
know.
Many
of
you
remember
my
face
when
we
talked
about
the
challenges
of
residents
having
problems
with
access
to
recreational
facilities
and
we've
moved
the
ball
on
that
front.
K
This
committee
helped
us
fund
a
local
swim
program
through
those
efforts
and
we're
making
what
they
call
good
progress
on
that
front,
but
I
wanted
to
put
a
context
into
what
the
social
development
plan
means
to
our
neighborhood.
The
social
development
plan
is
the
plan
that
brings
everything
together.
K
It's
the
pan
that
what
he
call
that
was
first
initially
developed
because
revitalization
was
seen
to
be
a
two-step
process,
one
where
physical
development
happens
and
about
a
billion
dollars
has
been
spent
on
the
physical
side,
and
we
also
know
that
only
physical
development
is
not
sufficient
for
revitalization.
A
social
development
plan
was
also
incorporated
and
that
plan
so
far,
not
enough
money
has
went
into
supporting
that.
K
We
are
a
community
of
stakeholders,
so
in
this
table
we
have
agencies,
we
have
residents,
we
have
businesspeople
and
we
have
developers,
and
we
also
have
city
divisions,
I,
remember,
reading
the
TSN
2020
strategy
that
was
developed
by
the
city
and
it
talked
about
a
three
goals.
The
first
goal
was
activating
people.
The
second
goal
was
activating
resources
and
the
third
one
was
activating
neighborhood
friendly
policies.
I
think
through
revitalization,
you've
succeeded
in
activating
people.
They
are
about
13
to
15
grassroot
groups
that
are
working
on
important
projects.
K
For
instance,
if
you
look
at
the
globe
of
mail
today,
there's
a
group,
that's
working
on
trees
and
plants
and
making
sure
that
that's
done
well.
There's
the
group
of
access
to
recreation,
that's
working
on
recreation
access
and
there's
also
a
community
building
animation.
So
a
lot
of
grassroot
groups
are
working
to
improve
our
neighborhood
and
the
most
important
element
of
that
is
the
second
part
where
it
is
activating
resources.
So
we
need
the
city
to
activate
its
resources
to
support
our
neighborhood.
They
asked
is
five
hundred
thousand
a
year
for
five
years.
K
If
you
look
at
the
scope
of
the
impact
you're
having
it's
great
and
I
wanted
to
say
a
few
words
from
a
friend
of
mine
who
couldn't
be
here
today,
and
he
sent
me
a
note
of
what
he
would
like
to
say
in
this
committee
as
well.
My
friend,
his
name
is
Marwan
kigali.
He
is
a
social
enterprise,
he's
an
entrepreneur.
K
He
started
a
business
at
the
Artscape
Spectrum
the
build
it's
a
community
building
that
was
designed
in
phase
two
of
the
development
because
of
the
relationship
he's
had
with
the
organization
they've
been
able
to
give
him
an
opportunity
to
hire
locally,
and
my
brother
was
hired
as
a
security
guard
through
him.
In
that
space,
the
community
building
space
is
sort
of
we
we
are
the
front
facing
employ
employees
at
the
capitate
at
the
building
and
a
lot
of
employment
opportunities
came
through
there.
K
I
started
working
at
that
building
initially
as
well,
and
what
he
says
is
that
it's
not
enough
to
build
buildings.
You
need
to
invest
in
terms
of
employment.
His
next
step
is
to
create
a
social
enterprise
where
he
hires
security
locals
he
trains
them.
He
mentors
them
and
he
what
he
call
and
and
then
using
the
the
new
build
facilities
in
the
neighborhood
what
he
called
actually
hire
them.
This
plan
of
his
will
cost
money
and
we
want-
and
that's
one
of
the
action
items.
K
That's
in
the
employment
category
also
I,
remember
I
also
said
at
the
community
building
table
and
there
we're
talking
about
how
do
we
transform
the
neighborhood
spaces
region?
Park
has
a
lot
of
community
spaces.
One
of
our
goals
is
to
survey
all
the
community
spaces
and
try
and
figure
out
a
local-access
program,
because
many
of
these
spaces
are
closed
off
after
hours
and
not
available
during
weekends.
So
the
community
building
working
group
is
working.
What
steps
needs
to
be
in
place?
Does
insurance
need
to
be
in
place?
K
Does
training
and
security
guards
need
to
be
in
place?
So
the
plan
is
comprehensive.
There's
about
four
different
work
areas,
communication,
employment,
safety
and
community
building,
and
so
what
we
need
from
you
is
to
stay
true
to
your
TSN
2020
goal,
which
is
to
activate
people.
You've
done
that
now
we
need
you
to
activate
resources
to
support
the
social
development
plan.
In
our
neighborhood,
thank
you
thank.
L
Thank
you
very
much
and
thank
you
for
the
deputation
with
respect
to
the
activation
and
pulling
the
resources
together
is.
Is
your
understanding
that
one
of
the
the
the
big
outcomes
of
this
report
is
to
actually
coordinate
both
the
activated
individuals
and
community
organizations,
but
also
to
make
sure
that
the
resources
are
coordinated
so
that
there's
no
duplication,
but
you
can
also
leverage
out
those
resources.
Yes,.
K
So
some
of
the
ambitious
thing
about
this
plan
is
that
it's
we
want
to
be
able
to
centralize
uncoordinated
different
activities,
so
all
the
different
four
working
groups,
as
it
has
been
said,
residents
agencies,
we
sit
together
in
a
planning
table
and
discuss
where
impact
could
be
made.
So
we
don't
duplicate
resources
and
that
we're
intentional
about
some
of
the
outcomes.
K
We
want
the
reason
why
I
was
part
of
the
local
champions
in
the
TSN,
2020
and
part
of
the
I've
surveyed,
all
the
different
neighborhood
tables
and
one
of
the
successful
things
about
it
is
that
a
true
table
is
where
all
the
stakeholders
sit
together
and
plan
and
I
think
we
want
to
create
that
model
where
all
what
they
call
as
staff
city
staff
sits
with
us
in
the
planning
table,
and
we
make
sure
that
whatever
outcome
we
want
is
tensional
and
we
coordinate
efforts.
So.
L
Would
you
say
that,
without
the
the
the
strategy
that's
contained
in
a
report,
without
the
coordination
from
the
city,
that's
going
to
be
led
from
the
city,
but
also
co-led
by
the
community,
the
revitalization
of
Regent
Park,
even
as
we
move
into
four
and
five
and
we
get
to
the
completion
without
this
critical
component,
the
revitalization
will
not
be
successful
without
this.
Is
this
correct?
Yes,.
K
What
do
you
call
a
I've
been
hired
at
a
local
agency,
and
the
first
thing
we
did
was
my
position
was
called
social
development.
I've
looked
at
the
old
SDP
plan.
75
recommendations
came
through
that
a
lot
of
efforts
went
in
through
what
I
call
coming
up
with
recommendations
and
the
reason
why
there
was
a
lot
of
success
on
the
agency
part
because
they
were
always
carrying
out
social
development.
But
there
was
not
enough
what
they
call
collaborative
energies
and
I
think
in
many
ways.
K
The
reason
why
there's
not
collaborative
energies
was
because
the
structures
weren't
out
there,
so
one
of
the
first
fixes
we
did
in
this
refreshed
SDP
was
to
create
a
strong
governance
structure.
Where
is
a
true
collaboration?
Happens
at
the
table
so
that
you
have
executive
directors
from
the
neighborhood
sit
with
the
local
residents
in
the
same
table
and
bring
in
city
divisions,
and
all
of
us
recall,
negotiate
have
strong
conversations
about
important
matters
like
how
to
act,
how
to
create
more
accessible
space
and
all
that
stuff
would
be.
No.
K
If
there's
not
what
I
call
financial
support
for
that
table
and
and
that's
why
it's
really
essential
and
I
think
the
people
who
you
have
a
lot
of
thinkers
in
the
city
and
I
think
strategies
are
important,
but
strategies
are
not
implemented
with
the
right
resources.
The
whole
revitalization
effort
will
be
new
shiny
buildings
without
real
social
development.
Thank.
F
K
Luckily,
what
he
call
in
terms
of
in
like
the
Artscape
building
I
talked
about,
because
it's
it's
run
by
community
members
who
do
the
security
there,
who
do
there's
a
lot
of
informal
activation.
That
happens,
what
I
call
it
trust
has
already
built,
but
in
terms
of
formal
spaces,
it's
it's
very
difficult.
What
I
call
the
recreational
center
does
run
during
Saturdays
and
Saturdays
and
Sundays
and
we're
working
towards
increasing
more
opportunities
formally,
okay,.
K
There
are
youth
spaces
in
the
community
center
and
what
they
call
a.
Luckily
we
have
some
of
the
staff
that
are
in
these
spaces
have
a
long
history
in
the
neighborhood,
so
they
do
recognize
the
need
to
open
up
these
spaces
for
for
youth
and
today,
but
do
they
have
restricted
hours.
So,
the
in
terms
of
the
level
of
support,
especially
on
this
Sundays
and
Saturdays.
There
is
restriction
around
the
the
operations,
but
that's
the
main.
K
K
What
what
actual
steps
do
we
take
to
support
youth
and
that's
why
it's
supporting
some
of
these
action
priorities
is
essential,
because
if
you
don't
support
some
of
these
action
priorities,
well
hint,
what
ends
up
happening
is
we
talk
about
youth
and
we
support
them
abstractly,
but
on
the
ground
at
a
neighborhood
level.
That
support
doesn't
exist
right
right.
So.
F
F
K
B
L
B
M
M
As
you
know,
maybe
some
of
you,
Dickson
Hall,
has
been
in
Regent
Park
since
1929
and
we've
been
providing
services
and
working
with
residents
throughout
the
history
of
the
region
that
revitalization
process,
but
again,
maybe
just
to
allow
me
to
take
you
back
into
the
history
of
Regent
Park
of
the
revitalization.
The
first
revitalization
took
place
in
1948
1960,
when
Richard
Park
was
made
into
a
Garden
City
that
is
now
being
demolished.
Currently,
the
Garden
City
was
Toronto's.
M
City
Council
passed
the
social
development
plan
developed
by
the
residents
and
in
this
second
revitalization
that
we
are
currently
in.
It
was
noted
that
the
physical
development
plan
could
not
just
go
on
its
own.
It
had
to
go
together
with
the
social
development
plan
and
the
goal
of
the
social
development
plan.
Just
to
remind
you
again
is
social
inclusion
and
cohesive
and
to
create
a
socially
inclusive
and
a
cohesive
region.
M
Park,
that's
the
goal
of
the
reach
of
this
of
the
revitalization
process
and,
after
the
whole
revitalization
process,
the
residents,
the
residential
units
region,
Park,
will
be.
Seventy
percent
market
units
and
30
percent
THC
units.
Remember
it
was
100%.
Social
housing
in
the
the
ratio
will
be
72.
30,
like
the
first
revitalization
of
the
Garden
City
model
region
park
again
is
the
first
pilot
of
several
social
engineering
projects
that
THC
is
undertaking.
This
pilot
has
gained
international
recognition.
M
The
previous
speakers
spoke
about
that
in
detail.
The
region
pack
social
development
stakeholders
table
is
made
up
of
all
stakeholders,
which
includes
all
the
various
city
divisions,
three
levels
of
government,
TC,
HC,
TDSB
service
providers,
grassroot
groups,
the
residents
both
CC
HC
and
market
residents.
The
private
developer
is
also
part
of
the
stakeholders
table
and
all
of
us,
a
major
stakeholder
of
a
social
development
plan,
but
I've
always
asked
myself
a
question
as
we
sit
together
at
that
table.
M
If
we
fail
to
achieve
the
goal
of
a
socially
inclusive
and
cohesive
community
who
is
to
blame
is
that
the
city
is
a
TC
HC?
Is
it
the
residence
or
is
it
the
service
providers,
or
is
it
all
of
us
stakeholders
sitting
at
that
table
together
and
again
so
and
like
the
Garden
City
model
weight
was
just
a
city
project
run
by
city.
M
This
current
revitalization
process
is
an
inclusive
process
and
they
said
we
want
to
make
sure
it's
a
cohesive
process,
and
for
that
to
happen,
investing
and
providing
financial
resources
in
the
Social
Development
planning
region
part
is
very
crucial
if
we
are
to
achieve
the
goal
of
a
socially
inclusive
and
cohesive
community.
By
the
way
we
are
creating
community
and
committees,
just
not
buildings,
it
is
people,
and
with
that,
ladies
and
gentlemen,
I'm
just
gonna
say
thank
you
and
I
hope
that
you
take
all
this
into
consideration
as
you
make
your
decisions.
Thank.
L
Thank
you
very
much
with
respect
to
the
revitalization
of
Regent
Park.
The
the
history
goes
back,
I
mean,
obviously
last
speaker
spoke
to
it,
but
the
SDB
plan
originally
was
adopted
or
sorry.
The
the
revitalization
efforts
were
originally
improved
in
2007.
Is
that
correct
and
when
did
the
first
building
come
down?
Do
you
recall.
L
L
N
That's
a
very
good
question.
I
think
the
intention
of
the
original
plan
was
to
look
at
not
only
coordination,
but
also
have
a
framework
as
being
spoken
today
and
75
recommendations
that
all
partners
could
act
on.
The
learning
is
that
there
needs
to
be
a
strong
leadership
by
the
city
and
a
framework
not
only
a
framework
but
an
investment
in
the
specific
actions
and
those
75
recommendations.
A
lot
of
them
were
larger
vision,
statements
and
with
the
update
and
refresh
of
the
social
development
plan,
which
was
originally
meant
to
be
a
living
document.
L
N
Through
the
chair,
I
believe
that
we
are
working
with
partners
to
develop
this
strategy
to
be
a
reflection
of
the
needs
of
the
residents
and
other
stakeholders
and
primarily
work
to
invest
in
specific
actions
that
will
result
in
inclusion
as
partners
have
spoken
about,
and
cohesion
of
residents
as
region
Park
grows.
Okay,.
L
B
N
N
O
O
N
N
O
N
N
O
N
So
part
of
the
process
and
the
initiative
to
refresh
the
Social
Development
plan
was
to
identify
and
monitor
and
implement
specific
actions.
The
challenge
of
the
2007
plan
that
identified
75
recommendations
was
actually
moving
from
those
recommendations
to
specific
actions,
and
that
was
a
challenge
all
the
way
through
that
process.
The
Refresh
of
the
social
development
plan
presents
actions
that
are
specifically
from
community
partners,
including
local
residents,
actions
to
be
implemented
and
monitored
and
actions
with
a
cost
attached.
So.
O
If
I
asked
you
to
provide
between
now
and
council,
very
clear
what
TCH
see
did
what
the
contracts
were
with
Daniel's
and
everyone
else
as
far
as
requirements
for
job
creation,
there's
requirements
for
job
creation
and
then
there's,
let's
have
jobs
and
you're
able
to
tell
me
here's
the
number
of
jobs
that
were
created
and
here's
the
number
of
full-time
jobs
that
were
created
for
Regent
Park
for
the
redevelopment.
You
think
you
can
do
that
through.
N
O
F
N
Through
the
chair,
the
plan,
as
in
in
the
development
of
these
actions,
community
partners
have
identified
that
they
need
as
much
information
as
possible.
They
need
to
inform
all
plans,
whether
economic
or
whether
a
building
of
leagues,
with
information
and
going
out
to
the
community.
So
part
of
assessing
existing
programs
is
to
look
at
what
exists
and
for
where
there
are
further
gaps
and
to
have
an
effective
plan
to
address
those
gaps
as
well
to
engage
youth
in
the
process
of
not
only
identifying
the
gaps
but
coming
up
with
the
solutions
for
those
gaps.
So.
F
So
the
question
is
and
I
get
that
because
that's
from
the
perspective
of
the
youth
users,
but
has
there
been
an
equity
lens
put
on
it,
a
gap
lens
put
on
it?
The
reason
I
asked
this
question
is
I'm
wondering
if
you
could
speak
to
equity
with
the
rest
of
the
community,
because
they're
there
other
I
know
that
Regent
Park
is
somewhat
unique,
given
its
history,
but
it's
not
the
only
revitalization
area
and
it's
not
the
only
neighborhood
improvement
area
and
we
aren't
in
the
business
of
running
leagues.
F
We
we
just
we
don't
do
competitive
leagues
through
Parks
and
Rec.
There
are
lots
of
leagues
that
use
our
spaces
and
use
school
board
spaces,
but
we
don't
run
leagues
or
manage
leagues.
So
as
this
to
get
to
the
point
where
they
can
attract
a
league
in
the
way
that
they
exist
in
the
city,
are
we
starting
something
here
that
doesn't
exist
elsewhere?.
N
Through
the
chair,
the
intention
of
the
action
is
to
research,
as
well
as
create
opportunities
for
skill
development
and
develop
leagues
that
are
identified
by
residents,
we're
also
in
the
process
of
working
with
other
funder
partners.
Other
community
partners.
The
intention
is,
for
this
league
to
be
run
or
any
leagues,
to
be
run
through
Regent
Park
by
Regent
Park
residents,
not
as
a
specific
program
of
the
City
of
Toronto,
but
as
a
partnership
in
the
community,
specifically
supporting
youth
development
for
residents
of
Regent
Park.
So.
F
If
we,
so,
if
we
seed
this,
it's
not
that
we're
taking
on
competitive
leagues
inside
parks.
If
we
seed
this
to
begin
with,
what
we
could
be
doing
is
helping
them
develop
a
league
that
then
joins
the
ranks
of
in
football
and
basketball
across
the
city,
oba
leagues
and
the
the
counterpart
in
football.
So
they
would
join
those
ranks,
but
we
would
have
seeded
it
from
within
and
then
it
becomes
a
league
of
its
own
agreed.
N
F
See,
okay
and
the
same
with
the
they
just
quickly,
exact
only
have
a
minute
left
the
same
with
the
communications
model.
Looking
at
having
a
cable
television
statement,
does
that
start
with
an
initial
review,
because
that
isn't
actually
the
that
isn't
actually
the
main
place
that
people
would
go
for
local
news,
I
mean
every
looked
at
cable
station
versus
podcast
and
all
that
sort
of
thing
has
that
been
updated
through.
N
The
chair
I
believe
the
overall
action
is
to
look
at
the
existing
programs
that,
through
Regent
Park
TV,
and
to
enhance
those
programs,
so
there's
also
components
of
skill
development,
as
well
as
an
opportunity
for
residents
to
be
more
actively
part
of
media
in
their
community.
Developing
media
sharing
media
connecting
to
other
media
across
the
city.
Okay,.
F
L
L
One
of
the
first
meetings
I
had
early
on,
was
to
sit
down
with
TC
HC
to
understand
what
were
their
plans
for
the
Regent
Park
revitalization
and
I,
recognized
that
you
know
we're
building
upon
years
of
advocacy
and
community
engagement
and
as
well
as
you
know,
the
previous
councillors
advocacy.
But
there
was
some
confusion
about
where
the
the
the
the
people
investments
were
going
and
and
and
then
we
had
some
community
meetings
with
with
the
local
stakeholders.
L
Many
of
them
who
spoke
so
eloquently
today
and
passionately
about
what
they
needed
for
their
communities
to
be
successful,
and
they
start
talking
about
a
social
development
plan
and
and
and
interestingly
enough,
that
that
social
development
plan
was
not
brought
up.
In
my
first
meeting,
my
first
sit-down
meeting
with
TC
HC,
they
talked
about
the
building.
They
talked
about
the
the
the
the
development
process,
but
it
was
actually
the
local
community.
I
said:
there's
this
thing
called
the
SDP
and
it's
it's
sort
of
not
it's.
L
It's
it's
it's
supposed
to
guide
us,
but
it's
not
in
action
and
and
I
think
that
the
community
has
really
come
together
over
the
past
year
to
just
think
about
what
does
this
refresh
look
like
and
the
reason
they
need
to
refresh?
It
was
because
a
document
that
was
created
in
2007
needed
to
go
through
a
rethinking,
especially
as
you
were,
going
to
streamline
and
prioritize
and
pull
out
the
pieces
that
had
to
be
action
right
away
and
and-
and
that
was
an
exercise
that
that
has
now
taken
place.
L
Doing
this
work
together,
so
I'm
very
confident
that
we
now
have
a
strategy
that
has
actually
prioritized
the
needs
of
the
community
in
terms
of
the
19
actions
that
need
to
go
forward
based
on
pulling
it
apart
from
the
53
actions
that
were
also
identified
and
they're
leveraging
community
strengths
and
dollars
that
are
already
in
place,
and
that's
the
1.4
million
plus
that's
already
in
bed
in
the
community.
That
needs
to
be
spent
things
that
we've
learned
and
I
think
this
is
important.
L
Is
that
without
an
evaluation
framework
without
a
without
a
template
without
a
a
driver
at
the
at
the
in
in
the
in
the
seat,
this
will
not
go
forward
and
that's
largely
what's
been
missing.
So
when,
when
I
sat
down
with
Chris
Brill
injure
well,
he
was
still
here
as
our
SDF,
a
general
manager.
I
asked
him
who
owns
the
SDP,
who
is
responsible
to
for
the
funding
of
this
of
this
document.
This
action
plan
for
the
community
and
is
it
is
a
TCH
see?
Is
it
Daniels?
Is
it
the
local
community
of
residents?
L
Is
it
the
city
and
he
said
unequivocally,
it
is
the
city.
So
now
that
the
city
is
here
at
the
table-
and
we've
always
been,
but
now
that
we're
here
with
funding
and
money
and
Anna's
and
a
strategy
and
a
an
accountability
table,
that's
going
to
make
it
all
happen
by
like
leadership
in
their
community.
That's
gonna
drive
this
forward.
L
I
think
that
we're
gonna
be
a
better
place,
moving
into
phases,
four
and
five
revitalization,
and
it's
really
important
that
the
community
has
been
before
our
committee
before
before
this
committee
on
a
few
occasions
now
this
year,
one
when
they
were
actually
asking
for
better
access
to
Regent
Park
athletic
facilities.
Well,
they've
been
here
talking
about
the
need
for
the
sdb
plan.
L
It
was
a
originally
table
saying:
let's
get
this
start
going
again,
and
the
community
has
shown
up
once
again
every
time
they
need
to
to
to
to
come
out
to
advocate
for
themselves
and
for
the
needs
of
the
larger
neighborhood
they
have
done
so
and
I
think
that
when
they
speak,
they
speak
with
a
lot
of
eloquence.
They
speak
with
a
lot
of
intelligence
and
they
also
speak
with
a
very
clear
direction.
They
know
where
they
need
to
go,
but
they
need
us
at
the
table,
and
so
that's
what
this
now
represents.
L
This
represents
the
closing
of
the
gap.
We
are
going
to
be
I,
hope,
obviously,
funding
this
this
the
strategy,
but
also
making
sure
that
we
work
with
them
to
to
measure
those
outcomes.
So
as
councillor
Fletcher
was
asking
her
questions
about
how
many
full-time
jobs
were
created,
how
much
money
was
on
the
table
before
the
questions
that
that
councillor
Fletcher
has
asked
I
know
that
councillor
McConnell
has
asked
and
I
know
that
these
are
questions
that
the
community
has
also
been
asking.
L
How
do
we
know
that
things
are
getting
better
and
unless
there's
a
way
to
measure
the
the
betterment,
it's
gonna
be
very
hard
to
document,
so
there
you
can.
So
if
you
don't
know
where
you're
you're,
if
you
don't
know
where
you
are
it's
very
hard
to
know
whether
or
not
you've
made
progress
in
the
years
ahead,
so
the
measurements
have
to
be
in
the
lines
of
jobs
in
terms
of
the
social
determinants
of
health
and
safety.
Community
resiliency,
I
think
is
also
on
the
table.
L
O
O
Oh
sorry,
the
chair
is
going
to
move
that
for
me,
so
we'll
come
to
that.
I'll
speak
to
it.
Thank
you.
Thank
you
missing
mr.
chair
here,
it
is
basically
I
would
like
to
know
about
the
amount
of
investment
and
fallen
part-time
jobs.
Basically,
the
ROI
on
all
of
the
work
that's
been
done
there
and
I
understand
social
investment
and
safety
and
everything
else.
But
this
is
a
community.
As
we
know
there
are
2,000
homes
and
every
single
one
of
them
is
rent
geared
to
income.
O
So
people
need
jobs,
they
need
health,
they
need
a
strategy,
and
the
revitalizations
I'm
very
pleased
to
see
this
because
revitalization
has
too
often
meant
revitalizing
the
bricks
and
the
mortar.
The
beautiful
public
realm
discussions,
the
streets
discussions,
the
what
the
front
door
is
going
to
look
like
discussion,
but
how
the
community
can
be
transformed
and
how
people
can
use
this
moment
to
transform
their
lives
is
something
that
I,
don't
think.
We've
ever
gone
deep
enough
and
need
to
go
there,
and
this
is
the
River
town.
This
is
Regent.
O
Park
I
have
River
town
next
to
it,
and
I
can
tell
you
for
sure,
as
people
tell
me
well,
that
was
the
first
once
so
we
made
all
our
mistakes
there.
I
will
be
asking
the
same
thing
for
all
of
our
revitalizations
to
make
sure
that
we're
not
just
it's
not
just
about
bricks
and
mortar
and
I,
very
respectful
of
all.
O
However
many
things
there
are
on
that
list,
counselor
a
long
time,
I,
don't
know
if
he
said
19,
but
no
53
to
me
number
one
is
job
training,
job
readiness,
assistance
with
jobs
and
I'm
gonna
go
back
to
one
of
the
problems
that
I
identify
regularly,
which
is
hard
for
us
to
fix,
and
that
is
for
the
city
to
be
actively
involved
with
job
seekers.
They
have
to
be
on
o/w.
O
They
have
to
be
on
Ontario
Works,
that's
our
mandate,
but
there
are
so
many
young
people,
many
others
in
our
communities
in
TCH
C
that
are
working
they're
young
they're,
20,
they're
21.
They
are
working
one
two
and
three
jobs.
They
are
not
in
that
basket
because
they're,
not
part
of
W
is
a
strategy.
We
have
to
grapple
with
how
we're
going
to
meet
the
needs
of
those
go-getters
to
get
more
training
to
get
ahead
and
I
know
chief
peg
is
here.
Is
he
here?
O
Yes,
so
just
looking
at
the
case
of
a
young
man
almost
ready
to
be
a
firefighter,
but
he
couldn't
afford
the
DS
ed,
there's
all
kinds
of
kids
that
can't
get
that
license
that
can't
get
that
license
six
hundred
dollars
or
whatever
it
costs.
We
need
to
make
strategic
investments
in
people
in
order
for
them
to
move
ahead
with
really
simple
kinds
of
things
if
you've
online
and
you
see
how
many
people
are
required,
how
many
drivers
are
being
looked
for
with
specialty
licenses?
There's
a
lot
what's
our
strategy.
F
I
don't
know
if
the
plan
is
to
just
for
SD
fna
to
say
a
half
a
million,
please
and
and
the
details
will
be
point
for
them
like
this
or
we'll
really
see
them
going
into
the
divisions
they'll
be
in
I,
don't
know
what
the
plan
is
for
presenting.
This
is
a
budget
request,
but
I'm
going
to
be
looking
at
this
with
the
equity
lens
on
it
because
well,
it
is
big
and
it
is
unique.
It
is
not
the
only
and
so
we're
talking
about
setting
up
programs
that
won't
be
available
to
the
village.
F
F
That
really
makes
clear
almost
terms
of
reference
that,
if
we're
gonna
see
these
activities,
it
really
is
seeding
these
activities
and
five
years
from
now,
it
is
hoped
that
the
plan
will
be
that
that
they
are
sustainable
or
have
other
partners
by
then,
because
we
have
a
long
queue
of
neighborhoods
that,
due
to
the
disruption
of
relocation
coming
back
to
a
neighborhood
that
seems
shuffled
and
not
my
own
I'll
need
this
I'll
need.
This
I
asked
my
specific
questions
about
the
sports
program
because
that
inequity
it
goes
beyond
TCH,
see
developments.
F
There
are
moms
living
in
deep
poverty
who,
if
they've,
got
a
kid
who
sports
talented,
are
going
without
their
meal
to
feed
the
sports,
Alton
kid
and
pay
for
a
token
to
get
him
to
a
practice
in
a
league
where
Canada,
Canadian,
Tire
jumpstart
is
paying
for
him
to
even
be
in
the
league
and
we're
not
offering
leagues.
So
your
welcome
letter
gets
you
nowhere.
If
you
want
to
compete
and
win
it
a
thing
we
don't
do
competition
and
learning
to
commit
yourself
to
something
and
feel
winning
in
a
team
is
job
one.
F
If
you
want
to
teach
kids
how
to
be
motivated
to
get
themselves
ahead,
we
don't
do
that.
We
leave
it
to
leagues
to
do
it
and
if
we're
gonna
set
up
that
that
this
youth
gets
to
do
that,
then
it
really
has
to
be
a
situation
of
introducing
to
a
community
watching
them
build
a
league
of
their
own
and
then
and
then
being
able
to
see
other
communities,
whether
it's
social,
social,
revitalization,
communities
or
simply
neighborhood
improvement
areas.
F
We
have
to
get
to
the
point
where
we're
not
just
providing
a
youth
space
that
you
can
sit
on
a
sectional
play,
ps4
or
drop-in
basketball
once
a
week
with
brackets
goes
to
the
end
of
the
year
and
everybody
just
goes
nuts
trying
to
get
to
winning
or
placing
or
anything
they
have
to
get
to
the
point
where
they're
in
the
network.
That
does
that,
but
unfortunately,
at
the
moment
that's
not
happening
in
parks,
forestry
and
recreation,
it's
happening
in
independent
associations.
P
You
very
much
mr.
chair
the
questions
that
were
being
asked.
I
counsel,
Fletcher
a
motion
I'm
going
to
get
to
that.
Thank
you
the
questions
that
were
being
asked
by
councillor
Fletcher
as
it
as
it
relates
as
it
really
as
it
relates
to
the
specific.
There
is
a
motion
that
identifies
to
the
question
that
she's
been
asked
that
motion
to
ask
the
clerk
to
put
the
motion
on
the
screen.
Please.
P
Essentially
it's
asking
for
information
to
help
us
to
understand
whether
or
not
the
investment
that's
actually
being
made
are
and
will
be
successful,
because
clearly
we
need
to
know
the
impact
for
jobs
with
training
and
I
think
the
opportunity
that
we
have
with
organizations
like
Enterprise
Toronto,
the
work
that
tests
does
in
terms
of
working
with
individual
and
so
on.
I
think
it's
extremely
important.
So
this
is
information.
P
That's
the
councillors
asking
to
be
brought
to
Council
so
that
we
at
least
have
been
understanding
us
to
success
and,
of
course,
the
information
that
will
be
captured
and
will
provide
for
through
updates.
Mr.
chair
I
think
it's
really
important
in
terms
of
thanking
all
the
residents
who
actually
came
out
today.
P
I
have
seen
of
my
time
here
that
the
residents
and
the
workers
who
are
working
helping
the
residents
from
Regent
Park
have
been
very
active
and
have
come
in
and
been
very
clear,
with
respect
to
what
their
goals
and
objectives
are
and
their
intent,
as
well
as
the
desire
to
work
with
the
city
to
affect
change
and
and
outcome
to
ensure
that
the
lives
of
the
residents
in
Regent
Park
are
impacted
in
a
more
profound
way,
as
opposed
to
just
being
a
statistics.
That
is
one
that
requires
us
to
to
ask
the
question.
P
P
It
also
include
inclusion,
because
it
is
not
just
diversity,
for
the
sake
of
of
saying
that,
we're
a
diverse
community
we're
also
investing
our
resources
to
help
and
to
build
both
in
terms
of
economic
building,
but
also
social
development
and
creating
an
environment
where
people
feel
that
they
are
of
worth
their
value
because
of
the
contribution
and
the
collaboration
that's
taking
place
and
the
assistance
that's
being
offered
through
the
resources
that
are
obviously
theirs
in
fact,
they're
getting
a
contribution
back
in
terms
of
their
own
community.
So
I
move
this
report.
B
You
councillor
Thompson,
so
the
more
the
amendments.
Sorry,
the
motion
on
screen
councillor
Thompson
on
behalf
of
councillor
Fletcher,
all
in
favor
opposed
items
minute
Terry,
so
I
will
go
back
to
8.1
with
presentation
of
the
annual
partnership.
Advanced
Youth,
Employment
pain,
leadership
award,
I'll
pass
the
chair
to
the
second
best
chair,
you'll,
see
today,
councillor
Thompson.
P
Thank
you
much
okay,
mr.
vice
chair,
and
thank
you
for
your
leadership
this
morning.
Yes,
very
tough,
absolutely
he
follows
good
examples
and
I
apologize
I
had
to
attend
the
great
transit
announcement
that
was
made
by
the
mayor
this
morning
and
I
think
we'd
all
be
very
proud.
Not
only
of
the
mayor's
leadership
bought
off
the
announcement
that
was
made
this
morning,
yeah
I
did
do
you
want
it
back.
Sorry,.
P
That's
no!
That's!
Okay,
all
right!
So
you
know
I
just
called
a
meeting
to
order.
Please
I
know
that
there
are
a
number
people
who
are
about
to
leave
the
room
in
that.
Our
last
item
has
just
been
dealt
with
so
members
good
morning.
I
have
the
great
pleasure.
In
fact,
I
am
quite
delighted
to
help
to
present
the
fifth
annual
pay
leadership
award,
as
we
continue
to
celebrate
workforce
development
month
in
Toronto.
P
The
award
recognizes
exceptional
commitment
to
the
city
of
Toronto's
partnership
to
advance
Youth
Employment
Program
in
2018,
more
than
2,500
young
people
receive
support
through
pay,
including
one-on-one
career,
coaching,
networking
and
skill
development,
opportunities
of
least
2,500
youth.
Some
1242
secured
jobs
with
some
of
the
city's
top
employers
and
a
further
360
were
connected
to
valuable
work
based
learning
opportunities
at
the
City
of
Toronto
and
with
private
and
community
sector
partners
pays.
Success
is
built
on
the
efforts
of
three
city
divisions,
Toronto
employment
and
social
services,
economic
development
and
culture,
social
development,
finance
and
administration.
P
The
outstanding
work
of
these
division
in
the
area
of
youth
employment
connects
thousands
of
talented
young
jobseekers
to
employment
each
year.
The
PEI
leadership
award
recognizes
individuals
and
organizations
who
demonstrate
outstanding
leadership
in
innovation
and
dedicating
dedicated
to
increasing
access
to
employment
opportunities
for
youth
Award
nominations
are
carefully
evaluated
against
three
core
principles:
impact
influence
and
involvement.
P
P
We're
delighted
to
welcome
Willa
block
Cisco
vice
president
of
corporate
affairs,
who
has
join
us
for
this
occasion.
Cisco
is
recognized
as
a
world
leader
in
creating
economic
opportunities
for
youth
over
the
past
20
years.
Cisco
worldwide
has
helped
millions
of
students
to
change
their
lives
by
providing
access
to
education,
skill
training,
career
mentorship
through
the
Cisco
Networking
Academy,
a
pillar
of
the
company's
corporate
social
responsibility
platform
locally.
P
The
Cisco
network
Academy
supports
programs
such
as
empower
Canada,
a
pay
partner
that
yearly
provides
hundreds
of
young
people
with
free
technology,
training,
paid
work,
placement
and
jobs
with
organizations
such
as
TD
Deloitte,
extensors
Cisco
is
a
founding
partner
of
npower
and
one
of
its
champions.
The
company
serves
empower
industry,
advisory
table
and
host
professional
development
and
networking
events
that
brings
young
people
together
with
employers,
industry
professionals
and
their
peers.
A
year
ago,
Cisco
participated
in
the
pay
skills
for
the
future
of
work.
P
Symposium,
providing
100
youth
with
information
about
in-demand,
technical
and
foundational
skills,
and
the
company
played
a
significant
role
in
the
city
of
Toronto's
inaugural
digital
literacy
Day
in
2018.
Just
last
week,
Cisco
hosted
pay
black
youth
in
tech.
Networking
events
at
their
offices
overlooking
Toronto's
waterfront.
An
amazing
opportunity
was
provided
for
50
aspiring
tech
professionals,
perhaps
most
innovative
of
all.
As
the
contribution
to
you,
the
company
has
made
a
groundbreaking
partnership
with
the
Toronto
Public
Library.
This
partnership
provides
all
library
card
holders
with
free
access
to
its
Cisco
Networking
Academy
program.
P
The
let's
learn,
Tech
program,
co,
design
by
Cisco
and
TPL
and
available
at
all
library
branches
across
the
city
provides
learners
with
access
to
valuable
technical
skills
needed
in
the
current
labor
market.
Cisco
continues
to
provide
the
exemplary
leadership
and
dedication
not
only
to
the
pay
program,
but
to
focus
on
work
development
in
Toronto
and
with
Willa
and
her
team
leading
the
way
I
know
the
company
will
continue
to
have
a
significant
impact
on
the
youth
of
our
city
in
the
years
to
come.
Please
again
join
me
in
congratulating
Cisco
Canada
for
this
award.
P
Q
You
for
that
generous
introduction
and
good
morning,
everyone.
What
a
great
pleasure
to
be
here
I,
want
to
thank
the
partnership
to
advance
youth
employment
for
this
wonderful
recognition
for
those
of
you
who
may
not
know
Cisco.
Just
despite
that
very
robust
introduction.
I'll
just
take
a
moment
to
give
you
a
very
quick
bit
of
background.
We
are
the
global
leader
in
internet
networking,
so
we
develop,
we
build.
We
integrate
all
the
hardware
and
software
that
makes
the
internet
work.
In
fact,
85%
of
all
of
the
world's
Internet
traffic
travels
over
Cisco
Systems.
Q
We
partner
with
colleges
and
universities
in
160
countries
and
today
of
over
7
million
certified
job
ready
graduates
in
Canada.
We
have
28,000
students
currently
enrolled
in
this
program
through
212
partner
colleges
and
universities,
with
211
thousand
graduates
to
date
representing
a
93
million
dollar
investment
in
this
country,
and
so
with
this
wonderful
asset.
Q
With
this
incredible
curricula,
we've
worked
hard
with
partners
like
and
Power
in
Toronto
to
make
it
available
to
youth
from
our
underserved
communities,
and
we
were
so
proud
to
bring
an
power
to
Canada
in
partnership
with
Accenture
in
2015
were
even
more
proud
that
since
2015,
based
on
the
Cisco
Networking
Academy
program,
we've
had
1,200
graduates,
87%
of
whom
have
secured
full-time
jobs
in
Toronto.
So
that
is
certainly
something
to
celebrate.
Q
P
R
P
Right,
yes,
so
motion
to
receive
item
one
all
over
the
favor
opposed
that's
carried.
Thank
you.
It's
done
we're
now.
Moving
to
EC,
eight
point.
Six
establishing
strategic
priorities
for
cultural
investment.
2020
2024
I
have
one
speaker,
patience,
Abigor,
I,
believe
patience
here
here
we
are
yeah.
Thank
you,
patience
and
welcome.
You
are
no
stranger
to
this
committee.
You
have
five
minutes.
Let
me
know
when
you're
ready.
J
Good
afternoon
everyone
good
morning,
yes,
so
I'll
just
begin,
Toronto's
culture
and
business
communities
are
the
prime
example
of
diversity.
Here
in
Canada,
and
we've
all
heard
the
famous
slogan,
diversity
is
our
strength
now
as
much
as
I
believe
in
this
saying,
a
question
tends
to
play
in
my
head
on
repeat:
how
diverse
are
we?
How
diverse
is
our
economy?
J
I
also
believe
we
can
all
recognize
how
much
work
must
be
done
in
order
for
Torontonians
to
reap
benefits
of
a
vibrant
economy
and
culture
to
help
business
and
culture
partners,
succeed,
admit,
transformation
and
change,
as
mentioned
as
a
priority
in
the
current
economic
development
and
culture
strategy.
I
hope
that
we
can
all
agree
on
the
idea
of
this
strategy
impacting
every
community
in
the
City
of
Toronto.
We
are
working
to
ensure
every
Torontonian,
regardless
of
where
one
resides
will
feel
supported
enough
to
successfully
expand
Hotel
and
innovation.
J
We
are
to
make
sure,
through
this
strategy.
Arts
and
culture
are
not
undervalued
by
economic
development
measures.
It's
a
challenge
the
city
faces
today.
I
can
tell
you
that,
because
the
country's
youngest
innovators
continue
to
face
barriers
that
limit
their
success.
In
a
thriving
city,
in
my
opinion,
a
big
shame
for
a
city
like
first
city
like
Toronto,
so
what
can
we
do?
J
Well,
let's
not
just
credit.
The
programs
that
already
set
in
place
I
think
we
should
amplify
these
opportunities
as
well
as
really
make
sure
that
we
highlight
what
a
like
what
exists
right,
because
I
feel
like
when
it
comes
to
arts
and
culture.
It's
it's!
It's
not
really
amplified
here
in
the
City
of
Toronto.
We
need
to
definitely
improve
communications,
because
many
of
these
residents
are
very
unaware
of
what
is
provided
to
them.
In
addition
to
that,
though,
I
think
that
we
should
pay
a
lot
of
focus
to
our
partners.
J
You
know
the
people
who
are
who
want
to
work
with
the
city,
the
people
who
have
the
same
goal
as
a
city
and
focus
on
really
taking
a
calculated
measure
when
it
comes
to
like
funding
and
and
so
on
and
so
forth.
I
think
we
need
to
provide
affordable
spaces
where
people
can
come
together
to
collaborate
or
better
still
make
use
of
underutilized
spaces
here
in
the
City
of
Toronto,
before
council
I've
spoken
a
numerous
amount
of
times
about
how
talented
the
youth
are
in
the
City
of
Toronto.
That
is
a
known
fact.
J
You
know
they
lack
platforms,
they
lack
the
support
and
you
know
amongst
many
other
things.
Thankfully,
this
is
the
social
media
era.
Right
so
believe
me
when
I
say:
youth
are
using
it
to
its
full
advantage.
Although
we
can
work
independently,
imagine
the
numerous
amount
of
success
stories
they
would.
The
City
of
Toronto
would
be
able
to
boast
as
boast
up
as
a
city
with
with
the
City
of
Toronto
support
cities
like
New,
York,
Los,
Angeles,
Tokyo,
so
on
and
so
forth.
J
I
tell
you
I
truly,
do
believe
that
they
have
nothing
on
the
City
of
Toronto
if
we
can
work
together
as
a
collective
with
the
talented
people
who
make
Toronto's
population
and
move
forward,
Toronto
must
be
a
leading
Canadian
city
establishing
and
reaping
good
fruits
from
its
strategic
parties
for
cultural
investment,
I'm
amplifying
the
voice
of
many
when
I,
say
I
support
this
recommendation
I
support
the
steps
that
are
taking.
You
know
they
want
to
use
to
really
direct
the
whole
strategy.
J
J
We
are
positioned
as
an
international
creative
capital,
but
we
can't
hold
such
a
prestigious
title
without
calculative
and
critical
planning.
I
think
what
I'm
trying
to
say
is
that
you
know
we
need
to
work
together.
I
know
that,
in
the
recommendation,
what
I
take
from
if
I
want
to
summarize,
is
working
as
a
collective,
with
others
with
our
partners,
with
the
amazing
people
who
want
to
who
have
similar
goals
with
the
City
of
Toronto,
to
take
Toronto's
innovation
to
take
Toronto's
culture
to
another
level,
so
I'm
here
to
amplify
that
and
just
6i
my
support.
S
P
P
S
Thank
you
just
know.
Patients
have
mentioned
about
improved
communications.
I
just
wanted
to
know
whether
any
other
types
of
language
other
than
English
for
all
the
promotion
on
are
the
apps
and
culture
for
for
the
City
of
Toronto.
I
just
want
to
give
you
an
example
like
nuit
blanche
that
just
happened
over
the
weekend.
Ue.
P
S
N
C
Very
briefly,
thank
you
to
staff
the
second
core
objective,
as
it
relates
to
space
for
culture.
So
you
talked
about
I,
see
four
bullet
points
here.
On
page
six,
one
is
concrete
action
to
mitigate
the
loss
of
music
venues,
including
exploration
of
property
tax
assessment,
capping.
What's
the
status
of
that
work.
N
C
Thank
you,
and,
and
first
of
all,
thank
you
for
staff
for
the
work
on
this
I'm
gonna
speak
specifically
on
the
live
music
side
and
the
music
side
we're
at
large
as
it
relates
to
the
recommendation
or
the
objective
around
spaces
for
culture
at
team
act.
We
had
our
first
meeting
of
the
new
term
just
last
week
and
we
talked
about
two
key
priorities
for
this
term.
C
Two
key
areas
were
focusing
on
at
team
act
that
we've
talked
about.
One
is
the
affordability
challenges
around
venues
and
looking
at
potential
mechanisms
within
the
tax
model
to
support
those
entrepreneurs
until
we're
looking
to
that
update
at
the
next
t-mac
meeting
and
the
other
is
looking
to
create
spaces
for
new
and
emerging
artists,
particularly
within
the
DIY
scene,
and
to
look
at
city-owned
real
estate
to
help
make
that
viable,
because
the
private
market,
especially
in
downtown,
isn't
always
so,
and
so
those
are
two
areas.
C
S
S
Diversity
is
very
important
because
you
know
we
we
have
culture
for
all,
and
then
we
do
have
some
ethnic
culture
as
well
such
different
cultures.
Different
ethnic
cultures
have
different
things
that
they're
good
at
because
you
know,
for
instance,
you
know
Ukranian
the
dance
and
you
know,
and
then
Chinese,
Indian
and
Tamil.
We
have
I,
have
a
lot
of
these
population
in
my
ward
and
and
they
have
their
own
culture
festivals
that
they
entertain
themselves,
because
you
know
we
were
not
being
included,
probably
in
other
parts.
S
But
it's
a
good
thing
that
we
have
all
these
ethnic
culture
and
I
just
wanted
to
echo
on
what
patient
has
just
said
about.
We
have
to
improve
communications,
and
it's
very,
very
important
that
we
include
people
that
wanted
to
attend
is
to
just
to
break
their
pick.
The
barrier
I
think
the
missing
link.
There
is,
maybe
we
should
market
and
promote
some
of
these
events
for
cultural
events
in
different
languages.
I
think
it
will
help
and
I've
asked
a,
but
that-
and
they
were
telling
me
that
there's
a
is
in
the
EDC
equity
plan.
S
Well,
you
know
where
there's
a
roadmap
for
to
foster
equity
and
inclusion
in
all
the
EDC
activities,
so
I'm,
hoping
that
going
forward
with
this
strategy,
we
can
include
be
more
inclusive
of
some
of
the
people
that
have
this
kind
of
a
language
barrier
and
space
for
culture
is
very
important
that
actually
we
do
partner
with
some
of
these
private
cultural
groups
and
they
might
have
space
for
us
to
use,
for
instance,
just
given
an
example,
we
do
have
in
my
ward
there's
a
lot
of
art
galleries
that
is
from
the
Chinese
community.
I.
S
Think
we
can
actually
tap
into
those
to
make
sure
that
we
have
enough
space
and
as
well
for
the
Chinese
Cultural
Center
I'm,
very
happy
that
honored
that
they're
in
my
ward
as
well.
So
we
can
actually
perhaps
you
know,
look
into
exploring
sharing
spaces
to
use
in
in
those
area
and
about
develop
creative
talent,
and
we
have
on
page
7
of
the
report.
We
have
mentorship
to
newcomers
and
a
lot
of
these
newcomers
I
think
they
you
know.
S
So
we
might
have
a
lot
of
I
went
to
actually
an
arts
lunch
not
too
long
ago
and
I've
not
noticed
a
lot
of
ethnic
faces
in
in
that
part
of
the
the
luncheon,
so
I
would
I
would
hope
that
we,
you
know
by
improving
our
communications,
going
forward
with
other
strategy.
We
can
actually
be
more
inclusive
for
those
people
who
have
different
barriers
and
I
just
wanted
to
zoom
in
on
these
few
things.
Thank
you.
Thank.
P
You
very
much
councillor
I
want
just
to
thank
the
staff
for
the
report.
That's
in
front
of
us.
In
2010,
when
we
launched
the
creative
capital
gains
initiative,
our
cultural
community
was
under
attack
in
2019.
We
are
talking
about
its
success,
its
11
billion
dollar
industry
there's
a
varying
number
of
elements
that
are
associated
with
the
cultural
sector
and
there's
no
doubt
that
culture
drives
business
in
in
any
capital.
P
I
was
recently
in
Paris,
where
I
spoke
with
the
founder
of
nuit
blush
Christophe
Guillard,
and
we
talked
a
little
bit
about
culture
and
how
culture
is,
if
you
will
creating
such
a
Renaissance
and
and
creating
such
a
epic
shift
in
terms
of
how
people
see
their
own
communities
and
so
on
and
I.
Look
at
how
we
are
advancing
culture
in
the
work
that
our
cultural
team
is
doing.
Pat
Tobin
and
the
leadership
of
Mike,
Williams,
I,
would
say
job
well
done.
P
There's,
no
doubt
that
we
will
always
continue
to
fine
tune
in
tweak
to
ensure
that
increased
levels
of
communication
takes
place
to
ensure
that
groups
and
individuals
who
feel
that
they're
not
being
captured
as
part
of
a
plan
are
being
such
and
I
know
that
there's
a
lot
of
work
as
well
in
our
museum
and
our
heritage
area,
and
so
on.
I
mean
this
is
all
part
of
our
culture
and
I.
Think
it's
extremely
important.
P
So
in
in
in
my
own
area
of
Scarborough
seventeen
years
ago,
I
spoke
to
a
property
owner
there
about
turning
some
of
his
space
in
the
film
and
television
studios
and
so
on,
and
he
didn't
think
that
was
possible.
I'm
proud
to
tell
you
that
as
we
speak
now
there
are
a
disney
film.
That's
taking
place
there
and
a
number
of
other
filming,
and
there
are
three
brand
new
sound
stages
that
are
actually
being
built
on
birch
Mount
Road
in
the
heart
of
my
area
and
I
think
that's
phenomenal
in
it.
P
But
it
speaks
really
to
know.
Thank
you
thank
you
for
taking
some
way
from
the
downtown
Council
right
here,
but
it
not
only
speaks
to
the
level
of
confidence
that
people
have
in
this
city,
but
also
speaks
to
the
city
itself
in
terms
of
how
its
advancing
and
directing
the
culture.
So
our
EDC
group
I
want
to
just
acknowledge
and
say
how
proud
I
am
of
you
for
the
work
and
leadership
that
you're
doing
in
this
particular
area.
It's
really
tough
to
try
to
please
everyone,
but
I
think
that
we're
doing
a
pretty
good
job.
P
The
mayor,
mayor's
leadership
has
also
been
steadfast
in
terms
of
the
annual
pilgrimage
that
we
make
to
Los
Angeles,
to
listen
to
the
film
industry
and
and
so
on,
and
to
ensure
that
we're
not
only
simply
paying
lip
service.
We
actually
bought
a
film
studio,
the
city
of
Toronto,
where
owners
of
a
film
studio
I
know
that
we
are
owners
in
Pinewood,
and
so
we
literally
went
out
about
hi.
How
are
you
know?
Please
Matt
mom,
just
just
leave
it
just
leave
them.
Let's
leave
them.
That's
fine
lots
of
space
in
the
arts.
P
You
I
think
that's
a
welcome
addition
to
the
room.
So
this
is
all
about
culture
right.
This
is
very
important.
It's
yes!
So
it's
really
important
what
we're
doing
and
we're
doing
it
collaboratively
we're
measuring
our
success,
we're
looking
at
how
we
build
on
these
things
and
so
on
and
I
think
it's
extremely
important.
So
I
want
to
thank
the
staff
for
this
report
and
thank
the
members
of
this
committee
as
well
in
terms
of
the
leadership
that
we're
providing
in
advancing
this
this
program
and
so
on.
P
So
members
we
have
the
item,
all
those
in
favor
opposed.
That's
carried.
Thank
you!
That's,
oh
and
on
that
was
on
counselor
Cressey.
It
was
on
Europe.
That's
your
we're
voting
on
your
emotion.
So
all
those
in
favor
opposes
clauses.
Amend
item
is
amended.
All
those
in
favor
opposed
that's
Karen,
okay,
great!
Thank
you.
Alright!
We're
now.
Moving
on
to
the
item:
EC
8.15
equity,
based
planning
for
early
on
Child
and
Family
Center,
the
first
speaker
I,
have
is
Terry
Preston,
Toronto
education,
workers,
QP
4400,
this
person
hi
good
morning.
E
First
of
all,
I
want
to
thank
you
for
giving
me
an
opportunity
to
speak
to
you
today.
I
am
vice
president
of
local
4400
responsible
for
the
bargaining
unit,
which
represents
parenting
workers,
the
frontline
workers
who
deliver
toronto
district
school
board's
early
on
in
family,
child
and
family
centers.
In
terms
of
a
bit
of
context,
these
programs
go
back
to
1981
when
they
were
first
established
in
five
inner-city
schools
by
Mary
Gordon,
who
has
since
won
the
Order
of
Canada
by
2006.
E
The
TDSB
was
directly
funding
55
centers
at
a
cost
of
3.2
million
dollars
to
operate
in
2007.
The
ministry
announced
six
million
in
funding
for
early
years
centers
and
initiated
their
expansion
across
the
province.
The
government
announcement
described
the
programs
in
this
way
located
and
culturally
diverse
and
high
needs
neighborhoods.
The
center's
focus
on
building
children's
literacy
and
numeracy
skills
through
stories,
music
reading
and
playing
staff
also
engaged
parents
and
children's
learning
and
can
link
families
with
appropriate
community
resources
for
spent
shall
needs
health
and
other
related
services.
E
We
have
been
told
by
the
city
that
the
city
is
taking
a
stage.
Transitional
approach
to
system
transformation
and
staff
are
currently
working
on
a
service
plan
for
2020
2020
for
the
TDSB
as
an
early
on
service
provider
for
the
city
is
one
of
53
third-party
providers
holding
service
agreements
with
the
city
for
the
delivery
of
the
early
on
program
located
in
75
sites.
E
So
the
they
closed,
not
because
it
wasn't
a
need,
but
simply
because
they
had
run
out
of
space
in
the
school.
The
city
report
states
clearly
that
the
money
recovered
from
the
TDSB
is
not
reflective
of
the
actual
cost
of
operating
a
community-based
early
on
center.
As
the
TDSB
program
costs
do
not
consider
rental
utility
maintenance
costs,
further
cost
efficiencies
are
found
within
the
existing
administrative
structures
of
the
TDSB,
including
payroll
and
other
employee
services.
E
The
TDSB
operates
with
one
parent
work
on
site,
as
opposed
to
many
community
programs
which
operate
with
two
staff
on
site
parenting.
Workers
employed
by
the
TDSB
have
worked
on
average
10
years
in
the
program
they
are
dedicated
to
the
children
and
families
who
attend
the
program
in
their
community
schools.
The
effectiveness
of
the
delivery
model
is
well
documented
by
research,
which
was
quoted
by
the
federal
government
when
justifying
their
grant
to
the
province
of
40
million
per
year
for
the
delivery
of
these
programs.
So
why
are
we
here
sounds
like
a
good
news
story.
E
In
its
budget
process,
the
TDSB
identified
a
potential
structural
deficit
of
500,000
in
the
delivery
of
the
programs
for
the
2019
20
school
year
and
a
further
potential
structural
deficit
of
750,000
for
the
following
year.
This
year's
projected
structural
deficit,
as
noted
in
the
report,
has
been
mitigated
by
Children's
Services
continued
approval
to
permit
the
TDSB
to
operate
above
the
allowable
limits
for
staff
related
cost
provided
for
in
the
collective
agreement
covering
the
TDSB
early
on
frontline
staff.
For
this
year
it
should
be
noted,
TDSB
parenting
workers
earn
approximately
36,000
dollars
per
year.
E
E
O
Visiting
councillor
yes
with
the
full-day
kindergarten,
and
so
many
people
moving
into
neighborhoods,
there
are
issues
with
the
school
board
needing
classrooms
which
were
previously
dead
for
early
years
programs.
What
do
you
see
is
solution
for
that
to
maintain
these
important
programs
at
the
same
time
as
respecting
the
needs
of
the
school
board?
It's.
E
E
O
E
F
Your
point
in
the
end
that
the
program
leader,
there's
not
a
lot
of
description
in
this
report
about
what
an
early
on
center
is
or
what
the
formerly
named
centers
were,
but
basically
what
you're
saying
is
well
they're
running.
There's
one
leader
operating
the
program
during
the
day
because
because
the
adults
are
with
their
kids,
you
can
have
the
one
leader,
but
that
one
person
is
earning
a
poverty
level,
salary
for
doing
the
job.
That's.
E
F
That's
certainly
true:
some
of
my
schools
are
sort
of
children,
Institue
ASL
classes,
when
you
attend
them
that
people
people
are
picking
up
English
by
being
there
being
a
you
know,
propelled
into
into
other
programs,
once
those
children
are
in
school
age.
So
who
is
the
provider
and
that's
taking
the
whole
thing
over
and
putting
everything
under
one
umbrella?
F
Could
we
track,
or
has
someone
been
tracking
up
until
now,
the
vulnerability
of
the
centers
with
demographic
shifts
within
the
TDSB,
as
they
were,
closing
and
shutting
down
that
amount
of
you
know
the
transitory
nature
of
some
of
the
the
programs
that
are
in
more
crowded
neighborhoods
in
terms
of
school
enrollment?
Have
we
been
tracking
all
along
how
difficult
it
is
to
keep
them
in
one
place
or
how
often
they
have
to
be
moved.
E
There
has
I
can't
really
respond
to
how
the
TDSB
has
been
tracking
I
would
say.
They're
the
programs
where
they
are
running
are
well
attended
and
which
clearly
demonstrates
a
need
in
those
areas
the
what
the
TDSB
has
been
doing
and
I
think
it
actually
aligns
well
with
the
equity
and
inclusion
values
that
the
city
has
for
the
delivery
of
the
programs
is
if
a
site
is
lost
they
previously
before
the
money
went
back
to
the
city,
would
look
for
a
site
that
was
in
an
under
serviced
area
and
open
there.
So.
F
In
your
view,
there
are
these:
there
are
these
little
changes,
but
they
be,
they
could
be
be
framed
as
just
administrative
changes,
but
there's
a
real
vulnerability
here
under
this
funding
model
that
we
just
start
dropping
centers
one
by
one
by
one.
If
the
enrollment
goes
up
and
they
don't
get
replaced
well,.
E
I
think
one
of
the
things
that
I
think
is
key
in
this
report.
Is
it
talks
about
a
smooth
transition
if
the
TDSB
terminates
its
contract
with
the
city,
and
it's
also
clear
in
the
report
that
community
based
programs
cost
more
than
the
TDSB
model,
so
you
won't
get
75
programs
running
mm-hmm
with
the
money
that
would
come
back
to
the
city.
If
the
TDSB
was
no
longer
running
the
programs
and.
F
If
they're
getting
out
of
it,
they're
getting
out
of
the
roll
now
do
the
job
of
finding
a
school
space
to
put
them
at
least
nearby,
when
they
have
to
squeeze
them
out
of
a
school
they're.
Getting
out
of
that
business
and
our
business
and
the
funding
model
prescribed
by
the
province
includes
our
commitment
to
making
sure
that
we're
adding
in
a
better
job
of
dealing
with
french-language,
a
better
job
of
dealing
with
indigenous
communities.
F
E
P
T
T
Name
is
andreas
issen,
I
attend
the
IRC
parenting,
Literacy,
Center
and
I
was
able
to
come
today
only
because
my
mom
came
into
town
to
care
for
my
little
one
and
I'm
speaking
on
behalf
of
many
parents
who
were
not
able
to
attend,
although
I
think
having
a
bunch
of
born
toddlers
and
unmapped
babies
might
be
more
influential
than
this
is
talk
right
now.
I
have
four
children
who
have
all
over
ten
years,
attended
the
center
with
me
and
always
call
the
parenting
center.
My
school
or
miss
Leslie's
school.
T
The
center
is
my
own
happy
place
and
it
has
become
a
beautiful
community
to
all
of
us
being
a
parent
is
sometimes
terrifying
and
sometimes
very
isolating
and
having
a
space
to
talk
to
other
parents
and
caregivers
has
been
a
lifesaver
to
me.
There
are
so
many
of
us
who
are
without
support
new
parents,
new
Canadians,
new
neighbors,
grandparents,
stay-at-home
dads
and
people
learning
English.
That
may
otherwise
be
completely
alone.
We
are
finding
and
building
communities
here
at
the
Center
for
ourselves
and
for
our
children.
T
It
is
a
place
to
find
support,
advice,
a
friendly
smile
when
you
need
it
and
a
shoulder
to
cry
on,
and
always
a
uniting
story,
I'm
a
better
mother
because
of
this
program.
It
is
a
space
away
from
distractions
of
dishes
and
bills,
where
the
focus
is
positive,
attention
and
quality
time
with
my
children,
especially
for
single
children,
families
or,
in
my
case
the
last
babe
who
don't
often
have
playmates.
T
There
are
often
missing
social
skills
and
may
not
be
able
to
navigate
while
outside
their
own
homes,
exposing
our
little
ones
to
other
children
and
adults
gives
them
so
many
benefits
and
tools
that
set
them
up
for
education
and
life
learning
to
share
is
a
huge
fun.
Even
for
adults.
Empathy
is
another
biggie
making
friends
making
art,
seeing
all
kinds
of
people
and
multi
cultures
and
having
a
focus
on
education
and
a
love
for
books
that
they
can
carry
through
their
life.
T
Having
many
other
people
invested
and
caring
about
each
other's
children
is
a
brilliant
gift
to
them.
Having
our
program
run
within
a
school
gives
multiplied
benefits.
School
rules
and
etiquette
are
so
easily
followed
as
children
see.
Other
students
walking
not
running
in
the
halls
lining
up
and
waiting
for
gym
time,
participating
in
circle,
time,
songs
and
sitting
with
our
hands
to
ourselves
already,
knowing
at
any
in-school
center
lets
children
and
parents
step
into
JK
with
much
greater
ease.
T
We
used
to
sometimes
go
on
Fridays
to
an
earlier
center
when
miss
lasses
was
closed
and
they
just
don't
have
the
same
focus
on
learning,
there's
a
cold
environment
with
little
interaction
between
parents
and
children
and
no
sense
of
community
caring.
That
I
could
feel,
and
it
speaks
to
the
training,
experience
and
values
of
its
workers.
The
parenting
and
Literacy
Center
is
run
by
professionals
who
dedicate
who
are
so
dedicated,
engaged
and
highly
educated
and
invested
in
caring
and
growing
carrots
right
in
creating
a
growing
space
and
not
just
a
drop
and
play
zone.
T
You
know
never
learned
how
to
sit
down
properly
or
listen
as
it
seems
to
be
a
cost
issue.
I
have
no
fact
sheet
on
what
the
obvious
cost
would
be
of
finding
new
real
estate
and
in
Toronto
and
refurbishing
locations
and
care
of
facilities
and
all
of
that.
But
there
are
many
incalculable
financial
infrastructure
benefits
of
having
happy
and
adjusted
people
a
burping
technique
from
a
local
grandmother.
T
My
daughter
with
major
gas
pen
pains
finding
out
diaper
rashes
correlate
with
teething,
has
helped
me
not
freak
out
and
go
to
emergency
over
minor
things
using
health
care
systems
having
parents
reap
reinvested
in
school
adds
more
participation,
volunteering
donations,
more
care
which
funds
a
School
District
longer.
These
programs
need
to
be
expanded
and
not
shrunk.
This
is
an
investment
in
education,
a
place
for
children
to
become
better
students,
better
citizens
and
better
people,
and
thank
you
for
supporting
such
amazing
programs
and
for
supporting
our
children.
Thank.
P
T
P
I
I
Just
have
to
say,
I
cannot
express
my
praise
and
and
gratitude
for
these
early
on
centers
and
the
people
that
run
them.
There's
got
to
be
a
way
where
we
can
expand
with
the
province
to
get
more
because
the
the
funding
has
to
be
there
for
our
Chi
I'm,
so
grateful
for
the
education
and
the
socialization
that
they
have
provided
for
my
son,
as
well
as
for
myself,
from
health
care
information
to
sleeping
sleep,
training
and
things
I
didn't
even
know.
I
M
I
So
sorry,
I'm
trying
to
get
through
this
enough
were
normally
out
of
here
early
on
years
center
now,
but
basically,
all
I
wanted
to
say
is
I
have
such
a
support
network.
As
you
see,
I
have
friends
behind
me
that
I've
met
through
the
center
that
have
been
an
amazing
source
of
of
inspiration
and
support
the
early
on
years.
They
offer
my
son
Jim
time,
which
he
would
normally
be
in
right
now:
story
time:
crafts,
snacks
friendships.
I
I
I've
learned
the
difference
between
a
tantrum
and
a
meltdown,
and
the
early
on
years
is
helping
him
to
become,
and
the
early
on
years
has
become
great
in
helping
him
to
be
an
adapted
and
contributing
member
of
our
society.
I'm
so
grateful
that
I'm
no
longer
isolated
as
a
parent
alone,
but
that
I
have
a
wonderful
support
network.
I
P
P
A
A
The
early
on
centers
foster
community
and
parental
involvement
in
the
schools.
Queen
Victoria's
current
Parent
Council
is
made
up
of
over
a
quarter
of
parents
who
came
directly
from
the
early
on
Center.
It's
a
great
way
for
newcomers
to
learn
about
Canadian
cultures,
but
also
to
share
their
customs.
This
month,
at
our
early
on
center,
we
had
a
harvest
feast,
we're
celebrating
Diwali
next
week
and
we'll
also
be
celebrating
Halloween.
So
there's
a
great
kind
of
opportunity
for
us
to
learn
about
cultures
of
newcomer
Canadians
and
for
them
to
learn
about
how
we
do
things.
A
A
We
had
20
children
last
year
graduate
into
the
school
system.
These
are
kids
who
will
know
how
to
line
up
how
to
set
patiently
and
listen
to
a
story,
sort
of
we
hope,
and
they
you
know
you.
They
really
get
an
understanding
of
how
a
school
day
works.
The
idea
of
playtime
gym
time
line
up
to
go
outside
for
recess.
These
are
are
things
that
I
think
help
them
to
be
secure
when
they
start
school.
Finally,
I
know
for
at
least
for
my
two
children.
That's
absolutely
the
case.
We
have
a
large.
A
A
All
of
that
stuff
there's
also
toy
libraries
and
book
libraries,
so
parents
can
have
access
to
toys
they
may
not
be
able
to
afford
and
I
really
hope
that
you
will
work
with
the
province
and
with
the
feds
to
ensure
that
these
programs
are
properly
funded
and
please
do
not
allow
them
the
TDSB
to
just
step
back,
because
we
need
these
programs
they're
vital
to
to
family
lives
and
really
to
the
general
good
and
I
think.
That's
all
I
have
to
say
thank.
F
F
P
Thank
you
very
much
for
your
presentation.
Our
next
speaker
and
I
have
try
this
name
su
Bachan,
RL
chal
them
is
that
you
did
I,
get
it
right.
Yeah,
oh
wow!
Thank
you.
I
passed
the
test.
Thank
you
very
much.
So
you'll
have
five
minutes
to
speak.
There's
a
clock
to
the
left
and
I
know
you've
been
here
all
morning.
Seeing
this
so
thank
you
very
much
and
welcome
to
the
committee
may
begin.
I
P
R
Good
morning,
everyone
or
almost
good
afternoon,
and
thank
you
very
much
for
this
opportunity,
as
first
of
all
I'd
like
to
say
for
many
of
the
parents
that
have
spoken,
I,
think
they've.
Given
you
a
really
great
understanding
of
what
actually
happens
in
the
program
and
the
benefits
they
get
from
it
and
I
commend
them
for
their
wonderful
presentations.
R
It
was
said
by
others
that
these
programs
are
lifelines
for
parents
and
caregivers
and
that's
what
they
absolutely
are.
Many
parents
will
describe
as
second
homes,
families
families
can
experience.
First
of
all,
families
can
experience
amazing
and
terrible
isolation
when
they're
at
home,
raising
young
children
and
these
community
programs
offer
a
place
to
go.
That's
free,
that's
welcoming
that
has
other
parents,
you
get
to
meet
your
neighbors
and
it's
they
are
absolutely
essential.
R
Children
families
come
parent,
many
parents
and
caregivers
come
for
their
own
needs
of
meeting
other
parents
and
caregivers,
but
we
also,
of
course,
is
a
huge
focus
on
learning
through
play.
This
learning
through
play
is:
it
enables
equity
in
our
educational
system,
where
children
can
enter
kindergarten
feeling
very
confident
and
on
a
positive
trajectory
to
begin
their
learning
journey
and
at
the
school
level
for
newcomers
in
our
city.
R
These
programs
are
places
of
welcome
and
acceptance
of
diversity,
places
that
demystify
the
school
system
and
make
it
not
such
a
scary
place
and
as
as,
and
the
other
parents
said,
they
are
places
where
people
become
very
comfortable
and
then
end
up.
Volunteering
in
the
school
becoming
very
engaged
in
education.
I
would
just
like
to
tell
you
that
actually
I'm
sitting
here
before
you
I,
was
in
this
chamber
about
40
years
ago,
speaking
to
a
group
about
child
abuse
and
neglect,
and
actually
I
was
saying
how
it
was
the
family
resource
program.
R
An
early
version
of
early
on
that
existed
in
Earl
Grey
school
in
a
portable
by
the
way,
Paula
Fletcher
that
ran
very
well
in
the
in
the
nineteen
in
1978
I
was
suffering
from
postpartum
depression
at
the
time
and
I
used
to
walk
a
couple
of
miles
to
that
program,
and
I
can
tell
you
today
that
that
program
saved
our
family
skin,
it
was
being
able
to
find
a
place
just
as
this
other
woman
said
to
go.
It
was
free.
It
was
welcoming
it's
a
place
of
non
judgments,
it's
a
place
of
celebration.
R
This
person
is
not
very
much
different
from
I
am,
and
so
they
build
that
community
cohesion
that
we
need
so
badly.
And
if
we
have
many
more
of
them,
we
will
I
would
I
would
say,
and
many
people
would
say
they
are
places
that
that
are
our
best
bet
against
crime
that
happens
in
neighborhoods,
because
children
are
given
a
great
chance
and,
and
parent
and
communities
know
each
other.
So
thank
you
for
the
opportunity.
R
P
C
C
And
those
programs
are
geographically
based
throughout
the
city,
though
I
imagine
there
are
some
gaps
which
we
need
to
address.
Is
that
right,
that's
correct,
so
do
we
have
if,
if
they're
across
the
city,
when
we
have
some
gaps
and
the
population
is
also
increasing,
do
we
have
a
growth
strategy
for
how
to
continue
to
expand
the
early
on
program
both
into
the
areas
where
the
gaps
are
and
to
accommodate
increasing
population
through.
T
The
chair,
the
programs
were
transitioned
to
us
in
January
2018
to
the
City
of
Toronto.
We've
been
working
closely
with
the
community
to
transition
those
programs.
We
don't
currently
have
a
growth
strategy
similar
to
the
one
we
have
for
childcare,
but
that
is
certainly
a
key
objective
for
the
division.
Okay,.
C
T
Administer
the
funding
to
agencies,
we
have
53
agencies
across
the
city,
270
locations.
Those
agencies
submit
an
annual
budget
which
outlines
their
costs
for
staffing
supplies,
equipment,
etc,
and
then
the
city
provides
them,
reviews
those
budget
and
provides
their
funding
allocation
annually.
Based
on
that
and.
C
T
T
F
F
How
many
centers
do
we
have
and
do
they
all
they're
coming
together
out
of
sort
of
a
patchwork
of
programs
that
existed
because
they
sort
of
came
out
of
legacy
cities
or
legacy
boards
and
in
different
different
models?
But
how
many
programs
are
there
now
that
will
be
called
early
on
centers
through.
F
Okay
75,
so
that's
you
know
about
a
third
yeah,
so
there's
there's
almost
200
of
them
that
are
outside
of
schools.
That's
correct,
so
I
found
this
I
found
this
report
very
cloudy.
Just
let
us
carry
on
with
this
strategy.
But
how
do
how
do
I
know
where
the
centers
are,
in
my
word,
that
hasn't
been
mapped
by
Ward
and
and
and
the
services
are
offered
I
know
where
they
are
so
that
I
can
watch
them.
We're
making
a
big
program
change
here.
T
The
chair,
we
do
have
the
early
on
programs
map
so
that
information
wasn't
provided
in
this
report,
but
part
of
the
transition
was
to
map
those
programs
and
make
that
information
available
to
fit
primarily
to
families.
So
they
can
easily
locate
programs
in
their
community.
It
was
they
are
on
our
website.
So.
F
F
F
There's
no
hard
and
fast
description
anywhere
in
this
report
about
what
a
morning
in
an
early
on
center
is
like
what
it
is
it's
nowhere
in
this
plan,
so
it
should
the
book
not
be
created
that
it
would
be
useful
for
any
counselor
whether
they
had
ever
had
a
child
been
a
child
in
one
should
they
know
what
it
is
or
are
they
all
the
same?
Are
there
some
that
deliver
differently
than
others,
or
do
they
all
basically
fit
that
mold
of
the
half-day
program
that
takes
place
with
parents
and
caregivers?
F
T
Through
the
chair,
they,
the
programs,
are
moving
towards
delivering
a
similar
suite
of
services,
and
that
was
part
of
the
transition
from
the
province
that
there
would
be
some
standardization
and
continuity
across
programs.
We
are
working
on
a
communication
strategy.
We
started
last
year,
but
we
recognize
there's
much
more
work
to
be
done
both
to
brand
the
programs
describe
the
programs
for
families
and
make
that
information
available
to
the
public.
In
general.
F
I
Through
the
chair,
the
the
ministry
guidelines
required
this
city
may
or
the
system's
manager
to
provide
core
services
and
those
core
services.
There's
three
in
particular.
One
is
engaging
parents
and
caregivers.
The
second
one
is
supporting
Early
Learning
and
Development,
and
that's
through
the
drop-in
programs
that
you
heard
many
families
talk
about
today
and
the
value
of
those
and
making
connections
for
families
which
a
game
was
core
and
some
of
the
deputations
that
you.
F
I
P
F
I
Part
time
would
mean
a
three-hour
program.
Full
time
would
be
similar
to
a
hub
where
it's
open
in
the
morning
and
closes
in
the
afternoon,
and
various
activities
occur
from
morning
until
late
afternoon.
The
provincial
guidelines
require
programs
to
run
or
that
programs
be
available
in
a
ward
five
days
a
week
and
a
weekend
and
one
evening.
Okay,
thank
you!
Oh
they
varied
because
they
were
transferred
in
four
different
program
types.
O
I
am
just
going
to
say
that
these
are
such
important.
Important
programs
and
I
have
been
associated
with
them
for
many
years.
The
parenting
centers
that
were
in
the
Toronto
District
School
Board
and
theirs,
which
there's
75
of
them
there.
When
councillor,
Carol
and
I
were
trustees.
The
whole
community
had
to
fight
very
hard
because
they
were
going
to
be
closed.
We
had
teddy
bear
picnics
at
Queen's
Park,
everybody
brought
their
kids,
they
brought
teddy
bears.
O
We
had
to
fight
to
say
how
important
it
is
to
have
these
resources
in
the
communities
in
the
schools,
because
kids
are
already
there.
Parents
would
bring
their
one
older
kids
to
school
and
take
the
younger
kids
to
the
parenting
center.
It
was
just
fantastic.
It
was
very
much
set
up
by
Mary
Gordon,
who
is
somebody
said,
was
award-winning.
O
She
also
set
a
program
up,
I,
don't
even
know
if
it's
still
run
called
roots
of
empathy
where
older
kids
would
meet
a
baby
was
newborn
and
travel
with
that
baby
would
travel
for
a
number
of
years
in
the
school
and
kids
would
watch
child
development
and
become
empathetic
with
babies
and
children.
Such
an
important
thing,
this
was
part
of
the
work
that
Fraser
muster
had
had
championed
as
far
as
the
zero
to
six
being
the
most
important
years.
We
have
early
kindergarten.
O
Now
we
have
full
day
so
at
three
and
a
half
you
can
be
in
kindergarten,
but
all
of
those
kids
in
these
centers,
where
you're
not
dropping
off
your
child
and
getting
the
child
babysat
you're
there
you're
learning,
they're,
learning,
language,
they're,
learning,
social
skills,
they're
learning
so
much
that
makes
them
school
ready
and
I
was
very
sorry
to
see
that
two
schools
based
programs
that
were
closed
and
counselor
crises
Ward
in
my
ward,
in
particular
Blake,
has
a
very
has
had
a
learning
opportunities.
It's
been
the
one
school
in
the
East
End.
O
That's
still
remained
on
the
learning
opportunities
index,
which
means
there's
a
lot
of
low-income
parents
there
and
there
are
other
community-based
programs
in
the
East
End
long
time,
ones
that
South
Riverdale
parent
and
child
centers,
probably
one
of
the
longest
standing
ones
in
the
City
of
Toronto,
the
Massey
Center,
which
has
wraparound,
including
women
living
there
with
their
kids
and
then
there's
the
drop-in
parent
resources.
With
two
places
day
care
connections
with
just
a
child
care
center,
they
also
run
drop
ins.
O
So
how
important
they
are
so
I
just
think
we
need
to
celebrate
that
be
clear
that
these
are
long
standing
programs
and
at
the
TDSB
when
we
had
our
fight
there
was
this
notion
that
there
was
only
a
certain
number,
so
he
had
to
spread
them
out
throughout
the
whole
city
and
take
them
away
from
this
area
and
give
them
to
another
and
I
think
that
we
need
to
be
very
careful
that
that's
not
our
approach
here.
That's
not!
This
is
not
and
can't
be
our
approach
with
children.
O
If
it's
a
good
idea,
it
should
be
everywhere.
If
I
have
three
and
you
have
none,
don't
take
my
two
to
you.
You
need
them
in
your
community
so
that
everybody
new
comers
new
parents,
new
mothers,
those
who
don't
are
socially
isolated
and
often
new
moms-
are
socially
isolated.
They
really
are
it
public
health
used
to
visit
everybody
and
say
how
can
I
help
you
and
one
of
the
things
they
would
say,
is
here's
the
drop-in
center,
so
you're
not
socially
isolated.
They
are
so
important.
O
I
want
to
see
our
approach,
be
one
of
expanding
I.
Believe
councilor
cressie
has
a
motion
regarding
the
members
motions
that
were
made
in
June,
which
were
to
find
other
locations
for
the
existing
parenting
centers
that
are
being
forced
out
of
schools
with
full-day
learning
and
so
many
people
moving
into
neighborhoods.
We
can't
just
say
we're
closing
them
down.
We
have
to
say
this
is
an
important
service
to
relocate
and
to
grow
across
the
City
of
Toronto.
C
You
mr.
chair
and
I'll
move
an
amendment
here
that
I've
worked
closely
with
staff
on
and
spoken
with
the
chair
about,
but
before
speaking
to
it,
let
me
take
a
step
back
to
echo
some
of
the
words
we
heard
from
deput
intz
about
why
early
on
programs
matter
they
matter
because
of
the
parental
support
they
provide.
C
We
heard
that
they
matter
as
part
of
a
continuum
of
early
childhood
education
they
matter
because
not
only
are
they
intended
to
be
available
where
needed,
but
flexibly
delay
in
under
different
models
to
accommodate
different
neighborhoods,
and
so
this
is
not
new.
This
is
dates
back
decades
and
has
been
proven.
C
This
work,
especially
it's
being
particularly
proven
when
it's
embedded
as
part
of
a
school
system
because
it
gets
people
not
only
providing
that
parental
support
in
that
early
childhood
education,
but
so
that
it's
part
of
the
school
and
that
continuum
of
childhood
development
and
the
connection
to
principals
and
teachers,
and
so
the
future-
and
this
is
where
I'll
speak
to
the
amendments
is
I-
think
we
all
recognize.
We
need
to
do
a
little
bit
more
work
on
this.
C
C
Do
we
just
defer
this,
but
we
can't
just
defer
it
if
we're
going
to
give
this
these
recommendations
to
come
back
with
it,
which
is
why
the
amendment
technically
calls
for
deleting,
though
this
is
something
city
staff
are
comfortable
with,
and
we've
spoken
about,
and
so
I
want
to
thank
staff
for
their
work.
Thank
our
deputies.
Thank
the
chair
for
his
leadership
and
I
look
forward
to
carrying
on
with
this
conversation
for
these
critical
programs.
Thank.
P
You
very
much
council
Krissy
councillor
Carroll
to
speak
and
council
Carol.
Just
before
you
speak
any
time
members
we
have
basically
two
small
items
left
after
we
have
three
speakers
on
EC
one
six
I'd
like
to
ask
members
if
we
could
baby
just
move
to
extend
the
agenda,
meaning
to
complete
the
agenda,
so
all
those
in
favor
opposed,
let's
carry
and
I've
consulted
with
the
staff
members
and
they're
totally
fine
with
that.
Okay.
Thank
you
very
much.
Councillor
Carol!
Oh.
F
Yeah
I
I.
I
asked
probably
what
seemed
like
really
dumb
questions,
but
I
think
there
there
ought
to
be
a
dumb
section
to
every
report
where
we
start
by
saying
what
are
we
talking
about
this?
I
think
the
reason
that
all
of
these
mom's
felt
they
had
to
come
here
today
to
spell
out
to
us
what
early
on
years
centers
but
early
on
does
for
them
is
because
it
it
doesn't
see
it
anywhere
in
this
report.
What
is
it
where
is
it?
How
many
do
we
have?
F
What
happens
there
over
how
many
hours
it
doesn't
say
that
anywhere
here
and
yet
we're
gonna
make
big
decisions
about
it.
We've
taken
all
these
programs
and
pulled
them
into
one,
but
there's
no
program
map
that
says
what
is
the
administration
around
that
now
and
and
did
we
gain
anything
by
by
pulling
them
together,
because
we
can
be
ordered
to
pull
things
together,
but
we're
often
pretty
good
at
getting
a
gain
out
of
that.
Okay.
Now
we
have
program
control.
Now
we
can
create
some
consistency
and
quality
of
service.
F
F
So
I
don't
know
all
of
them
had
schools
that
were
about
a
third
full
and
so
anywhere
you
wanted
to
pop
one
of
these
in
you
could
just
do
it
as
long
as
the
board
had
the
resources
there
was
space
in
spades.
There
was
about
80
kids
in
each
school
and
if
you
walked
into
all
the
neighborhood
schools
in
your
area
to
say
sure
my
child
go
here.
All
of
them
were
taking
optional
attendance
students
and
looking
for
programs
to
put
in
that's
not
going
to
be
for
the
foreseeable
future.
F
F
Fill
up
the
schools,
and
so
we're
going
to
have
a
challenge
here
so
I
think
it's
crucial
at
this
juncture
that
you
tell
me
what
is
the
State
of
the
Union,
where
the
space
is
not
just
a
map
with
little
pink
dots
but
the
real
numbers
and
the
real
locations
so
I
know.
What's
the
base
service
in
my
ward
right
now
and
what
do
I
advocate?
What
am
I
advocating
for
I?
Don't
really
know
from
reading
this
whole
report
and
the
whole
44
page
booklet.
F
Based
on
my
speech
that
there
is
some
addendum
to
the
report
that
comes
back,
it
gives
me
that
the
State
of
the
Union
in
heart
addresses
and
tangibles,
so
that
I
know
what
I
have
and
what
to
advocate
for
in
any
growth
strategy
or
improvement
quality
strategy
that
you
may
have.
Thank
you.
Those
are
my
comments.
You.
F
P
It's
okay,
we're
gonna
vote,
especially
on
your
motion.
No
that's!
Okay!
All
right
members!
We
have
motion
by
Councillor,
cressie,
you've
seen
it
all.
Those
in
favor
opposed
that's
Karen
and
there's
no
item
to
be
amended
because
we
deleted
that
to
recommendation
and
we've
changed
that
all
right
so
moving
right
along.
We
are
now
moving
to
18.
Oh
sorry,
EC,
8.16,
provincial
funding
changes
and
previously
approve
childcare
capital
projects
update.
We
have
three
speakers
at
the
moment.
The
first
speaker
is
Amy
O'neill,
Toronto
coalition,
okay,
so
she's
not
here!
P
A
A
Oh
hi,
thanks
for
giving
us
this
opportunity
to
talk
a
little
bit
more
about
Jordan
in
childcare,
affordable,
affordable
childcare,
I
am
an
immigrant
here
in
Canada
and
just
arrived
in
Kent
in
Turin,
oh
one,
one
year
and
a
half
ago,
that's
a
my
mother
of
who
I
am
and
professionally,
and
also
students,
Oh
William
personally
my
doctorate
program,
and
so
I
was
in
Quebec
when
I
got
fragments.
So
all
right,
it
seems
sorry,
okay,
we're
in
Montreal
and
what
is
hard
to
emote
route.
A
A
Then
when
my
daughter
was
16
months,
I
moved
to
Canada,
I
mean
Toronto,
I
was
assuming
might
leave
and
then
I
was
attending
those
early
on
programs
and
after
this
I
realized
that
I
had
to
you
like
resume.
My
studies
at
the
doctoral
program
and
I
look
for
a
job
like
to
invest
my
career,
and
then
we
started
to
look
for
daycares.
A
We
was
going
to
be
hard
to
find
one
because,
like
we
don't
have
them
in
spots,
but
we
are
shocked
and
frustrated
when
I
saw
the
price
like
we
are
I
applied
for
the
sufis
diet
program,
we
didn't
qualify,
so
we
decide
to
make
hard
decisions
on
the
financial
planning
to
be
able
to
put
to
give
you
this
chance.
This
opportunity
to
my
daughter
but
I
also
like
its
opportunity
to
us
to
keep
improving
like
people
developing
in
our
professional
life.
A
So
we
had
to
live
in
a
very
small
apartment,
so
we
live
in
a
one-bedroom
apartment
to
be
able
to
afford
rent
and
they
care
again.
We
decided
to
sell
the
car,
so
I
use
public
transportation.
Here
in
Toronto
we
decided
not
to
go
on
vacations
like
four
trips
to
visit
our
families
that
are
in
French
in
France
and
in
Brazil.
So
we
have
to
wait
for
them
to
come
to
see
us
and
we
are
living
by
the
paycheck
every
month.
Just
like
make
sure
my
daughter
was
having
a
very
good
quality
in.
A
Everything-
and
we
realized
that
was
not
enough.
We
had
to
use
the
credit
card
to
pay
for
this
service
three
or
four
months
ago.
My
husband
got
a
new
job
here
in
Toronto,
which
is
a
little
bit
better
pain,
and
then
we
decided
to
like,
of
course,
pay
the
debts
like.
Nowadays,
you
can
organize
plane,
ourself
plane
better,
like
I'm
fighting
show
like,
but
still
we
do
believe
that.
A
A
A
So
my
name
is
Carolyn
ferns
and
I'm
from
the
Ontario
coalition's,
better
child
care,
and
this
morning
we've
been
lucky
to
hear
from
many
parents
from
Experian.
You
know
using
early
on
programs
and
and
childcare
programs,
but
I
want
to
read
a
letter
from
a
parent
who
couldn't
be
here
today
and
to
me
this
represents
thousands
of
parents
who
are
at
work
right
now
and
whose
kids
are
at
childcare
or
at
home
to
caring
for
their
children,
for
whom
childcare
is
such
an
important
program
and
who
couldn't
take
the
time
to
be
with
us
today.
A
So
I'm
gonna
read
this
letter
from
a
parent
at
st.
Stephen's
childcare
center.
She
writes
that
in
the
fall
of
2015
we
found
out
that
we
were
expecting
twins
before
we
could
even
fully
digest
the
exciting.
Yet
overwhelming
news.
We
were
deeply
concerned
with
how
we
would
afford
childcare.
We
had
no
family
close
by
to
help
my
husband
couldn't
leave
at
the
beginning
of
his
rigorous
program
at
the
University
of
Toronto.
I
is
the
sole
income
earner
could
not
leave
my
job
as
a
teacher.
Even
budgeting
for
maternity
leave
was
a
stretch.
A
We
looked
at
various
options,
but
no
matter
which
option
we
looked
at.
It
was
impossible
to
make
ends
meet
to
give
you
an
idea
of
what
we
were
facing.
The
cost
of
two
infant
spaces
would
be
approximately
four
thousand
one
hundred
and
sixty
dollars
per
month.
Our
combined
monthly
income
was
just
over
five
thousand
dollars
and
would
dip
even
lower
while
I
was
on
maternity
leave.
The
average
rent
for
a
one-bedroom
apartment
in
Toronto
in
2016
was
one
thousand
one
hundred
and
ten
dollars.
After
the
cost
of
daycare.
A
We
wouldn't
have
even
been
able
to
cover
the
rent
for
four
people
in
a
one-bedroom
apartment,
let
alone
feed
and
dress.
Our
new
one-year-old
twins,
as
an
educated
employed,
full-time
professional
I,
was
unable
to
afford
childcare
for
my
unborn
twins.
This
caused
extreme
stress
and
I.
Remember
weren't
wondering
how
other
families,
with
more
children
or
more
challenging
economic
situations,
managed
as
I
continued
to
investigate
our
options.
A
I
learned
about
the
City
of
Toronto
childcare
fee
subsidy
program,
I
heard
it
was
difficult
to
secure
due
to
long
wait
lists
and
even
if
I
did
secure,
it
I'd
be
lucky
to
find
two
infant
spots
at
a
daycare.
I
had
to
at
least
try
I
placed
my
name
on
the
wait
list
and
I
hoped,
while
exploring
other
options
a
month
before
my
and
parental
leave
ended,
we
found
out
that
not
only
had
two
spaces
opened
up
at
a
nearby
Center,
but
we
were
at
the
top
of
the
waiting
list
for
the
fee
subsidy
program.
A
We
had
a
huge
sense
of
relief.
We
felt
like
we
had
hit
the
jackpot.
I
returned
to
work
early,
because
I
knew
this
is
an
opportunity
that
we
could
not
turn
down.
I
can't
begin
to
tell
you
the
dreaded.
The
gratitude
I
have
for
the
childcare
in
this
city.
Well,
the
cost
of
raising
a
family
of
four
in
Toronto
on
a
single
or
even
double
income
is
still
challenging
without
the
fee.
Subsidy
I'm,
not
sure
where
my
family
would
be
today.
A
We
would
certainly
have
accrued
a
tremendous
amount
of
debt
and
endured
even
more
stress,
which
I
know
many
other
families
struggle
with
daily.
Even
though
we
pay
a
fraction
of
the
cost,
it's
truly
the
maximum
we
can
afford
in
our
current
financial
situation
and
I
know
so
many
families
who
are
stretched
well
beyond
their
means
in
various
economic
situations.
A
When
I
learned
that
the
prevention
budget
cuts
would
result
in
increased
fees
and
lost
subsidies,
my
heart
sank
thinking
of
the
hundreds
of
families
and
children
that
would
be
negatively
impacted
while
I
know
how
lucky
we
have
been
to
have
benefited
from
this
program
for
the
past.
Two-And-A-Half
years,
I
still
worry
about
the
cost
of
before
and
after
school
childcare.
A
Even
more
so
I
worry
about
the
hundreds
and
thousands
of
families
who
are
finding
out
today
or
tomorrow
that
they
are
expecting
a
baby
or
who
immediately
feels
stress
and
anxiety,
knowing
the
astronomical
costs
of
child
care
that
awaits
them.
The
hundreds
of
families
who
will
no
longer
have
the
financial
support
and
will
be
left
and
despair
once
their
fees,
increased
or
their
subsidies
are
lost
even
as
we
become
a
double
income
family,
the
cost
of
childcare
will
not
go
and
felt
I
have
a
had
a
hard
time.
A
A
So
this
letter
from
this
this
mother
at
st.
Stephen's
I,
think
perfectly
illustrates
for
us
the
challenge
that
we're
facing
the
high
cost
of
childcare
in
this
city
and
how
deeply
fat
felt
the
provinces
funding
cuts
are
going
to
be
so
I
think
all
the
could.
The
counselors
is
in
this
room
and
and
the
City
of
Toronto
for
continuing
to
support
childcare
and
and
I
look
forward
to
continuing
to
work
with
you
to
try
to
advocate
to
the
province
to
restore
funding
to
childcare.
Thank
you
very
much.
Okay,.
F
T
F
F
When,
when
we
first
got
this
offer
from
the
province
and
they're
quite
clear,
you
put
it
on
on
you
put
it
on
on
some
page
for
under
this
new
memo,
whoo
b-17
School
Boards
may
request
childcare
capital
funding
for
school
projects.
It's
a
little.
It's
the
local
service
system
manager.
That
being
us
both
supports
the
need
and
confirms
the
proposed
new
space
will
not
result
in
an
operating
pressure.
How
do
we
get
around
that
new
memo?
F
Because
you
have
to
agree,
and,
and
in
order
for
them
to
proceed,
you
have
to
say
there
will
not
be
an
operating
pressure?
Does
that
not
mean
that
up
front?
We
are
committing
that
we
will.
If
this
Center
B
gets
built
and
exists,
we
will
pay
for
it
with
property
tax
dollars.
Is
that
not
what
the
memo
will
through.
T
The
chair,
the
memo
states
that
the
if
the
municipalities
agree
with
school
boards
to
proceed
that
they
will
find
the
resources
from
within
their
existing
operating
budget.
So
you
know
that
will
be
a
challenge
at
that
time.
We
don't
anticipate
that
these
programs
will
start
to
become
a
pressure
until
at
least
2020,
if
not
2025
before
any
of
those
spaces
are
built
and
operational.
T
F
We
have,
we
have
a
set
of
legislative
rules.
That
say
we
build
subsidized
programs
and
we
work
with
with
program
delivers
that
we
know
that
we
know
well
and
are
vetted
places
like
the
Y
and
and
so
when
we're
providing
public
subsidy
and
we're
using
public
dollars.
Those
are
all
for
not-for-profit
operators
through.
T
F
If
and
and
the
school
board's
liked
it
that
way
as
well,
if
if
we
proceed
with
developing
spaces
that
we
have
no
operating
dollars
for
the
end
or
me
not
opening
the
door
to
well
we're
gonna
have
a
bunch
of
new
centers
and
we
don't
have
the
operating
dollars
so
I
guess
in
a
public
facility,
we
just
built
a
Center
that
the
only
way
for
it
to
function
is
to
allow
the
for-profit
sector
into
it.
Are
we
not
running
that
right.
T
The
chair,
the
school
board,
currently
engages
with
not-for-profit
operators
through
their
expression
of
interest
process.
So,
as
those
new
programs
are
coming
into
schools,
they
would
be
not-for-profit.
In
addition,
if
they
have
a
service
agreement
with
the
City
of
Toronto,
they
be
not-for-profit
so.
F
If
we
get
to
the
point
where
we
have
all
those
centers
and
we
don't
have
operating
dollars
for
them,
we
have
no
legislative
quality
control
that
stops
them
from
changing
that
rule.
They
like
working
with
not-for-profit
centers
as
well,
but
if
they've
got
space
for
childcare
purpose
retrofitted
into
their
school
space,
and
we
don't
have
operating
dollars
for
them
in
22,
23
24.
If
the
rubber
hits
the
road
for
us,
have
we
built
public
child
care
centers
that
can
only
act
as
child
care
centers.
If
we
just
let
the
profit
sector
in
through.
S
T
Sorry
through
the
chair,
the
award
priorities
are
determined
through
our
growth
strategy.
So
we
look
at
the
population
of
the
City
of
Toronto,
the
number
of
programs
and
services
currently
available,
number
of
families
living
under
low
income,
so
taking
all
of
those
into
account
we're
able
to
predict
where
we
need
to
grow
services
so.
S
T
So,
through
the
growth
strategy,
we
have
a
council
approved
strategy
that
looks
at
demand.
So
how
can
we
prevent
predict
demand?
We
look
at
the
population
now
and
over
the
next
ten
years
to
try
and
anticipate
growth.
We
look
at
the
number
of
families
in
those
neighborhoods
living
under
low
income
and
we
also
look
at
the
number
of
programs
and
services
available.
So
if
we
see
there's
a
high
number
of
families,
a
growing
population
and
a
small
number
of
programs
that
would
become
a
high-demand
area,
see.
S
Just
helped
me
to
understand
these
two
maps.
You
know
this
is
that
the
next
map
will
be
after
completion
of
the
school
based
capital
project.
For
my
just
for
just
a
peak
award,
my
what
23
and
it
was
highly
and
the
priorities
was
high.
We
have
seven
and
then,
when
it
become
complete
and
then
my
ward
will
will
change
it
to
be
I.
Have
a
problem
of
reading
will
be
the
lowest
or
the
other
high
right.
So.
T
Through
the
chair
in
the
first
scenario,
your
Ward
Ward
23
would
be
in
the
highest.
So
that
means
it's
the
ward
most
underserved
once
the
new.
If
the
new
capital
program
goes
ahead
and
all
of
those
centers
get
built,
then
your
ward
then
changes
from
forty
to
forty
nine
percent,
so
it
improves
so
and
then
the
wards
that
are
green
are
the
ones
who
have
the
most
access
to
service.
Currently.
C
Thank
you.
First
of
all,
I
have
an
amendment
I
can
place.
This
is
on
behalf
of
councilor
Nunziata,
which
I'm
placing
might
be
her
behalf
so
and
that's
requesting
Children
Services
to
report
back
on
our
growth
strategy,
especially
as
it
relates
to
Awards
in
the
highest,
need
a
high
priority
and
then
so
that's
on
behalf
of
councilor
Nunziata
and
then
I
have
an
amendment
which
is
because
it
was
not
one
of
the
staff
recommendations
which
is
for
us
formally
to
call
on
the
province
to
maintain
the
cost
share
model,
not
to
reduce
it.
C
So
let
me
it's
late,
so
I
will
keep
my
remarks
brief.
First
of
all,
thank
you
to
the
decadence
for
a
new
mother
and
a
new
resident
of
Toronto
for
coming
and
Carolyn
is
always
in
the
coalition.
Thank
you
to
staff.
This
has
been
an
exceptionally
challenging
time
in
the
face
of
uncertainty
and
changing
proposals
coming
from
Queens
Park,
and
thank
you
to
our
chair,
who
has
emerged
as
a
strong
and
powerful
voice
on
childcare
in
this
city
and
I
want
to
commend
him
for
that
childcare
is
unaffordable.
C
We
know
that
it
is
the
most
the
highest
cost
for
childcare
anywhere
in
the
country
is
in
our
city
and
if
you're
struggling
already
getting
a
subsidy
is
particularly
hard.
We
have
17,000
people
on
the
waiting
list
for
subsidies.
Some
people
apply
for
a
subsidy
and
find
out
they've
received
that
they
qualified
for
it.
After
their
kids
are
in
kindergarten,
it
happens,
and
so
it's
an
unaffordable
to
ginn
with
if
you're
struggling,
it's
deeply
unaffordable
based
on
the
waiting
list
and
if
you
can't
afford
childcare,
it's
hard
to
find
a
space.
C
Currently
31
percent
of
kids
who
need
spaces
for
childcare
can
access
them.
Our
growth
strategy
is
targeting
50%,
but
that's
a
10-year
strategy,
and
so
in
that
context
the
conversation
I
desperately
wish
we
were
having
today
is:
how
can
we
move
faster
to
get
all
the
people
who
need
subsidies
on
subsidy
and
how
can
we
move
faster
to
implement
our
growth
strategy?
I
mean
the
shame
of
it
is
when
you
talk
to
people
in
the
streets
about
childcare.
C
P
You
very
much
Council
of
Crecy
I
just
want
to
briefly
lend
my
support
and
add
my
voices
issue.
When
you
look
at
the
map,
it's
it's
rather
glaring
and
I
saw
former
councillor
Jana
Davis
err
earlier
I,
don't
know
if
she's
still
here
but
I,
remember
two
people
who
were
really
helpful.
When
I
first
came
on
council,
the
first
was
actually
Olivia
Chow.
She
was
very
steadfast
about
wanting
to
ensure
that
I
understood
that
there
was
a
real
need
for
more
childcare
in
this
city
and
because
I
was
a
new
counselor.
P
She
wanted
to
ensure
that
or
to
sort
of
source
me
out
as
to
seeing
whether
or
not
I
actually
cared
and
I
said
absolutely
I
mean
it
is
so
fundamental.
It
was
fundamental,
then
it's
fundamental
now
and
it
was
an
issue
and
pressure
then,
and
it
is
today
as
well
and
then
councillor
Davis,
council
Davis
was
steadfastly.
She
would
always
come
every
year
to
me
with
the
maps
and
say
well,
look
at
your
area.
P
You
want
to
make
sure
that
you're
fighting
for
this,
and
so
when
I'm
saying
yes,
councillor,
Davis,
understood
I
understood
the
map.
I've
already
got
them,
but
she
wanted
to
reinforce
the
fact
and
I
think
and
I
think
she
still
did
that
to
everybody.
So
I
wanted
to
sort
of
acknowledge
that
and
so
on.
Oh
there
you
are
counsel
Davis.
Thank.
P
Know
it
was
all
really
good
we're
just
saying
good
things
about
you,
how
you'd
always
come
around
every
year
and
made
sure
we
understood
what
the
the
challenges
were
and
the
fact
that
my
area
and
others
obviously
did
not
have
sufficient
childcare
and
that
we
were
willing
to
fight
for
it.
So
I
was
just
thanking
you
for
that,
and
so
on
and
Olivia
Chow
before
you.
So
thank
you.
So
this
is
really
important.
I
mean
the
young
children
that
were
here
this
morning.
P
It
was
really
nice
to
hear
the
laughter
and
the
voices
and
so
on
and
in
as
much
people
think.
Maybe
this
Ridge
rub
is
disruption,
but
we're
in
a
disruptive
age
right,
and
so
it's
important
to
understand
the
young
people
they're
here
I
know
my
ward
and
and
when
we
talk
about
development
in
the
community,
one
of
the
primary
things
that
comes
up
is
around
child
care,
providing
for
such
to
ensure
that
it's
available
and
we're
doing
a
lot
of
work.
P
I
mean
I
want
to
thank
the
staff
for
sending
in
her
team
for
the
work
that
they're
doing
I
have
to
tell
you
when
I
sit
with
them.
Sometimes
I
I
said
in
an
admiration
because
of
the
pressure
and
the
impact
of
decisions
that
we
made
and
then
the
challenges
that
they
actually
have
to
implement
and
actually
put
in
place
a
reasonable
response
and
how
we
articulate
and
how
we,
you
know,
report
out
not
only
to
simply
counselors,
because
I
think
that
we
are
in
the
back
seat
in
this
area.
P
There
are
some
areas
that
we
have
to
ensure
we
watch
what
the
impacts
are
because
decision
to
save
on
one
hand,
has
a
counter
impact
on
the
other
and
those
impacts
are
not
in,
in
my
view,
beneficial
long-term
and
the
helping.
You
know
young
mothers
to
realize,
obviously
that
they
have
a
loving
environment
where
their
children
can
go,
so
they
can
either
go
to
school
to
work,
or
you
know
the
other
types
of
things
and
creating
opportunities,
and
so
on.
So
I
think
this
is
something
that's
everybody's.
P
You
should
be
in
everybody's
interests
and
I
think
it's
something
that
we
need
to
ensure
that
we
can
do.
Unfortunately,
the
way
the
city
works,
we're
where
the
rubber
hits
the
road,
and
so
others
can
simply
say
I'm
not
doing
it
I'm
not
doing
it.
We're
not
funding
ins
on
we're
often
left
with
no
choice.
P
We
actually
have
to
do
because
at
the
end
of
the
day,
we
are
the
sort
of
first
responders
to
these
particular
issues
as
such
and
I
think
it's
important
in
terms
of
what
we're
doing
so
we're
hopeful
that
negotiation
and
conversations
can
take
place.
I'm
heartened
by
obviously
a
government
at
Queen's
Park,
that's
actually
interested
in
listening.
That's
my
experience
with
them.
Now
there
was
a
time.
Maybe
that
was
that
appear
that
wasn't
my
case,
but
I
can
say:
I
had
a
discussion
with
the
Premier's.
P
A
couple
of
days
ago,
we
talked
about
a
series
of
things
and
I
will
tell
you
I'm,
really
enlightened
by
his
sense
of
passion
and
understanding
with
these
particular
issues
and
the
the
moving
forward
in
terms
of
collaboration
and
so
on.
I'm,
really
looking
forward
to
that,
because,
fundamentally
we
have
to
address
this
challenge
that
is
in
front
of
us
all
to
help
our
children,
because
they
are
in
fact
our
future
and
what
we
do
for
them
today
will
depend
on
how
they,
you
know
what
they
become
in
terms
of
the
future.
F
P
F
F
We
need
to
really
stop
and
look
at
this
position
that
is
so
strenuously
being
fought
for
that
we
build
communities
that
we
build
childcare,
centers,
that
we
take
the
money
now
and
we
build
them
and,
oh
by
the
way,
sign
this
dotted
line
here.
That
says
we're
not
giving
you
operating
funding
to
operate
them.
F
F
Statements
that
say
the
operating
dollars
go
to
public,
not-for-profit
types
of
centers
for
very
specific
and
principled
reasons,
and
that
is
how
we
can
guarantee
to
you
that
we
run
a
good
Children's,
Services
Department.
And
so
we
want
to
continue
to
talk
about
by
2022
you
having
operating
dollars
for
us.
But
those
are
the
conditions
by
which
we
guarantee
you
quality
childcare
services,
and
we
want
to
continue
to
operate
in
that
way.
F
So
I
hope
that
that's
what's
at
the
end
of
this
rainbow
of
building
centers,
that
they
come
to
their
senses
and
realize
you
have
to
operate
them,
but
I
think
we've
got
to
be
really
clear
in
all
of
our
own
rule
and
our
own
terms
of
reference
that
that's
why
we
operate
them.
That
way,
because
that's
how
we
can
deliver
something
that
both
the
province
in
the
city
can
be
proud
of.
Thank
you
very
much.
P
P
S
S
I
P
S
P
P
S
G
S
For
this
motion
that
recommendation
is
coming
forward.
I
do
have
an
issue
with
with
the
to
implement
fees
for
rescue
efforts
on
a
cost
recovery
basis,
because
otherwise
I
heard
that
there
is
no
additional
cost
and
it
will
be
quite
dangerous.
You
know
if
I'm
gonna
be
I'm
stuck
there
and
I
wanted
to
get
rescued,
but
I
have
to
think
twice
now,
because
you
know
I
have
to
incur
a
financial
cost
on
my
hobbies
and
that's
why
but
I
I
think
well.
S
A
lot
of
times
so
I'm
just
saying
that
if,
when
on
in
terms
of
education,
I
think
we
should
probably
explore
more
in
two
different
languages
and
so
to
make
it
saver,
and
the
bottom
line
is
to
make
sure
that
we
reduce
T
and
element,
eliminate
the
opportunity
to
enter
those
dangerous
areas
and
also
I've
heard
that
there's
enforcement,
and
maybe
perhaps
we
can
do
it-
do
better
on
this.
So
I
haven't
said
that
I
think
just
for
the
report.
I
think
I
would
support
the
motion.
The
recommendation
and
I
like
to
move
that
mr.
P
Okay,
we
have
Wow.
One
final
item
left,
which
is
counsel
McKelvey's.
Item
members
you
who
was
added
as
new
business.
Have
you
had
a
chance
to
read
it?
It
is
report
requests
from
staff,
although
any
questions,
all
those
in
favor
opposed.
That's
carried.
Thank
you
that
we
sent
to
staff
for
report
coming
back
members.
We
have
concluded
the
meeting
and
I
want
to.