►
Description
Economic and Community Development Committee, meeting 11, January 14, 2020
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=17077
Meeting Navigation:
0:05:12 - Call to order
Agenda Items:
0:23:30 - EC11.1 - Stronger Together: The University and City of Toronto (Ward All)
0:20:11 - EC11.2 - Non-Competitive Contracts with Intergraph Canada Limited and Quatro Group Software Systems Inc. for the Continued Provision of Proprietary Toronto Fire Services Information and Technology Systems (Ward All)
2:55:00 - EC11.3 - Neighbourhood Food Hub Model at 1470 Gerrard Street East - Update (Ward 14)
3:06:53 - EC11.4 - Investments, Employment and Training as Part of the Regent Park Social Development Plan (Ward 13)
1:16:37 - EC11.5 - Community Engagement Processes for Locating New Shelters and Related Services - Update (Ward All)
0:21:24 - EC11.6 - Business Improvement Areas (BIAs) - 2020 Operating Budgets - Report 2 (Ward 3, 4, 6, 8, 9, 10, 11, 12, 13, 14, 15, 19, 20, 21, 22)
0:21:39 - EC11.7 - Fall 2019 Missions to Europe (Ward All)
3:49:18 - EC11.8 - New York City Mayor's Mission 2019 (Ward All)
3:50:08 - EC11.9 - Toronto Economic Bulletin (Ward All)
A
A
B
So
welcome
to
the
members
of
committee
and
to
visiting
members
I
see
no
visiting
members
at
the
moment,
but
I
do
expect
some
to
be
coming
in
on
matters
a
little
bit
later
and
to
those
who
are
here
in
attendance
and
to
the
members
of
the
public
and
to
the
media,
you
can
follow
us,
follow
the
agenda
and
debate
on
your
computer.
Your
laptop
your
tablet
and
smartphone
at
WRO
dot
see
a
backslash
council.
B
We
also
acknowledge
that
Toronto
is
covered
by
treaty
13
of
the
Mississauga
four
credits,
and
so,
as
we
are
about
to
begin
a
new
year
for
this
committee
and
a
new
decade
as
we
move
forward
as
city
and
our
citizens,
I
want
to
begin
as
I
normally
do
at
the
beginning
of
each
year.
In
terms
of
making
a
statement
from
the
chair
again
welcome
to
the
first
meeting
of
the
economic
and
Community
Development
Committee
of
the
new
year
and
the
new
decade.
B
With
this
momentous
beginning
a
new
beginning,
we
have
the
opportunity
to
look
back
at
2019
and
in
fact,
to
look
forward
in
terms
of
what
to
come
in
2020.
I
would
like
to
begin
by
recognizing
our
amazing,
talented
division,
heads
and
their
talented,
a
team
for
the
work
that
they
have
done
in
the
past
year
and
the
work
that
they
are
going
to
embark
on
as
we
move
forward.
B
B
chair,
there's
so
much
more
to
be
done,
not
counting
the
day,
because
we
know
that
you
are
going
to
be
retiring
in
style
and
moving
on
to
other
opportunities,
but
you've
left
this
organization
and
in
such
a
good
space,
and
your
leadership
has
just
been
unparallel
and
tremendous.
So
thank
you
very
much
for
I.
B
Also
want
to
thank
our
committee
secretary,
Carol
Christmas
and
our
team
of
clerks
and
your
team
of
clerks
who
have
worked
really
hard
in
terms
of
ensuring
that
our
meetings
and
the
documents
that
are
posted
online
are
quite
easily
accessible
and
easy
to
read
and
view
by
the
public,
because
it's
extremely
important
that
they
understand
and
know
what's
actually
going
on.
So
thank
you
so
much
for
and
your
team
for
doing
that.
B
B
This
public
forum
is
a
great
setting
to
provide
this
kind
of
an
update,
I,
in
fact,
I'm
in
fact,
incredibly
proud
of
the
work
we
have
done
through
this
committee
in
2019.
Some
of
the
highlights
include
the
launch
of
economic
development
and
the
cultural
equity
plan
that
advances
diversity
and
include
in
all
EDC
activities
across
the
city.
B
The
development
of
a
permanent
funding
model
to
achieve
better
safer
homes
for
Toronto,
Community,
Housing,
tenants,
the
appointment
of
the
night
economy
ambassador
and
the
creation
of
the
designated
internal
working
group
focused
on
strengthening
the
economic
impact,
the
nighttime
events
and
achieve
investment
of
$25
per
capita
for
arts
and
cultural
initiatives.
We've
trained
9,000
city
staff
on
confronting
anti
black
racism
in
order
to
improve
organizational
and
cultural
service,
efficiency
and
I
want
to
recognize.
I
saw
her
earlier
in
the
room.
Antonia
grant
she's.
Ok
there
she
is.
B
B
And
this
work
that
Annie
and
her
group
is
actually
doing
is
really
helpful
for
us
here
in
the
City
of
Toronto
and
I'm,
hoping
that
that
will
transform
other
organization
within
the
context
of
of
what
we're
doing,
and
so
it's
extremely
and
we've
seen
an
increase
in
the
city
funding
of
to
homelessness
and
housing.
That
I
heard
an
applause
there.
Certainly,
if
you
wish
to
applause
by
all
means,
why
not
I'll
join
you.
Thank
you.
An
increase
in
the
city
funding
to
the
homelessness
and
housing.
B
First
solution
of
thirty
three
point:
three
million
dollars:
the
creation
of
the
new
senior
services
in
long-term
care
care,
division
to
provide
coordinated
services
to
Toronto's
growing
seniors
population,
the
rollout
of
an
improved
marketing
strategy
for
museum
inherited
service
programs,
the
creation
of
Toronto's,
first
ever
community
benefits
agreement
to
create
quality
jobs,
a
childcare
center
and
communities
space
as
part
of
the
developing
casino
Woodbine
in
councilor
Ford's
area
there
in
Council
Court.
Thank
you
for
your
work
on
that
file
as
well.
B
We've
led
successful
missions
to
Los
Angeles,
Europe,
New,
York,
London
and
China,
and
those
missions
are
designed
to
strengthen
our
relationships
with
our
international
partners
and
also
help
us
to
finalize
lucrative
foreign
direct
investment
opportunities
for
our
city.
We
facilitated
five
hundred
and
fifteen
million
dollars
in
investment
that
resulted
in
4.2
million
square
feet
of
new
industrial
and
commercial
office
space.
The
expansion
of
the
fair
pass,
a
TTC
discount
program
to
low-income
adults,
receiving
childcare
subsidies.
B
We
provide
a
continuum
of
response,
intervention
and
prevention
services
to
complex
community
violence
issues
through
social
development,
finance,
based
programs
and
Pollitz,
the
enhancement
of
community
grants
through
our
integrated
online
grant
management
system.
The
creation
of
the
new
indigenous
led
grant
and
capacity
building
for
community
boards,
including
services,
to
match
black
Torontonians
with
leadership
role.
B
We
establish
Toronto's,
first
home
share
program
to
match
students
of
seeking,
affordable
housing
with
seniors
who
have
spare
rooms
in
their
homes
overall,
the
first
year
under
this
new
expanded
portfolio,
we
have
accomplished
many
amazing
things
at
the
start
of
the
term.
I
callin
everyone
in
this
room
to
come
together
to
work
for
the
citizens
of
Toronto,
and
we
have
done
just
that
and
there's
more
to
be
done,
but
our
work
is
not
done
at
the
beginning
of
2020.
B
As
we
begin
2020,
we
have
a
whole
new
list
of
priorities
to
build
on
the
work
we
have
already
completed
in
this
new
year.
We
will
be
working
towards
the
implementation
of
the
five
year
action
plan
for
the
Downtown
East
to
coordinate
city
services
and
address
long-term
community
needs
and
challenges.
We
will
be
expanding
community-based
anti-violent
initiatives,
including
Tia
Ward
piece
and
the
development
of
a
community
safety
and
well-being
plan
for
Toronto.
We
will
be
delivering
the
city's
youth
service
review
to
better
guide
investments
towards
the
highest
impact
youth
programs.
B
Additionally,
we
will
be
moving
forward
in
the
planning
process
for
the
FIFA
2026
World
Cup
bid
and
continue
on
in
the
planning
process
for
the
new
Museum
of
Toronto.
We
will
also
be
implementing
the
next
phase
of
the
confronting
anti
black
racism
action
plan,
including
by
training
71%
of
the
city
staff,
Toronto,
Community
Housing,
the
TTC
and
the
Toronto
Police
Services.
We
will
be
providing
community
development
services
in
31
neighbourhood,
improving
areas
in
seven
revitalization
areas
and
eight
emerging
neighborhoods,
with
a
report
back
on
the
review
of
the
Toronto
strong
neighborhood
strategy.
B
So
when
I
add
that
we
have
seen
in
twenty
nineteen,
eighty
thousand
new
jobs
Torontonians
who
are
looking
for
jobs,
eighty
thousand
of
them
have
actually
found
jobs,
and
that's
an
amazing
result
for
us
here
in
the
city,
with
all
this,
with
all
of
this
and
more
in
the
works
for
2020
I'm,
very
confident
that
we
will
continue
to
provide
the
best
and
most
innovative
services
to
the
residents
of
Toronto,
while
working
together
to
overcome
any
challenges
we
may
face.
Thank
you
all
once
again
for
your
commitment
and
dedication.
Now,
let's
get
working
on
2020.
B
B
Thank
you
so
moving
along
with
the
agenda
is,
are
there
any
declaration
of
interest
on
to
the
municipal
conflict
of
interest
Act?
Seeing
none?
Thank
you,
confirmation
of
the
minutes
of
this
December
for
2019
minutes,
Vice,
Chair
Grimes,
all
those
in
favor
opposed
that's
carried.
We
have
speakers
and
I
think
we
have
a
couple
of
items.
Madam
speaker
of
notes
that
you
folks
have
sent
in
one
communication.
Okay,
that's
good!
So
we
have
some
communication
at
least
one
piece
of
communication
that
the
clerk
will
distribute.
B
B
The
next
item
is
EC
11.2
non-competitive
contract
with
integrated
Canada,
Limited
and
Quattro
group
software
system,
Inc
for
the
continued
provision
of
proprietary,
Toronto
fire
service
information
and
technology
system,
counselor
kreski
is
moving
at
him
all
those
in
favor
opposed
that's
carried.
Thank
you.
B
B
B
The
next
item
is
EC
11.5
community
engagement
process
for
locating
new
shelters
and
related
services.
We
have
speaker
on
that
particular
item
and
we
also
have
present
okay
ec
11.6
business
improvement
areas
be
IAS,
2020
operating
budget
report
number
two
counsel.
Se
is
moving
yet
him
all
those
in
favor
opposed
Gary.
Thank
you
very
much.
B
B
C
B
B
D
B
Open,
that's
right,
yeah!
So
just
on
the
number
eight
I'd
like
to
just
ask
that
we
reopen
number
eight
so
that
we
can
hold
it,
then
we
can
deal
with
it.
Okay,
counter
Carol!
All
those
in
favor
opposed,
that's
Karen,
okay,
so
that's
reopened
and
help
and
I'll
hold
it
in
my
name:
okay,
caps,
Arkell!
We
are
now
at
EC
eleven
point:
nine!
Do
you
like
to
hold
that?
Yes,.
B
B
B
E
B
F
You
very
much
mr.
chairman
members
of
the
council.
We
very
much
appreciate
the
opportunity
to
be
here
today.
It's
your
invitation,
I'm
Andrew,
Thompson
I'm,
the
chief
of
government
relations
for
the
University
of
Toronto
and
we're
joined
by
a
professor
Scott
Mayberry
who's,
the
vice
president
of
operations
and
real
estate,
as
well
as
by
Christine
Burke,
who
is
the
head
of
campus
and
facilities
planning
for
the
University
this
morning.
We
wanted
to
provide
an
update
on
three
things
that
we've
been
working
on,
that
we
believe
are
of
interest
to
this
committee
in
particular.
F
Second
of
all,
a
overview
of
how
our
newly
released
4.5
billion
dollar
capital
plan
will
help
create
some
of
the
critical
infrastructure
that
we
think
aligns
nicely
with
the
city's
priorities
and
then,
finally,
just
a
quick
overview
of
some
of
the
areas
of
particular
economic
development
interest
that
we
see
as
real
opportunities
for
the
city
going
forward.
So
with
that
I
would
just
turn
this
over
to
Professor
Mayberry
and
let
him
the
proceed.
G
Good
morning,
I
would
I'm
going
to
show
some
slides
and
and
opening
one
is
very
much
a
spectacular
image
of
our
place
in
Toronto
you'll
see
there
our
heritage,
that
is,
the
University
College
building
one
of
the
first
that's
been
recently
renovated.
You
also
see
medicine
and
engineering
plus
our
green
space.
Looking
down
upon
the
great
city
that
is
Toronto
I
would
ask
if
you
have
any
questions
during
our
presentation.
G
Please
give
them
well
have
hopefully
time
at
the
end,
but
myself
or
Christine
is
the
university's
chief
planner
will
help
us
answer
those
so
strong
city,
strong,
University,
University
of
Toronto
benefits
from
being
in
this
city,
and
it
contributes,
we
believe,
to
the
dynamism
and
overall
attractiveness
of
this
city
that
is
now
competing
for
one
of
the
greatest
places
to
live
and
work
and
be
on
the
globe.
U
of
T
is
a
top
ten
public
university
in
the
world,
top
ten
we're
top
thirty.
G
If
you
count
all
universities,
including
Harvard,
and
all
the
big
privates
in
the
estates
who
have
you,
know
very
significant
resources,
but
our
global
reach,
our
impact,
our
ability
to
influence
opportunity
on
a
global
scale
is
is
very
much
something
that
we
value
and
that
we
believe
contributes
to
the
to
the
overall
opportunity.
In
this
city,
Thomson
Reuters
has
indicated
that
University
of
Toronto
is
the
most
innovative
University
in
Canada.
G
We
have
had
more
than
500
startups
over
the
past
ten
years,
just
the
last
ten
years
that
have
raised
1.4
billion
in
support
our
creative
destruction
lab.
That's
part
of
the
Rotman
School,
that's
recently
been
exported
across
Canada
and
out
and
down
in
the
United.
States
has
hosted
500
science
firm
startups
that
have
raised
4.4
billion
in
investment
thus
far
in
in
equity.
Capital.
G
U
of
T
is
also
the
top
university
in
North
America,
the
top
university
and
with
America
for
employability.
That's
one
of
those
ones
that
surprised
us
a
little
bit.
It's
not
something
we
participate
in
an
external
rating
agency
talks
to
the
world's
employers
and
say
who
do
you
want
to
hire
and
U
of
T
is
tops
of
that
list.
G
So
some
numbers,
you
see,
there's
a
bunch
of
the
obvious
things
we
start
in
1827
we're
coming
up
on
our
Bicentennial
very
shortly.
We
have
22,000
employees,
that's
more
than
the
auto
sector
primary
auto
sectors.
So
we
are
a
big
player.
We
set
the
standard
for
a
top
employers
in
Toronto,
we're
the
top
diversity
employer,
we're
the
top
family-friendly
employer,
we're
also
the
greenest
employer.
We
have
an
annual
operating
budget
of
2.7
that'll,
be
almost
three
billion
dollars
this
next
year
about
a
quarter
of
the
cities.
G
We
are
one
of
the
largest
land
orders
in
downtown
Toronto.
We
have
120
buildings
on
about
a
hundred
and
thirty
acres
on
the
st.
George
campus
and
which
is
about
13
million
square
feet
of
space.
There
are
37
billion
37
buildings
on
303
acres
of
about
2
million
square
feet
of
space,
the
University
of
Toronto
Scarborough
campus,
a
quarter
of
our
students
have
study,
work
and
research
abroad
experiences.
We
have
90,000
students
a
quarter
of
them
spend
time
outside
of
this
country.
Students
are
studying
here
from
166
countries.
G
We
have
600,000
alumni
who
currently
live
in
190
countries
in
the
world.
We
are
an
engine
of
social
mobility
in
the
Greater
Toronto
Area,
one
half
of
all
of
UT
students,
and
it's
more
than
60%
at
the
University
of
Toronto
Scarborough
have
OSAP
funding.
This
is
directed
at
those
most
needing
financial
assistance.
G
Our
students
also
give
back.
Our
boundless
campaign
recently
was
put
to
bed
at
the
end
of
2019,
with
2.6
401
billion
from
99
countries,
100,000
donors
68%
of
those
where
our
alumni.
It
also
tells
you
something
usually
that's
a
higher
number
for
a
university
31%.
Don't
have
any
connection
to
us
at
all
that
are
contributing
to
us.
They
see
that
so
supporting
the
city's
priorities.
We
have,
as
Andrew
mentioned,
a
capital
plan
investments
over
the
next
decade
or
so
a
4.5
billion.
G
Partnerships
with
industry
and
startups
housing,
we
know
often
talk
about
students,
but
we
have
added
faculty
and
staff
we're
in
the
talent
business
we
need
to
recruit
and
retain
the
world's
best.
You
don't
compete
on
the
global
stage
like
we
do
without
having
the
world's
best,
as
you
will
appreciate
the
residential
side
of
the
equation
at
recruiting
and
retaining
is
now
an
issue
and
we're
working
very
diligently
on
that
healthy
communities.
G
We
take
very
seriously
our
role
and
that
first
picture
of
in
a
big
green
space,
that
is
our
King's
College
Circle
public
realm
open
space
is
a
very
critical
element
of
our
campuses
and
and
leading
to
healthy
communities.
Sustainability.
We'll
talk
a
little
bit
more
about
our
environmental
footprint.
We
have
some
commitments
going
forward,
that
I
think
align
with
city
commitments
and
are
frankly
some
of
these
are
unique
in
their
in
the
university
sector.
G
On
the
innovation
and
talent
side,
you
will
have
seen
this
picture
back
in
April
or
so
in
the
globe.
Male
full-page
ads
here
in
the
New
York
Times
cuz.
We
had
global
reach
on
this.
Our
Swartz
Riesman
Innovation
Center
started
with
an
idea.
The
current
building
is
on
those
locations
that
Banting
and
best
buildings
our
demolition
ready.
They
were
abandoned
by
the
Faculty
of
Medicine
because
they
would
no
longer
support
medical
research.
They
said
empty
for
three
or
four
years.
G
We
started
offering
them
to
our
students
startups
and
within
a
couple
years
they
were
completely
full
with
student
startups,
using
the
space
that,
frankly,
nobody
else
wanted
to
create
companies
create
jobs.
That
idea
had
us
hire
one
of
the
best
architects
group
in
the
world,
Weissman
Freddie
out
of
New
York,
because
they
have
done
innovation
spaces.
G
750,000
square
feet
of
space
phase:
one
is
the
one
on
the
left.
We
have
started
construction
on
this
demolition
of
the
existing
building
is
starting
actually
this
week
that
will
come
up.
We
will
occupy
in
2022
and
that's
primarily
AI.
The
larger
building
on
the
right
will
be
a
laboratory
building
and
it's
more
stem
cells,
regenerate
mesen
bioscience,
those
kinds
of
things
that
will
happen
in
there.
G
Overall.
We
believe
this
will
be
a
key
element,
not
only
University
of
Toronto's
role
in
the
global
economy,
but
Toronto
Ontario
and
frankly,
Canada
Israel
across
the
street
in
the
Mars
tower,
which
we're
an
equity
holder
in
we
hosted
four
years
ago
and
recruited
J
labs,
Johnson,
&,
Johnson's,
global
startup
support
system.
We
have
53
health-related
startup,
but
he's
in
that
jlabbe
space
in
U
of
T
space.
We
designed
space
licenses
for
these
folks
that
includes
Blue,
Rock,
therapeutics
and
deep
genome
AI
startup
companies
are
gonna,
make
Toronto
famous.
G
Famous
fair
enough,
of
course,
the
residential
side
is
very
important.
U
of
T's
helping
to
address
housing
issues
that
you
I
know
are
all
working
on
to
solve.
We
expect
to
build
between
2500
and
3500
units
of
affordable
housing,
attainable,
affordable
housing
at
the
University
of
Toronto
for
faculty
staff
and
students.
The
picture
there
is
the
University
of
Toronto
Scarborough
passive
residents
that
we
will
be
opening
tenders
on
February
11,
for
we
hope
to
be
in
construction
this
summer.
That
will
be
the
largest
passive
building
in
North
America.
G
It
will
house
seven
hundred
and
forty
seven
students
deeply
needed.
Student
residential
housing
on
the
UTSC
campus
on
st.
George
were
building
the
Sussex
Spadina
Sussex
residence
with
518
students,
and
we
recently
just
released
an
image
of
a
graduate
house.
Expansion
lawn
Harbert
that
Alex
Bazar
Kovac,
the
art,
architect,
critic
and
the
global
male
said
on
his
blog.
Historically,
the
University
of
Toronto
is
the
best
patron
of
architecture
in
the
country,
and
this
example
here
shows
that
they
are
really
stepping
up
their
game
healthy
communities.
We
take
this
also
very
very
seriously
the
st.
G
George
campus,
the
overall
capital
projects,
are
integrated
into
a
University's
secondary
plan
that
Kristine
has
Abele
been
leading.
It
positions
you
of
T
to
contribute
to
the
next
hundred
years
of
Toronto
success.
It
balances
our
historical
core.
This
is
in
district.
We
have
a
historical
district.
We
have
other
areas
that
will
where
growth
will
be
concentrated,
that
historical
core
is
the
largest
concentrations
of
heritage
buildings
in
the
whole
country.
We
have
80
on
the
st.
George
campus.
We
take
particular
pride
in
our
curation.
G
Those
we,
of
course
do
need
to
expand
for
academic
and
collaborative
reasons.
Collaboration
with
the
broader
community,
as
well
as
with
the
business
community
and
I,
should
have
mentioned
a
source
recent
center.
One
design
element
that
we
wanted.
Because,
frankly,
if
you
look
back
at
many
university
buildings,
they
turn
their
back
on
the
city.
This
building
opens
its
arms
to
the
city
and
welcomes
folks
coming
by.
We
want
them
to
come
into
this
building.
They
we
want
them
to
be
part
of
that
future.
G
I
will
also
say:
UTSC
has
the
secondary
plan
as
well
and
I
want
to
point
out
one
of
the
best
partnerships
ever
in
Canada,
and
that
is
the
p5
project
not
suffice
to
just
a
lowly
p3
University
of
Toronto,
the
city,
the
province
and
the
feds
in
a
partnership,
a
for-profit
corporation,
the
Toronto
Pan
Am
aquatic
sport
center
that
U
of
T
and
the
city
jointly
owned.
That
is
a
fabulous
success.
G
Financially,
you
can
talk
to
your
city
manager,
who,
along
with
me,
takes
particular
note
of
those
things.
We've
had
12,000
children
last
year
participate
in
activities
beyond
the
University
and
community
use
12,000
children
in
that
building.
It
is
a
wildly
successful
effort
continuing
along
the
healthy
communities.
The
public
realm.
A
project
we
are
really
excited
about
is
our
landmark
project
that
is
retrieving
from
being
held
hostage
by
the
car
since
effectively.
1905
is
our
King's
College
Circle,
our
quad?
G
If
you
will
the
heart
and
soul
of
the
University
of
Toronto,
that
we
are
removing
cars
from
that
landscape,
we're
gonna
put
some
of
them
underground.
We
are
gonna
prioritize,
as
you
can
see
in
the
picture,
our
faculty
staff,
students
and
community
members,
the
pedestrian
so
that
they
can
engage
with
the
landscape
and,
frankly,
for
the
first
time
in
100
years,
have
the
appropriate
relationship
with
all
those
heritage.
Buildings
that
sit
around
that
circle.
G
G
There
is
an
indigenous
garden
that
when
you
come
in
from
Queens
Park,
underneath
the
rain
on
the
right
will
be
a
very
large
indigenous
garden.
That
will
be
a
very
effective
representation
of
indigenous
culture,
and
the
indigenous
contributions
to
life
in
Toronto
will
be
a
key
component
of
that
sustainability.
We're
doing
a
Geo
exchange
project
to
help
us
meet
our
commitment
to
reduce
by
37
percent
below
1990
levels,
our
carbon
emissions
across
the
three
campuses.
G
We
are
going
to
do
that:
37
percent
commitment
by
2030
to
74
thousand
tonnes
from
114
now,
while
almost
doubling
the
amount
of
built
space
we
have
on
campus,
so
it
is
a
really
difficult
challenge.
25%
of
that
is
the
Geo
exchange
project.
We
will
also
on
that
part
of
that
student
residence
we're
building
at
Sussex
behind
our
Robert
Street
field,
something
we
work
with
Joe
back
in
his
time
of
being
our
councillor,
we're
putting
a
Geo
exchange
project
on
that
location
as
well.
G
G
G
We
feel
that
we
can
contribute
very
mightily
to
growth
together
and,
in
fact,
that's
recognized
by
KPMG
that
looked
at
and
used
the
universe
that
sorry,
the
City
of
Toronto
as
a
model
and
in
fact
calling
it
the
toronto
model.
We
have
brought,
for
instance,
jointly,
and
this
helps
the
vector
Institute.
The
AI
Institute
for
artificial
intelligence
is
a
particularly
good
example:
we've
partnered
with
public
sources
and
private
sources
to
make
Toronto
and
Canada
a
particular
global
leader.
G
They
have
brought
in
80
million
from
30
companies,
including
Google
Shopify,
RBC
and
Mac,
now,
50
million
from
Ontario
50
million
from
the
federal
government.
There
are
400
researchers,
including
34
faculty
members,
from
there
around
the
world,
located
in
vector
in
U
of
T
space
and
the
Mars
building
they'll
be
moving
into
the
sorceries
and
Innovation
Center.
When
we
open
the
concentration
of
expertise
and
talents
helped
convinced
international
firms.
G
This
is
just
at
the
University
of
Toronto,
but
more
broadly
Google
Facebook,
Microsoft,
Amazon,
Thomson,
Reuters,
Huawei,
Fujitsu,
Johnson,
Johnson
GE
Healthcare
bear
versa,
Ventures
to
expand
in
Canada.
There
are
25,000
jobs
related
to
AI
are
anticipated
in
Canada
and
Toronto
is
created,
as
the
chair
said,
80,000
strong
future
new
clusters.
This
is
where
we
are
focusing.
We
are
working
to
do
in
other
sectors.
What
we
did
with
vector
to
provide
the
foundation
Canada
needs
to
lead
in
the
most
transformational
new
economy
clusters
of
the
future.
G
That
includes
clean
tech,
which
will
be
driven
by
our
carbon
action
plan,
because
we
are
partnering
with
our
faculty
members
who
are
generating
technologies
and
in
fact
we
are
we've.
We've
invested
a
million
dollars
in
a
faculty
members
and
students
out
of
engineering
technologists
competing
in
the
X
Prize
in
Alberta,
a
two
million
dollar
XPrize
or
10
million
dollar
XPrize
we're
gonna.
We
purchased
that
technology
we're
going
to
install
it
on
campus
for
capturing
carbon
and
turning
it
into
raw
feedstocks.
There
are
72
startup
companies
to
create
the
last
five
years
around
clean
tech.
G
We
have
a
healthcare
medicine
by
design.
In
fact,
an
example
is
prime
precision
medicine
initiative.
This
comes
out
of
shannon
kelly
from
our
faculty
of
pharmacy.
It
collaborates
with
faculty
medicine,
folks,
engineering,
arts
and
science.
It's
all
about
precision,
Diagnostics
biologics
and
protein
engineering,
nano
medicine
and
biomaterials
U
of
T
and
our
partner
hospitals
file
a
patent
every
three
days.
B
H
G
H
G
The
main
Innovation
Centre
is,
and
then
residential
housing,
and
we
have
on
all
three
campuses
academic
buildings
that,
in
each
specific
area,
are
important
on
the
st.
George
campus
is
the
data
sciences
building
that
we're
working
on
at
UTM
they're,
building
a
new
effectively
a
science
building.
They
have
not
built
one
and
decades
at
UTSC.
They
need
another
instructional
center,
that's
one
of
their
priorities.
There
are
indigenous
building
projects
in
all
three
campuses
as
well.
The.
H
The
move
to
remove
cars
from
King's
circle
is
one
that
I
find
of
interest,
especially
since
I
don't
see
a
lot
of
vehicle
or
movement.
Although
there's
usually
stationary
they're
parked
around
the
circle,
so
is
the
intention
to
just
repurpose
that
space?
Are
you
expanding
the
green
space
to
meet
the
edge
of
the
building,
or
is
that
just
to
to
turn
over
that
sort
of
road
space?
That's
currently
occupied
by
surface
parking
for
pedestrian
activity,
so.
E
The
campus,
as
well
as
Hart,
House
green,
we
do
need
to
maintain
for
service
vehicles
and
accessible
routes
and
also
for
facilities
drop-off,
but
primarily
we
will
be
turning
it
up,
we'll
be
turning
it
over
to
to
students,
faculty
staff
and
visitors
of
the
campus.
So
essentially,
you
won't
see
cars
of
maybe
two
or
three
station
for
accessibility
reasons
and
then
just
the
day
to
day
routine
operations.
So
it
will
turn
significantly.
There
will
be
more
open
space,
but
there
needs
to
be
some
hard
surface
for
for
those
active.
If.
F
I
can
just
add
to
that
one
of
the
things
that
people
will
notice
is:
it
will
be
a
disruptive
project
in
that
there
will
be
a
large
excavation
of
the
the
main
circle
done
and
that's
to
accommodate
the
geothermal
project
that
will
need
to
be
located
there.
So
this
is,
we
don't
want
to
leave
the
sense
that
it
will
be
raining
of
it.
I
mean
this
will
be
a
disruptive
project
which
will
change
some
of
the
you
know
the
photo
worthy
parts
of
her
convocation
and.
H
E
It's
so
granite,
paving
in
certain
parts
of
the
project
and
then
the
remainder
concrete
paving,
but
essentially
a
will
nerf
with
you
know,
necklace,
Gardens,
more
greening
more
about
200
additional
trees
on
the
overall
campus,
as
well
as
some
of
those
areas
that
are,
you
know,
you'd
consider
just
road
right
now.
It
allows
for
right
now
to
last
for
essentially
three
rows
or
aisles
of
cars
will
turn
over
to
plazas
and
places
to
sit
and
so
on
so
much
more.
Hopefully,
we'll
see
a
lot
more
people
enjoying.
H
The
space
and
and
then
finally
with
respect
to
the
the
innovation
hub
that
your
your
your
I
guess
recreating
because
you
already
have
one,
but
your
looks
like
you're
going
out
to
rebrand
it
it's.
It
seems
to
me
you're
ready
to
scale
up.
How
does
that
interface
with
the
City
of
Toronto
in,
inter,
in
particular,
the
corporation
here?
How
can
we
do
a
better
job
of
supporting
the
work
that
you're
doing.
G
Well,
on
a
couple
things,
one
help
us
get
that
building
built
things
are
a
little
slow
with
getting
approvals.
I
mean
you
know
it's
obvious,
but
frankly
we
recognize
that
you
know,
as
somebody
said,
there's
more
cranes
in
Toronto
right
now
and
then
in
the
largest
six
cities
in
the
United
States.
That
means
everybody's
really
really
busy.
We
of
course,
are
partnering
also
with
Mars
down
on
the
water
vert
Innovation
Center
I
didn't
mention
that
we.
What
do
you
feel
that
innovation
and
innovation
spaces
are
well
under
built
in
Toronto?
G
So
Toronto
needs
to
do
more,
we're
well
behind
Boston.
We
think
that
this
Court's
recent
Innovation
Center,
like
the
Mars
building
the
Mars
building,
which
is
99.8%
full.
We
turned
people
away
on
a
daily
basis
from
Mars.
We
do
need
more
innovation
space
because
there
are
more
startups
coming.
There
are
more
innovation
companies
who
want
to
do
primary
work
here
and
they
need
space
to
do
it
and
they
want
to
be
in
downtown
yeah.
H
E
B
D
You
yeah,
it
was
interested.
We
have
a
an
enthusiast
too,
who
comes
to
all
of
our
budget
deputations
and
frets
about
the
amount
of
money
we
invest
in
tech
and
we
had
a
conversation,
the
the
the
other
day
when
we
launched
about
AI.
He
was
concerned
about
taking
over
expenditures
in
government
and
and
in
indeed
the
whole
mush
sector
and
killing
jobs.
But
you
you,
you
framed
it
as
a
job
creator.
D
F
F
Five
years
ago
there
were
roughly
300
AI
firms
in
the
country
we
are
now
at
over
670
Wow.
Those
are
40%
clustered
here
in
Toronto
in
the
GTA.
This
is,
there
are
now
50,000
people
who
work
in
AI
in
Canada.
That's
an
addition
of
25,000,
so
these
are
very
I
mean
this
is
a
sector
that
is
gaining
rapidly
in
terms
of
what
it's
it's
producing
in
terms
of
actual
economic
benefit
to
our
communities.
F
The
secondary
areas
of
benefit,
though,
will
be,
as
you've
indicated
in
things
like
autonomous
health,
our
ability
to
have
better
Diagnostics
to
have
more
precision
medicine
undertaken,
and
we
expect
to
be
able
to
utilize
the
health
cluster.
That's
so
strongly
represented
here
in
Toronto,
as
part
of
that,
so
we
believe,
and
what
the
research
is
showing
is
that
we
are
now
past
the
tipping
point
of
disruption
where
the
AI
sector
should
actually
be
increasing
jobs
rather
than
disrupting
them.
Okay,.
G
Okay,
Shirley
I
do
want
to
also
add
that
Gillian
Hadfield
who
heads
up
is
the
director
of
the
initial
Institute
in
the
sport
treatment.
As
Heather
Eastman
said,
this
institute
will
lead
with
humanity
and
a
Jillian
said
that
in
the
Toronto
Star
last
week,
Canada
stands
poised
to
be
the
source
of
the
creativity
and
innovation
in
producing
IAI
that
is
safe
and
beneficial.
For
us
all,
in
AI
to
the
world
needs
more
Canada.
We
are
absolutely
deliberately
trying
to
understand
how
I
can
land
in
the
appropriate
way.
Okay,.
D
G
And
UTSC
both
have
geothermal
projects.
In
fact,
they've
had
geothermal
projects
before
us.
We
are
now
examining
them
like
other
landowners,
yes
City.
Whenever
we
build
a
building,
putting
geothermal
underneath
we
we
have
shifted
our
thinking
in
that,
and
this
carbon
action
plan
looks
at
them
deep
detail
wherever
possible.
Okay,.
G
G
We
will
address
the
students,
but
we
also
have
to
address
the
reality
that
faculty
and
staff
need
to
in
reasonable
distance
of
work,
to
be
able
to
attract
it
here
and
right.
If
we
hire
from
from
Europe
to
come
to
work
at
the
University
of
Toronto
there
we
live
in
Toronto,
they
want
to.
They
don't
want
to
have
to
commute
out
from
the
suburbs
and
they
certainly
don't
want
to
drop.
We.
F
B
I
You
everybody
it's
good
to
see
you
again
a
couple
questions
around
the
citywide
and
how
the
city
relates
to
the
University,
so
I
know.
Last
term
we
signed
an
MoU
formally
between
the
city
and
the
U
of
T
I
know
the
president.
President
Gertler
speaks
from
time
to
time
with
our
mayor
and
occasionally
in
a
forum
with
other
university
presidents,
so
separate
from
the
local
councillor
and
planning
and
approvals
and
all
the
stuff
we
did
together.
I
F
F
F
So
we
are
currently
working
that,
through
the
city,
manager
has
proposed
a
different
approach,
which
is
perhaps
more
of
a
sector
wide
approach,
then
than
the
the
one
that
we
were
previously
working
on.
But
again,
the
focus
is
more
on
issues
of
not
just
physical
presence,
not
just
the
education
mission,
but
what
we
can
do
jointly
to
contribute
to
city
building
yeah.
I
And
I
guess:
that's
where,
whether
it's
from
a
policy
side
with
research
and
innovation,
whether
it's
from
a
city
building
side
related
to
housing,
whether
it's
sustainable
design,
all
these
pieces,
I'm
trying
to
I've
long
struggled
with
how
do
we
maximize
the
cross
benefit
between
institutions,
as
opposed
to
you
know,
a
landowner
who
we're
going
to
approve
or
not
approve
a
planning
application?
How
do
we?
I
How
do
we
establish
that
cross
beneficial
relationship
between
institutions
in
the
city,
I'm
delighted
to
hear
that
the
city
manager
is
some
thoughts,
I'm
curious
at
an
early
stage
at
a
sectoral
approach?
What
the
U
between
University
and
college
institutions
in
the
city,
whether
you
have
any
thoughts
and
where
we
can
improve
just
to
help,
inform
our
thinking
going
for
not
for
action.
Today,
I.
F
Guess
the
one
piece
that
I
would
would
emphasize
outside
of
the
formal
protocols
that
are
in
place
for
us
working
together
is
that
there
are
tremendous
resources
on
the
campus
that
can
help
inform
the
city's
decision.
Making
later
this
week,
the
Dean
of
Social
Work
will
be
meeting
with
the
mayor
to
discuss
solutions
to
gun
violence.
Today,.
F
F
There
I
mean
it's
obvious
in
some
ways
to
come
to
the
University,
to
talk
about
institutional
finance
of
governance
or
talk
about
transportation
issues,
but
the
actual
work
around
city
building
is,
of
course
much
broader
and
I
do
think
we
need
to
to
just
regularly
canvass
both
the
city
and
our
faculty
to
make
sure
we
understand
what
the
the
depth
and
breadth
of
those
those
opportunities
are.
Okay,
thank
you.
J
J
The
north
side
of
college,
yes,
okay,
great
building
by
the
way,
but
I
yeah,
it's
really
nice-
and
on
page
six
about
the
UTS
C
student
residence,
a
very,
very
great
idea,
because
I
know
there's
a
shortage
of
student
housing
in
the
area
as
it
is
critical
as
a
counselor
and
also
as
a
proud
parent
of
a
UTS.
The
alumni
and
I
really
think
that
is
really
big
time
that
we
need
to
improve
the
housing
there.
So
when
is
this
housing
facility
gonna
be
completed?
Do
you
have
an
idea,
or
it's.
J
G
It's
almost
300
acres,
a
lot
of
that
is
done
in
the
valley,
that's
part
of
the
conservation
area,
but
there's
significant
significant
land
area.
You
developable
the
Penn
Sports
Center.
We
spent
collectively
thirty
two
million
dollars,
removing
the
former
the
dump
that
was
there
and
cleaning
all
that
out.
There
are
now
significant
lands
north
of
Military
Trail
on
the
in
that
area
of
campus
or
that's
where
the
campus
will
grow.
Do.
G
J
Because
it's
very
important
now
that
I
think
we're
expanding
I
mean
it's
not
just
about
downtown
Toronto
I
think
it's
very
important
that
we
actually
have
some
focus
in
the
other
area,
because
you
know
just
so
that
we
can
have
more
space
there
other
than
the
instructional
center
that
you
are
gonna
be
planning
to
build.
What
are
the
plans?
Do
you
have
in
the
UTSC
campus?
J
F
Are
two
that
I
wanted
to
highlight
that
are
in
process
now?
One
is
to
actually
introduce
a
new
Academy
of
Medicine
annual
Academy
of
Medicine
Academy
of
Medicine
medicine,
which
will
help
bolster,
we
believe
the
health
outcomes
in
the
Scarborough
area,
as
well
as
the
Durham
Region.
This
has
been
in
discussion
now
we're
in
discussion
with
the
province
about
this
project
moving
forward.
It
would
be
our
fifth
economy
of
medicine
attached
to
the
University
of
Toronto
and
is
a
fairly
important
project
in
that
regard.
The
second
piece
is
to
take
advantage
of
what
we're.
F
Of
course,
we
have
Mars
downtown.
What
we're
talking
about
creating
is
earth
in
Scarborough,
which
would
focus
more
on
Environment
and
related
technologies,
a
major
area
to
help
we
believe
bring
about
new
thinking
around
a
vertical
farming,
food
production
and
other
issues
like
that.
So
this
is
a.
There
is
a
fairly
ambitious
plan
being
put
together
by
our
new,
our
new
principal
at
UTM
or
sorry,
a
UTSC
wisdom,
tenant
and
we're
happy
to
add
to
brief
you
on
it.
In.
E
Addition
currently
under
planning
is
also
an
arts
and
cultural
building.
Oh
and
that's
that's
pretty
exciting
for
you
to
see
as
well
as
Scott
mentioned,
an
indigenous
house
which
is
a
small
small
but
unique
pavilion
science
building
that
would
be
very
visible
as
you
come
from,
I
think
it's
Centennial
and
Knotts
we've
just
hired
an
architect
form
line
working
with
Levitt
Goodman
and
would
be
a
fantastic
project
that
everyone's
really
excited
to
vote
at.
J
K
G
G
27
and
others
it's
based
on
our
impact,
so
they'll
measure
research,
output,
publication,
citation
citation
how
many
times
they're
cited.
It
will
measure
industrial
funding
and
collaboration
it'll
measure
student
programs.
How,
internationally
you
are
your
ability
to
attract
talent
from
around
the
world.
It
will
look
at
student
satisfaction
depending
on
which
ones
there
are
that's.
G
All
a
little
different,
we
are
confident
in
our
rankings
because
we
land
they're
everywhere
we're
always
ahead
of
everybody
else
in
Canada,
but
frankly,
were
out
competing
in
the
top
50
in
the
world.
We
have
the
least
funding
per
student
than
any
of
the
other
49
by
a
lot,
so
we're
doing
it
with
wits
and
strategy.
Great.
K
F
B
B
B
D
You
yes,
I,
asked
the
question:
I
asked
about
housing.
Are
we
looking
at
what
type
of
housing
because
I
think
that's
the
key?
It's
the
experience.
You
know,
we've
had
it
at
Seneca
and
and
you
have
it
at
Scarborough,
U
of
T,
it's
great
to
say:
we're
gonna
build
X
number
of
beds,
but
I
asked
that
question,
because
I
hope
that
we're
evaluating
the
campus
one
experience
evaluating
what's
going
on
in
Montreal,
New
York
and
places
like
that,
because
you
can't
be,
as
you
know,
you
can't
just
build
the
conventional
dorm
housing.
D
You
know
the
student
is
different.
Some
enter
later
stay
longer,
they're
in
and
out
at
different
times
of
their
life,
and
so
the
housing
they
need
is
different.
And
if
we're
not
addressing
that
as
we
build
we're,
not
gonna
solve
our
problem
of
them
them.
You
know
seeking
housing
in
less
than
ideal
circumstances,
all
the
way
to
legitimate
circumstances,
and
so
I
asked
that
question,
because
I
just
hope.
D
That's
that,
but
with
every
one
that
is
built,
we
then
go
on
to
continually
study
its
use
and
and
who
it's
serving
and
whether
it's
successfully
serving
so
that
we
don't
have
okay,
we
build
a
type
of
housing
that
everyone
moves
into
in
September
and
by
Thanksgiving
they've
met.
Someone
found
a
circumstance
that
actually
fits
their
lifestyles
so
they're
out
of
the
rest
and
and
the
churn
keeps
happening
and
we
deal
with
it
in
the
neighborhood.
That's
that's
the
the
thing.
I
think
that
is
gonna
make
the
partnership
ideal.
Thank
you.
Those
are.
I
Thank
you,
mr.
chair,
and
and
thank
you
for
inviting
the
university
to
present
and
thank
you
to
the
University
for
prevent,
presenting
to
Christine,
Andrew
and
Scott
I.
Don't
see
you
guys
as
much
anymore
now
that
I'm
no
longer
to
st.
George
councillor,
but
it's
always
a
pleasure.
They
still
love
you,
girls,
Christmas.
Oh,
we
got
along
very
well,
but
I'm
not
easy
at
times.
Listen,
I!
Think
and
Scott.
You
set
it
off
the
top
that
when
we
have
a
strong
City,
it
helps
to
empower
a
strong,
University
and
very
much.
I
Think
it's
it's
very
much
true,
especially
in
the
last
10
years,
that
the
university
is
practicing
what
it
preaches
as
a
landowner
when
it
comes
to
sustainable
design,
to
architecture,
to
heritage
and
to
increasingly
building
really
livable
buildings
in
buildings
for
faculty
and
students
together.
I
have
a
personal
relationship
with
the
University,
as
we
all
do,
both
as
the
former
councillor
for
st.
George
campus
and
also
on
a
personal
level,
because
there's
an
award
named
the
Cressy
award
at
the
University
of
Toronto
for
outstanding
local
community
leadership
and
so
that
it's
a
deep
personal
relationship.
I
I
think
where
I'm
interested
on
a
citywide
level
going
forward
and
I
refer
to
to
my
questions,
is
how
do
we
with
institutions
in
the
academic
sphere,
just
like
with
institutions
in
the
health
sphere?
How
do
we
better
align
our
shared
objectives
so
that
it's
not
on
an
ad-hoc
basis
where
you
happen
to
have
a
really
enterprising
Dean
or
the
director
of
cities,
the
interim
director
at
the
city's
Institute
or
a
local
councillor?
How
were
they
together
come
up
with
something
great?
I
How
do
we
institutionalize
that,
whereby,
on
an
ongoing
basis,
the
university
is
fueling
the
city's
growth
and
vice
versa
and
I
think
that's
that's
the
nut
to
crack
on
a
go-forward
basis
and
I
know,
there's
been.
We
have
an
MoU
we've
had
lots
of
reports.
We
have
occasional
teams
and
tables
this
very
presentation
here
today,
as
part
of
that
I
think
that's
the
next
big
step
on
a
citywide
basis
with
a
university
like
the
U
of
T
that
we
have.
Thank
you
thank.
J
J
You
know
the
lifestyle
and
all
that
and
I
think
it's
very
important
that
we
throw
something
like
to
be
like
a
mini
community
in
there
that
will
enhance
the
lifestyle
of
all
these
other
students
and
to
make
Toronto.
You
know
see
the
Toronto
even
more
better
great
and
also
I.
Do
think
that
just
thank
you,
I
mean
I.
Wish
you
luck
on
the
on
the
funding?
You
know
it's
not
it.
It's
not
easy
to
get
so
much
funding
to
get
things
going,
but
I
just
wanted
to
give
you
some
tips
on.
J
You
know
you
do
have
a
lot
of
international
students
in
UTS,
see
as
a
scalper,
counselor
I'm
very
focused
on
on
this
capital
portion
of
the
the
campus,
and
you
might
want
to
tap
into
some
of
those
alumni.
Is
that
that
you
know
that
they
have
deep
pockets
to
make
sure
that
you
have
more
funding
and
and
then
speed
up
some
of
these
planning
that
you
have
on
the
on
the
UTC
campus.
Thank
you
very
much.
J
B
You
very
much
councillor
longer
any
further
speakers
I'm
seeing
none
I
will
speak.
Thank
you
very
much
for
being
here
this
morning.
It
is
an
important
process
for
us
to
listen
and
to
hear
and
to
learn
from
the
institutions
that
are
collaborating
in
terms
of
making
this
city
a
better
place,
first
of
all
for
all
of
us
and
then
to
shine
globally
in
order
to
create
that
attractions,
one
in
2010
when
I
took
over
the
role
as
chair
of
this
committee,
it
dawned
on
me
that
we
really
didn't
know
you.
B
You
didn't
know
us
not
dissimilar
to
many
other
organizations
in
the
city
and
although
we
were
and
are
the
City
of
Toronto,
we
didn't
understand
the
institutions
and
the
roles
that
they
play
in
the
services,
in
fact
that
they
could
offer
us.
We
embarked
on
a
program
to
reach
out
that
program
continues.
Today
we
have
a
person
who
is
responsible
for
the
educational
sector
in
our
EDC
Department.
B
As
a
result
of
this
requirement,
we
put
together
our
international
program
where
we
collaborated
with
the
University
of
Toronto,
York,
University,
McMaster,
Sheridan
and
all
the
other
schools
to
welcome
students.
Here
we
have
benefited
from
so
much
research
from
just
the
focus
on
the
University
of
Toronto
now
but
other
institutes
and
rehearsin
in
others.
We
use
that
on
a
daily
basis
and
so
on.
The
economic
development
department
rely
on
you
and
your
students
and
the
research,
the
mo
use
that
we
have
signed
and
the
alignment
that
councillor
cressie
asked
about.
B
It's
actually
really
strong,
but
clearly
we
can
make
it
stronger
and
much
more
Universal
and
and
wide
scale
our
relationship
with
respect
of
a
Pan
Am
Centre.
We
hit
a
number
of
roads
and
bumps
in
the
roads
a
variety
of
things,
but
it
is
working
really
well.
I
met
and
talked
with
Brenda
Patterson,
who
was
a
board
member
on
Saturday,
and
she
was
a
deputy
city
manager
here
and
she
exposes
the
amazing
collaboration
and
the
work
that's
actually
being
done.
B
I
just
have
to
pick
up
the
phone
to
call
your
president
and
say
we
have
a
initiative
that
we'd
like
to
engage
with
you
and
in
fact,
I
did
that
two
months
ago,
we're
looking
at
bringing
in
a
world-renowned
cultural
expert
to
Toronto
when
I
met
with
him
in
Paris
What.
Did
he
say
to
me
I'd
like
to
come
to
Toronto
and
I'd
like
to
speak
at
the
University
of
Toronto
I'd
like
to
get
together
there,
I'd
like
to
really
bring
together
the
students
in
the
cultural
community,
and
so
on.
B
We
picked
up
the
phone
we
made
it
halt.
Your
president
was
very
receptive,
the
processes
and
the
works
right
now.
My
staff
member,
along
with
EDC
University
of
Toronto,
were
working
on
that.
He
really
then
speaks
to
the
fact
that
we
are
quite
aligned
and
the
relationship
is
extremely
strong.
As
I
said,
when
we
started
in
2010.
We
didn't
have
that
today
when
we
travel
both
the
mayor
myself
and
other
members
of
council.
We
talk
about
University
of
Toronto,
because
we
need
a
lot
of
your
alumni
globally
and
they
talk
fondly
about
their
times
here.
B
I
was
in
China.
Two
months
ago,
as
a
young
man
that
I
met
with
his
father,
the
building
hospital
with
a
Canadian
company,
and
we
were
there
with
other
companies.
What
does
his
father
say
to
me?
Father
said
to
me:
my
son
had
a
great
time
in
your
city
at
the
University
of
Toronto
I
want
to
make
sure
that
we
continue
to
create
and
forge
that
relationship.
B
Talking
about
how
we
need
to
put
programs
or
a
policy
in
place
to
make
sure
it
happens,
let's
just
get
it
done,
because
we
know
it
has
to
be
done,
and
so
so
I'm
really
delighted
that
the
relationship
I'm
really
delighted
that
you're
here
today
to
give
us
the
update
and
you're
talking
about
across
the
city
and
I
realize
Mississauga
as
a
piece
as
well,
because
you've
got
the
Mississauga
arendale
campus
and
I've
been
there
I've
spoken
that
we
were
actually
working.
One
of
your
professor
there.
We
think
Annamma
development
about
financial
literacy.
B
So
there's
a
lot
of
work
that
continued
something
it's
just
two
big
organizations
trying
to
work
together
and
there's
not
enough
time
the
course
of
the
day,
but
I
know
that
our
DCM
and
our
management
team
city
manager,
the
mayor
and
everyone
is
in
copacetic
its
copacetic
with
respect
to
how
we
align
together
and
I'm
very
happy
that
we're
moving
forward.
So
with
that
I
want
to
receive
the
presentation
and
our
door
is
always
open.
B
As
we
know,
your
door
is
open
in
order
to
make
our
city
a
better
place
for
a
great
institution
and
I.
Don't
need
the
you
know
that
sort
of
rankings
to
tell
me
who
you
are
and
where
you
rank
I
just
need
the
people
who
have
actually
been
through
your
institution
and
what
they
continue
to
contribute
in
terms
of
how
you've
benefited
their
lives
and
we
benefited
as
a
result
of
our
relationship
in
the
City
of
Toronto.
So
thank
you
very
much
very,
very
much
Council.
Thank
you.
Thank
you.
Coach.
Thank
you.
B
So
moving
receive
event,
all
those
in
favor
opposed.
That's
carry.
Thank
you
very
much
members
I'm
just
going
to
ask
for
your
indulgence.
I
need
to
make
a
change
in
the
agenda.
Just
the
order.
I'd
like
to
move
item,
EC
11.5
up
as
a
next
item
of
business,
and
then
we
will
actually
go
through
the
other
ones,
no
matter
it
just
come
up
where
I
have
to
deal
with
this
mister,
all
those
in
favor
opposed.
That's
carried,
thank
you,
but
but
but
you're,
not
a
member
of
committee.
We
count
server,
so
we've
just
done
that.
B
A
You
deputy
mayor
and
thank
you
to
members
of
the
committee
and
visiting
councillors
for
giving
us
the
opportunity
to
make
this
presentation
today
we
wanted
to
give
you
an
update
on
the
homeless
serving
system.
What
the
current
context
is,
how
is
the
city
responded
over
the
last
number
of
years?
As
we
said,
there's
been
a
number
of
changes,
a
new
way
of
engaging
around
shelter
and
homelessness
services
and
then
thinking
towards
the
future
about
what
some
of
the
longer-term
solutions
might
be.
A
So
the
key
driver
of
homelessness
in
Toronto
is
centered
around
the
economy
and
the
housing
market.
The
increased
costs
of
rental
housing
over
the
last
10
years,
exacerbated
by
the
low
vacancy
rate,
which
is
right
now
1%
and
the
lack
of
new
rental
housing
has
made
it
incredibly
difficult
for
people
to
find
and
maintain
housing
that
they
can
afford.
A
But
the
City
of
Toronto
has
responded
in
a
very
commendable
way.
Over
the
last
five
years,
we
have
expanded
our
the
capacity
of
our
shelter
system
significantly
in
order
to
respond
to
the
demand.
We've
increased
the
emergency
shelter
system
by
76%,
increasing
from
4,300
beds
to
7500
beds
in
just
four
years.
A
We've
also
added
new
low
barrier
services
in
the
form
of
24-hour
respite
services
and
24-hour
women's
drop-in
services,
and
in
addition
to
that,
focusing
on
the
time
of
year
when
people's
health
and
safety
is
most
at
risk,
we've
created
a
significant
winter
response
that
is
activated
each
November
and
continues
until
April.
This
year
we
took
a
different
approach
and
looking
at
who
is
experiencing
homelessness,
we
tailored
the
services,
quite
specifically
in
order
to
get
better
outcomes
for
people.
A
The
share
are
covered
by
the
provincial
and
federal
government's
has
also
grown
during
that
period
of
time
at
92%.
But,
given
our
larger
share,
the
city
is
now
covering
30
was
covering
37
percent
of
the
total
cost.
We
are
now
covering
42
percent
of
the
total
cost
and
our
new
capital
investment
to
expand
the
shelter
system
at
a
hundred
and
seventy
eight
million
is
shouldered
solely
by
the
city
of
Toronto.
A
A
It
was
developed
through
an
outside
consultant
who
did
a
large
amount
of
work
talking
to
all
of
the
stakeholders
about
what
was
involved
in
opening
a
new
shelter,
and
we
moved
to
a
more
property
development
approach,
where
it's
a
corporate,
wide
responsibility
to
search
for
buildings,
to
renovate
those
buildings
and
open
new
services.
We
now
partner
with
real
estate
services,
information
and
technology
facilities,
management,
corporate
security
city
planning,
city
building,
all
towards
making
sure
that
we
find
excellent
locations.
A
A
In
addition,
in
2019,
council
also
removed
the
requirement
that
shelters
be
more
than
250
metres
away
from
one
another
and
within
80
metres
of
a
major
road.
This
additional
layer
of
restriction
placed
only
on
homeless,
shelters
was
viewed
as
potentially
discriminatory
and
the
City
Council
responded.
A
So,
as
I
said,
we've
made
excellent
headway
in
just
18
months.
We
have
secured
enough
facilities
for
78
percent
of
the
beds
and
we
have
actually
opened
60
percent
of
those
beds
at
the
end
of
last
year
with
another
hundred
and
forty-three
beds
coming
online
this
year,
so
that
at
the
end
of
two
years
we
will
have
75
percent
of
those
beds
operational.
So
that's
more
than
three-quarters
of
the
project,
a
third
of
the
way,
two-thirds
of
the
way
through
the
expected
timeline.
A
A
This
meant
a
number
of
complicating
factors
for
people
experiencing
homelessness.
It
often
required
that
you
leave
your
community.
You
leave
your
neighborhood,
you
might
be
moving
away
from
friends
or
from
family
that
would
further
isolate
you
in
the
difficult
time
that
you
were
having.
In
addition,
because
of
the
growth
in
economic
homelessness,
we
had
a
growing
number
of
people
who
were
becoming
homeless
while
they
were
still
employed.
A
If
you
had
to
travel
a
long
way
in
order
to
find
overnight
accommodation,
it
did
seriously
put
at
risk
whether
or
not
you
are
going
to
be
able
to
get
back
to
your
job
at
each
day
and
if
you
weren't
it
further
complicated
the
issues.
If
you
lost
your
job
so
between
2015
and
2019,
this
is
the
change.
That's
happened.
A
A
But
we
wanted
to
make
sure
that
the
opportunity
that
council
gave
us
was
used
to
the
most
benefit
of
the
people
that
were
using
these
services.
So
the
new
shelters
are
not
like
the
old
shelters.
We've
had
a
focus
on
Environmental
Design
to
improve
outcomes.
We've
developed
a
new
program
model
that
focuses
on
case
management
and
rapid
rehousing,
and
we
focused
on
community
integration
to
make
sure
as
much
as
possible.
These
buildings
are
a
benefit
to
the
community
that
they
are
being
built
in.
A
Another
important
element
of
not
only
building
a
better
building
was
building
better
engagement
processes.
A
couple
of
quite
difficult
shelter,
engagement
experiences
led
us
to
reevaluate
what
it
looks
like
to
engage
with
community
and
we've
developed
a
new
process
that
we've
used
in
the
opening
of
those
new
shelters
in
the
last
two
years,
and
in
2019
we
actually
did
an
evaluation
of
how
those
first
new
engagements
have
gone
to
ensure
that
we're
always
constantly
learning
each
community
is
different.
Each
community
tells
us
a
little
bit
more
about
how
we
can
improve
our
community
engagement.
A
We
know
through
that
evaluation
that
we
have
to
create
broader
understanding
of
the
city's
response
to
homelessness.
We
have
to
create
increased
availability
of
information
about
the
shelter
sighting
process,
how
our
decisions
made.
We
need
to
provide
communities
earlier
notice
that
a
service
is
coming
to
their
community.
We
need
to
increase
the
communication
and
engagement
channels.
A
We've
also
developed
a
public
awareness
campaign
entitled
more
than
just
a
bed,
because
it
was
really
clear
when
we
started
doing
some
consultations,
that
people
had
a
sense
that
a
shelter
was
just
somewhere
where
you
slept
and
received
a
meal
while
you
were
homeless,
and
these
programs
offer
so
much
more.
We
needed
to
make
sure
that
the
community
understand
who
was
experiencing
homelessness,
because
when
you
initially
talk
about
that,
majority
of
people
talked
about
a
particular
image
in
their
head
of
who
that
was
experiencing
homelessness
and
that's
actually
a
very
small
percentage
of
the
population.
A
Prior
to
building
these
thousand
new
shelter
beds,
there
had
been
no
service
expansion
for
ten
years.
It
put
us
behind
the
eight-ball
and
we've
had
to
do
a
lot
of
catching
up.
However,
Toronto
continues
to
grow
and
over
the
next
twenty
to
forty
years,
the
population
is
going
to
increase
by
almost
four
million
people
in
order
to
keep
the
same
per
capita
shelter
bed
size.
That
I
showed
you
earlier
in
this
presentation.
We
need
to
continue
to
build
shelter
beds.
A
However,
and
I
can't
stress
this
loud
enough,
the
answer
to
homelessness
is
not
more
shelter
beds.
In
addition
to
maintaining
an
adequate
shelter
system,
we
also
have
to
continue
and
expand
our
focus
on
long-term
solutions,
and
we
need
to
be
able
to
shift
arm
that
our
investments
towards
prevention
and
supports.
A
For
most
people
experiencing
homelessness
the
result
of
economic
issues
in
the
lack
of
affordable
housing.
Eighty
percent
of
people
use
the
shelter
system
once
and
they
leave
within
three
months.
This
is
something
that
most
people
do
not
understand.
It
makes
economic
sense
in
that
situation
that
to
have
an
emergency
shelter
system,
because
you
have
five
people
the
course
of
a
year
using
that
space
for
a
smaller
group
of
people,
those
that
are
experiencing
chronic
homelessness
about
20%
of
the
people
that
use
our
shelter
beds.
A
A
One
year
later,
we
are
beginning
to
track
data
in
a
very
different
way,
to
tell
a
much
better
story
on
the
health
of
our
shelter
system.
We
need
to
know
how
many
new
people
are
coming
into
our
shelter
system
every
day
every
month.
We
need
to
know
how
many
people
are
coming
back
into
our
shelter
system,
maybe
returning
from
the
housing
placements
that
they
secured.
We
need
to
identify
what
went
wrong
in
order
to
make
sure
we
don't
make
the
same
mistake
again.
A
We
need
to
know
who
is
coming
from
some
of
our
provincial
institutions:
who's
coming
into
homelessness,
directly
from
healthcare
directly
from
child
welfare
directly
from
criminal
justice.
These
discharges
from
provincial
institutions
into
homelessness
is
a
large
systemic
issue
that
I
think
we
need
to
understand
a
lot
more
information
about,
even
though
we
have
7,000
shelter
spaces.
A
Many
more
people
use
that
during
the
course
of
the
month.
In
fact,
last
month,
more
than
10,000
people
used
those
7,000
shelter
beds.
It's
important
for
us
to
understand
how
many
people
are
using
those
beds
and
how
long
they're
spending
in
our
system,
it's
important
for
us
to
understand
who
it's
exiting
to
housing
and
who
is
just
sort
of
disappearing,
which
is
a
large
amount
of
people.
They
go
to
an
inactive
status.
A
You
heard
the
city
manager
talk
about
results,
based
accountability
in
the
budget
presentation
on
Friday.
This
is
something
that
SSH
a
is
going
to
be
adopting,
and
it
speaks
very
close
to
my
heart
about
these
services
understanding.
How
much
are
we
doing?
How
well
are
we
doing
it
and
at
the
end
of
the
day,
is
anybody
better
off
we're
spending
a
lot
of
money
on
these
services,
knowing
that
people
are
better
off
as
a
result
is
critically
important?
A
B
You
very
much
for
your
presentation.
Members
I
think
we
would
like
to
do
is
maybe
take
the
have.
The
speakers
speak
and
then
maybe
go
back
to
staff
and
have
them
do
questions
so
we're
gonna,
ask
for
speakers
and
we'll
get
you
back
later
on
for
questions
by
members
of
committee.
The
first
speaker,
I,
have
is
Anna
Jessup
Anna
Jessup
is
here
you
here,
Oh
excellent.
B
B
D
B
Mister,
so
you
have
five
minutes
to
speak.
There's
a
time
to
your
left
here.
Yeah
take
your
time
when
you
were,
through
speaking
the
five
minutes
at
the
end
of
the
five
minutes
members
of
committee,
and
if
there
are
any
visiting
members,
they
may
ask
you
questions
they,
may
not.
You
then,
are
able
to
respond
according
to
how
you
wish
to
respond
to
their
questions.
At
the
end
of
all
of
that,
you
will
be
finished.
Okay,
you
are
not
able
to
ask
questions
of
the
questioners
they're,
the
ones
able
to
ask
questions
of
you.
B
Please
take
your
time
and
then
just
watch
the
clock,
according
so
at
five
five
minutes
that
will
be
you're
at
the
end
of
your
speaking
time.
Okay,
let
me
know
when
you're
ready
and
I
will
start
here
time
and
then
the
microphone
should
work.
The
lights
should
be
on
and
just
speaking
to
the
mic.
Thank
you
and
welcome.
Thank
you.
My.
C
C
I've
watched
homelessness
increased
to
a
point
that
I
never
thought
it
would
ever
reach
and
I
am
desperately
worried
about
the
safety
of
the
people
in
my
neighborhood
we're
in
a
state
of
emergency,
and
it
needs
to
be
addressed
as
such.
When
my
daughter
and
I
visited
the
the
Peter
Street
shelter
to
deliver
clothing
and
to
participate
in
a
memorial
she
and
I
went
inside
and
I
was
stunned
because
most
of
the
people
there
were
senior
citizens,
it
was
full.
There
was
never
never
mind.
Bed
space,
there
was
no
space
in
the
waiting
room.
C
People
were
sleeping
on
the
floor,
it
did
not
look
like
we
were
in
a
developed
country
and
that's
the
shelter
that
people
go
to
when
they
cannot
get
any
shelter
anywhere
else.
If
they
cannot
get
shelter
anywhere
that
that's
the
shelter
they
go
to
to
get
referred.
If
it's
full
there's
nothing,
don't
let
anyone
tell
you
that
there
is
space.
C
This
is
a
state
of
emergency,
and
unless
this
council
does
something,
people
will
die
as
a
result
of
inaction,
I'm
going
to
read
the
names
of
the
1000
people
who
have
passed
away,
who
have
died
homeless
since
they
began
counting.
My
friends
who
will
be
coming
up
after
me
will
continue
to
read
the
names
these
names.
C
Every
name
is
evidence
of
the
need
for
social
housing
and
emergency
shelter,
and
every
name
is
evidence
and
needs
to
be
honored,
and
we
must
particularly
honor
the
jane
doe's,
the
john
doe's,
because
in
a
developed
country,
in
a
in
one
of
the
richest
cities,
the
economic
capital
of
a
developed
country
people
die,
and
we
don't
know
their
name.
They've
disappeared.
C
John
gällivare
Joanna
olive
May,
Melanson
Florence,
Harrison,
garland,
Shepherd,
William,
William,
Hunter
Edmund,
you
Patrick,
kaganovich,
lisa
ann,
see,
William,
BOTS,
Jordan,
hey
hump,
Stanley
Peterson.
Why
Lena
Shawnee,
smokey
Houston
Mary
Louise,
Michael,
fair,
fair
thorn,
Calvin
wine
do
bounce
David,
Solomon,
Douglas,
Carrie,
Gaston,
the
Clark
Julius
Krug;
it's
key
items:
soul,
tick,
John
and
Stan;
Randy
Nichols,
Eric,
Bilotti,
Vernon,
Crowe,
John,
cowboy
Hutchins,
Wesley,
maracas,
John,
Doe,
Kathleen,
heart
Richard,
Howard,
John,
Flanagan,
ken
Jocko
mark
Fife,
Candice,
sullen,
cliffie,
Kevin,
Sammy,
happy
Jack,
Richard,
Cory,
Pierre,
Thank,.
B
Welcome
and
you
said
that
others
will
read
other
names
coming
for
it.
That's
fine!
Thank
you.
I
have
Lou
Todd
who's
next,
mr.
Trott,
you
also
have
five
minutes,
sir
okay.
Mr.
sir,
if
I
could
also
ask
you
and
I,
don't
know
whether
or
not
they're
reading
from
the
list
continuously,
but
when
you're
through,
if
you'd
like
to
submit
that
list
to
the
to
the
clerk.
So
we
would
have
that
for
the
public
record
as
well.
I
may
submit
that
after
you're,
through
okay,
there's.
C
J
B
K
Okay,
continuing
with
the
names
Mike
Denison's
Kerry
Patrick
McDonald,
grant
McKenzie
Vince
Oscar
LaRue
new
Don
Wade
Janet
s,
B
&
B,
Lester,
Louis,
Jane,
Doe,
Robert,
Fleming,
Richard,
bellman,
Bryan,
Harold,
locked
kou
egg,
Nancy,
aloof
doneski,
August,
Donald,
Webb,
brutish
mr.
P
John
Doe
John,
Doe,
Herbert,
Matthew,
Woodley,
Danny,
cousins,
Steven,
Redmond,
John,
Doe,.
L
L
B
M
Name
is
Louie,
George
and
I'm
here
to
emphasize
the
urgency
at
which
we
need
shelters
for
homeless
people.
It's
a
matter
of
life
and
death
for
many
in
2015,
over
50
people
died
in
2019
50
people
died
on
that
were
homeless,
also,
keep
in
mind.
Many
of
these
people
have
disabilities
or
medical
conditions
or
our
aging,
the
average
age,
and
these
years
were
a
little
over
50
years
old.
B
B
K
Name
is
mo
Louis
Kahn,
I'm,
Korean
I'm,
a
resident
of
Ward
11
and,
while
I
applaud
all
the
work
that
council
is
doing
on
behalf
of
the
homeless,
visibly
the
shelter
system
recently
I
heard
about
the
40,000
unit
subsidized
housing
projects
that
the
mayor
has
announced
and
I
believe
very
strongly
that
that
is
the
way
to
go.
The
way
to
address
the
homeless
problem
is
not
by
building
more
shelters
is
by
building
more
subsidized
units.
K
40,000
sounds
like
a
great
number,
and
apparently
you
have.
The
city
has
eight
and
a
half
billion
dollars
allocated
for
this
project
and
and
you're
waiting
upon
another
15
billion
from
federal
provincial
governments.
I
would
strongly
suggest
and
encourage
you
to
start
the
project
right
away
and
not
wait
for
the
federal
provincial
governments
to
kick
in
because
we're
in
a
crisis
situation.
There
are
10,000
people
homeless
in
the
city
of
Toronto
and
at
a
minimum.
I
will
continue
with
the
list
of
in
memoriam
of
all
the
people
that
have
died.
B
B
N
I'm
Howard
Wharton
see
and
I'm
joined
by
Miss,
Karen,
Marin
and
I'm
a
member
of
the
cabbage
town
coalition.
We
are
a
grassroots
group
of
cabbage
town
residents
and
businesses
and
which
is
also
supported
by
local
residents
associations,
with
the
sole
mandate
of
addressing
the
safety
and
security
concerns
related
to
the
new
respite,
Center
new
respite
shelter
proposed
at
233,
Carlton
Street,
and
then
when
I
say.
N
First
I'd
like
to
clearly
state
two
important
points
we
believe
respite
shelters
are
an
important
and
vital
service
for
the
City
of
Toronto
and
two.
We
fundamentally
reject
the
assertion
that
cabbage
owners
who
oppose
the
siting
at
this
particular
proposed
respite
Center
at
233.
Carlton's
is
a
NIMBY
reaction.
N
N
In
2017,
when
council
approved
the
new
emergency
shelter
development
process,
a
fundamental
principle
of
the
process
that
was
siting,
shelters
facilities,
a
whole
government
approach
would
be
used
which
would
result
in
a
veteran
quicker,
citing
decisions.
The
critical
information
missing
from
this
process
is
the
account
accounting
for
local
community
impacts
in
the
downtown
yeast
and
cabbage
town,
the
Downtown
East
a
five
year
action
plan
articulates
those
wraparound
costs
that
are
required
to
make
be
successful.
N
The
incorrect
assumption,
at
least
as
far
as
Cabbagetown
is
concerned
that
there's
enough
capacity
to
handle
these
problems
without
needing
more
resources.
For
example,
three
months
ago,
in
Cabbagetown
South
Moss
park,
where
233
Carlton
is
located,
tronto
police
service
had
to
double
the
community
neighborhood
officers
from
four
to
eight
dedicated
officers,
even
with
the
additional
officers
the
police
are
overwhelmed
and
the
TPS
publicly
stated
that
they
need
more
officers
to
deal
with
the
current
level
of
lawlessness
in
Cabbagetown.
N
Moreover,
since
commuting
engagement
does
not
start
until
after
the
city
has
purchased
or
leased
property
a
shoot
first
and
ask
questions
later
approached.
None
of
these
costs
are
identified
or
included
for
consideration
in
citing
decisions
with
respect
to
233
Carlton.
We,
if
these
real
costs,
which
we
believe
will
are
substantial,
are
added
to
the
9.8
million
dollar
project.
The
total
costs
exceeds
the
delegated
authority
of
the
city
manager.
More
importantly,
with
the
project
have
been
approved,
with
the
increased
costs
when
City
Council
will
approve
the
new
emergency
shelter
development
process.
N
Condition
for
executing
the
delegated
authority
was
that
the
specific
shelter
meet
applicable.
Zoning
bylaws
I
was
explicit.
The
233
Carlton
does
not
meet
that
position.
The
admin
application
to
the
committee
of
adjustment
has
been
submitted.
The
city
manager
was
ultra
vires
of
the
delegated
authorities.
Where
didn't
when
he
approved
the
project.
N
233
Carlton
should
have
been
filtered
out
for
consideration
as
a
possible
shelter
location,
as
there
is
no
certainty
that
the
landlord
will
prevail
at
sea
of
8
or
at
T
lab.
If
appealed,
many
questions
remain
unanswered
s.
Sha
had
authority
to
site
shelter,
services
anywhere
in
the
city,
then
why
are
they
opening
up
a
new
shelter
service
in
a
war
that
already
has
the
highest
concentration
of
shelter,
beds
and
local
service
programs
in
the
city
and
overwhelmed
with
lawlessness?
Why
not?
Because
of
relocating
respite
center
is
nearby
this
2.2
kilometers
Thank
You
Simon.
B
N
B
Thank
you.
Are
there
any
questions
for
the
speaker,
okay,
seeing
none.
Thank
you
very
much,
sir.
Okay.
Those
are
all
the
speakers
are
ahead
on
this
particular
matter.
We
will
now
invite
members
to
ask
questions
of
staff.
Will
start
visitors
visiting
members
first
counsel,
Wang
Tim.
Do
you
have
questions?
Yes,.
H
I
do
thank
you
very
much
mr.
chair
and
through
you
to
staff,
with
respect
to
the
report
that
you've
outlined
before
us.
It
seems
to
me
that
you've
identified
areas
that
where
the
new
shelter
model
site
siting
has
has
worked
well
and
then
there's
also
some
areas
of
improvement
that
have
been
identified
in
this
report.
Can
you
just
highlight
for
us
what
those
areas
improvements
are
and
what
type
of
adjustments
are
you
making
to
ensure
that
the
next
time
is
rolled
out?
It
you'll
actually
see
those
improve
they'll.
Those
improvements.
A
Yes,
in
the
evaluation
that
we
did
last
year,
we
identified
areas
that
we
could
improvements
in
the
shelter
sighting
process.
One
of
those
areas
was
greater
coordination
internally
at
the
city
in
terms
of
the
dissemination
of
information,
so
facilities
disseminates
information
when
they
purchase
a
building
which
is
separate
from
when
we
start
to
share
information
about
new
service.
So
that
was
one
area
that
we
can
see
some
clear
improvement.
We've
also
identified
the
need
to
engage
people
earlier
in
the
process.
Currently,
our.
A
Our
schedule
is
that
we
start
involving
people
about
six
months
ahead
of
the
opening,
and
we
need
to
do
that
earlier.
The
other
area
we've
identified
that
we
can
do
improvement
is
to
support
the
ongoing
engagement
in
communities.
So
there
is
a
need
for
community
liaison
committee
at
the
front
end
as
the
shelter
is
developed
and
opens
in
the
community,
but
we
also
want
to
provide
ongoing
support
to
the
operator
to
maintain
that
community
conversation
and.
H
The
fact
that
the
the
delegate
authority
form
that
was
posted
on
the
city's
real
estate
website
went
out.
First,
the
community
was
largely
taken
by
surprise,
but
the
new
enhancements
that
you've
just
described
are
they
being
accelerated
so
that
this
particular
location
and
this
community
is
gonna,
get
the
benefit
of
that.
A
Yes
councillor,
we
we
have
fast-tracked
some
of
the
community
engagement,
so
we
have
hired
third
party
community
facilitators
who
are
already
engaged
in
conversations
within
the
community.
We
have
an
electronic
newsletter
that
has
been
established
that
will
be
going
out
to
community
as
a
way
to
establish
some
communique.
A
H
Thank
you,
that's
very
helpful
and
then,
with
respect
to
how
this
service
is
being
cited
in
any
new
additional
services,
recognizing
the
service
density.
That
and
capacity
has
already
contained
in
the
Downtown
East.
How
will
the
service
coordination
be
improved,
moving
forward
in
terms
of
siting
new
services
or
perhaps
enhancements
to
service.
A
Yes
counselors,
so
we
will
need
to
be
very
coordinated
with
the
SDF
a
as
we
determine
whether
or
not
there
are
new
services
and
how
that
impacts.
The
Downtown
East
plan,
as
that
rolls
out
over
the
next
five
years.
We
did
look
for
a
location
within
the
vicinity
of
the
existing
location,
to
facilitate
service,
current
service
users
and
future
service
users
and
the
building
at
two
three
third
carlton
met
those
requirements,
but
we
do
recognize
the
need
to
provide
some
ongoing,
increased
support
and
coordination
between
our
two
divisions.
H
H
A
H
E
E
It's
just
about
the
community
liaison
committees
and
specifically
how
closely
you're
monitoring
them
I,
just
there
is,
was
one
that
was
established
through
City
Council
for
the
new
Salvation
Army,
hope
shelter
unless
they
fell
the
last
new
hopelessly
bill,
which
is
working
very
well,
but
somehow
it
seems
to
me
that
what
was
approved
by
the
city
isn't
the
carry
forward
committee
now
at
that
site.
Can
you
explain
how
that
could
happen.
A
A
A
E
It's
quite
explicit
and
that
didn't
take
place.
Then
we
agreeing
on
that.
I
will
agree
on
that.
Thank
you.
So,
if
I'm
to
ask
you
to
go
back
and
have
the
original
committee
considered
by
the
Salvation
Army,
is
that
something
that
you
can
do
because
they
are
funded
through
the
city?
Is
that
no
they're
part
of
our
shelter
system
is
that
right.
A
Yes,
so,
council,
my
my
understanding
that
when
the
CLC
was
reconvened
in
August,
the
agency
reached
out
to
the
people
that
had
typically
been
involved
in
the
CLC,
so
those
that
came
most
regularly
to
the
meetings
and
also
those
in
the
community
that
had
shared
new
new
concerns.
They
were
invited
to
the
meeting
in
August
and
that
group
decided
to
meet
thereafter
on
a
quarterly
basis.
But
it
is
possible
for
us
to
go
back
to
the
agency.
A
E
E
A
E
E
A
Draft
terms
of
reference
that
were
circulated
with
the
meeting
invite
in
January
are
a
draft
that
will
be
discussed
and
endorsed
by
the
committee
in
January.
They
are
not
they
are.
They
have
not
been
endorsed
or
approved
at
this
point
so
once
the
committee
has
had
an
opportunity
to
discuss
and
approve
and
make
changes
to
that
terms
of
reference,
then
that
will
be
the
new
sort
of
official
document.
There's
no
draft
pressure
well.
I
A
I
It
would
there
be
not
to
decide
today
but
conceivably
a
different
measurement
of
success,
such
as
we
have
fewer
people
who
are
homeless
each
month
or
each
month,
we're
able
to
transition
more
people
out
of
homelessness.
It
would
there
be
another
measurement
that
we
should
use
is
our
guiding
framework
for
how
we're
doing
on
this
file.
A
Yes
and
in
fact,
we're
working
on
those
now,
if
we
go
think
back
to
the
last
slide,
we
said
that
we
want
to
be
able
to
measure
homelessness
based
on
whether
or
not
it's
rare,
brief
and
non-recurring.
That
forms
a
great
basis
for
some
accountability
measures
that
we
should
be
reporting
on
to
know
if
people
are
any
better
off.
Okay,.
I
On
in
the
report,
you
spoke
a
little
bit
around
I
think
uncoordinated
access,
I
think
it
was
in
here
sort
of
the
process
by
which
we
are
working
to
identify
all
the
individuals
in
this
system
so
that
we
can
help
to
transition
and
ensure
it's
where
everything
non
reoccurring
so
of
the
8,000
or
so
people
who
are
homeless
or
in
our
system
tonight
and
the
27,000
or
so
who
went
through
our
system
last
year.
How
many
do
we
have
names
for
each
and
every
person
do
we
know
who
they
are?
A
So
through
the
chair,
we
have
a
shelter
management
information
system
that
all
of
the
shelters
across
the
sector
use
and
that
records
it's
sort
of
a
bed
management
system.
At
the
moment,
it
records
basic
information
about
everybody
that
is
using
the
shelter
so
their
age,
their
name,
their
gender,
their
length
of
stay.
What
we're
trying
to
do
through
coordinated
access
is
develop
more
robust
information
tool,
where
we
in
fact
know
more
about
that
person
and
more
about
what
that
person
needs
to
be
successfully
housed.
A
I
A
Correct,
most
of
that
would
be
sort
of
individual
Case
Files,
that
staff
have
at
different
shelters,
but,
as
we
know,
people
use
different
services,
and
so
the
ability
to
have
sort
of
one
central
piece
of
information
on
each
person,
as
opposed
to
little
bits
across
the
system,
would
be
extremely
helpful.
Okay,.
I
I
A
It's
a
little
bit
of
mixed
definition.
We
include
people
who
have
been
homeless
for
six
months
or
more.
We
also
include
people
who
have
had
180
days
of
homelessness
in
the
last
year,
because
often
people
experience
episodic
homelessness,
where
they're
in
and
out
of
our
shelter
system-
and
we
don't
want
to
discount
that
as
also
being
extremely
difficult
for
people
do.
I
A
I
A
Counselor,
yes,
we
absolutely
can
I
think
it's
a
problem
that
SSA
J
and,
in
fact
the
City
of
Toronto,
cannot
do
on
our
own.
There
are
reasons
why
people
are
experiencing
homelessness,
especially
long-term
homelessness
is
very
complicated.
We
do
need
the
support
from
other
orders
of
government
and
we
need
to
make
sure
that
we
are
focusing
on
the
long-term
and
upstream
solutions,
while
also
trying
to
take
care
of
the
immediate.
But
if
we
ignore
those,
we
will
continue
to
have
a
growing
number
of
immediate
needs
with
no
end
in
sight.
Thank.
J
You
mr.
chair,
through
the
chair,
by
the
way,
it's
a
very
nice
report
and
nice
presentation
on
page
five
of
your
report,
it
says
about
the
you-
have
currently
planning
seven
new
shelter
sites
outside
the
downtown
core
and
includes
four
in
Scarborough
one
in
the
typical
and
two
in
North
York.
Are
these
sites
are
up
and
running
or
what's
the
timeline
for
that.
J
A
A
So
it's
formed
at
the
beginning
of
shelter,
siding
with
the
help
of
our
third
party
facilitator,
the
operator
who
is
going
to
operate
the
program
and
also
in
consultation
with
the
local
councillor.
So
we
typically
ask
questions
about
who
are
the
key
stakeholders
in
the
community?
Is
there
a
BIA?
Is
there
a
Residents
Association
who
are
the
key
business
leaders,
thought
leaders
in
the
community
and
try
to
make
sure
that
those
people
are
engaged
in
the
community
liaison
committee?
Would.
A
J
Like
you
know,
when
we
form
committees
in
city
in
the
city,
we
have
we
throw
into
the
diversity
component
to
it.
So
also
on
your
presentation,
you're
mentioning
about
public
awareness
campaign,
I'm,
just
wondering
whether
you
have
any
consideration
in
giving
the
diversity
of
people
that
don't
speak.
The
language
English
language
in
Toronto,
whether
these
public
awareness
campaign
are
being
with
with
different
languages
again.
A
Councillor
excellent
point:
we
are
looking
at
having
the
materials
that
we
distribute
translated.
We
are
lucky
enough
to
have
a
really
diverse
workforce,
and
so
as
we're
thinking
about
the
public
engagement
opportunities
like
going
to
community
festivals,
public
spaces,
we'll
also
be
paying
attention
to
what
is
the
demographic
in
that
community
and
trying
to
ensure
that
we
have
that
representation
in
the
staff
that
will
be
attending
so.
J
K
You,
mr.
chairman
and
very
eye-opening
presentation,
to
say
the
least,
you
know
page
554
increase
in
four
years
is
staggering.
I,
look
at
the
the
next
page
on
page
six,
where
the
most
shelter
beds
per
capita
in
Canada,
and
we
have
this
information
request
across
the
country
and,
if
I
add
up
Hamilton,
Peel,
Region,
Durham,
New,
York
and
halt,
and
that's
125
beds
altogether
compared
to
our
249
on
this
information
and
data
that
we
have.
Are
we
just
is
this
just
for
Toronto?
Are
we
looking
more
as
a
region?
K
A
K
Just
when
you're
saying
we're
collecting
data
now
on
where
these
people
are
coming
from-
and
you
know
and
I
have
talked
to
a
number
of
people
over
the
years
that
coming
from
Sudbury
to
come
down
here,
looking
for
work
or
coming
from
Hamilton
and
they
kind
of
have
like
they
don't
find
work
and
they
end
up
in
our
in
our
system.
I
also
heard
a
story
of
work,
one
of
municipalities
around
us.
Somebody
went
for
service,
they
didn't
have
it,
they
put
them
in
a
cab
and
sent
Toronto.
K
So
that's
putting
a
tremendous
amount
of
pressure
on
the
council
wrong,
Tambora
and
council
crushes
word
that
they
seem
to
gravitate
to
downtown.
Are
we
working
with
other
municipalities
to
find
out?
You
know?
What
do
they
build?
Are
they
building
more
beds
or
they
just
send
anybody
to
Toronto?
Well.
A
As
as
slide
7
shows,
there
has
been
very
little
to
none
service
growth
in
those
communities.
We
are
thinking
in
terms
of
a
regional
strategy
to
homelessness
where
we're
looking
to
engage
the
provincial
government
around
those
discussions
as
well
to
ensure
that
there's
some
expectation
for
our
regional
partners
to
provide
service.
But
you
are
right.
There
is
an
increasing
number
of
stories
where
people
are
arriving
at
our
services
having
been
put
in
transportation
by
either
a
health
care.
A
K
A
I
can't
tell
you
where
they
would
get
that
information.
I
do
know
there
are
multiple
information
sources,
so
all
of
our
information
is
on
the
website.
We
advertise
our
central
intake
function.
Our
referral
function
that
2129
Peter
Street
as
a
place
where
people
can
walk
in
and
get
a
referral.
That
is
a
place
where
a
lot
of
people
are
sent
directly
to
129
Peter
Street
in
in
an
effort
to
find
a
shelter
referral.
So.
K
K
I
know
you
know
that,
but
I
mean
we
says
that
those
talks
started
with
the
province
and
Neil
and
I
was
very
surprised
to
you
you're
your
number
that
I
think
they
leave
the
shelter
after
three
months,
I
figure
what
the
percent
that
was
kind
of
encouraging,
but
do
we
know
where
they're
going
I
mean
we
that
person
I
talked
to
came
from
Sudbury,
you
know:
can
we
work
to
get
them
back
home
to
subway
or
back
to
Hamilton?
You
know
to
get
them
back
home.
Yes,.
A
So
I
mean
that's
an
one
of
those
options
that
we're
using
around
the
common
assessment
tool
is:
is
there
an
opportunity
for
family
reunification?
Is
there
an
opportunity
to
connect
them
back
to
it?
They're
you
know
home
community,
so
those
are
definitely
things
that
we're
trying
to
do
to
build
into
our
system
to
relieve
some
of
the
pressure.
A
The
the
city
of
Toronto
is
very
interested
in
a
regional
response,
there's
not
as
much
interest
from
our
regional
partners
at
this
point,
but
we
are,
you
know,
encouraging
them
to
come
to
the
table,
and
certainly
it
has
been
an
ongoing
request
at
the
province
for
them
to
consider
this.
A
regional
issue,
especially
as
much
as
people
travel
throughout
the
region,
is
the.
B
H
H
So
I
want
to
thank
you
for
that,
and
also
just
to
recognize
that
I
know
that
you're
doing
a
phenomenal
amount
of
work,
given
the
resources
and
and
the
and
the
social
demands
are
out
in
the
community
and
I
do
recognize
that
you
are
doing
the
very
best
you
can
to
to
make
sure
that
the
the
shelter
facilities,
or
perhaps
respite
SAR,
literally
across
the
city,
so
that
people
don't
have
to
travel.
You
know
you
know
dozens
of
kilometres
to
get
a
help.
H
They
can
probably
be
able
to,
at
some
point
be
able
to
get
a
services
in
their
own
communities
and
stay
connected
to
the
social
and
family
supports.
So
I
just
want
to
recognize
that
that
is
the
work
that
you
are
doing
and
I
don't
want
to
take
anything
away
from
that.
The
the
sighting
of
the
233
Carlton
drop-in
I
know
that
that
we
have
gone
off
on
the
wrong
foot.
Let's
just
say
it
that
way:
I'm
fairly,
confident
that
we
can
probably
be
able
to
get
back
on
the
right
path.
H
H
Is
safety,
and
this
is
not
a
community,
that's
not
urbanized,
or
that
don't
they
don't
understand
that
that
that
that
poverty
is
is
is
is
not
a
very
attractive
thing.
They
certainly
do
get
that,
but
just
because
they
haven't
had
a
really
rough
summer
and
a
few
rough
years.
This
has
just
been
a
bit
of
a
surprise
to
them,
so
we'll
work
with
them
to
sort
through
some
of
those
existing
challenges
and
concerns
to
hopefully
land
in
a
four
door
facing
direction
that
will
be
good
for
everyone.
H
I
do
want
to
say
something
about
the
overall
process
of
siting,
new
facilities
and
services
and
the
Downtown
T's
I
think
we
all
know
the
statistics
you
folks,
just
by
way
of
coming
to
work
to
City
Hall.
You
will
have
crossed
our
threshold
of
many
neighborhoods
and
you
can
see
the
despair
and
the
decay
that
sadness
seems
to
be
mounting
on
our
streets.
People
have
no
spaces
to
go
to,
and
so
there
will
always
be
a
need
for
emergency
shelters.
H
Well,
we
haven't
done
very
well,
probably
is
give
them
a
pathway
out
of
homelessness
and
which
is
I
think
vitally
important
as
we
begin
what
I
hope
to
be
this
new
chapter
of
a
renewed
dialogue
with
the
federal
government,
who
seems
very
keen
to
come
to
the
to
address
this
issue
by
way
of
even
having
a
national
housing
strategy?
Is
it
fully
funded?
Is
it
operational,
we'll
work
out
the
detail,
but
at
least
they're
at
the
table
and
they're
talking
to
us
I'm,
very
encouraged
by
that?
H
What
I'm
and
I
think
that
there
has
been
some
movement
even
at
the
province
with
the
the
housing
benefit?
This
is
not
an
insignificant
amount,
but
the
details
are
still
left
to
be
sorted
out
and
we
won't
know
how
it
works.
We
won't
know
who's
gonna
qualify
until
after
they
passed
the
provincial
budget
in
April,
and
then
it
goes
to
the
service
managers
across
the
province.
So
I
think
we
need
to
get
really
clear
about
what
we
want
that
Housing
Benefit.
H
To
do
so,
we
can
actually
get
people
keep
people
housed,
but
also
to
move
people
out
of
shelters
into
permanent,
a
form
of
supportive
housing,
transitional
homes
or
permanent,
deeply
affordable
social
housing.
So
the
continuum
of
housing
has
got
to
be
there
in
the
pleura
that
we
need
the
variety
of
it,
but
we
cannot
ease
up
on
the
pedal
right
now.
I
think
that
we've
done
a
fairly
good
job
of
just
pushing
forward,
saying
we
need
more
more
more,
but
I
would
not
rest
on
our
laurels.
H
Even
if
you
hit
that
1,000
shelter
beds,
because
the
demand,
unfortunately
the
tsunami
effect,
is
still
coming
and
because
the
biggest
challenge
in
one
of
the
biggest
challenges
we
have
in
the
core
of
the
city
and
actually
in
in
Toronto,
is
we
don't
have
regional
coordination
and
by
way
of
not
having
regional
coordination,
Toronto
is
always
going
to
bear
the
brunt
of
the
the
download
of
a
from
across
the
province.
So
these
stories
that
you
know
councillor
Grimes,
may
have
heard,
and
certainly
I've
heard
them
all
over
Georgia
story
with
Seton
House.
H
I
And
I
have
a
motion
if
it
can
be
placed
on
the
screen
which
is,
and
it's
being
advanced
circulated
to
direct
our
deputy
city
manager
in
consultation
with
SSA
JSDF,
a
the
Housing
Secretariat
and
TCH
C
to
report
back
on
the
steps
required
to
end
chronic
homelessness
and
I
articulate
some
of
the
information
I
think
is
required.
As
part
of
that,
let
me
begin
first
of
all
by
thanking
our
staff
in
shelter,
support
and
housing
administration.
I
I
We
do
all
of
that
combines
to
put
exceptional
strain
on
our
system
and
on
our
eye
on
our
emergency
response
system,
which
is
what
the
shelter
system
is
and
we've
seen
in
recent
years,
a
near
doubling
in
funding
and
capacity
and
a
I
would
say
impressive
move
to
get
those
thousand
new
beds
open
and
so
I
want
to
commend
and
thank
our
staff
for
that
hard
work.
The
impetus
behind
my
motion
here
is
not
withstanding
that
exceptionally
hard
work.
I
do
believe
that
we
need
a
bold
rethink
when
it
comes
to
homelessness
in
our
city.
I
What
is
the
goal?
Is
the
goal
to
ensure
that
we
have
a
90%
capacity
rate
for
people
to
access
a
shelter
or
is
the
goal
to
end
chronic
homelessness
so
that
when
people
enter
our
shelter
system,
as
our
staff
have
said,
it's
rare,
it's
brief
and
it's
reoccurring.
What
is
the
goal,
and
how
do
we
define
that
metric
for
success?
Is
it
on
a
monthly
basis
how
many
people
are
homeless
or
how
many
people
we
transitioned
out
of
homelessness
again
or
is
it
an
entry
point
into
a
shelter?
I
We
also
on
a
second
point,
need
a
pathway
out
of
that
system,
and
then
I
would
say
on
a
third
pillar
here
is
we
need
a
citywide
focus
on
that
23
percent
of
people
who
are
living
in
shelters,
the
chronic
homelessness
in
the
five
plus
years
I've
been
here,
we've
doubled
capacity
with
hard
work
and
deep
care
and
compassion.
It
seems
to
me
that
this
situation,
notwithstanding
that
working
compassion,
has
got
worse,
not
better
we're
spending
a
quarter
of
a
billion
dollars
a
year
on
a
shelter
system
and
so
I.
I
Don't
think
we
need
to
reinvent
the
wheel
here
when
it
comes
to
chronic
homelessness.
We
just
have
to
look
to
other
jurisdictions
in
Canada,
Edmonton,
Hamilton,
Medicine
Hat,
other
countries
Finland
for
example,
and
I-
have
lots
of
ideas
as
do
staff,
whether
it's
coordinated
access
in
the
data
model
around
it
interdivisional
and
intergovernmental
coordination,
a
capital
budgeting
model
whereby
you
always
the
ratio.
I
You
are
investing
more
in
your
prevention
and
solutions
than
you
are
in
your
emergency
response,
and
so
I
was
simply
close
by
saying
that
our
staff
have
done
tremendous
hard
work
and
I'm
deeply
grateful
to
them.
I
think
they
have
shown,
as
had
this
committee
in
this
chair,
in
particular,
deep
compassion,
but
when
it
comes
to
chronic
homelessness,
we
need
a
big
rethink
and
I'm
committed
to
being
part
of
that
piece
of
work
with
this
committee.
Thank
you
thank.
K
You,
mr.
chairman,
my
friend,
councillor,
kress,
see
after
one
a
you've
got
one
and
two:
would
you
consider
friendly
amendment
after
Toronto
patron,
oh
and
the
GTA,
and
then
number
two
Toronto
in
the
GTA
I,
wouldn't
mind
seeing
those
numbers
broken
out
for
Toronto,
but
also
on
your
talk
about
the
region
and
nice
to
have
those
numbers
what's
happening
around
so
Toronto
and
the
GTN
both
of
those.
I
K
I
O
B
J
Right
first,
first
of
all
gain
thanks
for
the
good
report
and
the
good
work
that
staff
has
been
doing
and
I
here.
I
go
again
is
about
the
most
vulnerable
people
they
make.
The
mother
tongue
might
not
be
English
and
I
think
you
know,
there's
a
huge
amount
of
those
kind
of
people
out
there
that
we
need
to
cover
and
I
think
we
need
to
be
more
detailed
in
in
addressing
the
language
issue
as
well
as
the
diversity
issue.
So
basically
is
as
read
and
questions.
D
Friendly
amendments,
all
around
I'm
thinking
in
terms
of
the
experience
I'm
having
setting
up
one
of
these
committees
right
now
with
the
facility
and
I.
Don't
usually
add
this,
but
I'm
going
to
in
this
case
include
a
diversity
component
component
in
the
membership
of
the
liaison
committee
in
consultation
with
the
local
counselor,
because
what
I
don't
want
to
see
is
just
a
superficial.
Let's
find
somebody
from
an
agency
and
fill
a
slot.
It
should
be
about
diversity
because
it
is
needed,
within
this
particular
site.
D
B
Okay,
just
thank
you.
I
just
want
to
thank
staff
and
we've
had
discussions
on
this
particular
matter.
I
asked
for
this
report
to
come
forward,
I'm
delighted
that
it's
actually
here
it
identifies
a
number
of
critical
issues
and
so
on.
It
also
talks
about
the
pathway
that
staff
is
actually
utilizing
in
order
to
address.
As
we
all
know,
a
very
fundamental
problem.
B
B
I
know
the
mayor's
office
has
just
released
a
statement
on
this
issue
and
it's
and
I
support
the
comments
that
Ari
made
by
the
mayor's
statement
about
the
need
for
other
levels
of
government
also
to
assist
if
a
part
of
a
conversation
that
we've
had
here
this
morning
speaks
to
the
regional
necessity
to
address
these
problems.
Calso
crimes
identify
the
fact
that,
and
we've
all
heard
the
stories
about
people
being
put
in
in
taxis
or
being
driven
to
our
facilities,
because
we
have
the
ability
to
address.
B
We
are
trying
to
address
this
issue
wholeheartedly
and
in
a
in
a
wholesale
manner,
whereas
others
are
not
necessarily
doing
what
we're
doing
so
they're
moving
their
people.
Here
we
have
folks
who
are
in
need
we're
spending
in
an
or
a
large
amount
of
money
on
this
particular
issue
and
clearly
we
know
we're
not
there.
Yet.
We
still
have
challenges.
There
are
still
people
who
are
suffering
people
who
are
dying
in
so
on,
and
it's
not
lost
on
any
one
of
us
we're
all
very
concerned
about.
B
What's
going
on,
what's
taking
place,
we're
all
looking
at
ways
and
means
that
all
of
our
respective
wards
and
our
communities
can
also
obviously
play
a
role
in
addressing
these
issues.
The
points
been
made
about
some
areas
of
the
community
where
there
is
an
inordinate
number
of
facilities
in
those
specific
areas
and
the
pressure
that
it's
actually
causing.
We
get
that
as
well
in
an
attempt
to
try
to
deal
with
this
particular
issue.
B
B
Mister
darden,
the
team
for
the
work
that
they're
doing
and
the
care
that
they're
giving
and
the
to
this
very
important
issue
and
the
attention
that's
being
focused
on
and
so
on,
and
that
the
point
has
been
made
about.
You
know
the
23%
that
are
obviously
chronically
exposed
to
homelessness
and
so
on.
What
do
we
do
about
that?
How
do
we
do
this?
How
do
we
help
this
group
of
people
I?
B
Think
if
you
look
at
the
charts
and
so
on
you
see,
though,
that
there's
a
lot
of
good
work,
that's
being
done,
people
are
on
there
getting
into
our
system,
they're,
staying
for
a
shorter
period
of
time,
we're
helping
them
with
housing
and
so
on.
So
it's
not
like
nothing
is
being
done.
I
do
get
to
places
in
the
city
where
people
look
at
me
and
tell
me
nothing
is
being
done
for
homelessness
and
so
on
and
I
start
to
help
them
to
understand.
B
At
the
end
of
the
conversation
they
say
to
me,
I'm,
sorry,
I,
didn't
know,
and
part
of
the
issue
for
us
is
that
we
have
to
also
communicate
of
what
we're
doing,
and
so
it's
not
a
you
know
a
situation
where
we're
trying
to
fight
anybody,
we're
trying
to
fight
for
people
to
help
them
and
I.
Think
all
of
us
are
mindful
at
that
particular
fact.
We
do
want
to
help
it's
it's
the
humanity
in
in
in
in
all
of
our
psyche.
B
If
you
will
that
we
need
to
make
sure
that
we
understand
and
and
and
the
impact,
and
we
don't
want
any
more
people
dying
on
our
streets
at
all.
We
want
to
be
able
to
help
people
and
it's
it's
it's
something
that
is
it's
an
all
of
us
and
the
leadership
of
the
mayor
and
others
and
so
on
to
help
us
and
so
again
thank
the
staff
for
this
report,
and
we
continue
to
work
to
address
this.
This
issue.
We
have
a
number
of
motion.
We
have
a
motion
by
councillor
Cressy
we'll
take
that
motion.
B
B
B
B
E
Where
did
volunteering
there
about
20
years
ago?
We
were
really
really
busy
if
we
served
60
families
in
a
week.
Now
we
provide
food
for
about
250
families
every
week
that
consists
of
three
hundred
and
eighty
adults
and
140
children.
This
translates
to
about
25
thousand
visits
in
a
year.
Our
boundaries
are
from
Danforth
to
the
lake
and
from
Woodbine
to
Greenwood.
However,
we
don't
rigidly
enforce
our
boundaries,
we
serve
people
of
all
ethnicities,
all
abilities,
all
genders
and
all
ages.
60%
of
our
clients
are
single.
E
The
food
bank
has
no
paid
staff
and
is
supported
by
Daily
Bread
Second
Harvest,
the
church's
congregation
and
the
local
community,
we're
lucky
to
have
the
assistance
of
over
35
volunteers.
In
the
last
year,
they've
spent
over
7,000
hours,
giving
out
more
than
three
hundred
and
fifty
five
thousand
pounds
of
food
worth
over
five
hundred
and
fifty
thousand
dollars
during
food
bank
hours.
We
host
a
drop
in
pastries
cereal,
hot
and
cold
drinks
are
offered
in
the
morning.
In
the
afternoon
we
offer
snacks
and
hot
and
cold
drinks.
E
We
also
host
a
monthly
community
dinner
serving
over
a
hundred
people,
while
the
food
bank
provides
groceries,
we
don't
have
the
time
or
the
resources
to
provide
other
services.
This
is
where
the
food
hub
steps
in
over
the
past
year,
they've
offered
community
meals,
cooking
courses
with
a
following
meal:
gardening
courses
with
a
communal
harvest
and
a
weekly
good
food
market.
During
the
past
election,
the
food
hub
also
offered
a
desserts
and
democracy
workshop,
which
let
clients
connect
with
the
candidates
in
person
and
advised
clients
on
how
and
where
they
could
vote.
E
All
this
activity
has
made
the
formerly
very
quiet,
church,
much
more
viable
and
turned
it
into
a
viable
excuse
me,
a
vibrant,
neighborhood
at
asset
I'm,
also
part
of
the
food
hubs
partner
table
through
the
hub
we've
become
more
connected
with
other
groups
and
organizations
in
the
community.
We've
found
partners
who
assist
us
with
food
donations
and,
in
addition,
we've
found
partners
who
will
accept
leftover
perishables,
preventing
usable
foods
from
going
into
the
waste
system.
E
B
B
K
P
So
what
this?
What
we've
done
over
the
past
year?
I
need
to
go.
The
model
neighborhoods
across
Toronto
have
churches
that
are
at
risk
of
closing
down
being
sold
off.
These
are
vital
community
assets
and
we've.
Another
concurrent
problem
of
food
security
in
Toronto
food
is
becoming
more
and
more
expensive
and
unaffordable.
That
impacts
us
everywhere
all
walks
of
life.
So
the
idea
is
the
food
hub
is
spurring
community
gardens
farmers,
markets,
more
fresh
food,
it's
taking
champions
and
influencers
in
the
neighborhood
and
given
the
platform
to
continue
doing
this
work.
P
So
we
ask
ourselves:
can
cities?
Can
we
work
together
with
partners
from
the
community
to
save
this
church,
while
creating
a
new
model
for
food
security
we
transported
across
a
city
in
other
neighborhoods?
What
really
emerged
from
a
year
of
work
is
an
expansive
vision
for
neighborhood
food
hubs.
Look
responsive
community,
driven
models
that
fuel
the
creation
of
community
gardens
food
sharing,
cooking
and
preserving
fresh
food
markets.
It's
a
supporter
of
entrepreneurs
who
want
to
start
new
food
businesses.
They
can
use
that
uses
kitchen
and
use
the
space.
P
So
what
are
we
actually
done
over
the
past
year?
Well,
we've
recruited
15
partners
from
the
communities
to
join
the
food
hub
to
help
guide
it
and
advise
it.
We've
delivered
over
30
food
programs
activities
over
300
attendees.
We
collaborate
host
a
night
market
which
raised
over
three
thousand
dollars
that
we
use
to
start
a
fresh
food
market
that
kurz
during
the
food
bank.
This
provides
incredibly
affordable,
fresh
vegetables
for
those
of
the
game,
mostly
canned
frozen
goods
from
that
Food
Bank.
It
is
all
run
by
volunteers.
P
Over
the
past
three
months,
they've
sold
over
1,500
pounds
of
fresh
vegetables
and
this
market
sold
out
every
single
week
is
now
run
by
those
volunteers.
We
gave
the
actual
place
a
facelift
as
well.
We've
renovated
the
entire
place,
we've
fixed
up
the
kitchen,
and
all
this
was
done
through
donations
and
partnerships.
P
So,
if
we've
learned
anything
over
the
past
year
of
working
in
this
space,
we've
learned
it.
The
vision
of
the
neighborhood
food
hub
is
was
profound
as
a
library
in
every
neighborhood,
all
the
work
that
we've
done
has
been
through
people
who
were
grasping
this
vision
and
contributing
their
time
money
and
resources
to
make
these
things
happen.
So
we
could
never
have
gotten
here
if
it
wasn't
for
that
passionate
community.
P
What
we
have
in
store
for
the
next
six
months
is
to
continue
this
work,
but
develop
revenue.
Generating
programs,
for
example,
will
be
of
helping
people
who
want
to
start
a
new
business
in
a
farmers
market
or
a
fresh
fruit
market
work
in
our
kitchen
for
free,
and
then
they
can
learn
how
to
cook,
get
those
to
get
certification
and
go
out
and
actually
do
it
themselves.
So
it's
really
to
be
an
absolute
cliche,
we're
replacing
fish
with
fishing
rods.
P
How
can
we
turn
food
banks
in
these
churches
across
the
city
into
community
food
hubs
that
empower
people
to
take
control
their
own
foods?
We
have
two
huge
problems
right
now,
which
is
climate
and
instability
in
our
food
system
is
making
food
more
expensive
every
single
year.
We
need
to
develop
a
way
for
people
to
control
their
food
system
themselves
and
work
together
and
build
communities
around
that.
It's
really
been
a
year
of
victories
and
failures,
dead
ends
and
awesome
innovations,
but
what's
come
around.
P
Is
this
new
concept
for
a
neighborhood
food
hub
that
people
are
earnestly
believing
in
at
the
end
of
the
six
months?
We
believe
we'll
have
a
model
that
we
need
export
to
neighborhoods
and
rewards
across
the
city.
We
all
have
churches
that
are
at
risk
or
community
buildings
at
risk,
and
we
all
have
people
in
our
neighborhoods
that
are
hungry.
We
take
these
two
problems
and
have
them
work
together,
and
that's
what
we're
doing.
Thank
you
so
much
your
time.
B
Q
Good
afternoon
economic
and
Community
Development
Committee.
Thank
you
very
much
for
your
time.
I
know
it's
lunch,
so
I'll
keep
this
really
nice
insurance.
My
name
is
Deirdre
barrack
and
I.
Am
the
executive
director
of
the
Leslie,
ville
farmers,
market
and
I'll,
be
speaking
on
behalf
of
the
market.
The
Leslie
ville
farmers
market
began
in
2011
as
a
small
little
market,
and
now
we
are
one
of
the
largest
markets
in
the
city.
We
have
over
40,000
visitors
a
year
and
we
host
more
than
150
vendors
in
this
past
year.
Q
The
market
is
more
than
just
its
numbers.
We
also
provide
a
platform
for
new
food
businesses
in
the
city,
a
learning
and
activity
space
for
children,
as
well
as
providing
a
space
to
enjoy
the
emerging
arts
and
culture
that
the
city
has
to
offer.
This
past
year,
the
Leslie
Bill
farmers
market
had
the
pleasure
of
partnering
with
the
neighborhood
food
hubs
in
what
we
consider
a
mutually
beneficial
collaboration
of
to
community
organizations,
making
positive
changes
on
a
neighborhood
level.
Together
we
have
made
connect
and
relationships
with
local
groups.
Q
We
otherwise
would
not
have
without
each
other,
and
we
furthering
our
impact
in
our
community,
for
example,
as
a
means
to
reduce
food
waste.
We've
had
a
few
farmers
donate
excess
food
from
the
market
to
the
neighborhood
food
hub
to
use
in
our
food
accessibility
workshops
put
on
by
the
Leslie
Belt
farmers
market
at
the
food
hub.
Q
These
workshops
were
known
as
growing
together
and
eating
together,
and
they
were
eight-week
workshops,
complementary
programs
for
the
community
to
learn
how
to
grow
produce
in
their
backyards,
as
well
as
in
community
gardens
and
balconies,
and
learn
how
to
prepare
those
dishes
influenced
by
what
we
and
we
later
used
to
eat
together.
As
one
big
group
at
a
table
together,
we
also
raised
six
thousand
dollars
at
our
annual
night
market
fundraiser,
as
Daniel
mentioned,
three
thousand
of
which
went
to
the
Leslie
ville
farmers,
market,
children's
activities
and
programs.
Q
While
the
remaining
three
thousand
went
to
the
neighborhood
food
hub
food
accessibility
programming,
our
partnership
has
brought
together
many
local
services
with
local
service
providers.
I'm
excited
for
the
potential
many
other
farmers
markets
across
the
GTA
to
experience
a
part
of
reflect
a
replicable
food
hub
model
like
this.
Thank
you,
I
thank.
B
You
very
much
your
presentation.
Are
there
any
questions
for
Miss
America?
Okay,
seeing
none!
Thank
you
on
the
item.
All
those
in
favor
pose
that's
carried.
Thank
you
members.
We
are
now
moving
to
the
next
item,
which
is
EC
11.4
investment,
employment
training
as
part
of
the
region
park,
social
development
plan.
The
first
speaker
is
Miguel
Vela
Velarde
region,
Park,
Neighborhood
Association.
Mr.
Vila.
B
R
Thank
you.
Thank
you
for
the
opportunity
to
address.
In
2020,
the
federal
government
government
have
invested
1
billion
dollars
in
in
region
per
colonial
in
the
last
10
years,
so
this
number
582,
num
employment
opportunities
created,
is
very
low
compared
to
the
investment
on
the
buildings.
We
have
a
social
development
plan
that
is
part
of
the
budget,
and
we
just
found
out
today.
R
Aside
from
that,
the
community
or
region
Park
has
been
very
active
for
them.
In
that
regard,
we
have
been
in
touch
with
Toronto,
Community,
Housing
and
the
brilliant
part
neighbor
Association,
because
we
are
a
very
active
community.
We
understand
that
we
are
selecting
a
developer
for
phases,
4
&
5,
so
we
are
not
happy
with
the
results
of
these
five
hundred
and
eighty-two
jobs
created
in
the
last
ten
years,
see
note
that
we
have
a
poverty
reduction
strategy
that
was
funded
by
the
city
in
the
year
2015
created
by
former
councillor
PI
McConnell.
R
Unfortunately,
the
numbers
are
very
depressing.
We
only
have
three
fifty-five
jobs
according
to
this
report
on
page
number
five,
so
the
community
has
reached
out
to
the
community
benefits
Network,
who
are
helping
us
to
develop
the
first
ever
community
benefits
agreement
with
Toronto
Community
Housing,
and
we
had
to
see
stuff
to
see
a
staff
from
community
housing
present
today,
because
we
want
to
remind
them
that
we
are
waiting
for
them
to
get
to
you
know
if
we
have
accepted
our
community
priorities
report
we
want.
R
We
want
to
know
if
they
are
really
serious
to
want
to
understand
how
important
is
to
create
meaningful
jobs
in
the
community,
because,
as
you
are
aware,
July
the
4th
we
we
lost
a
member
of
the
community
here
during
the
fall.
We
have
a
vigil-
and
we
remember
that
how
disappointing
is
that
we
don't
have
jobs
for
our
members
of
our
community
and
manager.
Hart
could
be
alive
today
and
we
have
more
job
opportunities
that
are
meaningful
and
direct
to
help
them.
So
we
continue
investing
in.
R
We
want
to
request
to
continue
investing
in
schools
in
our
community,
not
for
police.
That
is
the
message
always
from
the
community,
but
I
don't
know
who
once
raised
all
over
now
there.
The
city
seems
not
to
understand
this
problem,
that
violence
is
related
to
poverty.
Poverty
in
our
community
is
40
percent,
so,
regardless
of
what
we
are,
we
are
promising
by
this
as
the
FA.
Our
community
believes
that
a
community
benefits
agreement
signed
with
Toronto,
Community
Housing
and
the
future
developer
of
phases.
R
R
Sorry
I
have
any
probably
my
computer
today,
I'm
very
sorry,
but
the
invitation
was
to
ask
me
your
Tori
to
come
to
our
community
meetings,
so
we
can
explain
to
him
voice
become
our
community
benefits
agreement
that
will
help.
Residents
are
required
to
achieve
meaningful
work,
employment
and
not
to
miss
another
member
of
a
committee
due
to
camp
violence,
and
we
have
to
invest
in
our
communities,
not
in
policing.
Thank
you
very
much.
Thank
you
very
much.
Mr.
S
You
counselors
I
wanted
to
start
out
by
first
talking
about
the
goal
of
this
committee.
The
goal
of
this
committee
understand
says
the
economic
and
Community
Development
committees.
Primary
focus
is
social
cohesion
and
the
economy
with
a
mandate
to
monitor
and
make
recommendations
on
strengthening
communities,
neighborhoods
and
the
economy.
S
You
don't
get
a
lot
of
opportunities
to
strategically
think
about
where
to
mete
out
your
goals
and
the
best
way
to
fulfill
your
goals
is
to
match
it
with
the
your
resources
that
you're
thinking
about
so
interestingly,
we
are
in
a
budget
cycle,
and
this
is
the
opportunity
where
the
goals
of
the
committee's
and
the
goals
of
the
city
overall
meet
with
the
resources
that
they're
willing
to
allocate
as
Miguel
had
showcased.
We
have.
We
are
an
active
community.
S
This
active
community
is
not
by
accident,
it's
actually
with
the
investments
that
you've
already
done
beforehand
in
your
TSN
2020
strategy,
you've
outlined
three
main
ideas,
which
is
to
activate
people
to
activate
resources
and
to
activate
neighborhood
friendly
policies.
That
strategy
has
the
heart
of
the
work.
That's
been
happening
in
Regent
Park
through
the
stakeholders
table,
which
is
one
of
the
neighbourhood
planning
tables
that
come
off
of
that
strategy.
Regent
Park
has
been
activated.
S
We
are
working
on
important
projects
in
the
neighbourhood
that
relate
to
policy
and,
as
many
of
you
know,
one
of
the
great
achievements
of
this
committee
and
last
year
was
the
pilot
for
with
Parks
and
Rec
for
the
learn
to
swim
program.
Right
now
we
are
working
with
this
committee
and
SDF
a
for
a
longer
more
strategical
ask
which
is
to
resource
the
social
development
plan
of
Regent
Park.
The
original
social
development
had
75
recommendations,
but
there
was
no
resource
implications
for
those
recommendations.
S
Much
of
those
recommendations
were
left
to
service
providers
to
think
about
how
they
will
implement.
However,
with
the
new
social
development
plan,
what
was
put
into
it
was
strategical
thinking,
structure,
governance,
a
strong
governance
structure
and
financing
of
a
funding
aspect
that
funding
aspect
made
its
way
to
this
committee,
and
it
was
hoped
that,
through
conversations
in
this
committee,
it
could
be
resourced
in
the
2020
budget.
Much
of
that
work
would
be
social
development
and
social
cohesion
does
not
happen
by
accident.
S
It
has
to
be
worked,
it
has
to
be
coordinated
and
it
has
to
be
backed
up
and
supported
by
and
all
the
stakeholders
we
have
as
Miguel
talked
about,
we
are
working
with
Toronto
Community
Housing
to
secure
community
benefits
agreement
for
the
next
development.
If
you
look
at
the
resources
that
has
went
through
Regent
Park
the
last
year,
I
have
here
on
on
record
that
about
864,000
came
from
China
community
housing,
with
direct
investment
from
the
developer
of
two
million
dollars
and
indirect
investment
of
five.
S
If
you
look
at
the
total
investment
that
went
to
revitalization
is
about
eight
million,
but
in
comparison,
if
you
look
at
this
number
on
its
own,
it
seems
quite
impressive.
However,
noting,
as
my
history
teacher
told
me,
it
all
depends,
it
all
depends
is
they
are
on
on
context?
The
context
we're
talking
about
is
a
billion
dollar.
We
development.
Now,
when,
when
when
the
revitalization
was
created,
it
was
said
that
it
stood
on
two
legs.
The
first
one
was
physical
development.
The
second
one
was
a
social
development.
S
Now,
if
you've
spent
about
a
billion
dollars
on
physical
development
and
you've
spent
this
much
on
social
development,
this
would
be
about
at
zero
point:
zero,
zero,
eight
percent.
Now,
how
do
you
suppose
a
community
is
revitalized
if
one
of
its
legs,
it's
only
at
a
zero
zero
point,
eight
percent,
so
we
have
tough
decisions
to
make
I,
don't
envy
your
your
position,
because
you
do
have
to
consider
set
of
priorities
across
the
board.
However,
region
Park
is
a
crucial
element
to
that
vision,
because
a
lot
of
investments
is
going
through
it
and
you
do.
S
You
do
want
to
see
at
the
end
of
the
road
a
fully
realized
revitalization,
and
that
means
that
you
do
really
have
to
support
and
put
resources
and
activate
those
resources
for
region.
Part.
As
Miguel
had
said.
The
item
is
under
budget
committee
and
I
do
understand,
there's
a
whole
budget
process,
but
I
do
hope
that
your
goals
do
match
how
your
resource,
in
terms
of
community
benefits.
This
is
some
other
work
that
we
are
doing
with
Toronto
Community,
Housing
and
I
do
see
in
the
report
that
you
refer
to
a
community
benefit
liaison.
S
B
D
Only
gone
through
this
report,
but
you've
been
tracking
it
as
as
part
of
the
community
work
you're
doing
all
along.
So
we're
having
this
conversation
offline
just
yesterday,
and
we
started
talking
about
it
in
the
greater
context
of
how
we
do
social
development
plans
and
and
in
particular,
youth
and
and
then
started
relating
it
to
this
report.
D
We'd
be
better
off.
If,
if,
while
we
love
those
partners,
there
should
be
a
base
amount
that
we're
willing
to
spend
just
ourselves
with
City
dollars
so
that
in
the
years
where
they're
not
helping
out,
you
know,
politically
or
economically,
for
whatever
reason,
there's
still
a
steady
flow
going
into
that
community
from
city
funds.
Is
that
is
that
part
of
it
some
of
the
programs
we
go
in
and
it
and
it
talks
about
them,
indirect
investments,
program
program,
not
system,
but
program,
which
means
beginning
in
the
middle
and
then
and
end.
S
Of
this
investments
are
hard
to
track
and
what
we
need
is
very
much
coordinated,
piece
and
I.
Think
a
great
question
was
asked
by
our
councillor
who,
which
she
asked
and
said
who
does
who's
who's
responsible
for
social
development.
If
you
put
it
and
the
answer
that
was
given,
what's
SDF
a
SDF,
a
is
responsible
for
that,
and
what
that
means
is
that
the
City
Council
is
responsible
for
that
and
a
base
budget
for
Social
Development
is
necessary.
It
is
great
to
facilitate
conversations
with
other
levels
of
government
to
double
the
impact,
but
a
clarity.
S
D
S
S
It
was
trying
to
get
nine
cats
into
the
same
table
and
without
a
coordinator,
that's
impossible,
and
a
base
budget
for
the
action
plans
is
required
and
I
think,
given
the
level
of
investments
that
is
being
directed
in
the
neighborhood,
we
have
to
get
the
city
as
a
leader
in
it
as
well.
Okay,
thank
you.
That's.
B
T
Evening,
good
evening,
good
afternoon,
everyone,
my
name,
is
Willie
Kigali
I'm
with
the
Regional
Park
community
benefits
coalition
and
here
to
support,
not
just
the
request
that
was
made
by
the
previous
speakers,
shmeil
and
Miguel,
but
also
to
call
on
to
call
our
City
Council
to
action
by
working
with
all
levels
of
government
when
it
comes
to
investment
regional
park
and
specifically
the
housing
crisis.
So
I'm
going
to
start
off
with
a
couple
of
comments
as
context
and
then
I'll
probably
end
up
with
my
request.
The
context
is,
like
my
colleagues
said
earlier.
T
Because
what
we
don't
is
we
don't
want
Regent
Park
to
be
a
neighborhood
of
just
millionaires.
If
you
don't
live
in
Toronto,
Community
Housing,
and
if
you
don't,
if
you're
not
paying
rent,
you
basically
are
a
millionaire
and
what
we
hope
is
our
city
will
show
leadership
but
working
with
other
levels
of
government
to
make
sure
that
those
investments
are
made
now
I
am
happy
to
let
you
folks
know
that
the
residence
of
Regent
Park
have
been
very
engaged
through
the
community
benefits
effort.
T
We
had
hundreds
of
people
show
up
to
a
community
meeting
where
they
made
deprioritized
what
they
would
like
to
see
when
it
comes
to
investment,
and
that
is
how
development
shield
start.
It
should
start
from
communities.
It
should
start
from
residents.
It
shouldn't
start
from
developers
with
a
grand
plans
for
our
community,
which
is
sometimes
out
of
touch
when
it
comes
to
the
realities
of
folks
living
in
our
community.
T
The
other
point
that
I
like
to
make
is
that
we
have
met
with
representatives
from
the
provincial
government
and
we've
met
with
the
office
of
Bill
Maher,
no
just
as
yesterday,
and
what
we
have
realized
is
there
is
support
for
the
investments
that
we're
looking
for.
But
what
is
lacking
is
the
leadership.
T
Lastly,
I
want
to
thank
the
staff
at
the
City
of
Toronto
for
being
very
accessible
and
passing
on
information.
You
know
to
my
colleagues
and
other
folks
who
are
trying
to
make
sure
that
the
community
benefits
framework
that
was
passed
by
the
City
of
Toronto
is
actually
applied
in
capital
projects
and
development
across
the
city.
So,
thank
you
so
much
for
your
time
and
I
hope
we
will
see
more
investments
when
it
comes
to
the
priorities
identified
by
the
residents
of
region
partner.
Thank
you.
Thank
you
for.
B
Watch
your
presentation,
sir.
Let
me
just
check
and
see
if
there
were
any
questions
for
you,
sir,
are
there
any
questions
for
mr.
Kigali,
okay,
seeing
none,
okay
questions
of
staff?
Was
there
a
question
of
staff,
any
questions
or
stuff?
Okay,
sir?
Seeing
nothing
sorry
counselor
counsel
walked
in
I
thought.
There
was
one
more
speaker.
B
H
E
A
manual
process
Tess
assume
some
responsibility
for
the
tracking
of
jobs,
I,
wouldn't
necessarily
term
it
job
creation,
but
jobs
as
a
result
of
revitalization.
The
attest
role
is
really
a
workforce
development
role.
Matching
employers
needs
with
the
jobs
with
these
skills
that
clients
have
and
matching
those
two
and
tracking
the
jobs
that
result.
So
that
is
what
has
been
tracked.
We
could
only
track,
of
course,
those
jobs
that
were
registered
with
tasks.
There
were
probably
jobs
outside
created
by
TCH
or
the
developer
that
were
not
registered
with
tests.
E
Tess's
role
is
to
focus
on
the
o,
W
client,
so
largely
the
tracking
related
to
that
one
of
the
things
that
Tess
did
in
2016
when
we
opened
the
new
Center
at
Regent
Park
was
to
make
sure
that
we
had
a
partnership
with
employment
Ontario.
That's
why
we're
co-located
with
Dixon
Hall
thing
at
Regent
Park,
so
because
they're
focusing
on
the
no
the
non
o
W
client.
Thank
you
I
think
my
question.
H
Was
more
directed
at
s
DFA
because
I've
been
speed
in
my
conversations
with
Chris
Bollinger
before
his
departure,
I
asked
him
who
owned
the
Social
Development
Plan,
and
he
said
it
was
s
DFA.
So
my
question
is
really
for
s
DFA.
If
you
own
the
Social
Development
Plan,
what
mechanisms
are
available
in
tracking
the
job
creation
today
versus
what
was
available
in
2007
when
the
process
began
through.
E
The
chair
we've
got
more
and
better
fools
now
than
we
had
when
the
social
development
plan
was
created
in
2007.
We
are
working
through
our
community
benefits
framework
work
to
create
those
vehicles
to
be
able
to
track
the
kind
of
jobs
who
gets
those
jobs
and
a
long-term,
the
longevity
of
those
jobs.
So
that
is
a
work
in
progress
that
we
hope
to
have
up
and
running
by
q2,
2020
and
so.
H
With
respect
to
moving
forward
I
see
that
the
report
you
you
sort
of
went
back
in
time
to
try
to
figure
out
what
happened,
so
you
can
bring
forward
a
report
to
show
us
today
in
2020
numbers,
which
is
always
very
difficult
when
you
have
to
go
back
and
figure
out.
Where
did
this,
where,
where
did
all
that
data
go
with
respect
to
moving
forward
the
the
data
collection
and
how
you
manage
the
information
and
where
the
actual
physical
dollars
of
investments
going
to
community
and
what
the
outcome
is?
H
E
Counselor,
we
are
being
called
upon
from
a
variety
of
communities
to
be
able
to
track
community
benefits,
as
they
present
themselves,
whether
it's
within
public
projects
or
within
private
projects.
We
do.
We
are
gaining
more
and
more
experience
through
the
Rexdale
casino
work
that
is,
is
ongoing
and
we're
learning
some
of
the
problems,
issues
and
fixes
solutions
around
tracking
jobs.
Okay,.
H
I
may
have
room
time
time
for
just
one
final
question:
with
respect
to
the
the
learning
of
phases,
one
and
three
I
think
revitalization
was
fairly
new
to
the
THC
in
terms
of
large
campus
revitalization,
the
learnings
that
have
taken
place
between
one
and
three
and
what
is
going
to
hopefully
course
correct
itself,
as
we
move
forward
to
four
and
five.
What
are
some
of
the
big
takeaways
that
you
will
have
to
do
to
make
sure
the
SDF
a
truly
owns,
as
well
as
champions
the
social
development
plan
moving
forward
through.
E
H
This
report
forward
mr.
chair
I,
recognize
that
you
know
a
lot
of
the
reasons
why
we're
actually
heading
in
this
direction.
Now
in
terms
of
bringing
this
this
type
of
dialogue
back
into
this
particular
Standing
Committee
has
a
lot
to
do
with
a
number
of
the
member
motions
that
I
actually
moved
in
2019
to
say:
let's
bring
it
all
into
the
light
of
in
this
room.
Let's
invite
the
communion
for
a
dialogue
and
let's
make
sure
that
everything
that
we
do
we
do
in
Regent.
H
Park
is
actually
going
to
be
number
one
studied,
but
also
in
terms
of
making
quick
pivots
that
we
need
to.
If
things
that
we
didn't
do
well,
we
need
to
do
better.
The
revitalization
to
Regent
Park
began
well
before
I
became
a
local
councillor.
I've
been
here
for
one
year
as
the
counselor
for
Regent
Park,
but
I
do
recognize
that
there's
this
there's
been
tremendous
investments
of
time,
energy
and
and
and
political
power
that
has
gone
into
making
Regent
Park.
H
You
know,
stand
up
and
be
and
be
super
proud
of
who
they
are
some
of
that
work.
Some
of
that
credit
belongs
to
councillor
McConnell.
Some
of
it
belongs
to
the
to
them.
Definitely
a
lot
to
the
to
the
community,
but
I
actually
think
that
what
I
have
seen
over
the
past
year.
Mr.
chair,
is
that
the
city
has
not
really
taken
on
the
proactive
role
of
championing
social
development,
and
that
has
been
in
my
observation.
Probably
one
of
the
biggest
pieces.
H
That's
missing
as
I
as
I
speak
to
neighborhoods
and
as
I
speak
to
the
community
members
of
what
can
the
city
do
now
as
we're
heading
into
the
final
phases
of
four
and
five
to
make
sure
that
we
don't
leave
people
behind
unintentionally?
And
what
they've
said
to
me
is
that
they're,
there
they're
really
proud
of
the
new
facilities.
H
There's
no
doubt
about
it,
and
we've
got
some
fantastic
new
facilities,
but
they
do
feel
that
that
economic
opportunities
have
not
been
shared
with
the
community
as
broadly
as
it
could
have
been,
and
when
I
spoke
to
Chris
Bollinger
before
his
departure.
You
know
who
owns
the
social
development
plan
so
that,
basically,
who
owns
the
investments
in
the
people
whose
job
is
to
make
sure
that
people
are
invested
in
and
and
I
asked
him
is
a
TCH
C.
Is
that
the
developer
is
that
the
city
and
he
didn't
blink,
he
didn't
bat,
an
eyelash.
H
He
said
it's
the
city,
so
now
what
we
do
need
to
do
is
really
own
it
and
I
say
we
own
it
by
making
sure
we
fund
it
and
we
need
to
make
sure
we
put
those
investments
in
an
intentional
way
where
we
documented
and
moving
forward.
We
can
also
bench
them
out
the
progress,
the
the
number
of
jobs
that
have
been
recorded,
as
has
sort
of
created,
either
tangentially
or
intend
gently
as
582
over
this
many
years.
H
I,
don't
think
that's
a
great
performance
and
perhaps
there
have
been
jobs,
they're
created
that
were
not
captured,
but
certainly
if
they
wait.
If
we
didn't
capture
them,
then
you're
not
going
to
get
the
credit.
So
we've
got
better
do
a
better
job
of
capturing
that
and
at
the
end
of
the
day,
if
we
don't
necessarily
capture
the
information
that
we
need
to
be
able
to
go
back
and
say
this
is
what
we've
we've
invested.
This
has
been
the
outcome,
then.
H
Why
would
anybody
want
to
do
revitalization
again
and
because
Regent
Park
was
the
first
one
out
of
the
gate,
then
we
better
get
it
right,
because
Alexander
Park
is
next,
we've
got
Lawrence
Heights
coming
up
and
I
know
that
I
make
a
lot.
It
would
make
a
lot
of
difference
for
those
communities
to
know
that
they're
not
just
getting
shiny
new
buildings
but
they're,
actually
getting
investments
and
the
people
and
the
families
and
the
shootings
and
the
violence
and
the
poverty
that
we've
seen
in
region.
H
Well,
hopefully,
at
some
point
in
time,
be
you
know
of
a
reflection
of
the
past
and
not
not
repeating
itself
as
the
future,
because,
certainly
for
the
kids,
our
region,
they're,
looking
for
something
better
from
us,
which
brings
me
to
the
point
of
the
budget.
The
social
development
plan,
mr.
chair
I'm
sad
to
say,
was
not
included
in
the
2020
budget.
So
all
this
talk
about
investments
in
Regent
Park
means
that
my
community
has
to
come
back
out
again
and
and
and
and
ask
for
the
support
which
they
will
do,
we're
organizing
them.
H
They'll
come
out
to
the
budget
process,
but
after
I
was
told,
but
the
city
city,
council,
city,
councilors,
the
city
owns
the
SDP.
A
social
of
the
development
plan
wouldn't
be
just
the
right
thing
to
do
is
just
to
put
it
right
in
the
budget,
as
opposed
to
having
me
stand
up
on
the
floor,
council
work
the
entire
floor
to
make
sure
it
gets
funded,
and
so
that's
what
we
need
to
do.
Everybody
knows
that
and
we're
laying
it
down
on
the
ground
for
the
community.
They
need
to
know
they
need
to
know.
H
D
Just
wanted
to
I
wanted
to
underscore
it,
because
if
we
can't,
if
we
can't
actually
build
it
in
and
get
a
right
in
Regent
Park,
then
there
are
really
dire
reasons
to
be
concerned
about
that,
because
beyond
beyond
Hurley,
the
big
three
that
council
wrong
town
just
mentioned,
Alexandra,
Park
and
and
Lawrence
Heights
I
sort
of
think
those
is
all
the
big
three.
The
revitalization.
The
two
projects
in
my
ward
and
in
the
next
wave
that
I
know
is
coming.
D
The
real
challenge
is
when
we
get
into
we're
gonna
get
into
suburban
revitalizations,
where
there
are
only
150
or
less
or
fewer
units
to
begin
with
in
a
complex
that
might
be
being
revitalized.
There
aren't
the
retail
of
great
opportunities
in
in
some
of
those
projects,
which
means
zero
social
development
beyond
the
superficial
of
hue
bursaries
from
the
developer,
and
maybe
a
couple
of
success
stories
coming
out
of
the
animators
and
then
and
then
you're
done.
D
Unless
we
see
more
energy
in
keeping
the
commitment
commitment
at
Regent,
Park
I
don't
see
the
point
in
making
any
commitment
in
the
smaller
revitalizations
that
are
to
come
as
it
is
I'm
struggling
to
find.
What
can
I
add
to
what
can
I
add
to
the
value
prop
know
that
we
give
to
to
to
tenants
in
in
the
ones
that
I've
done
we're
gonna
disrupt
your
lives.
D
You're
gonna
pull
your
kids
out
of
the
school
night
of
your
home
for
a
couple
of
years,
you're
gonna
come
back
and
you're
gonna
have
a
newer
unit
with
smaller
square
footage
and
living
spaces
by
the
way,
and
not
much
else,
because
we
can't
do
social
development.
When
you
have
the
economy
of
scope,
you
get
from
doing
one
of
the
big
three,
then
you
then
you're
really
getting
zero
in
the
others
that
have
preceded
and
are
to
proceed
in
the
next
wave.
I
understand
the
board
to
be
working
on.
D
So
that's
why
unlikely
counselors,
who
are
nowhere
near
region
park,
are
going
to
be
highly
invested
in
making
sure
that,
as
usual,
it's
you
know.
One
of
those
salmon
fights
for
survival.
Every
spring
motions
with
kills
her
wong-tam
moves
that
that's
why
we
support
it,
because
we,
if
it
doesn't
have
a
future
of
success,
then
we're
not
gonna
get
any
of
it
in
any
of
the
other
projects
to
come.
Thank
you.
Thank
you
for
I
to
accounts
at.
B
B
Fletcher
has
been
very
exercised
in
her
energy
in
wanting
to
ensure
that
we
had
a
better
understanding
in
terms
of
what
has
transpired
in
Regent
Park
and
wanting
to
know
the
number
of
jobs
I
think
all
of
us
are
surprised
with
respect
to
the
number
of
jobs
that's
contained
in
the
report
itself
know
the
community
has
expressed
certainly
I
believe
some
surprise,
as
well
as
the
the
sort
of
magnitude
of
the
resources
that
were
being
invested
in
the
community
and
sort
of
the
outcome.
The
input
doesn't
really
reflect.
B
What
I
would
say
would
be
of
being
a
outcome
that
we
can
all
be
very
proud
of,
and
so
on
they
get
a
lot
of
good
things
have
happened,
but
a
lot
of
other
things
have
happened
as
well
on
people
who
left
Regent,
Park
never
came
back,
never
had
the
opportunity
came
back
and
who
did
come
back,
didn't
really
get
the
benefits
that
they
were
told.
They
were
going
to
get
that
I
heard.
B
That
was
said
in
council
in
that
period
when
we
were
dealing
with
this
and
in
fact
one
of
the
things
that
happened
as
a
result
of
the
direct
consequences
of
people
moving
from
Regent
Park,
we
move
people
who
were
at
conflicts
with
other
people
into
areas
where
all
of
a
sudden
they
were
there
day-in
day-out.
So
what
happened?
A
lot
of
people
got
killed
and
we
don't
take
any
responsibility
for
that.
Not
even
sure
army
people
realize
that
it's
when
you
basically
explained
to
them
that
was
going
on.
B
They
were
all
surprised
and
so
and
oftentimes
we
actually
have
well
we're
well
intended,
but
sometimes
the
consequences
of
our
well
intention
is
such
that
it's
impacting
us
in
a
negative
way.
So
we
need
to
make
sure
that
this
is
done
properly
and
so
on.
You
know,
I
thought
the
work,
that's
being
done
by
social
development,
finance
tests
and
all
the
work
that's
being
done.
I
think
what
we're
saying
here
is
that
we
can
do
a
better
job
and
I
think
we
all
agree
that
that
is
the
case,
and
this
is
hopefully
the
intent.
B
We
are
all,
as
members
of
council
have
areas
that
we
want
to
revitalize.
Some
of
it
is
in
the
strict
sense
of
building
form.
Some
of
it
is
just
in
terms
of
more
parks,
more
playground,
equipment,
better
streets,
better
sidewalks
and
so
on.
I
to
have
one
of
these
areas
in
my
community,
its
Antrim
Glamorgan
we're
working
on
it.
We've
chosen
a
different,
a
different
approach,
because
when
I
did
what
go
to
staff
and
said
well,
look
we'd
like
to
have
a
plan
to
help
the
community
they
said.
B
Well,
we've
got
all
these
other
plans
and
your
community's
not
even
gonna,
be
on
the
radar
for
the
next
many
many
many
years.
So
we
had
to
revisit
that.
So
we
went
to
the
community
and
he
said:
hey.
We
need
you
to
develop
a
community
led
plan
that
we're
going
to
provide
some
assistance
and
so
on.
So
for
now,
if
we
have
to,
we
have
to
get
the
resources
and
we
have
to
go
and
pull
other
talent
and
and
and
sort
of
no
physical
resources
from
elsewhere.
B
We're
gonna
have
to
do
it
because
we
just
can't
allow
this
community
just
a
field
that
they
are
being
left
behind
and
I
think
this
is
part
of
it
right
and
I.
It's
a
great
concern
to
all
of
us,
so
we're
working
in
my
office
with
the
community
with
a
community
led
initiative.
I
had
some
discussion
with
a
mayor
about
this
and
so
on
and
about
what
the
community
wanted.
So
we
went
out.
B
We
went
out
with
that
whole
team
of
people
and,
yes,
we
did
get
help
from
social
development,
finance
and
water,
because
we're
gonna
take
the
help
board.
We
can
get
it,
but
what
is
actually
different
for
us
is
that
it's
being
led
by
community
leaders,
because
the
notion
that
is
Bob
Marley
have
said
often
he
who
feels
it.
The
most
notes
of
the
best
and
I
think
this
is
something
that
we
have
to
listen
to.
So
we
have
to
work
with
the
local
community
and
so
on.
B
What's
the
impact
and
so
on
the
results
that
we
want
to
to
to
attain
and
to
understand
the
measurements
and
and
and
because
the
measurements
will
help
us
in
terms
of
realizing
whether
or
not
we're
successful
or
not.
So
there
are
two
motions
on
on
the
screen.
The
first
one
is
the
motion
of
you-let's
and
moved
by
Councillor
Cressy
on
behalf
of
castle
walls
hem.
So
all
those
in
favor,
oh,
is
that
scary.
The
second
motion
is
the
motion
that
I'm
moving
from
for
councillor
Fletcher,
all
those
in
favor
opposed
ex
Kerry.
B
B
This
is
her
last
meeting
in
her
capacity
in
position
as
the
general
manager
of
tester
on
unemployment
and
social
services.
She
has
been
here
for
six
years,
but
it's
been
six
impactful
years,
I
recall
being
on
the
panel
and
we
hired
you
as
myself:
Joe
Penna,
Kenny
and
Brenda
Patterson,
and
you
came
from
the
federal
government
and
you
came
with
a
vast
array
of
experience
and
your
predecessor
had
been
here
for
30
plus
year
and
she
was
absolutely
amazing
and
we
had
a
bit
of
a
void.
B
What
we
needed
to
find
someone
who
could
hit
the
ground
running
and
to
lead
the
team
and
then
to
also
ensure
that
leadership
would
ensure
that
there's
a
next
group
of
young
leaders
coming
through
the
system,
so
the
training
and
development
and
so
on
so
coordinate,
and
we
tasked
you
with
that
responsibility
and
I
can
say,
miss
Walcott,
based
on
what
I've
seen
because
I
was
there
at
the
start
and
I'm
now
here
at
the
end,
you
have
exceeded
my
expectation
and
all
of
our
expectation.
I
have
spoken
with
your
team.
B
I've
spoken
with
the
DCM
I've
spoken
with
everybody.
Who's
connected
with
you,
I
have
not
had
anything
but
a
sense
of
excellence.
In
terms
of
the
response
that
we've
gotten
about
your
contribution,
the
work
you've
done,
we've
had
numerous
meetings
over
the
years
sitting,
down
talking
about
the
goals
and
responsibilities
and
so
on,
and
how
to
connect
how
to
make
the
connections
we
you
and
I
have
met
with
numerous
businesses.
We've
actually
helped
so
many
people
in
terms
of
your
group,
your
division
and
so
on,
and
obviously
the
other
members
of
council.
B
All
of
your
leadership
team
members
have
had
nothing
but
amazing
things
to
say
about
what
you
have
done
in
terms
of
the
transformation
and
the
advancement
of
this
city
department.
You
have
helped
thousands
and
thousands
of
people
through
your
leadership
and
your
staff
direction,
and
your
amazing
team,
and
so
for
that
I
want
to
say
thank
you
from
all
of
us
from
this
committee
in
your
contribution
and
I
know
that
this
is
not
the
end.
B
I'm
sure
that
council
will
recognize
you
well
as
well,
but
I
want
it
just
to
take
a
moment,
as
we
interlude
here
just
to.
Thank
you
so
much
for
what
you
have
done.
So
many
people
have
benefited
from
your
leadership.
We
will
never
know
you
who
would
never
meet
you,
but
that
was
not
really.
Your
a
criteria
for
wanting
to
help
was
not
about
people
knowing
what
who
you
are
knowing
what
you
were
doing
just
she
wanted
them
to
ensure
that
they
felt
the
impact
of
your
leadership
and
your
team,
helping
them.
B
We've
transformed
so
much.
We've
spent
a
lot
of
time
together
we
travel
to
varying
places
right
across
the
city
met.
Some
of
the
department
met
the
people,
whether
or
not
we
were
actually
in
Dixon
Road,
helping
the
Somali
community
directly
in
the
leadership.
The
mayor
with
jobs
there,
whether
or
not
we
were
elsewhere
across
the
city
in
cold
winter
days.
B
Having
a
press
conference
on
the
outside
of
the
mayor
and
I
and
I
think
I
think
that
was
all
the
counselors
there,
but
you
we
were
all
there
trying
to
create
impact
and
the
people
who
benefit
of
that
so
for
that
miss
Walcott
I,
wanted
on
behalf
of
this
committee,
to
thank
you
so
much
for
your
great
contribution
to
the
residents
of
this
city
and
some
of
them
who
no
longer
residents
because
of
what
you
did.
You
helped
them
and
they've
advanced
themselves
and
their
families
of
advantage
themselves,
and
so
on.
B
So
from
us
to
you.
We
wish
you
great
travels
great
relaxation,
great
time
on
the
beach,
with
your
family
and
and
and
in
your
retirement
and
so
on.
So
we
greatly
appreciate
all
that
you've
done
to
help
us
as
a
city
to
advance
the
opportunity
and
to
help
people
to
to
to
really
focus
on
pride
and
dignity
and
I
use
the
dignity
piece,
because
when
we
introduce
the
card
system
to
help
people
on
social
services
and
so
on,
you
recall
we
were
talking
and
I
said
well.
This
is
not
like
a
credit
card.
B
It's
a
dignity
card.
The
whole
idea
behind
that
was
how
we
help
people,
because
we
basically
remove
that
stigma
in
terms
of
people
going
in
with
those
checks
and
people
looking
at
them
in
a
different
way
and
feeling
that
they
didn't
deserve
to
be
respected
in
the
manner
that
they
should
be
in
so
on,
and
we
transformed
that
and
so
that
effort
through
your
team
and
so
on,
you've
transformed
people's
lives
and,
at
the
end
of
the
day,
the
footprint
that
footprint
that
you've
left
on
this
city
is
so
much
larger
than
many
would
realize.
B
Thank
you,
Miss
welcome,
I,
know,
you'll,
have
lots
to
say
up
council,
so
we'll
wait
till
then.
So
members
of
council
I
wanted
to
ask
that
if
we
could
reopen
item
EC
11.8,
there's
a
motion
basically
to
refer
the
matter
to
the
film
office.
That's
the
mayor's
travel
to
Los,
Angeles,
I,
think,
council,
Fetzer,
myself
and
the
mayor
were
there.
So
the
mayor's
report
on
to
the
film
and
television
board
so
move
to
reopen
all
those
in
favor
the
item.
B
D
Question
can
just
be
sort
of
superficially
answered
and
we
can
look
at
it
in
our
next
meeting,
because
I've
already
talked
to
mr.
Williams
offline.
My
question
that
I
wanted
to
ask
today
is
the
big
dip
in
building
permits
issues
I'm
worried
about
you
know.
If,
when
when
that
persists,
we
have
a
big
ripple
effect
in
the
local
economy,
should
we
be
worried,
or
should
we
her
to
crack
this
open
next
month?
So
this.
O
Statistic
of
any
statistic
we
track
is
the
most
herky-jerky
that
we
have
was
up
and
down
depending
upon
the
November
data.
That's
reported
here
is
the
lowest
in
the
last
two
years,
who
is
also
very
low
by
the
way
and
the
rest
of
the
905
we've
seen
this
before
in
terms
of
low
numbers
followed
by
big
months.
I,
don't
think
we
can
answer
this,
whether
this
is
a
trend
for
at
least
a
couple
more
months
to
see
what
is
like
through
December
and
through
J
were
reporting,
and
then
we
can
come
back
to
it.
O
The
other
comment
I'd
like
to
make
is
we're
so
over
extended
in
our
construction.
If
you're
thinking
slow
down
for
a
little
bit,
it's
not
going
to
hurt
because
we've
got
such
a
backlog
if
it
slows
down
for
a
long
time.
This
is
very
much
a
leading
indicator.
Many
of
these
building
permits
don't
get
used
for
months
and
maybe
even
years,
but
we
need
we'll
keep
a
close
eye
on
it
and
come
back
to
committee.
D
But
if
we
could
also
look
at
have
we
ended
up
with
a
big
legislative
problem
here,
where
you
know
bill
108
was
supposed
to
drive
more
development
and,
in
fact
it's
created
a
huge
appeal
backlog
all
over
the
place
and
secondary
plans
and
individual
approvals.
How
much
of
that
is
a
feature
here
and
how
much
of
it
is
market
and
an
economy?
I
mean
to
that.