City of Toronto: Accessibility Plan Report

Ontarians with Disabilities Act (ODA) - Submission of a
City of Toronto Accessibility Plan

Back to Accessibility Plan report - Table of contents
	Purpose	Conclusion
	Financial Implications and Impact Statement	Contact
	Recommendations	Appendix 1
	Background	Appendix 2
	Comments	View the full report (PDF 273 Kb)

Appendix 2

	Vision Statement on Access, Equity and Diversity
	Executive Summary
	Legacy of Accessibility Programs in the City of Toronto
	The City of Toronto's Accessibility Plan
	Participants in the Development of the Accessibility Plan
	The City's Commitment to Accessibility Planning
	A Summary of Initiatives to be undertaken in 2004
	Future Reviews
	Communication of the Plan
	Appendix I - Terms of Reference for the Disability Issues Advisory Committee
	Appendix II - Members of the Disability Issues Advisory Committee
	Appendix III - City of Toronto Departments
	Appendix IV - Departmental Accessibility Plans

Appendix 2 - Appendix IV, Departmental Accessibility Plans

Office of the Chief Administrative Officer
Community and Neighbourhood Services
Corporate Services Department
Economic Development, Culture and Tourism
Finance Department
Urban Development Services
Works and Emergency Services

Office of the Chief Administrative Officer:

The Chief Administrative Officer guides the Corporation of the City of Toronto and advises City Council in the management of all its fiscal, organizational and service challenges. The CAO is accountable to Council for the policy direction and program delivery of departments.

The CAO is responsible for the delivery of more than 40 major services to a population of 2.5 million people in the fifth largest city in North America.

The senior management team consists of the Chief Administrative Officer (CAO) and six commissioners.

The commissioners are responsible for the departments of Works and Emergency Services, Finance, Urban Development Services, Community and Neighbourhood Services, Corporate Services and Economic Development Culture and Tourism. Audit Services reports to Council through the Audit Committee.

Type	Barrier	Strategy for Removal/Prevention	Status
Practice/policy	Physical Architectural Attitudinal Communication Informational Technological Policy/practice	Continue to achieve full implementation of the recommendations of the Final Report of the Task Force on Community Access and Equity. * Several of the recommendations and resulting actions are addressed in the departmental accessibility plans.	The Status Report of the Implementation of the Final Report of the Task Force on Community Access and Equity was adopted by City Council in March 2002. Implementation is ongoing
Practice/policy	Physical Architectural Attitudinal Communication Informational Technological Policy/practice Systemic	Implementation of the City's Plan of Action for the Elimination of Racism and Discrimination. Stemming from what the City has already accomplished in diversity management, the Plan of Action takes a step further to focus on the elimination of racism and discrimination. The POA ensures that accessibility and equity, non-discrimination, and anti-racism policies and programs are integrated in the operations of the City.	The City's Plan of Action was adopted by City Council in April 2003. Implementation has been initiated and is ongoing.
Practice/policy	Access to civic government	The CAO's office provides support to the Disability Issues Advisory Committee. One of the initiatives the CAO will undertake is to examine the role and options for the Disability Issues Office within the approved budget and staffing resources of the corporate Access and Equity Unit (Diversity Management and Community Engagement), Toronto City Council, June 1999.	Ongoing Fall 2003
Practice/policy	Practice/policy Systemic	Complete an Action Planning Guide on access, equity and diversity to be used by departments and agencies, boards and commissions in developing 3-year action plans.	Planned for Fall 2003

Community and Neighbourhood Services (CNS)

The Community and Neighbourhood Services Department includes five operating divisions and two public boards: Children's Services, Homes for the Aged, Shelter, Support and Housing, Social Development and Administration, Social Services, Toronto Public Health* and Toronto Public Library. Collectively, these seven areas provide a wide range of human services that directly impact on Toronto residents' quality of life. These include:

(i) Children's services and child care
(ii) Homes for the aged
(iii) Homemaking and nurses services
(iv) Supportive housing
(v) Emergency hostels
(vi) Homelessness initiatives
(vii) Assisted housing
(viii) Affordable housing
(ix) Community and neighbourhood services grants
(x) Community development support
(xi) Social policy and research
(xii) Ontario Works assistance
(xiii) Public Health
(xiv) Libraries

The primary task in the area of accessibility for Community and Neighbourhood Services in 2004 will be to implement a departmental Access and Equity Committee composed of representatives from all divisions. The committee will develop the departmental accessibility plan both for purposes of reporting on the department's progress in meeting the requirements of the ODA and implementing the City's corporate access and equity policies.

Below are initiatives that have been either undertaken or planned by divisions within CNS.

*Please note: Toronto Public Health's accessibility plan is recorded separately, following CNS.

Children's Services Division:

Type	Barrier	Strategy for Removal/Prevention	Status
Practice/policy	Assessment of physical accessibility limitations	A physical accessibility assessment of all directly operated childcare centres was conducted just before amalgamation, but only some of the barriers identified have been addressed, because of funding constraints.	Ongoing
Physical	New construction	All new centres being developed as part of the capital plan are being designed and constructed to be totally accessible.	Ongoing
Physical	Retrofit projects	As funding has permitted, accessibility has incrementally been improved in existing directly operated centres through retrofit projects, e.g. elevator and ramps installed at Jesse Ketchum Child Care Centre and Coxwell Childcare Centre.	Ongoing
Physical	Retrofit programs	Have used the multi-year playground retrofit program to make childcare centre playgrounds more accessible.	Ongoing
Physical	Lack of access in field offices	All new field office sites are fully wheelchair accessible.	Completed

Note: the first Children's Action Plan included a multi-year funding plan to address physical accessibility barriers in childcare centres, but the necessary funding was not approved.

Shelter, Support and Housing Division:

Type	Barrier	Strategy for Removal/Prevention	Status
Practice/Policy Physical	New construction	In all new Let's Build/SCPI Large Cap and in upcoming Provincial/Federal program housing there is (and will be) attention paid to needs of the physically disabled. Aside from required compliance with both Ontario and National Building Codes as regards accessibility, most (if not all) projects contemplate addressing the needs of the disabled as there is often a high incidence of disability in the homeless and lower-income populations that these projects serve. Many of the proponents (particularly non-profit groups) insist upon enhanced facilities for the disabled and incorporate accessible features in their building designs (for which the City funds construction). Those that do not are generally advised by staff as to the need and are taken through the process of incorporating accessible design into their project.	Ongoing
Physical	New construction	Some proponents are serving a specifically high-need population as regards disabled individuals and these projects will have special design features and will often require capital funding in addition to the City's. The groups would seek this funding and bring it "to the table" as part of their pro forma. The City will continue to encourage attention to the subject in all new initiatives within the Let's Build portfolio.	Ongoing
Physical	Lack of physical accessibility	Through the first round of SCPI, small capital projects were funded, many of which addressed accessibility issues. This included: installation of a stairway wheelchair lift in a shelter, ramps to access washrooms in a shelter, upgrades to a wheelchair ramp in a shelter, installation of an elevator in a shelter allowing access to all floors, installation of wheelchair ramps allowing access to program space in a drop-in/overnight shelter, rebuilding of wheelchair ramps in a shelter, installation of an elevator and wheelchair ramps in a community agency serving the homeless.	Completed
Physical	Lack of physical accessibility	Though the terms and conditions of the next round of SCPI funding are not yet available, staff hope to be able to assist more agencies with these types of capital renovations.	Planned
Physical	Retrofitting directly operated shelters	Over the years the directly operated shelters have addressed the issue of accessibility through various renovation projects that have taken place. Accessibility issues are always considered in retrofitting or renovating a directly operated facility: during the renovation of Robertson House in 1998 a ramp to the front door was installed, a lift was provided to the basement and second floor, a wheelchair accessible staff washroom was provided on the first floor and two clients bedrooms were designed with wheelchair accessible showers. Women's Residence has elevator access to all floors and there is one wheelchair accessible washroom. A TTY phone is provided for those requiring it. During a recent renovation of Seaton House the entire building was made wheelchair accessible including the provision of accessible washrooms, elevators and the addition of a second wheelchair ramp. Family Residence has two onsite rooms that have accessible washrooms and the building and day-care are accessible. Birkdale is wheelchair accessible on the main floor and has an elevator to other floors. When clients with restricted movement are living in the facility, staff work out an evacuation plan with them with the participation of the joint Health and Safety Committee.	Completed
Physical	New construction	New shelters under construction would include barrier free design. Where financially and structurally feasible, renovations of existing buildings for new shelters would also include barrier free design.	Ongoing
Practice/policy	Varying degrees of accessibility in shelters	Accessibility in Purchase of Service shelters varies with some sites being completely accessible, others partially accessible and others not accessible at all. Hostel Services is implementing a Building Condition Assessment that will look at 56 shelter facilities. As part of their work, the engineers will be reporting back on opportunities for barrier-free adaptations in these facilities.	Planned
Practice/policy	Access to resources	All directly operated shelters have experience in working with clients with physical and developmental disabilities. Staff will make the appropriate referrals for these individuals to specialized services and supports that can assist them (if they are not already connected) and will assist them, as needed, in accessing the assistive devices that they may require (wheelchairs, canes, hearing aids, etc.)	Ongoing
Information Communication	Awareness and education	Staff are trained on the City's Human Rights policies.	Ongoing

Toronto Social Services Division:

Type	Barrier	Strategy for Removal/Prevention	Status
Physical	Difficulty in accessing a Toronto Social Services office	Applications can be taken in a hospital or other medical facility when needed.	Ongoing
Physical	Lack of physical access to office	Ramps which meet current code have been installed at entrances of all offices where needed.	Completed
Physical	Lack of physical access between floors	Elevators in offices provide access between floors as required.	Completed
Physical	Lack of access to interview booth	Every office has at least one designated interview booth that is wheelchair accessible.	Completed
Practice/policy	Lack of financial resources to attend medical appointment	Clients who require taxis to attend medical appointments can have their costs covered (clients who are eligible for "Wheel Trans" should apply for that service).	Ongoing
Physical	Employee needs	Ergonomic assessments are undertaken to ensure workstations are appropriate for any employee with a disability.	Ongoing
Practice/Policy	Employee needs	Specialised equipment such as computer software, voice activated system to operate computer, specialised monitors with zoom text, headsets and workstation design are made available as required.	Ongoing
Physical	Employee needs	Employee entrances are wheelchair accessible and all offices have ramps or elevators to enable access between floors or where there are changes in gradient on one floor.	Completed
Physical	Employee needs	Access card readers and associated door hardware have been installed at all TSS sites. Where necessary, doors where the card readers have been installed are automatic to allow easier access for staff in wheelchairs. Card reader placement is designed with handicap access in mind.	Completed
Physical	Employee needs	At one site, a large proximity card reader that allows staff in wheelchairs to open the door without actually swiping their access card (greater range). A similar card reader is being planned for another site, and will be used in other sites as required.	Ongoing
Physical	Employee needs	Additional door hardware has been placed on certain doors to allow easy access for staff in wheelchairs. Mechanism allows staff in wheelchairs to pull doors shut behind them.	Completed
Information Communication Practice/Policy	Lack of awareness / education among employees	Training materials including "Working with people with Disabilities" has been provided to all employees.	Completed
Physical Practice/policy	Employee needs	Training facilities are accessible and appropriate equipment is available, i.e.: provision of 21- inch computer monitor. Training will be designed to meet the specific needs of an individual.	Ongoing
Information Communication	Lack of ongoing forum to address needs	Local Operations Committee are in place in each office, where issues regarding the operation of the office can be raised.	Ongoing
Practice/Policy	Support for employees	Employee Assistance Program: program available to employees for confidential short-term counselling, information and referral.	Ongoing
Physical	Employee needs	Offices have made the following physical plant changes to accommodate specific needs of employees with disabilities, as follows: Bathroom available Enlarged and equipped interview booth with voice activated system Enlarged and equipped workstation (e.g. One area office has installed automated platform on work surface to allow staff with severe back problems to raise their computer and work standing as required). Attendant care provided for employee Accommodate Wheel Trans drop-off and pick-up times Redesigned staff entrance for better accessibility Metro Hall Social Services and Head Office staff have access to evacuation chairs to facilitate evacuation of staff that require assistance.	Completed

Homes for the Aged Division:

Type	Barrier	Strategy for Removal/Prevention	Status
Practice/policy	Lack of Information / Communication	Just for Families is a series of information brochures created to provide important information for family member of residents living in Toronto's Homes for the Aged. Some of the topics include Vascular Dementia, Osteoarthritis, Osteoporosis, Parkinson's Disease and Alzheimer Disease.	Completed
Practice/Policy	Lack of Understanding / Philosophy of Care	HFA has adopted the philosophy of Gentlecare which has introduced the notion of compensating for the deficits of dementia by modifying the approach of people, programs and physical space to support the individual's values, strength, desires and needs.	Ongoing
Practice/policy Physical	Design standards	All existing Homes are accessible. However, HFA is presently redeveloping two of the ten LTC facilities to meet compliance with the new provincial design standards/guidelines. The new standards are specifically intended to address accessibility barriers. The new design standards address the change in needs required for residents in the areas of care, program and service.	Ongoing
Practice/policy	Information Communication Available Resources	HFA staff has linkages with many associations, agencies to support and develop Best Practices for the care of residents in LTC facilities. New technological, medical changes are incorporated into everyday practice and policy change.	Ongoing
Practice/policy	Information Communication Attitudinal	Provided student placements to over 300 students in 10 various disciplines/programs; provided over 2600 on-site educational sessions to staff; supported 700 staff to attend outside educational opportunities.	Completed
Practice/Policy	Multiplicity of approaches	Developed and expanded further therapeutic approaches included art therapy, music therapy and complementary care, for those residents whose physical/cognitive functioning is such that they cannot benefit from large group programs.	Completed
Practice/Policy	Restructuring programs to meet needs	Initiated a new supportive housing location at Broadview Manor, in alliance with the Toronto Community Housing Corporation and continued the restructuring of the program in other areas to meet existing and future client need.	Completed
Practice/Policy	New programs for residents	Introduced "Connections Lounges" in each of the Homes, to allow residents to learn and use computer technology to enhance social interaction and stimulation.	Completed

Social Development and Administration Division:

Type	Barrier	Strategy for Removal/Prevention	Status
Practice/policy	Information Communication Resources	The SD&A Division supports task forces and special committees, such as the Toronto Seniors' Assembly and the Task Force on Community Safety. Such committees play an advocacy role within the City and are supported by both policy staff and community development staff.	Ongoing
Practice/policy	Physical Communication Accessible signage	An example of the advocacy role is a recommendation from the Seniors' Task Force for Transportation Services to implement an oversized street signage program to facilitate easier and safer movement at major intersections for motorists, pedestrians and cyclists. This program is now 65% complete.	65 percent complete and ongoing
Practice/Policy	Information Communication Advocacy Community partnership	Through the Task Force on Community Safety, a safety audit initiative works with relevant community partners to better understand safety audit issues. A safety audit website is being developed and a City-wide safety audit response system will be implemented. Barriers for persons with disabilities are being considered, and links may be made to the Pedestrian Committee.	Ongoing
Physical Architectural	Access to Seniors' Assembly meetings and public events	Venues for events are selected on the basis of accessibility.	Ongoing
Practice/policy	Communication Information	To the greatest possible degree, material produced on behalf of the Seniors' Assembly is printed in a larger font.	Ongoing
Practice/policy	Communication Information Access for the hearing impaired	When required, American Sign Language interpreters are made available at community consultations.	Ongoing

Toronto Public Health (TPH):

Toronto Public Health is required under the Health Protection and Promotion Act (R.S.O. 1990, cH.7, s.) to comply with the Equal Access Standard of the Mandatory Health Programs and Services Guidelines (Ministry of Health and Long Term Care, 1997).

Public Health emerged out of the urban social reform movements of the 19th century and in Toronto when high urban mortality became a concern of lay and medical activists. These activists found local councils unwilling to use local tax revenues to improve sanitary facilities and sought support from the provincial government.

In 1882, the Ontario government passed the Public Health Act, which established the Ontario Board of Health, which was the first modern and permanent health structure in Canada. This Act was further amended in 1884 to make it compulsory for local councils to form permanent local boards and hire medical officers of health.

Toronto Public Health is the largest health unit in Canada and the fifth largest in North America. TPH's mandate is to promote and protect the health of Toronto 2.5 million people. TPH faces challenges in meeting this mandate due to the socio-economic, ethno-racial and linguistic diversity of the city and the concentration of specific populations and services which impact on the need for public health services.

Toronto includes many population groups experiencing social, economic and environmental conditions such as poverty, inequality, social isolation, lack of adequate housing, nutrition, social supports and discrimination. There is a high concentration of groups with specific needs within Toronto including, the homeless/underhoused, street youth, individuals with high-risk sexual behaviour and injection drug users.

TPH is working towards the identification of barriers. TPH is planning to identify achievable objectives in the coming years and determine mechanisms for removal and prevention of barriers to persons with disabilities. Upon completion of identifying barriers, TPH will work on the methodologies to conduct the review.

TPH has been successful in establishing various initiatives related to diversity, access and equity.

Some of the highlights are:

(i) developed an Access and Equity Policy Framework;

(ii) developed a multi-year Access and Equity Action Plan;

(iii) allocated of resources for multi-lingual phone services, printed materials in various languages, and purchased service agreements with community agencies for cultural interpreters; and

(iv) prepared a Co-ordinating Access System to improve access to programs/services at the point of first-entry for the public.

Type	Barrier	Strategy For Removal/Prevention	Status
Practice/Policy	Lack of a co-ordinated approach for planning and development of local health issues.	The Board of Health established six Local Health Committees. The members were recruited from the City's diverse population. One of the functions is to advise the Board of Health on emerging local health issues and policy planning and development for TPH including access for people with disabilities, literacy barriers, cultural and language barriers. The local health committees work towards the planning of consultation activities. The consultation activities will lead to the identification, removal and prevention of barriers to persons with disabilities in the municipality's by-laws, policies, programs, practices and services.	Established in May 2001
Practice/policy	Need for a cohesive diversity, access and equity plan.	TPH has established three internal committees to plan, implement and evaluate diversity, access and equity plan. One of the three committees is the Access and Equity Work Group. This is made of staff representative from each of TPH's programs and section. The second committee is the Access and Equity Management Committee made up of managers from each of the geographical regions and programs of TPH. The third committee is the Access and Equity Steering Committee, made up of the Access and Equity lead Directors and Managers and is chaired by the Medical Officer of Health. It is ultimately responsible for the implementation of the Diversity, Access & Equity Action and is accountable to the Divisional Management Team.	Ongoing
Practice/policy	Need for enhanced community partnerships	Through the six Local Health Committees and community partnership initiatives, TPH will outreach, consult and integrate groups with access barriers into program/ services planning, identification of barriers/ concerns, implementation and evaluation to address systemic discriminations.	2004 and beyond
Practice/policy	Need for a decision-making review	TPH will work on how the decision-making process on issues related to Municipal Accessibility Plan will be reviewed. The internal Access and Equity Steering Committee will oversee this process.	2004 and beyond
Practice/policy	Physical access to Toronto Pubic Health facilities/clinics	As part of the diversity access and equity plan TPH, through the co-ordinated access system, will review all physical sites and assess for compliance with all codes governing requirements for accessibility (i.e. National/Provincial/ Municipal Building Codes, Accessibility Guidelines, etc.) A Capital plan will be submitted each year commencing in 2005 for building retrofits where standards are not met.)

Corporate Services Department:

Corporate Services is a service delivery department providing leadership and support services directly to the public, as well as to the corporation, City Council and its Members, City employees and departments, and the media. Through dedicated and professional staff, the department manages corporate assets and resources, delivers and maintains critical services and systems, and fulfils governance responsibilities. The department is organized into nine divisions:

City Clerk's Office,
Corporate Communications,
Court Services,
Facilities and Real Estate,
Fleet Services,
Human Resources,
Information and Technology,
Legal Services, and
Service Improvement and Innovation.

The department's accessibility plan is primarily focused on the activities of six divisions where initiatives are in planning or implementation stages: City Clerk's Office, Corporate Communications, Court Services, Facilities and Real Estate, Fleet Service and Human Resources.

A systemic review of accessibility issues and barriers for the department's divisions will begin during 2004 for three of the departments' nine divisions, subject to resourcing through the 2004 budget process. On an annual basis, it is proposed that three divisions will be reviewed for accessibility access.

City Clerk's Office:

Type	Barrier	Strategy For Removal/Prevention	Status
Information / Communication	2003 Municipal Elections - Communications and Signage	Strategy for 2003 municipal election: Provide election information, including updates via fax, to the Canadian National Institute for the Blind 'Newsline', a telephone resource. Information remains on 'Newsline' as long as is requested by the client. Publicize the "friend of an elector" initiative, permitting assistance behind the voting screen from the friend or the MDRO/DRO (Managing Deputy Returning Officer/Deputy Returning Officer), unique to Municipal elections. Provide one audio ballot touch screen voter terminal for the visually impaired at City Hall and each Civic Centre during the Continuous Advance Vote (Monday to Friday, October 20 to October 29, 2003). Place information on Canadian Hearing Society web site (www.chs.ca). Provide communications material on non-glossy paper and in an uncluttered style, as often as possible. Material to meet KISS criteria to reach out to the visually impaired and those with low levels of literacy. Place an instruction sheet in large print (minimum 14 pt) in all voting places containing voting instructions (how to vote and what offices an elector can vote for). Utilize 311 for the TTY. Encourage candidates attending Candidate Information Sessions to give consideration to the needs of the visually impaired and other groups when creating literature and web sites. Continue to provide the yellow pennants with black borders to denote voting places, as well as contrasting borders on voting place lawn signs, in order to provide easier identification by people who are visually impaired.	Strategy in place for 2003 municipal election
Physical / Architectural	2003 Municipal Elections - Voting Places	Strategy for 2003 municipal election: Ensure that where a building is accessible to the physically disabled, the accessible entrance is the shortest possible route to the voting place, i.e. the door that leads directly from the outside into the gym. Ensure that there is enough space at one voting screen to accommodate a wheelchair or scooter. Ensure one voting screen will have a chair for the disabled or elderly. Provide a magnifying sheet in each voting place to assist both the visually impaired and senior citizens with poor eyesight. Ensure that at locations that are inaccessible to the disabled, a Customer Service Clerk (CSC) will be hired to stand outside and provide assistance to people requiring help in getting into the voting place or alerting the MDRO/DRO to the need for curb-side voting to be conducted.	Strategy in place for 2003 municipal election.
Practice/Policy	2003 Municipal Elections - Voting Place Procedures	Strategy for 2003 municipal election: Review by the MDRO with election officials, prior to opening the voting place, of procedures to assist people with disabilities at the voting place. Assistance by the CSC of a disabled elector on entering the voting place, of reaching the ADRO (Assistant Deputy Returning Officer). Provision by the ADRO of a ballot to the disabled voter, and direction or assistance if required to the appropriate voting screen - either the one with a chair or the one that will accommodate a wheelchair or scooter. Assistance by the MDRO to clear the voting place and help a visually impaired voter mark the ballot if he/she does not have a "friend" to assist them. Assistance by the CSC to ensure that once a person with disabilities has completed the voting process, he/she can safely exit the voting place. Action by the MDRO/DRO where a voting place is not accessible, or a person with disabilities cannot get into a voting place for any reason, to go out to the person with one of each type of ballot, a copy of the voters' list and a ballot transfer case. The MDRO/DRO will determine their school support, give them the appropriate ballot and once completed, place it inside the ballot transfer case. Once back in the voting place, the ballot will be given to the TDRO (Tabulator Deputy Returning Officer) for processing. The MDRO/DRO should request the voter wait until he/she can be sure that the ballot has been marked correctly.	Strategy in place for 2003 municipal election.
Practice / Policy	2003 Municipal Elections - Employment Opportunities	Strategy for 2003 municipal election: Provide the necessary accommodation where possible to employ people with disabilities as election day staff.	Ongoing
Information / Communication	Public Meetings of City Council committees	Reference in public notices, published by the City Clerk's Office for public meetings of committees of City Council, to special assistance available for members of the public including a TTY reference number. Notices also indicate that attendant care services can be made available with some advance notice to the City Clerk's Office. Use of accessible locations for some committees and Community Councils that address items of great public interest late in the day or in the evening, to accommodate work or travel schedules.	Ongoing
Practice / Policy	Information Communication	Availability of copies of Council/Committee material on the City's web site and in print form. Charges for print copies have been waived for visually impaired people and not-for-profit groups; phone, fax and e-mail contacts are identified on print material and on the web site. The web site is continually updated with information on how Council / Committees work; about the City's agencies, boards, commissions and Task Forces, including mandate, schedule of meetings, appointments, contact info and links.	Ongoing
Practice / Policy	Information Communication	Advertisements for those wishing to serve on Boards is printed in local and multi-ethnic media, as well as dailies.	Ongoing
Practice / Policy	Information Communication Technology	Increased use of e-mail notice lists where possible, using a communication tool that is immediate and enables the division to reach more people at low cost. This is also a more accessible form of communication for some people with disabilities. Strategies are in place to provide information to those not familiar with Council and use of the City's website.	Ongoing
Practice / Policy	Information Communication Technology	Continue to work towards greater use of plain/clear language and simpler rules in committees. During City Council meetings, there is a visual display of Council motions and speaker's name for home cable viewers. The ongoing review of the meeting management process will lead to new ways for the public to access and participate in the decision-making process.	Ongoing
Practice / Policy	Access to political process	Nominating Committee to conduct surveys to identify members of protected groups who are applying and being appointed to agencies, boards and commissions. Survey results will assist in setting goals to increase diversity.	Fall 2003
Practice / Policy	Information technology	Database for boards/ appointments are designed with "non-mouse" users in mind and for eventual internet posting of information. Division continues to review business process for clarity and access to information.	Implementation initiated
Practice / Policy Information Communication	Protocol Events	For Protocol events, several activities are now undertaken and will continue, including: TTY phone number provided on invitations to City events; menus designed to accommodate a variety of dietary needs and cultural sensitivities; event plans deliberately created to accommodate people with disabilities; availability of sign language interpreters and attendant care staff as required; accessibility symbols placed on invitations where attendant care is provided; and materials translated into languages as required.	Ongoing
Practice / Policy	Legislative Services Forms Information Communication	Legislative Services application forms and instructions are being reviewed for plain language for ease of understanding. Sample forms are being developed for reference. Reviewing and developing harmonized polling processes for the City of Toronto for easier access and consistency to the general public. Exploring available options for one provision of Legislative Services function through City of Toronto e-government services.	Ongoing
Practice / Policy	Archives Exhibits Information Communication	Sign language interpreters and attendant care staff are employed as required. Sign language interpreters and attendant care services are provided as required for staff meetings.	Ongoing

Corporate Communications:

Type	Barrier	Strategy For Removal/Prevention	Status
Information Communication	Accessibility Initiatives - Communication strategies	Maintains responsibility for the corporate TTY line to assist public enquiries from hearing-impaired persons.	Completed
Information Communication	Accessibility Initiatives - Communication Strategies	Maintains responsibility for the corporate web site content to ensure information content is accessible for visibly impaired users.	Ongoing
Information Communication	Internal Corporate Signage	Establishment of a Corporate Signage Steering Committee to review signage gaps and barriers at City Hall, Metro Hall, and the civic centres, and identify opportunities for improvement.	Ongoing

Court Services:

Type	Barrier	Strategy for Removal/Prevention	Status
Physical / Architectural	Accessibility in new court facilities	Construction of new court facilities is planned with regard for accessibility and built to Code. All courtrooms are accessible, and a courtroom at the York Civic Centre will be built to accommodate a Justice of the Peace with a disability. Staff and public washrooms will be physically accessible in all future court facilities.	Planned and ongoing
Information Communication Technology	Improved access to information	Implementation of a web site providing an e-mail address for the public to submit complaints or questions. Creation of an information pamphlet that is handed out in the appeal court for Provincial Offences Act matters has been translated into 12 different languages. Language Lines are available at service counters to ensure that counter staff can communicate with persons speaking any language.	Ongoing
Information Technology	Improving access to the justice system	The division is conducting a review to explore more efficient systems than the current Provincial ICON system. The new system will allow payments to be made over the Internet. Planning to set up an "e-court" that will allow defendants who require particular services of a Justice of the Peace to connect at a distant location via a video link, creating greater accessibility to the justice system.	Implementation underway Planning
Practice / Policy	Attitudinal Communication	Training on customer service and working with the public to be provided to all counter/cash staff.	To be implemented in 2004
Practice / Policy	Information Communication	In agreement with the Province of Ontario, the court location at 137 Edward Street will be designated bilingual. In the fall, bilingual staff will be hired for this location.	To be implemented in Fall 2003

Facilities and Real Estate:

Type	Barrier	Strategy for Removal/Prevention	Status
Physical / Architectural	Accessibility for persons with disabilities to City facilities and services.	Two city departments, Corporate Services and Urban Development Services, are jointly co-ordinating the development of the new Accessibility Design Guidelines for the City of Toronto.	To be submitted to City Council in 2004.
Physical / Architectural	Initiatives to address identified physical barriers	Accessibility audits of 70 city owned buildings, as a representative sample of all City facilities, were conducted in 2001 and 2002. This sample included City Hall, Civic Centres, Health facilities, Community Centres, Heritage buildings, Office buildings, Maintenance buildings, and more. Individual site remedial work plans were prepared for the 70 audited City-owned facilities.	Implementation initiated. Audits of rest of corporate facilities are ongoing (2004 - 2007) For 2003, planned capital projects to address accessibility matters total $1.1 million
Practice/Policy Information	Strategies for future audits	For corporate buildings, the Facilities and Real Estate Division has a program for conducting accessibility audits for buildings under its direct control. Based on the findings from these audits, a capital program is developed for City Council approval and implementation. Based on the new Accessibility Design Guidelines for the City of Toronto, an accessibility checklist has been developed to ensure that all the issues identified in the Guidelines are reviewed during future audits.	Implemented

Fleet Services:

Type	Barrier	Strategy for Removal/Prevention	Status
Practice / Policy	Employment	Division adheres to Human Resource guidelines in recruitment and employment and in the provision of accommodation where applicable.	Ongoing
Practice / Policy	Employment	Division adheres to provincial guidelines with respect to licensing, and to Ontario licensing requirements in terms of Fleet Safety Policy.	Ongoing

Human Resources:

Type	Barrier	Strategy for Removal/Prevention	Status
Practice / Policy	Employment barriers - attitudinal	The City actively encourages the participation of persons with disabilities in the employment selection process with the statement: "Committed to employment equity, the City of Toronto encourages applications from Aboriginal people, people with disabilities, members of visible minority groups and women" when posting or advertising job openings.	Ongoing
Practice / Policy	Attitudinal Physical Sensory Communication	When all applicants are invited to participate in the staffing process (e.g., interview or testing process) they are made aware that the City will accommodate individuals with special needs in the selection process and that individuals must make their needs known. Accommodations are made as appropriate throughout the selection process (e.g., testing, interviews). At the time of a job offer candidates are also informed that should they need an accommodation in the workplace that they should make their needs known. Arrangements are made to meet the needs of the employee as appropriate.	Ongoing
Practice / Policy	Attitudinal Physical Sensory Communication	Inclusion of human rights and employment equity sections in all staffing guidelines, policies and tools provided to managers and human resources staff. These include guidelines for developing qualifications; screening applications, recruitment advertising, internet job postings, use of executive search firms, guidelines for practical and written assessments, interview panel procedures, hiring process, employment references, and job offer guidelines.	Ongoing
Practice / Policy	Communication	A number of departments send copies of job postings to community groups to ensure wide distribution of job opportunities to equity/diversity groups including persons with disabilities. Departments attend speciality job fairs that target persons with disabilities.	Ongoing
Practice / Policy	Communication	Participants in corporate training courses offered through the calendar are requested to advise if they require accommodation in order to participate. Accommodations have included the provision of ASL translators and materials in Braille.	Ongoing
Practice / Policy	Communication	The Employees Training Centre on King Street E has TTY capability and Career Development Services has TTY capability and a counsellor provides services to a number of deaf employees.	Ongoing
Attitudinal Practice / Policy	Human Rights Discrimination	The City's Workplace Human Rights and Harassment policy, which addresses obligations under the Ontario Human Rights Code, prohibits discrimination of protected groups, including persons with disabilities, in services, accommodation, contracts and employment. The City has a Human Rights Office, which provides advice and guidance on human rights issues (e.g., accommodation of employees with disabilities), provides support to managers in resolving human rights complaints, meditates disputes and investigates formal human rights complaints. The Office handles inquiries and complaints from City employees about the workplace and from the public regarding City services. An Annual report is provided to City Council.	Ongoing
Attitudinal Practice/Policy	Employment Equity	In 2000, Council approved the City's Employment Equity policy, setting out the process for ensuring equitable employment systems. This includes collecting employment equity information from applicants to City jobs and the City workforce (including whether or not the individual is a person with a disability); identifying and removing barriers to full employment; setting objectives for equitable representation, developing proactive equity plans including special programs to support the objectives; measuring and monitoring outcomes and results, publicly reporting on the results through an Annual Report, and hiring and promoting on the basis of merit and potential.	Ongoing
Practice / Policy	Employment Policy	Part of the development/ approval process for human resources policies/guidelines includes a review by Employment Equity and Human Rights staff who look for impact and issues that affect protected human rights and employment equity groups.	Ongoing
Attitudinal Practice / Policy	Hiring Process	The inclusion of human rights and employment equity considerations in all staffing policies/guidelines helps ensure that barriers to employment are prevented in the recruitment and staffing process or identified and removed.	Ongoing
Practice / Policy	Employee Health and Safety Physical Architectural Communicational Technological	Occupational health staff, ergonomists, employee rehabilitation and employee assistance counsellors provide advice/assistance and training to managers and employees to optimize health and safety and employee wellness and prevent injuries and illnesses. The Integrated Disability Management Policy facilitates return to work of injured workers and those who have been off due to illness including assisting with accommodation in the workplace.	Ongoing
Information	Incomplete information about the workforce; representation in specific jobs and job levels.	Conduct a workforce survey and prepare a report on the results, including the representation of persons with disabilities in the City workforce.	Surveying has begun and expected to conclude by Feb/04
Practice/Policy Information	Need for a harmonized workplace accommodation policy and guidelines that will replace the accommodation policies of the former municipalities.	Development and implementation of a workplace accommodation policy and guidelines	December 2003
Information Communication	Better access to employment opportunities with the City of Toronto.	Participate in the Ontario March of Dimes Strategic Employment Solutions Program to increase outreach to persons with disabilities	Begin in fall 2003, and on-going thereafter
Information Communication	Better access to employment opportunities with the City of Toronto.	Use of fax broadcast software (Fax Senior) to ensure City job postings are sent to employment agencies that serve persons with disabilities and outreach to persons with disabilities is maximized.	Begin in September 2003 and on-going thereafter

Economic Development, Culture and Tourism:

The department is comprised of the Economic Development, Culture, Parks and Recreation, Policy and Development, and Tourism divisions. The department provides services to the residents of Toronto through its many parks and recreational facilities, its museums, art galleries and cultural attractions and programs, support for businesses and through a variety of special events.

The department is responsible for over 800 structures and 7,000 hectares of parks plus 90 cultural facilities with associated landscapes - many of which have a historical reference to consider in planning. The department plans to undertake and complete accessibility audits over the next two years, based on funding availability.

The Department actively and broadly consults on accessibility issues in operational reviews, divisional workplans and the development of service models for people with disabilities.

Type	Barrier	Strategy For Removal/Prevention	Status
Practice/Policy Information Communication	Identifying people with a disability in our community and the supports they require Identify stakeholders and partnerships	Partner with agencies, develop questionnaires and surveys to send to existing customers Develop database	To begin in 2004, dependent on funding
Practice/policy Information Communication	A voice for the disability community is needed at local levels	Develop district advisory councils	2004/05
Practice/policy	Communication	TTYs are available in all Parks and Recreation district offices for cultural and recreational programming.	Completed
Practice/policy Information Communication	Update communication plan	Increase web access Promote TTY further	Ongoing
Practice/Policy	Standardized accessibility guidelines needed Develop one single service delivery model and operational structure model for Parks and Recreation Division	The proposed accessibility design guidelines will be forwarded to Council for approval. Consult with working groups and community partners and develop action plan.	2004
Attitudinal Information Communication	Training on accessibility issues for staff	Human rights training for departmental staff Developing a resource manual for staff and volunteers	2003-2004
Practice/policy Attitudinal Communication Information	Improve staffing and employment practices to represent our diverse community	Review current practises and consult with HR department to determine both gaps and strategies	Ongoing
Technological	To harmonize distinctly different systems (manual and computer) for better accessibility	Develop an IT system that will be compatible with the City's CLASS registration system while maintaining confidentiality of customer health records.	Ongoing
Practice/Policy	Developing effective responses to the City's diversity.	The development of an Access and Equity Work Plan to include disabilities is being completed for the department, covering the period January 2004 to December 2007 with an annual report on implementation.	Fall 2003
Practice/policy		A new service delivery model is being developed to serve people with disabilities within Parks and Recreation. This will be done in consultation with a staff working group, disability community agencies, and partners.	2004 and beyond
Physical Practice/policy	Assessment of facilities for accessibility.	In 2004, Council is expected review and adopt design accessibility guidelines for civic facilities. It will be proposed that funds be allocated towards an audit of Parks and Recreation and Culture facilities. The review is to be conducted by external experts (using the corporate Accessibility guidelines as the basis of review), over a period of two years. Cost estimates to remedy any deficiencies would be developed for consideration in future capital budgets.	2004 - 2005
Practice/policy	Information Communication Attitudinal	As required by the City Grants policy, Arts and Culture, and Museum grant applicants (Culture Division) are required to develop Anti-Racism, Access and Equity Policy and Human Rights Complaint Procedures.	Ongoing
Practice/policy Architectural	Program Physical	The program for the Culture Division will need to be flexible, accommodating a possible combination of physical retrofits and virtual exhibit design in order to deliver a fulfilling experience to all patrons.	Ongoing
Practice/policy	Reviews for accessibility	The capital budget will influence the review periods for building audits and plan for implementation. The departmental Access and Equity Committee will meet regularly to discuss issues and recommend appropriate actions to senior staff.	Ongoing

Finance Department:

The Finance Department provides sound financial management and advice to the City ensuring effective use of the corporation's financial resources by maintaining financial controls; by developing and implementing effective financial strategies; and providing timely, effective, accurate and efficient services to departments, boards, agencies, employees, and the public.

This mission is carried out under a broad range of financial service including accounting, budgeting, financial planning, insurance and risk management, investment and debt management, revenue collection (taxes, water, parking tags), payroll, pension and employee benefits administration, purchasing and materials management, support services, and development, policy and research.

Purchasing and Materials Management Division:

The City of Toronto represents one of the largest single purchasers of material, supplies, equipment and services in Ontario. Our primary function is to supply all departments and designated agencies, boards and commissions of the City with the best value and service possible for public monies spent, at all times maintaining the highest standards of business ethics in our dealings with suppliers.

The procurement function is accomplished by competitive bidding by pre-determined specifications. The division also handles the sale of obsolete or salvageable material, warehousing and distribution, and quality control on purchased goods and services by the City.

Type	Barrier	Strategy For Removal/Prevention	Status
Practice/policy Information Communications	Provision of sensitivity and awareness training and materials on access, equity and human rights issues to all persons involved with the municipal structure including staff, contractors and persons appointed to city committees.	All Finance Divisions communicate and remind staff of City Policies in the area of human rights and diversity. The Purchasing and Material Management Division ensures that all new bidders are given a copy of the City's Declaration of Non-Discrimination Policy.	Ongoing
Practice/policy Information Communication	Encouraging employees to participate in corporate and community programs to help staff better understand the City's diverse communities.	The divisions have provided education and training to staff to understand better the needs of the City's diverse communities. Brochures and videos in various languages along with an interpretation service provided by the department to assist the City's diverse communities.	Ongoing
Practice/policy Information Communication	The City's Economic Development Strategy specifically outline pro-active strategies that include the city's diverse communities.	Purchasing & Materials Management Division has and will continue to provide seminars to the City's diverse communities on how to access business opportunities with the City.	Ongoing
Practice/policy Information Communication	That the City implement the implementation strategy arising from recommendations of the Urban Aboriginal Economic Development Seminar and that it provide progress reports.	Purchasing and Materials Management Division has and will continue to provide seminars to the City's Aboriginal Community on how to access City business opportunities.
Practice/policy Information Communication	In promoting the image of Toronto as a "global city", strategies be implemented to use these opportunities for businesses owned and operated by members of the human rights protected groups.	Purchasing and Materials Management Division participated on the Olympic Bid Access to the Commercial Opportunity Reference Group in the development of an Equity Work Plan for Access to Commercial Opportunities.	Completed
Practice/policy Information Communication	The City to use its purchasing process for communicating the City's leadership role on employment equity, anti-discrimination and against harassment in the workplaces of Toronto.	Suppliers are required to comply with the City's Anti-discrimination Policy and Fair Wage Policy. The Purchasing and Materials Management Division provides seminars to suppliers where the need to comply with the policies are explained.	Completed
Practice/policy	Improve access to the City's purchasing process	A new purchasing by-law was approved by Council in July 2000. Where possible and with the concurrence of the Departments, contract requirements are split so that firms can bid on all or part of the contracts.	Implemented
Practice/policy Information Communication	A report on the proportion of expenditure the City spent with Businesses Owned by the Designated Groups; and the report to include information on the employment equity policies of firms who are suppliers to the City.	Data are being compiled and a Report will follow to City Council.	Initiated

Urban Development Services:

Urban Development Services plays a vital part in the life cycle of land use and building throughout the City of Toronto. Any structure, whether an addition to a house or the construction of an office tower complex, has to be planned, built, maintained and, in some cases, demolished.

City Planning is at the front end, liaising with citizens and community councils and dealing with planning applications.

Building is in the middle; issuing building permits and inspecting sites.

Municipal Licensing and Standards is at the end, ensuring that what is planned and built is maintained and fulfilling its function properly. In addition, the Division issues business licences and right-of-way permits and ensures compliance with relevant by-laws.

Business Support Services is an essential internal support service for the department.

City Planning Division:

Mandate:

The City Planning Division manages the growth and physical form of the city. The division reviews and processes development approval applications from both a community planning and an urban design perspective.

Core businesses:

Planning staff gather public input and conduct research to develop and implement plans for areas of the City, and review and make recommendations to Council regarding private developments, to ensure new developments enhance our urban environment. They also provide support for City Council and its committees as well as community-based working groups established to review specific development plans.

Building Division:

Mandate:

The principal mandate of the Building Division, as part of the Urban Development Services Department, is to enforce the Building Code Act, 1992 and the Ontario Building Code which regulate the construction and rehabilitation of all buildings in the City of Toronto.

Enforcement of Building Code standards is required under the Building Code Act, 1992 and allows the City to verify that new construction meets the minimum standards for public health and safety, fire protection, structural sufficiency, accessibility, conservation and environmental integrity.

Accessibility is explicitly included in the Building Code Act, 1992, under Section 34(5), which outlines the purpose of the Ontario Building Code.

Core businesses:

The Building Division's core businesses are Plan Review and Inspection Services to verify that new construction and renovation projects comply with the minimum standards set out in the Ontario Building Code, as well as other requirements including zoning provisions and other applicable laws.

The key clients and customers are designers, engineers, architects, contractors and "do-it-yourselfers" (homeowners and small business people) involved in the construction, repair, reuse and renovation of buildings in the City of Toronto.

The Building Division has also undertaken Community Consultation and Program Development. This program provides an opportunity for contact with groups of professionals and stake-holders who receive our services to enable us to identify service gaps and problems and provide the Division a forum for exchanging information and improving the delivery of our services generally. Consultations within the construction industry further allows us to assess new construction technologies, processes and materials, to prepare us to use our authority to permit "equivalencies" to traditional building code requirements, as permitted under the Building Code Act, 1992.

The final level of consultation and program development occurs with the Building and Development Branch of the Ministry of Municipal Affairs and Housing and the National Model Code process, which accept input on proposed changes and improvements to the Building Code Act, 1992 and the Ontario Building Code from any organization or person.

Municipal Licensing and Standards:

Mandate:

The mandate of the Municipal Licensing and Standards Division is to enhance the quality of life for residents, businesses and visitors to Toronto by investigating and enforcing compliance with Acts, By-laws, and Regulations in order to encourage:

(i) High public safety standards;
(ii) Neighbourhood integrity; and
(iii) Consumer protection.

Core businesses:

The Municipal Licensing and Standards Division is responsible for:

(i) Regulating and issuing business licences for stationary and mobile businesses;
(ii) Regulating and issuing permits for street vending, boulevard cafes and marketing on the City's right-of-way; and
(iii) Regulating and inspecting activities on, or associated with, private property.

Paragraph 150(8)(e)(v) of the Municipal Act also permits municipalities to require as a condition of obtaining, continuing to hold, or renewing any business licence, that the premises of the business, or part of the premises, be accessible to persons with disabilities.

Urban Development Services:

Type	Barrier	Strategy For Removal/Prevention	Status
Practice/policy	Physical Architectural Review of site plans for accessible parking Requirements and access to sidewalks, buildings, etc.	Review site plans with respect to parking and pedestrian facilities. For example: Provision of handicapped parking spaces and their location in relation to the main doors, or elevator lobbies in parking garages. The dimensions of such spaces are larger than regular spaces to allow for a chair to be drawn beside the vehicle. Provision of dropped curbs and ramps for access to buildings, sidewalks etc.	Ongoing
		Notes: The Etobicoke Zoning Code and the York zoning bylaw (1-83) both include standards for handicapped spaces in their parking requirements. The former Toronto zoning bylaw (438-86) and the North York zoning bylaw address disabled persons' access to buildings by allowing ramps to project a specified maximum amount into yards. The Toronto bylaw also includes elevating devices in this regard. The former Toronto and North York had separate bylaws (non-zoning) administered by other Departments to address handicapped parking spaces. They are Toronto bylaw 329-81 and North York bylaw 31770. Neither East York's nor Scarborough's zoning specifically addressed disability access, however the City Building Plan Examiners permit wheelchair ramps or elevating devices as a matter of course as they are "life needs".
Practice/policy	Information Communication Review of policy proposals for applicability for citizens with disabilities.	An Accessibility planner reviews policy proposals for applicability to people with disabilities, such as the drafts of the Official Plan, and acts as liaison with departments to insure that accessibility issues are dealt with appropriately. Projects include: Co-ordinating community in-put to Accessibility Design Guidelines project, Assisting Diversity Management and Community Engagement's Disability Issues Committee programme, Liaison with the Toronto Police on disability parking issues Advises the Clerk's office, the WEB Master, and other city communication staff on appropriate communication formats for use by people with disabilities.	Ongoing
Practice/policy	Information Communication Accessible public meetings	Public consultation meetings held by Area Planners, the Official Plan Team, and other project staff take place in buildings such as community centres and schools which provide access for people with disabilities. Meeting Notices (in multiple languages) advise that support such as ASL interpreters, attendant care, or alternative formatted documents can be provided with adequate prior notification.	Ongoing
Practice/Policy	Involvement and inclusion of people with disabilities in City plans.	People with disabilities were involved in the review of the drawings for the Yonge-Dundas Square.	The Yonge-Dundas Square is now completed. Practice expected to continue for future projects.
Practice/policy	Information Communication Physical Implementation of the City's Official Plan.	The new Zoning By-Law project will review zoning regulations to identify barriers. The Accessibility Planner will work with the bylaw team to insure that the needs of people with disabilities are not overlooked in zoning bylaw preparation. Note: The new Plan is A long-term policy document, Strategic and high level in its Approach to future Development, but clear in its Vision. As the document states, "The vision of the Plan is about creating an attractive and safe city that evokes pride, passion and a sense of belonging - a city where everybody cares about quality of life." "A key city-building principle is that public buildings, parks and open spaces should be open and accessible to all members of the public including people with disabilities."	The new Zoning By-law project will review the current regulations over the next year and beyond. Any changes will be forthcoming but will not take effect for 2 or 3 more years. The Official Plan was approved by Council and will be before the Ontario Municipal Board.
Practice/policy	Information Communication Ensuring accessibility issues are included in the City's development projects.	Through the community consultation process, the division will develop a programme for insuring that accessibility issues are included in new development projects. For example: Plan to restore, develop and operate Union Station Harbourfront Parks and Open Space The Toronto Waterfront Scan and Environmental Improvement Strategy Study Central Waterfront Plan Part II Toronto's Port Lands and West Don Lands Restoration of the mouth of the Don River	2004 and beyond
Practice/policy	Information Communication Improved understanding, implementation of Accessibility Design Guidelines.	After t Once the City's own Accessibility Design Guidelines are finalised, the division is likely to be involved in training sessions on the use of the Design Guidelines.	Late 2004
Practice/Policy Information Communication	Access to site plans for the purpose of review (section 41 of the Planning Act)	The Division will work with the City's Disability Issues Advisory Committee, as required, to review site plans. As part of this practice, the City would develop basic protocols governing confidentiality, skill profiles of participants, and contracts that fully outline the expectations of the committee volunteer and the Planning Division.	2004 and beyond
Practice/policy	Information Communication Support to accessibility advisory committee	The Ontario Building Code standards are developed and regulated by the provincial government. The Ontario Building Code has accessibility requirements that go beyond requirements in other Canadian provinces. The most recent round of consultations to consider proposed amendments included significant changes to the accessibility requirements. The Building Division played a role on the City of Toronto's Community Advisory Committee on Disability Issues, which lobbied the provincial government to improve the accessibility requirements in the Ontario Building Code. The Building Division also represented the City in a provincial-working group to identify code changes, and commented favourably on changes included in the Code consultation package that were the result.	Ongoing
Practice/policy	Information Communication Support to City accessibility initiatives.	The group developing the proposed Accessibility Design Guidelines for the City of Toronto included a representative of the Building Division who worked to ensure that the guidelines would not conflict with the Ontario Building Code requirements. The guidelines, once released, will provide voluntary design solutions to help improve accessibility.	Ongoing
Practice/policy	Physical Review for improved accessibility.	The Customer Service Team of the Building Division will assess the accessibility of the service counters where Building Division services are provided. This will include assessing the counter space itself, as well as access to the space and way finding. The review will identify and implement quick fixes for improving accessibility. The review may also identify other longer-term ways that could improve accessibility.	2004
Practice/Policy	Accessible Taxicab Program	The Taxi Industry Unit of ML&S offers a specialised Accessible Taxicab Program to taxicab operators who wish to provide dedicated service to persons with disabilities. These licences are issued under Subsection 132(M) of Chapter 545 of the City of Toronto Municipal Code. The goal of the program is to supplement accessible transportation to persons with disabilities. It is tied to the Toronto Transit Commission's Accessible Transit Services Plan. Description: The Accessible Taxicab program allows for the licensing and regulation of wheelchair accessible vans for use by persons with disabilities, as well as, sedan service to persons with limited mobility. Accessible vehicles (vans) are ramp-equipped, require specialised plates and must conform to the requirements set out by the Canadian Standards Association's D409-02 and the Province's Regulation 629 Highway Traffic Act.	The program was developed from a recommendation proposed by the Taxi Task Force and which was adopted by City Council in 1998. The program commenced in 2000 and currently 74 accessible taxicab vehicles are licensed.
Practice/policy	Information Communication Training for operators	The program requires operators to successfully complete a four and a half-day course focusing on customer service, sensitivity awareness, equipment handling, and human rights issues.	Ongoing
Practice/policy	Communication Effective partnerships with transportation providers.	The TTC has contracted a portion of its Wheel Trans service to the City's taxi brokerage companies as well as to individual sedan operators. The initial tender was for five years with options to renew for two one-year terms. Contracted services are used at all times of the day. The number of accessible taxis required for this program is determined by forecasted projections made by the TTC. Over the five-year plan, the TTC determined there was a need for 73 accessible taxis. At the present time, there are 74 accessible vehicles in service, with one licence pending issue. There are also seven Standard Accessibles currently operating.	Ongoing since 2000.
Practice/policy	Training for prospective and icensed taxicab drivers and owners	The Taxi Industry Unit of ML&S trains and re-trains approximately 4,000 prospective and licensed taxicab drivers in the City of Toronto. Training is provided under Subsections 131(A), 131(B), and 132(F) of Chapter 545 of the City of Toronto Municipal Code. All prospective taxicab drivers must attend a 17-day training course that includes a one full-day session of accessibility training that includes sensitivity awareness and practical assessments with respect to equipment handling. Prospective drivers must also attend training in human rights and diversity awareness. All licensed drivers were required to attend a five-day refresher course in 2001 and 2002, including a half-day refresher session on providing service to passengers with disabilities. All licensed and eligible taxicab drivers wishing to obtain an Ambassador taxicab owner's licence are required to attend a forty half-day-session training course which includes one full day of accessibility training that includes sensitivity awareness and practical assessments with respect to equipment handling. All taxicab accessibility modules have been designed with the standards for training established by a number of provincial and federal organisations, including the Canadian National Institute for the Blind, the Canadian Council of Blind People, the Advisory Committee for Accessible Transportation, and the Senior's Secretariat.	Ongoing
Practice/Policy	Access to boulevard cafés	Boulevard cafés are currently required to have a fence that defines the perimeter of the licensed area. The opening in the fence must be at least 1.0 metres wide in order to accommodate access to a person in a wheelchair. In addition, all decks constructed on the café area must include a ramp that provides access to the elevated area and the ramp must be in accordance with accessibility criteria for slope and handrails. These provisions are currently defined in Section 36 of Chapter 313 of the City of Toronto Municipal Code.	Ongoing
Practice/policy	Licensing of other businesses, trades and occupations	To date, accessibility, as a condition of securing a business license has not been widely explored for business licences in areas other than taxi and boulevard cafés. The Accessibility Workgroup (see next entry) will explore in 2004 the impact of the licensing provisions under the Municipal Act, 2001 and make further recommendations. Among other issues, the Workgroup will consider the following: amendments to Chapter 545 to ensure that Accessibility be a condition of a business licence; the impact on the licensee who may be renting a property, when the responsibility for accessibility might more appropriately be placed upon the owner of the building; addressing the issues arising from not all businesses within the City being required to have business licences, which means that many businesses will not be subject to such conditions and that those that are could therefore potentially claim the measures to be discriminatory.	To be explored in 2004
Practice/policy	Information Communication Co-ordinated reporting strategy for annual accessibility plans.	ML&S will form an Accessibility Workgroup to develop an Accessibility Plan for Municipal Licensing and Standards Division. The workgroup will identify and analyse barriers relating to the existing Accessible Taxicab Program. It will involve developing a methodology (using qualitative and quantitative measures) to: evaluate the impact of the Accessible Taxicab Program; address the rationale for supporting an increase in the number of accessible vehicles; develop a methodology to arrive at a proper number of accessible vehicles to meet the demand; and investigate a proper fare structure to make the business opportunity a viable enterprise for the taxi industry. Consultations will be conducted with the Taxi Advisory Committee and persons with disabilities. In addition, the Accessibility Workgroup will also review Chapter 545, Licensing, as well as many other relevant Chapters and/or By-laws to: assess and report on which types of licensed businesses may be required to make their premises, or part of their premises accessible; assess and report on what measures should be required of the identified businesses; assess and report on the financial impact on the identified businesses and, if deemed necessary, suggest strategies to address such impact; and assess and report on how the previous recommendations might be monitored and evaluated.	To begin in 2004

Works and Emergency Services:

Works and Emergency Services provide water, wastewater, solid waste, transportation, fire and emergency medical services to the City of Toronto. The department has approximately 9,300 employees, and 250 facilities with operations from Pickering in the east, to the border with Mississauga in the west, and from the shores of Lake Ontario to York Region in the north. The department provides essential services that affect the day to day life of Toronto residents.

The department includes the following divisions:

Emergency Medical Services
Fire Services
Solid Waste Management Services
Support Services
Technical Services
Transportation Services
Water and Wastewater Services

Type	Barrier	Strategy For Removal/Prevention	Status
Practice/policy	Attitudinal Information Communication	On the Department's recommendation, City Council has approved of a substantial increase in set fines (a minimum of $300) for Disabled Permit Parking Offences.	Adopted by Council, November 2002. Effective when the changes to Municipal Act with respect to parking for disabled persons come into effect.
Practice/policy	Access to resources	City Council adopted, in principle, that funds derived from disabled parking offences be placed in a separate account to be used for disability-related projects.	Referred to Budget Advisory Committee for future consideration.
Practice/policy	Attitudinal Communication Information	Sessions on "Human rights: due diligence for managers" are delivered annually. The "Leadership through Excellence" management program for Works and Emergency Services delivered by George Brown College includes training on human rights issues, employment equity, and workplace harassment policies. Fire recruits receive training on human rights and workplace harassment policies. Orientation for all staff in WES includes discussion on the City's human rights and workplace harassment policies. Toronto Emergency Medical Services: New employees/management staff receive orientation to corporate human rights policies by the HR division. These policies are also available on the intranet. Community advisors provide workshops to supervisory staff. WES staff receive cultural diversity training from Human Resources.	Ongoing
Practice/policy	Access to services	Emergency Medical Services will be hiring an Ethnocultural Access Coordinator/Multicultural Health Consultant.	September 2003
Architectural	Access to services and facilities	Emergency Medical Services headquarters and the Rubes Centre for EMS Studies is wheelchair accessible. Emergency Medical Services will monitor changes as implemented in other departments and relay information to our front line staff.	Ongoing
Architectural	Physical	Streetscaping amenities are included in the draft Accessibility Design Guidelines. Specialized audible traffic signals are being installed on an ongoing basis. Installation of oversized street signs with large font letters for improved visual access. Installation of pararamps at all intersections. The Fire Services Academy has been made wheel chair accessible. Solid Waste Management Services provides front/side door collection services for people with disabilities. 4330 Dufferin Street and the Rubes Centre for Emergency Medical Services studies are wheelchair accessible.	Ongoing
Practice/policy	Information Communication	Emergency Medical Services sponsors an anti-hate phone line. The community medicine program addresses domestic violence issues.	Ongoing
Practice/policy	Information Communication	Toronto Emergency Medical Services staff set up information booths at various community events including the Jobs Market for People with Disabilities.	As requested
Practice/policy	Information Communication	Fire Services provides fire safety seminars in various languages. Solid Waste Management Services provides materials in a number of different languages. Customer service staff use the Language Line Service to respond to inquiries in various languages.	Ongoing
Practice/policy	Information Communication	Emergency Medical Services provides information in five languages. 911 calls are managed through the Language Line Service. Fire Services pamphlets are provided in over 13 languages.	Ongoing
Practice/policy	Access to community input	Emergency Medical Services are in the process of establishing a Community Advisory Committee.	Implementation in progress
Architectural	Physical	Accessibility needs are incorporated into all future renovations of Emergency Medical Services.	Ongoing
Practice/policy	Employment processes	In Fire Services, the recruitment equity policy is in place to provide opportunity to achieve a workforce that reflects the population. The Recruitment Section develops programs, such as job fairs, targeted advertising, to assist designated group members on a regular basis. Over 200 outreach events are attended each year. Emergency Medical Services implemented an outreach program, contacted community colleges to address potential barriers for applicants, restructured physical demands criteria and have established opportunities to provide experience for youth wishing to explore a career in health care. Established a Scouts Canada group, a Medical Venturer programme to attract participants from diverse communities. Through this program, participants are mentored and encouraged to apply to community colleges for a career in paramedicine. The program can sponsor applicants. EMS also works with the Association of Immigrant Healthcare Workers to assist in providing experience.	Ongoing
Practice/policy	Information Communication	Solid Waste Management Services provides literature to community organizations in a number of different languages, as required, and leads/assists with educating communities/residents on services provided by the Division and solid waste issues. Outreach is a regular part of the hiring/recruitment process in WES.	Ongoing
Practice/policy	Information Communication	Emergency Medical Services has reviewed physical testing and new processes have been put in place. Barriers that may preclude admissions to community college are under review. All operational and administrative policies have been reviewed and amended. Fire Services has evaluated hiring policies to ensure there are no systemic barriers to designated groups. Solid Waste Management Services updates communications and literature on a regular basis and evaluates human resources policies and programs regularly to eliminate barriers. Human Resources consultants provide accommodation for applicants as requested.	Ongoing
Practice/policy	Information Communication	WES divisions are aware of the Recommendations of the report of the Task Force on Community Access and Equity and of the Plan for the Elimination of Racism and Discrimination. Community Access and Equity initiatives are discussed at senior management team meetings as priority items to ensure consistent interpretation and compliance with Corporate direction WES staff will continue to provide service excellence to our public and will continue to be responsive to the changing needs of our diverse communities.	Ongoing