TABLE OF CONTENTS

REPORTS OF THE STANDING COMMITTEES

AND OTHER COMMITTEES

As Considered by

The Council of the City of Toronto

on October 28, 29 and 30, 1998

COMMUNITY AND NEIGHBOURHOOD SERVICES COMMITTEE

REPORT No. 10

1Declaration of Homelessness as a National Disaster -Status Report on Hostel Services for Singles

2Status Report on Hostel Services for Families

3Extension of the Seaton House Annex

4Disposition of "Property Houses"Owned by the City of Toronto

5Rent Bank Pilot Project for Women and Children - Project Evaluation and Update

6Provincial Operational Review of the City of Toronto's Implementation of Ontario Works and Child Care Fee Subsidy Programs

7Appointment to the Advisory Committee on Homes for the Aged

8Other Items Considered by the Committee

City of Toronto

REPORT No. 10

OF THE COMMUNITY AND NEIGHBOURHOOD SERVICES COMMITTEE

(from its meeting on October 8, 1998,

submitted by Councillor Chris Korwin-Kuczynski, Chair)

As Considered by

The Council of the City of Toronto

on October 28, 29 and 30, 1998

1

Declaration of Homelessness as a National Disaster -

Status Report on Hostel Services for Singles

(City Council on October 28, 29 and 30, 1998, amended this Clause by adding thereto the following:

"It is further recommended that:

(1)the joint report dated October 26, 1998, from the Commissioner of Community and Neighbourhood Services and the Medical Officer of Health, entitled 'Progress Report on Emergency Responses to Homelessness', be adopted, subject to amending Recommendation No. (4) embodied therein by deleting the words 'City-owned sites' and inserting in lieu thereof the words 'sites for public service purposes', so that the recommendations embodied in such report shall now read as follows:

'It is recommended that:

(1)the Shelter, Housing and Support Division provide regular updates to the Community and Neighbourhood Services Committee on the addition of hostel beds;

(2)Council endorse the continuation of the Cold Weather Alert Program as an emergency system response during periods of extreme cold weather;

(3)senior management staff continue to co-ordinate a comprehensive emergency response to the homeless crisis for the cold weather months of 1998/99;

(4)authorization be given for the temporary winter use of sites for public service purposes, subject to the approval of the Commissioner of Community and Neighbourhood Services and the Commissioner of Corporate Services; and

(5)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.';

(2)the Provincial and Federal Governments be requested to examine their inventory of buildings and work with City of Toronto staff to release appropriate buildings for use during the housing emergency;

(3)the Commissioner of Community and Neighbourhood Services be directed to immediately request a meeting with both federal and provincial Members of Parliament whose ridings are located within the boundaries of the City of Toronto to discuss an action plan to help the plight of the homeless in the City of Toronto; and

(4)the following motion be referred to the Chief Financial Officer and Treasurer, and other appropriate staff, for report thereon to the appropriate Committees:

Moved by Councillor Chow:

'It is further recommended that:

(1)the funds received from the Province arising out of the cancellation of the Province's Social Housing Programs be allocated to the Social Housing Reserve fund; and

(2)the funds received from the sale of City-owned residential properties be allocated to the Social Housing Reserve fund.' ")

The Community and Neighbourhood Services Committee recommends:

(i)that the Provincial and Federal Governments be requested to declare homelessness a national disaster requiring emergency humanitarian relief and be urged to immediately develop and implement a National Homelessness Relief and Prevention Strategy using disaster relief funds, both to provide the homeless with immediate health protection and housing and to prevent further homelessness; and

(ii)the adoption of the following report (September 22, 1998) from the Commissioner of Community and Neighbourhood Services, subject to:

(a)amending Recommendation No. (2) to provide that the progress report requested be submitted directly to Council for consideration at its meeting on October 28, 1998; and

(b)amending Recommendation No. (3) to read as follows:

"(3)the Chair of the Community and Neighbourhood Services Committee be requested to convene an early meeting with Mr. Jack Carroll, MPP, Chair of the Provincial Task Force on the Homeless, and seek assistance in responding to this urgent situation; and further that Councillor Jack Layton, Chair of the Council Strategy Committee for People Without Homes be invited to attend such meeting; and":

Purpose:

This report describes the current trends and demands placed on hostel services for single men, women and youth. It also makes a forecast about the growing needs we face this coming winter; the initiatives underway to deal with these needs; and the service gap that still needs to be addressed.

Funding Sources, Financial Implications and Impact Statement:

Hostel services are caseload driven. Funds have been included in the preliminary 1999 budget request for the service initiatives described.

Recommendations:

It is recommended that:

(1)the Commissioner of Corporate Services be requested to designate the necessary staff to work with Hostel Services on acquiring appropriate space to accommodate an additional 320 to 460 homeless singles;

(2)a progress report be submitted to the next meeting of the Community and Neighbourhood Services Committee on November 5, 1998, with contingency plans for the coming winter;

(3)the Chair of the Community and Neighbourhood Services Committee be requested to convene an early meeting with Mr. Jack Carroll, MPP, Chair of the Provincial Task Force on the Homeless, and seek assistance in responding to this urgent situation; and

(4)the appropriate City officials be authorized to take the necessary actions to give effect thereto.

Council Reference/Background/History:

Each year, at about this time, the Department reports on the status of hostel services available to the homeless for the coming winter.

We anticipate that a much broader report on the scope of the problem and the major solutions needed will be submitted by the Mayor's Homelessness Action Task Force in about three months.

Comments and/or Discussion and/or Justification:

Today's report is not a good news report. The number of single men, women and youth needing shelter continues to grow, and the system is not keeping pace. Our forecast at this time is that another 320 to 460 beds will likely be needed this winter above the known levels of service available.

The known levels of service described in Appendix "B" show a total capacity of 2,541 beds this winter. This is actually 137 beds fewer than were available last winter. This loss of beds is part of the problem.

More importantly, we estimate that needs will increase from between 11 percent to 17 percent over last winter's levels. This continuing growth in demand is beginning to overwhelm the hostel system. Clearly, something more or different needs to be done.

The trend in shelter use by singles shown in Appendix "A" clearly demonstrates the problem. Over the past six years, service demands have increased by 63 percent. Single women and youth services grew by almost 80 percent. These figures are based on September occupancies. While winter levels are higher, the growth trend is the same.

We do not know for sure what the trend will be in the future. There are many factors and pressures that come into play and forecasting is difficult. We rely heavily on recent trends in demand.

While there is a perception that the trend is always upward, this is not accurate. Our records show that the use of singles hostels actually fell during the five-year period from 1988 to 1992. During that time, the single men's shelters reported a 30 percent reduction in demand. Unfortunately, those gains have since been wiped out by new demands.

The reduction in demand prior to 1992 was attributable to three major factors, as follows:

(1)construction workers, who rented single rooms in the city, left when the building boom ended. As a result, homeless singles found it easier to rent such rooms;

(2)quite a large number of social and supportive housing projects targeted on single adults came on stream during this period; and

(3)age demographics showed fewer men ages 20-30 years, when the incidence of homelessness is greater.

The lesson we learned during the period from 1988 to 1992 is, despite the influence of many other factors, that housing is still the key to reducing homelessness. This is especially true if that housing is designed to meet the needs of singles who require supports.

Current Initiatives:

Appendix "D" describes the various initiatives currently underway. These changes are intended to improve services and to respond to growing pressures. Some changes are designed to ensure that existing shelters receive supports which allow their services to be sustainable. Other changes help the shelters address the specific needs of high risk groups of clients. Only a few add beds to the system.

Several of the initiatives described in Appendix "D" offer alternatives or diversions from the hostel system. The four most important diversions are as follows:

(1)expansion of Habitat Services (Item No. 3) will add 100 boarding home beds in 1998 with 200 more planned for the future. While these are not shelters, these boarding homes reach many of the same adults who otherwise use shelters;

(2)Adelaide Resource Centre for Women (Item No. 5) is preventative in that it helps vulnerable adult women living alone from becoming homeless;

(3)Ordnance Residence (Item No. 7) will give many youth a clear pathway off the streets and out of the shelter system; and

(4)Project Going Home (Item No. 19) can assist some people, who are stranded in Toronto and who are stuck in hostels, return to their home community.

Expansion of Hostel Services:

The hostel system is facing a very difficult task in further expanding its bed capacity for single adults. The natural opportunities for expansion have been exhausted by responding to pressures since 1992. These were as follows:

(1)a large number of churches and synagogues have joined together under the Out of the Cold network to help out with winter demands. The combined resources of volunteers, space and zoning rights have been put into action. Further expansion of the Out of the Cold is not anticipated;

(2)quite a number of the existing hostels have increased their capacities by space conversions, redesign and building additions. Further increases are not expected as this option has also been exhausted; and

(3)surplus City properties that could be converted to shelter use have been surveyed several times. In total, five such properties have become available of which four are still being used. We are not aware of any other City properties that could be used in this way.

The above opportunities have allowed Hostel Services to keep up to demands over the past six years. However, these have now been exhausted and another approach is needed.

Conclusions:

Another 320 to 460 beds will likely be needed to ensure there is enough hostel space for single men, women and youth. This situation is potentially very serious. We cannot expect another exceptionally mild winter as the last one. Staff require the direction and authority to take the immediate steps needed to increase the capacity of the hostel system.

Contact Name:

Joanne Campbell

General Manager of Shelter, Housing and Support Division

Tel: 392-7885/Fax: 392-0548

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Appendix "A"

Trend In Shelter Use By Singles

Comparison of September Occupancies Over the Past Seven Years:

19922072338331,273

19931972431,0381,478

19942982469461,490

19953282589771,563

19963462531,0381,637

19973433861,1451,874

1998 *3734151,2922,080

Increase use during this period:

By Percentage80%78%55%63%

By People166182459807

Note: * 1998 figure based on occupancy on September 14, 1998.

Appendix "B"

Hostel Services for Men Next Winter

Hostel Services For Youth Next Winter

	Agency	Program	Capacity
(1)	Covenant House	- General hostel - Vancouver House	94 6
(2)	Eva's Place	- General hostel	32
(3)	Horizon's for Youth	- General hostel	35
(4)	Second Base	- General hostel - Special residence	42 5
(5)	YWCA Stop 86	- General hostel	28
(6)	Touchstone	- General hostel	33
(7)	Turning Point	- General hostel	50
(8)	YMCA House	- General hostel	55
(9)	Youth Without Shelter	- General hostel	30
(10)	60 Richmond	- Temporary hostel	25
Total Bed Capacity			435

Hostel Services for Women Next Winter

Appendix "C"

Projections for Singles for the Coming Winter

(1)Occupancy Comparisons Over the Past Four Years:

(2)Analysis:

(i)February levels are on average about 15.5 percent higher than September.

(ii)Demand increased 17 percent from February 1997 to February 1998.

(iii)Demand increased 11 percent from September 1997 to September 1998.

(iv)Demand increased between 20 percent to 32 percent from the above September levels to the February levels which followed.

(3)Conclusion:

If the above trends hold, then we can expect that demands this coming winter (February1999) will be from a low of 2,750 to a high of 2,900 people per night averaged.

If we allow for an occupancy spike of 4 percent for peak days, then the system would need a capacity of between 2,860 beds and 3,000 beds to meet the needs next winter.

At the time this report was prepared, there is a confirmed capacity of 2,540 beds for the coming winter. Therefore, Hostel Services needs another 320 to 460 beds to meet forecasted demands.

Appendix "D"

Toronto Hostel Services Initiatives to Improve and Expand Services to Singles

(A copy of the Appendix C chart referred to in the foregoing report was forwarded to all Members of Council with the Agenda of the Community and Neighbourhood Services Committee for its meeting on October 8, 1998, and a copy thereof is on file in the office of the City Clerk.)

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The following persons, representing the Toronto Disaster Relief Committee, appeared before the Community and Neighbourhood Services Committee in connection with the foregoing matter, and delivered a Proposal for Emergency Relief Strategy for the City of Toronto:

-Ms. Cathy Crowe, RN, Queen West CHC;

-Mr. David Walsh, President, Realco Property Ltd.;

-Professor David Hulchanski;

-Mr. Peter Rosenthal; and

-Mr. Steve Lane.

The following Members of Council were present at the meeting of the Community and Neighbourhood Services Committee during the aforementioned deputation:

-Councillor Mario Giansante, Kingsway - Humber;

-Councillor Jack Layton, Don River;

-Councillor Pam McConnell, Don River; and

-Councillor Case Ootes, Deputy Mayor.

(City Council on October 28, 29 and 30, 1998, had before it, during consideration of the foregoing Clause, the following joint report (October 26, 1998) from the Commissioner of Community and Neighbourhood Services and the Medical Officer of Health:

Purpose:

The purpose of this report is to provide Council with an update on the search for additional hostel beds, information on the extreme cold weather response and the request that homelessness be declared a national disaster.

Funding Sources, Financial Implications and Impact Statement:

Operating funds for additional shelter beds will be made available through the 1998 and 1999 budgets of the Shelter, Housing and Support Division. No capital funds for the opening of new sites are included in the 1998 budget. Funds for the extreme cold weather response and for general winter relief are included in the 1998 and 1999 budgets of Public Health and Social Development and Management Services Division. No funds are associated with the declaration of disaster.

Recommendations:

It is recommended that:

(1)the Shelter, Housing and Support Division provide regular updates to Community and Neighbourhood Services Committee on the addition of hostel beds;

(2)Council endorse the continuation of the Cold Weather Alert Program as an emergency system response during periods of extreme cold weather;

(3)senior management staff continue to coordinate a comprehensive emergency response to the homeless crisis for the cold weather months of 1998 and 1999;

(4)authorization be given for the temporary winter use of City-owned sites, subject to the approval of the Commissioner of Community and Neighbourhood Services and the Commissioner of Corporate Services; and

(5)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

On October 8, 1998 the Community and Neighbourhood Services Committee had before it two staff reports detailing projected emergency shelter bed shortages for the winter of 1998/99. In addition, the Committee heard a deputation from community groups and supported an associated motion identifying homelessness as a national disaster and calling on senior levels of government to use emergency measures and funding to address the situation. The Committee requested a progress report on these issues be forwarded directly to the October 28, 1998 meeting of Council.

Comments and/or Discussion and/or Justification:

Increasing the Hostel System:

At the October 8, 1998 meeting of the Community and Neighbourhood Services Committee, staff indicated that during the winter months there would be an anticipated bed shortage of between 320-460 beds for single men and women. Staff further estimated a shortfall of approximately 300 beds for families and it is anticipated that this shortage will extend beyond the winter season. Staff were directed to secure additional adequate facilities to address these bed shortages.

(1)Additions to Existing Locations: Since the meeting in early October, staff have reviewed all directly operated facilities and have contacted all purchase of service shelters to determine whether they are able to add extra beds. Nine locations have been able to assist and an additional 106 beds have been added to the system through this process.

(2)New Hostel Sites: Staff of the Shelter, Housing and Support Division, are working with a designated staff person from the Real Estate Division of Corporate Services to identify sites which may be appropriate. A review is underway of all vacant city owned sites. Productive discussions have begun with both the Provincial and Federal Governments regarding available properties, including back-up use of the Moss Park Armoury if required. In addition, contact has been made with a number of private organizations, including hospitals, and with realtors who may have properties which could be made available for use.

To date, 16 sites have been short listed and visited by staff. Eleven of these sites are not considered appropriate. Those deemed unsuitable include: properties which are virtually inaccessible by public transit; properties which are derelict due to extended vacancy; and, properties which may have existing programs which would not be compatible with emergency shelter use.

Five sites have been identified as having the potential for occupancy and staff are estimating that these sites could provide approximately 250 beds. One of these sites will be made available to replace The Satellite, which was a winter program for youth available last year in the Yonge and Sheppard area.

All sites identified for possible use will first be reviewed with the local Councillors affected. Each site will be inspected by a staff team consisting of representatives from Hostel Services, Buildings, Public Health, Fire Services, Facilities Management and Planning. This team will work together to address any zoning, fire code, building code and public health issues which may arise. They will work together to expedite and coordinate the issuing of any permits which may be required for building renovation and occupancy.

It is projected that at least three of these sites may be ready for occupancy by December 1, 1998 and that the other two could be available by the end of December. It is anticipated that most sites would be operated by community agencies under contract with the City, however, if larger sites become available it may be more feasible for the City to operate them directly.

The City currently has in place policies and processes for the disposal of surplus City-owned properties. Some of the sites deemed appropriate for winter shelter use may already have been designated as surplus properties. Therefore, disposal of the sites would be delayed until the spring of 1999. As such, staff will require the authorization of the Commissioner of Community and Neighbourhood Services and the Commissioner of Corporate Services prior to the development of any site.

As stated in the October 8, 1998 report to the Community and Neighbourhood Services Committee, the shortage in emergency shelter beds for families extends beyond the winter and is not strictly a seasonal issue. To date, demands for family space have been met using a range of responses, including placement outside the City.

In summary, with the 106 extra beds which have been put in place at existing facilities and the 250 new winter beds which are expected to be added by the end of December, we can meet the minimum projected short-fall in beds for singles. Staff are continuing to investigate a range of options for addressing the on going need for family beds. Staff will provide ongoing updates to Community and Neighbourhood Services Committee on the search for and opening of additional hostel beds.

The Cold Weather Alert Program:

The Cold Weather Alert Program is designed to bring homeless people who are living on the streets into shelters when extreme cold weather is predicted. When Environment Canada predicts temperatures of -15 degrees Celsius or below, without wind chill, the Medical Officer of Health will call the Cold Weather Alert. The program has operated for the past two years and runs throughout winter months until April 15, 1998. It is impossible to predict the number of alerts which will be called as this is entirely dependent on the severity of the winter weather.

A Designated Alert Team, chaired by a designate of the Medical Officer of Health, meets regularly during the winter to assess conditions on the street and the availability of services for homeless people. The team includes representatives of Public Health, the Shelter, Housing and Support Division, the Police and numerous volunteer agencies.

When an alert is called there is a temporary increase in services to assist homeless people to find shelter. Steps taken include:

(a)extending the hours of the Street Helpline, a phone information and referral service which helps homeless people find services and shelter;

(b)increasing Anishnawbe Health street patrols to encourage homeless people to come in from the cold;

(c)adding emergency beds to the hostel system;

(d)relaxing hostel restrictions such as curfews; and

(e)improving access to transportation to shelters by distributing TTC tokens through drop-in centres and agencies and utilizing emergency transportation support from the Red Cross;

The City is also working with the Federal Government to establish a protocol for the opening of the Moss Park Armoury should this space be required as an emergency back up.

Cold Weather Alerts are designed to function as short-term, emergency responses and as such are not sustainable for an extended period of time. However, they are a critical component of an effective winter response to homelessness and as such, a continuation of the program should be supported by Council.

Other Winter Responses:

A number of other full winter responses are supported by the City. These include expanded hours for the Street Helpline, increases in Street Patrols, supports to Out of the Cold programs, and enhanced drop-in and outreach services. These responses are funded through various municipal grant programs. The City collaborates with the United Way, who distribute winter relief funds, to ensure that winter services are available each day throughout the City. Many other essential programs are also operated during the winter by volunteer and community throughout the City.

During the winter months infections are more prevalent, health issue are exacerbated, and homeless services become more crowded. In response, Public Health works closely with shelters, drop-ins and Out of the Cold programs throughout the city to ensure that minimum standards of hygiene and food safety are met, including infection control, immunization and TB follow up. As this winter approaches, Public Health will provide enhanced support to youth with no fixed address and increase training and consultation to service providers who work with high risk groups.

Request to Declare Homelessness a National Disaster:

At the October 8, 1998 meeting of the Community and Neighbourhood Services Committee, the Toronto Disaster Relief Committee urged the City to support them in calling on the Provincial and Federal Governments to declare homelessness a national disaster. The following motion was adopted by the Committee:

"that the provincial and federal governments be requested to declare homelessness a national disaster requiring emergency humanitarian relief and be urged to immediately develop and implement a National Homelessness Relief and Prevention Strategy using disaster relief funds, both to provide immediate health protection and housing to people who are homeless and to prevent further homelessness."

The City of Toronto recognizes the emergency nature of the current homeless crisis. Senior management staff are working together to develop a coordinated emergency response to this crisis for the winter months. As a result, a high priority has been placed on securing additional hostel bed space, ensuring all elements are in place for the Cold Weather Alert program and increasing Public Health support to homeless service providers. However, homelessness will continue to increase until there is a commitment and a financial investment from both the Provincial and Federal Governments to address the fundamental causes of homelessness -- poverty and the lack of affordable housing.

Conclusions:

The City is able to implement emergency responses such as increasing shelter beds and calling Extreme Cold Weather Alerts. However, given the limits of the property tax base as the municipal source of funding, the City has a restricted capacity to address long-term solutions such as the development of affordable housing. It is therefore appropriate for the City to once again call on senior levels of government to develop policies and fund programs which support long-term solutions to homelessness. In this regard, the Mayor's Homelessness Action Task Force is expected to submit their final report to Council in January 1999 with specific proposals outlining the roles of each level of government.

Contact Name:

Joanne Campbell

Phone: 392-7885/ Fax: 392-7885.)

(City Council also had before it, during consideration of the foregoing Clause, the following communications:

(a)(October 9, 1998) from the Parliamentary Assistant to the Minister of Community and Social Services forwarding the final report and recommendations of the Provincial Task Force on Homelessness and advising that the recommendations have been accepted by the Provincial Government; and

(b)(October 28, 1998) from Ms. Libby Davis, MP, NDP Social Policy Critic on behalf of the Federal NDP Leader and Caucus, extending full support for the initiatives undertaken by the Toronto Disaster Relief Committee and urging City Council to endorse the Committee's call for a state of emergency on homelessness.)

2

Status Report on Hostel Services for Families

(City Council on October 28, 29 and 30, 1998, amended this Clause by adding thereto the following:

"It is further recommended that the Commissioner of Community and Neighbourhood Services be requested to submit a report to the Community and Neighbourhood Services Committee on:

(1)the advisability of requesting the Provincial Government to enact legislation which would require municipalities throughout the Province of Ontario to provide a minimum number of hostel spaces for their own communities; and

(2)the feasibility of establishing a grants program for the purchase of equipment and food for families in the hostel system, similar to the Access Grant Program which was in place in the former City of Toronto.")

The Community and Neighbourhood Services Committee recommends the adoption of the report dated September 22, 1998, from the Commissioner of Community and Neighbourhood Services, subject to amending Recommendation No. (2) to read as follows:

"(2)the Chair of the Community and Neighbourhood Services Committee convene a meeting with Mr. Jack Carroll, MPP, Chair of the Provincial Task Force on the Homeless, and request assistance with this urgent matter; and further that Councillor Jack Layton, Chair of the Council Strategy Committee for People Without Homes, be invited to attend such meeting; and".

The Community and Neighbourhood Services Committee reports, for the information of Council, having requested the Commissioner of Community and Neighbourhood Services to submit directly to Council for its meeting on October 28, 1998, a progress report on the issue of hostel services for families.

The Community and Neighbourhood Services Committee submits the following report (September 22, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report describes the current pressures facing the hostel system for families.

Funding Sources, Financial Implications and Impact Statement:

Costs are directly related to caseload volume. Funds have been included in the 1999 budget request to allow for service increases at current rates.

Recommendations:

It is recommended that:

(1)the Commissioner of Corporate Services be requested to designate the necessary staff to assist Hostel Services in securing adequate facilities to provide emergency accommodation for an additional 100 families;

(2)the Chair of the Community and Neighbourhood Services Committee convene a meeting with Mr.Jack Carroll, MPP, Chair of the Provincial Task Force on the Homeless, and request assistance with this urgent matter; and

(3)the appropriate City officials be authorized to take the necessary action to give effect thereto.

Council Reference/Background/History:

Council authorized staff to use commercial motels in the fall of 1987 to respond to overflow demands in the family shelter system. Since that time, these arrangements have grown to the point whereby there are now more families in motels than in regular shelters. A special Sub-Committee made up of six members of Council was recently set-up to conduct a full review of this motel service. This sub-committee is expected to report out by the end of 1998, with recommendations on changes and alternatives.

Comments and/or Discussion and/or Justification:

Appendix "A", which shows the trend in use of family hostels, tells the story. Since 1992, this use has increased by 123 percent or 926 more people a day.

Current contracts and arrangements for sheltering families have almost been exhausted. In recent days, staff have run out of rooms entirely. Consequently, about a dozen families are currently placed in motels outside of the City.

All indications point to even higher needs and a worsening situation. The standard of living of many middle and low-income families has fallen over the past decade. This fact combined with lower vacancy levels, higher rents and the shift in landlord-tenant laws has left many families in a housing crisis. Demands on family shelters are expected to grow by almost 25 percent between now and the end of 1999.

This crisis has had a compounding effect on the family hostel system. Firstly, more families are losing their housing and seeking hostel assistance. Secondly, once in the hostel system, these families stay much longer because of the difficulty in finding replacement housing.

It should be noted that, unlike homeless singles, there is no significant winter pattern in family need. The growth in family need has been a steady incremental increase without a large seasonal factor.

Attempted Solutions:

Because of practical concerns and growing community pressures, it is not feasible to further expand our use of motels along the Kingston Road corridor in Scarborough. The current impact on local schools and services is very substantial.

Unfortunately, we have not been very successful in securing alternative sites in other areas of the City. Authorization was obtained to extend the use of the Birkdale Residence for a further three-year period. However, four other proposals have failed due to zoning or financial restrictions.

Consequently, we are responding to current demands by placing families in motels outside of the City. However, this practice creates additional hardship for some of these families and raises thorny jurisdictional concerns.

Fortunately, Robertson House is reopening in October 1998 after being closed for renovations over the past 26 months. This adds 100 beds for women with children and will provide some relief. We expect that we will be able to meet demands to the end of 1998 with this addition.

While we may be able to cope for the next three months, we expect needs will continue to increase throughout 1999. Based on the pattern of growth experienced over the past two years, we estimate that we will need space for an additional 100 families by the end of next year. This would be equal to about 300 individual family members.

Staff have also initiated three initiatives which will help families move out of or avoid hostels. These are described in Appendix "B" and they include the Housing Contacts, Employment Connections, and Project Going Home. However, these programs are likely to have only a modest impact on overall demands.

Options:

Given that needs are likely to continue to grow and that current arrangements are almost exhausted, other solutions are clearly needed.

The current practice of placing families outside of the City is less than ideal and is also limited. Staff will continue to search for potential sites within the City.

The option of purchasing high-end hotel space has also not been pursued because of limits on the provincial subsidies and the controversy associated with such arrangements.

Similarly, the option of building large new family shelters in other areas of the City would prove to be very costly and would not help in the short-term.

Conclusions:

Solutions in the short-term are difficult to arrange and needs are growing. Until the housing situation improves, additional hostel services will be needed. Staff will continue to explore all possible options.

Contact Name:

Joanne Campbell

General Manager of Shelter, Housing and Support Division

Tel: 392-7885/Fax: 392-0548

Appendix "A"

Trend in Shelter Use by Families

Comparison of September Occupancies Over Past Seven Years:

1992755755

19931,0231,023

19941,0731,073

19951,6481,148

19961,1821,182

19972,0261,426

1998 *1,6811,681

Increased use during this period:

By Percentage123%123%

By People926926

Notes: *(1)1998 figure based on occupancy on September 14.

(2)All figures represent individual people.

(3)In September 1997 over 300 people were placed in motels outside of the City - most were refugees from the Czech Republic.

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Appendix "B"

Toronto Hostel Services Initiatives To Improve Or Expand Services

To Homeless Individuals And Families

3

Extension of the Seaton House Annex

(City Council on October 28, 29 and 30, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends:

(i)the adoption of the following report (September 21, 1998) from the Commissioner of Community and Neighbourhood Services, subject to amending Recommendation No.(2) by deleting the words "appropriate support and", so that such recommendation reads as follows:

"(2)staff be directed to seek funding from the Provincial Government;"; and

(ii)that the Commissioner of Community and Neighbourhood Services be requested to explore:

(a)with the local governments in the 905 area the feasibility of a partnership for the proposed rural Seaton House Annex, in order to encourage the political will for this project; and

(b)the feasibility of utilizing sites which have an agricultural component, such as the Canadian National Exhibition during the Royal Winter Agricultural Fair;

and report thereon to the Community and Neighbourhood Services Committee:

Purpose:

This report proposes that Hostel Services explore the feasibility of developing an innovative extension of the Seaton House Annex, in a rural setting, for a select group of high needs clients.

Funding Sources, Financial Implications and Impact Statement:

Preliminary estimates for this 16 to 20-bed rural extension of the Seaton House Annex are about $740,000.00 annually. This type of service and these costs are not covered under existing regulations for hostel subsidies. Accordingly, this innovative proposal could not proceed without Provincial support. The Department has requested this support from the Provincial Task Force on Homelessness, which is chaired by Mr. Jack Carroll, MPP (Chatham-Kent).

Recommendations:

It is recommended that:

(1)the concept of developing an extension of the Seaton House Annex in a rural setting be approved in principle;

(2)staff be directed to seek appropriate support and funding from the Provincial Government;

(3)staff report back to the Community and Neighbourhood Services Committee with a final set of recommendations before proceeding with the development of this project; and

(4)the appropriate City officials be authorized to take the necessary action to give effect thereto.

Council Reference/Background/History:

The Coroner's Jury which investigated the freezing deaths of three homeless men recommended, among other things, that a "wet hostel" be established for the hard to serve alcoholic man living outside. Hostel Services responded by opening the Seaton House Annex in the former O'Neill Bathhouse. The Annex operates on a harm reduction philosophy which views substance abuse as a health issue.

The Annex opened in late 1996 and has been a success from the first day. It now has 51 beds and is definitely reaching a group of men who previously were not being assisted. The demand is so great that all the beds are filled every day and many men are turned away who could be helped.

Comments and/or Discussion and/or Justification:

More needs to be done. The Annex is consistently full and the closure of the St. Lawrence Shelter, which served a similar client group, requires some sort of action to deal with these needs.

Additionally, within the Annex program, we have identified some men who continue to be at great risk and who also have a staggering impact on other community services, emergency services and downtown neighbourhoods. There are better ways to help these men and at the same time to lessen this negative impact on the community.

Therefore, we are proposing that a pilot program be developed by the Annex staff called the Annex Sanctuary. This program would assist 16 to 20 men to meet their needs by living and working on an operating farm. It would be an extension of the harm reduction model developed by the Annex and participation would be voluntary.

The Annex Sanctuary will focus exclusively on men whose needs are not being met by existing hostels and treatment services, and who are in constant interaction with emergency services, police, hospitals, corrections, social agencies and local businesses and home owners. The intent of the program is win-win for both the client and the community.

The focus of the Annex Sanctuary will be to operate a mixed labour-intensive agricultural farm with an animal sanctuary component. It could include a small variety of livestock, cash crops, fruit trees and related cottage industries. Experts in agriculture and animal rescue and care would be brought in to assist the men in the proper management of the farm. Some produce could be supplied to the hostels in the City.

The program will give the men a chance to learn new routines, social skills, earn and save some money, and reduce or even eliminate their use of alcohol. This setting and working with animals can have therapeutic value, and at the same time help men escape the vicious cycle of skidrow culture, where they alternate between the roles of victims and victimizers.

The Annex Sanctuary proposal can best be described as an innovative diversion program. The Seaton House Annex has been very successful in bringing men in off the streets. Some of these men had been living on the streets for years. But the Annex is not enough for some of these men. The Annex Sanctuary proposal allows us to take the process one step further and to test out yet another new approach.

Financial Implications:

The Annex Sanctuary will not be self-sustaining. The productive revenues are likely to be very modest relative to the overall cost. We expect that the unit cost (cost for one day per individual) will be about three times higher than the current unit cost of Seaton House. However, if this program is successful and if it remains focused on the most needy men, then the costs are entirely justifiable. We have asked the Provincial Government to fund this project.

Staff have consulted with a variety of services impacted by this population including hospitals, the 911 response system, police, courts, corrections, hostels, and Metro Toronto Forensic Services. Using the records and costing data from these services, we did a detailed analysis on three known clients. The results were as follows:

(1)Mr. A: A chronic alcoholic, with an organic brain disorder due to his addiction. Mr. A is currently barred from every shelter in Toronto except the Annex night program. Before the opening of the Annex, he had been barred from Seaton House off and on for ten years. In the last year, emergency services (Police, Ambulance, Fire Department) have responded 27 times for Mr. A. Police have had 32 official interactions with him, and he has served three months in jail (predominantly in the forensic unit). The local business association has written letters to the police claiming this individual alone is costing them thousands of dollars per year because of his aggressive panhandling techniques and penchant to pass-out in front of businesses who refuse to give him money to go away.

Current Estimated Annual Cost to Society = $112,704.00 (does not include estimated medical costs).

(2)Mr. B: This thirty-nine year old man is a diagnosed schizophrenic, crack addicted, and chronic solvent abuser (inhalants abused include glue, paint thinner, varsol). Mr. B's illness began when he witnessed his sister committing suicide by jumping in front of a subway. In the past twelve months emergency services have responded six times to Mr. B., police have had 47 official interactions with him, he has been incarcerated for three months, and as well has been assessed at Metfors. Mr. B is continually arrested for shoplifting solvents. As well, he has the propensity to commit bizarre crimes, such as the theft of emergency vehicles. When Mr. B is not incarcerated, he is a regular client of the Annex night program (19 years on the street).

Current Estimated Annual Cost to Society = $186,000.000 (does not include estimated medical costs).

(3)Mr. C: At thirty-three years old, Mr. C has been diagnosed a chronic alcoholic since the age of fifteen when he first arrived at Seaton House. His severe alcoholism is ascribed to emotional and physical abuse suffered as a child. Emergency services have responded to Mr.C 54 times in the past year, he is picked up weekly for public intoxication, and regularly uses local detox centres for respite. Over the years, Mr. C has spent time abroad in a variety of treatment programs, none of which have helped him with his problems. (18 years on the streets).

Current Estimated Annual Cost to Society = $151,000.00 (does not include estimated medical costs).

This is a mere sample of the misery and social expense which clients served by the Annex harm reduction program experience. As the profiles demonstrates, the expense (these estimates are conservative) caused by these men not having alternative programs hurts not only them but the community as well. The men are suffering terribly, and because they are also homeless, they do so very publicly.

Conclusions:

New solutions are needed. The City is straining under the burden of these acute social needs. The men involved are suffering and will never break this cycle without special help. The Annex staff have proven that they understand these men and know how to help them. The majority of homeless men do not exhibit such extensive needs. However, we estimate that on this extreme end of the scale there may be as many as 150-200 such individuals on the streets of Toronto.

The Annex Sanctuary proposal is a medically, socially and economically sound way to help this population. It is also a unique opportunity for men who need help to care for animals which are unwanted.

Contact Name:

Joanne Campbell

General Manager, Shelter, Housing and Support Division

Tel: 392-7885/Fax: 392-0548

(City Council on October 28, 29 and 30, 1998, had before it, during consideration of the foregoing Clause, the following transmittal letter (October 20, 1998) from the City Clerk:

The Council Strategy Committee for People without Homes at its meeting of October 19, 1998, endorsed the following recommendations, as contained in the report dated October 16, 1998, from Councillor Jack Layton and Ms. Alison Kemper, Co-Chairs, Advisory Committee on Homeless and Socially Isolated Persons:

"It is recommended that:

(1)the concept of developing an extension of the Seaton House Annex in a rural setting be endorsed in principle;

(2)additional programs using the same harm reduction approach be established inside the City of Toronto targeted to the wide range of people who require this type of service including women and aboriginal people; and

(3)these recommendations be forwarded to the October 28, 1998 meeting of Council to accompany the Community and Neighbourhood Services report going forward at that time."

(Communication dated October 16, 1998, addressed

to the Council Strategy Committee for People without Homes

from Councillor Jack Layton and Ms. Alison Kemper, Co-Chairs,

Advisory Committee on Homelessness and Socially Isolated Persons)

At the October 16, 1998 meeting of the Advisory Committee on Homelessness and Socially Isolated Persons, the Committee heard from Toronto Hostel Services about negative press coverage regarding the proposal to expand the Seaton House Annex program to a rural setting. A report seeking approval in principle of this expansion was adopted at the October 8, 1998 meeting of Community and Neighbourhood Services Committee. This report will go before Council on October and the urgent need for more programs of this kind for people with addictions, the Advisory Committee passed the following motions and urges the Council Strategy Committee for People Without Homes to also endorse these recommendations.

It is recommended that:

(1)the concept of developing an extension of the Seaton House Annex in a rural setting be endorsed in principle;

(2)additional programs using the same harm reduction approach be established inside the City of Toronto targeted to the wide range of people who require this type of service including women and aboriginal people; and

(3)these recommendations be forwarded to the October 28, 1998 meeting of Council to accompany the Community and Neighbourhood Services report going forward at that time.)

4

Disposition of "Property Houses"

Owned by the City of Toronto

(City Council on October 28, 29 and 30, 1998, struck out and referred this Clause to the Strategic Policies and Priorities Committee for further consideration in conjunction with the report to be submitted to the Committee by the Corporate Services Committee on a corporate-wide policy for the sale of 'Property Houses', with a request that this matter be considered by the Committee during the afternoon session of its meeting or at a subsequent meeting.

Council also adopted the following recommendation:

"It is recommended that the Commissioner of Corporate Services, in consultation with the Commissioner of Community and Neighbourhood Services, be requested, at their discretion, to house homeless families in those houses that are currently vacant and suitable for occupancy, such action to be taken as soon as possible.")

The Community and Neighbourhood Services Committee recommends that:

(1)the 60 "property houses" in the former City of Toronto be retained by the amalgamated Toronto Housing Company;

(2)in the interim, a moratorium be placed on the sale of any properties owned by the City of Toronto that could be used for shelter, and that no residential dwellings in any part of the new City of Toronto be sold or demolished until the "Housing First Policy" has been considered by Council and a determination made on the appropriateness of the housing stock for social housing;

(3)the report dated June 11, 1998, addressed to the Corporate Services Committee, from the Commissioner of Corporate Services be resubmitted to that Committee for its November 9, 1998, meeting; and

(4)the Commissioners of Community and Neighbourhood Services and Corporate Services be requested to report to the Corporate Services Committee on November 9, 1998, if possible, on a process for disposing of any other surplus properties, such a process to recognize the priority of addressing the critical homeless problem in the City of Toronto.

The Community and Neighbourhood Services Committee further reports having received the following report (September 24, 1998) from the Chair, Board of Directors of The City of Toronto Non-Profit Housing Corporation and The Metropolitan Toronto Housing Company Limited:

Purpose:

This report is written to inform the Community and Neighbourhood Services Committee of two studies which have been commissioned to review costs and practices related to maintenance and property management services.

Background:

Cityhome and the Metropolitan Toronto Housing Company Limited (MTHCL) will legally amalgamate to form a new housing company on January 1, 1999. As of April of this year, Cityhome and MTHCL began sharing a cross-appointed nine-member Board of Directors. In May, the Board of Directors adopted a report which outlined a vision and structure for the new housing company. The proposed "decentralized service" vision for the new company suggests an organizational model with several local management units managing residential portfolios and a central administrative body. This model suits the requirements of a large scale social housing provider - it allows for meeting local customer needs while effectively delivering high quality services at affordable cost. Key to implementation of the model is the need to determine the current cost of services delivered by the housing companies, and the cost and impact of alternative delivery options for property management services.

In early August, Derek Ballantyne was named Chief Operating Officer of the new housing company. He assumed his position on September 15, 1998.

Comments:

As part of the process to develop the structure of the new housing company, the Board of Directors and the City Administration have commissioned three major studies to be completed with the assistance of consultants.

These are:

(1)Amalgamation Organization Design and Restructuring of Services:

An amalgamation structure study to decide the organization structure of the new company.

(2)Review of Property Management Services:

A bench marking study to evaluate more broadly the cost and effectiveness of property management at Cityhome and MTHCL and to compare costs, effectiveness and delivery models with the private sector.

(3)Review of Technical Services and Maintenance Operations:

A study to evaluate technical services and maintenance operations at Cityhome and MTHCL, compare them to private sector maintenance costs and delivery models and recommend a maintenance structure and service delivery model for the new Housing Company.

The Organizational Design and the Property Management studies are fully funded by the Amalgamation Office, the review of Maintenance and Technical Services Operations has been fully funded by the Housing Company.

A brief summary of the three studies follows:

(1)Amalgamation Organization Design and Restructuring of Services:

The purpose of this study is to achieve a detailed organizational design of the new housing company consistent with the vision adopted by the Board of Directors earlier this year. In addition, the consultants will investigate alternative delivery models as required by the City of Toronto's Chief Administrative Officer and City Council.

Phase 1-development of organizational design (by October 26, 1998); and

-service delivery design options for the organization and assistance in its implementation;

Phase 2-determination of accountability and relationship between the City and the new housing company - Memorandum of Understanding with Shelter and Housing Support Services Division (by November 23, 1998).

(2)Review of Property Management Services:

The purpose of the study is to review the property management operations of MTHCL and Cityhome and to make recommendations as required for the organizational and operational aspects of the property management function in the new company:

-undertake a detailed evaluation of the property management function as currently performed and to make recommendations with regard to the most cost-effective manner of providing these services in a combined operation;

-undertake a detailed comparison between Cityhome and MTHCL in relation to each other and also in relation to private sector property management benchmarks. The study will provide a set of comprehensive recommendations outlining the areas where improvement is needed and will also provide detailed and specific recommendations for improvement, with regard to the most cost-effective manner of providing these services, while considering effectiveness and value criteria; and

-the study will also provide a survey/assessment tool for periodic monitoring after the completion of this assignment to track user satisfaction (building staff, tenants, and other staff).

The evaluation of property management services will include:

-identification of Property Management Services;

-assessment of the Cost of Property Management Services;

-examination of the current ways market units are rented to prospective tenants;

-commentary on the property management support services currently performed at the District level;

-a study of management and administration of building staff;

-identification of labour issues;

-analysis of the management of the commercial portfolios; and

-analysis of the private sector per-unit costs derived above into the "manageable cost study" format for overall expenditures excluding mortgage payments and utility costs, according to the methodology used in the 1995 Price Waterhouse "Large Provider Manageable Cost Study".

(3)Review of Technical Services and Maintenance Operations:

The purpose of the review is to make a detailed inventory and evaluation of the maintenance and technical services functions currently performed in each organization, including a comparison between Cityhome and MTHCL in relation to each other and also in relation to private sector maintenance management benchmarks. The review will also develop cost-effective service delivery design options for maintenance and technical services.

The review will include:

-assessment of general operational approach;

-assessment of the Recurring Maintenance System;

-assessment of the Preventative Maintenance System;

-review of grounds maintenance function;

-assessment of the provision of technical services and capital work project management;

-assessment of the goods and services procurement process;

-assessment of after hours emergency calls system;

-assessment of the current maintenance information systems; and

-establishment of private sector property management benchmarks for maintenance and technical services.

Conclusion:

It is important to note the context in which these studies are being undertaken. Cityhome and MTHCL face significant cost pressures. There is a pressing need to determine the most effective approach to delivering property management and maintenance services, including options to contract services to third parties. The studies underway will assist in developing a proper understanding of the current cost structures, and the comparative value of services within the private sector.

It is important that the studies provide the Housing Company with an identification of the main cost drivers for these services and a better knowledge of comparable "apples to apples" private sector costs. Cost comparisons with the private sector are complex, as there is a need to factor in the nature of the social housing business, which differs significantly with private sector property management. The information generated by these studies will help us to design the most appropriate organizational structure that we can to respond to this new economic and local environment and it will assist us in bringing our operating costs down and provide an accountability framework for property management functions.

--------

The following persons gave a presentation to the Community and Neighbourhood Services Committee on the three studies referred to in the foregoing report:

-Ms. Joanne Campbell, General Manager, Shelter, Housing and Support Division, Community and Neighbourhood Services Department;

-Dr. John Metson, Chair, Interim Board of Directors of the City of Toronto Non-Profit Housing Corporation and The Metropolitan Toronto Housing Company Limited; and

-Mr. Derek Ballantyne, Chief Operating Officer, Toronto Housing Company.

5

Rent Bank Pilot Project for Women and

Children - Project Evaluation and Update

(City Council on October 28, 29 and 30, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the report dated September 28, 1998, from the Commissioner of Community and Neighbourhood Services.

The Community and Neighbourhood Services Committee reports, for the information of Council, having directed that the Commissioner of Community and Neighbourhood Services be requested to report to the Committee on:

(i)an evaluation of the Rent Bank Pilot Project upon its completion;

(ii)a status report on the eviction policies endorsed by Council; and

(iii)the feasibility of reinstating in the social assistance program the first and last month rent concept.

The Community and Neighbourhood Services Committee submits the following report (September 28, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report seeks authorization for the Commissioner of Community and Neighbourhood Services to receive a $10,000.00 grant from Canada Mortgage and Housing Corporation. This grant will be used to engage a consultant to evaluate the Rent Bank Pilot Project, a project funded by the Homeless Initiatives Fund and the United Way. Neighbourhood Information Post operates the Pilot Project and began taking clients in September, 1998.

Funding Sources, Financial Implications and Impact Statement:

Canada Mortgage and Housing Corporation has approved a $10,000.00 grant to the City of Toronto in support of an independent evaluation of the Rent Bank Pilot Project. This grant represents the total cost of the evaluation. There are no financial implications for the City.

Recommendations:

It is recommended that:

(1)the Commissioner of Community and Neighbourhood Services be authorized to administer a $10,000.00 grant from Canada Mortgage and Housing Corporation (CMHC);

(2)the Commissioner of Community and Neighbourhood Services be authorized to issue a Request for Proposals and to engage an evaluator using the grant from CMHC as the funding source; and

(3)the appropriate City officials be authorized and directed to take the necessary action to give effect hereto.

Council Reference/Background/History:

The Rent Bank Pilot Project has been funded from the 1998 allocations of the Homeless Initiatives Fund of the City of Toronto. City Council, in its adoption of Clause No. 10 of Report No. 10 of The Strategic Policies and Priorities Committee on July 8, 9 and 10, 1998, approved an allocation of $50,000.00 to a Rent Bank Pilot Project as one of several initiatives aimed at preventing homelessness by preventing evictions.

Neighbourhood Information Post, in conjunction with four other agencies, was selected and approved as the project operator by the Commissioner of Community and Neighbourhood Services. The primary objective of the project is to help women maintain a stable home environment for their family through mediation services and financial aid. About 200 women will use the service and about 50 will receive loans. This project will run for one year, target women and children, and will be monitored as a "Pilot Project" so that lessons can be drawn about the suitability of the service for this and other client groups.

Comments and/or Discussion and/or Justification:

The Rent Bank opened in September 1998. One of four clients has qualified for direct financial assistance in the first two weeks. This client was referred from the General Intake Line for Family Residence when she inquired about space in the shelter for herself and her daughter. This client used a loan from the Rent Bank to pay one month's arrears ($597.00), and in the short term will receive welfare to replace income lost when her work hours were cut back. Her landlord has agreed to stop eviction proceedings, and has notified Rent Bank staff of other vacancies in his building. Neighbourhood Legal Services drew up minutes of settlement.

The potential of counselling, mediation and loans to reduce shelter use and prevent evictions is being tested in the Pilot Project. Canada Mortgage and Housing Corporation has agreed to fund an independent evaluation. The results will assess the success of the project and be useful in applying the learnings of the Pilot Project to other neighbourhoods and client groups.

The Shelter, Housing and Support Division is prepared to issue a request for proposals for an evaluator and convene a proposal selection team with members from the agencies participating in the Rent Bank Pilot Project. The successful proponent will work over the next 10 months with the Neighbourhood Information Post and will produce interim and final reports. Canada Mortgage and Housing Corporation funding of $10,000.00 will be used to hire this evaluator. This contract will have a zero net cost to the City.

Conclusions:

The Shelter, Housing and Support Division have worked closely with women and housing groups, and community-based agencies in developing the Rent Bank Pilot Project. We are pleased that Canada Mortgage and Housing Corporation supports our work and is willing to fund an independent evaluation so that the results of the project can be carefully assessed.

Contact Name:

Joanne Campbell

General Manager

Phone: 392-7885/Fax: 392-0548

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Councillor Pam McConnell, Don River, appeared before the Community and Neighbourhood Services Committee in connection with the foregoing matter.

6

Provincial Operational Review of the

City of Toronto's Implementation of Ontario

Works and Child Care Fee Subsidy Programs

(City Council on October 28, 29 and 30, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the recommendations of the Children and Youth Action Committee embodied in the following communication (October5,1998) from the City Clerk, and reports having received the reports dated August 27 and September 29, 1998, from the Commissioner of Community and Neighbourhood Services:

Recommendations:

The Children and Youth Action Committee on September 28, 1998, recommended to the Community and Neighbourhood Services Committee:

(1)that Council endorse the Children and Youth Action Committee's opinion that the best way to provide child care is through high quality child care options and that there is a need for expectations/standards related to ensuring high quality in the formal but unlicensed sector;

(2)that the Children's Services Division of Community and Neighbourhood Services be requested to continue to design and embark on a consultation plan on the best way to serve the 21,000 children eligible under Ontario Works and the 15,000 children currently on the child care subsidies waiting list; and a package of choice that contains licensed quality child care, library services and park/recreation "after four programs" be presented to parents as part of the consultation plan, along with an overview of the Quebec model for child care;

(3)that the three operating principles (first come, first served; parental choice; and equity), by which the Toronto Children's Services Division of Community and Neighbourhood Services operates to provide child care of high quality, be reaffirmed and that the "modifications" to service being discussed visibly embody these three principles so that the improvements in substitute care for children developed since the introduction of the Day Nursery Act of 1944 are not diluted or destroyed;

(4)that the Minister of Community and Social Services, in regards to the Provincial review of the Ontario Works Program including child care, currently underway, be requested to ensure that the Ontario Works child care service strategy not adversely impact service access to the regular core subsidy program by families eligible for child care outside of the Ontario Works Program (i.e., families who are working, studying or who have special needs); and

(5)that the Provincial Government be requested to reinstate capital funding for child care centres so that the appropriate accommodations for all children (not just Ontario Works clients) who need child care full or part-time can be delivered in facilities designed for children.

Background:

The Children and Youth Action Committee gave consideration to a verbal report by the General Manager, Children's Services, on child care and issues related to Capital Reserve and Ontario Works.

For the information of the Community and Neighbourhood Services Committee, the Children and Youth Action Committee also advises that it has requested the Toronto Library Board and the Parks and Recreation Division of Economic Development, Culture and Tourism to report to the October26, 1998, meeting of the Children and Youth Action Committee on the feasibility of serving an extra 2,000 children each and the operating and capital funding required to do so.

The Community and Neighbourhood Services Committee submits the following report (September 29, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

This report briefly discusses the review of the Ontario Works and Child Care programs in the City of Toronto that is being launched by the Ministry of Community and Social Services.

Financial Implications:

There will be no direct financial implications. However, there will be indirect costs to the City in terms of the significant staff time which will be required.

Recommendation:

It is recommended that this report be received for information.

Background:

The Community and Neighbourhood Services Department has advised the former Metropolitan Council, and the new Toronto City Council, about the implementation of the Province's Ontario Works (O.W.) program in Toronto through a series of reports. Over the past two years, these reports have discussed important issues from the perspectives of both the Social Services and Children's Services Divisions. The Department has identified a number of key concerns related to the Provincial guidelines and legislation which govern the design and funding of the program, and noted their implications for the implementation of the O.W. program in Toronto. Many similar issues and concerns have been raised by other municipalities across the Province as they have proceeded to implement the program in their jurisdictions.

Representatives of the Department have been meeting with Provincial officials to mutually resolve issues affecting the City's implementation of O.W., and to ensure that implementation proceeds effectively and efficiently. To that end, the Commissioner, in July 1998, contracted experienced consultants (the Executive Resource Group) to assess the Social Services Division's implementation of Ontario Works and recommend any changes required to successfully manage implementation and ongoing program delivery. Provincial officials were informed that this review would proceed expeditiously, and be completed by early fall.

Subsequently, in a letter dated September 18, 1998, addressed to the Mayor of Toronto, the Minister of Community and Social Services indicated that the Ministry would undertake a review of the Ontario Works and Child Care programs in the City of Toronto, the review to be performed by an independent consultant (see Appendix 1). This report briefly discusses the shape and content of this review, based on the information currently available.

Discussion:

According to finalized terms of reference for the review: "The aim of the review is twofold. First, the review will identify and resolve issues that are preventing the orderly implementation of Ontario Works. Secondly, the review will analyze the City of Toronto's current use of Child Care subsidies and make recommendations on how to maximize their use."

The initial terms of reference for the review were forwarded to senior Departmental staff on September 21, 1998. Staff from the Department and from the Ministry of Community and Social Services (M.C.S.S.) have subsequently reviewed and revised the draft terms. Appendix 2 contains the finalized terms of reference for the review which is formally referred to as "the Ministry of Community and Social Services Operational Review of the City of Toronto's Implementation of Ontario Works and Child Care Fee Subsidy Programs."

As indicated in the terms of reference, the scope of the review is very broad encompassing all aspects of the City's implementation of O.W., both income support and employment assistance. With regard to child care, although the focus of the review is on O.W. implementation, the scope of the review has been broadened to include the overall fee subsidy system as well. Thus, both the regular and O.W. streams will be subject to review.

The review is to begin immediately, with the collection of information and data in the field commencing in late September. Findings from the review and an action plan are to be presented to the City in early November in a preliminary report. The City will have the opportunity to prepare a written response to this draft report by mid-November. A final report will be submitted to the Ministry on December 1, 1998.

As part of the terms of reference, a number of committees and working groups have been established to both oversee, and undertake, the review. The Department will be represented by appropriate senior staff on the Senior Advisory Committee which will oversee the project. A Steering Committee will be set up to monitor the review's progress, and tackle operational issues related to conducting the review. This group will also review preliminary findings and conclusions. Again, the Department will be represented by senior staff. Overall project management will be the responsibility of a consultant who will serve as Project Director. Fieldwork for the review will be conducted by K.P.M.G. consultants, supported by City of Toronto and MCSS staff.

Although City staff are participating in a variety of ways, the review is a Ministry review - commissioned, paid for and accountable to the Ministry. City staff are committed to working co-operatively with the consultant and Ministry officials to ensure the review is completed in a timely way, and in a way that does not disrupt service to clients.

Conclusion:

In a recent communication to the Mayor of Toronto, the Minister of Community and Social Services indicated that an operational review of the Ontario Works and Child Care programs in the City of Toronto would be undertaken this fall. Final terms of reference have been established. Throughout the course of the review, the Department will work collaboratively with the Province to identify issues that must be resolved to ensure that the implementation of Ontario Works in Toronto is successful. Over the next several months, the Department will provide regular reports to Council on the progress of the review.

Contact Name:

Shirley Hoy, Commissioner

Tel: 392-8302

The Community and Neighbourhood Services Committee submits the following report (August27, 1998) from the Commissioner of Community and Neighbourhood Services:

Purpose:

The purpose of this report is to update the Community and Neighbourhood Services Committee on: the transfer of responsibility for managing single parent and temporary care (foster children) cases currently managed by the Province to Toronto's Ontario Works (O.W.) program; and the transfer of new responsibilities within the child care delivery system to the Children's Services Division. This report will discuss potential impacts for the respective Divisions, and identify issues related to the transfer process.

Funding Sources:

Financial implications have been addressed through the 1998 budget process for both the Social Services and Children's Services Divisions.

Recommendation:

It is recommended that this report be received for information.

Background:

As a result of substantial changes initiated by the Province over the past year, significant new responsibilities will be assumed by municipalities in the areas of social assistance and child care. This report provides a progress report on:

(1)the transfer of responsibility for managing single parent and temporary care cases currently managed by the Province to Toronto's Ontario Works program; and

(2)the transfer of system management responsibility for the wage subsidy program, special needs resourcing, approved corporations serving special needs children, and family resource centres from the Province to the Children's Services Division.

Transfer of Provincial Social Assistance Cases:

Prior to the passage of the Social Assistance Reform Act (S.A.R.A.) in November of 1997 and its enactment in May of 1998, there were two programs for people in need of assistance: the Provincial Family Benefits (F.B.A.) program and the Municipal General Welfare Assistance (G.W.A.) program. The City (and the former Metropolitan Toronto) administered the latter program.

The Family Benefits program was intended to be a longer term program for those considered at least temporarily unemployable. Disabled individuals, single parents and temporary care cases received benefits under this program.

The G.W.A. program was intended to be a short-term program where people classified as "employable" (singles, couples, families) were provided with assistance while pursuing self-sufficiency. Over the last four years, the City's G.W.A. caseload has steadily declined, and in the past year (July 1997 to July 1998) it has dropped from 93,000 to 81,000 cases. Since the G.W.A. program was historically the "point of entry" into the social assistance system, the City's caseload included single parents awaiting transfer to the F.B.A. program.

The Social Assistance Reform Act replaced the Provincial F.B.A. program and the Municipal G.W.A. program with two new programs: the Ontario Disability Support Program Act (O.D.S.P.A.) and the Ontario Works Act (O.W.A.). The legislation now clearly distinguishes between disabled individuals and others receiving social assistance.

The O.D.S.P.A. program, administered by the Province, will provide assistance to people with long-term disabilities as well as those over the age of 65. All other people in need, including single parents, elderly people aged 60-64, those with temporary illnesses or disabilities, and temporary care cases, will receive assistance under the Ontario Works program.

The Ontario Works program, administered by municipalities, is an employment focused program, with the goal of moving people into jobs as rapidly as possible. This is achieved through three formal program components - Community Participation (C.P.), Employment Supports (E.S.), or Employment Placement (E.P.).

In accordance with the new legislation, the Province reiterated in early 1998 that responsibility for managing single parent and temporary care cases would be transferred to municipalities, and that a carefully planned process would be established to expedite the transfer of these cases to the new municipally delivered O.W. program.

An estimated 17,000 cases served by the Provincial F.B.A. program, the vast majority of which are single parents with a small number of temporary care cases, will be transferred to the municipality. Given that single parents have historically entered the system through G.W.A., Toronto Social Services, under O.W., already serves the majority of single parent cases receiving social assistance in Toronto, with a current caseload of approximately 25,000 cases. The Division also currently serves 233 temporary care cases. As a result, the Division has considerable experience serving these groups. For this reason, the transfer of responsibility to the municipality for serving single parent and temporary care cases represents a logical step.

Transfer of New Responsibilities to Children's Services:

As part of the Provincial "Who does What" announcements in January 1998, the Province indicated that system management responsibility for the following child care services would be transferred to the Children's Services Division:

-family resource centres;

-special needs resourcing;

-approved corporations serving children with special needs; and

-the wage subsidy program.

Effective January 1, 1998, all child care services, including the current fee subsidy system, became cost-shared on an 80:20 basis with the City assuming responsibility for 20 percent of the approved costs.

The transfer of these services to the City will ultimately improve the overall child care service delivery system through improved planning and co-ordination of service options for children and families. Issues related to the transfer of these new responsibilities to the Children's Services Division are highlighted in Section II of this report and discussed in further detail in a report, entitled "Transfer Plan for Child Care Services and Adjustments to Child Care Support for Ontario Works," also on this Committee's agenda.

Development of a Joint Implementation Plan for the Transfer of Responsibilities:

In February 1998, a Joint Provincial-Municipal Planning Implementation Team, comprised of senior staff from both the Provincial Ministry of Community and Social Services (M.C.S.S.) Toronto Area Office and the City of Toronto, was struck to develop a detailed plan for the transfer of Provincial single parent and temporary care cases and funded child care services. The remainder of this report discusses the planning process to date.

Comments:

Section I: Transfer of Single Parent and Temporary Care Cases:

(A)Transfer Planning Process:

As indicated in its previous reports to Council, the Social Services Division has known since mid-1997 that the transfer of Provincial single parent cases would occur. Based on previous Provincial announcements, the Division factored the new caseloads into key decisions involving the 1998 budget, O.W. targets, and estimates of the need for child care spaces and other supports.

The Ministry has set out a transfer planning process that every municipality must follow. In January 1998, as a part of this process, the Province released its Provincial Municipal Case Integration Implementation Tool Kit. The Tool Kit's purpose is to ensure that there is a consistent framework across the Province to manage, and plan for, the transfer of single parent and temporary care cases. It contains the Joint Local Implementation Planning Guidelines, including requirements for the development of protocols governing human resources.

The Joint Provincial-Municipal Planning Implementation Team has been working steadily over the past several months to develop an implementation plan based on the Tool Kit and Planning Guidelines. The plan describes the proposed approach developed jointly by the City of Toronto and the Toronto Area Office of M.C.S.S. to:

(1)integrate single parent and temporary care cases into the municipally managed Ontario Works program;

(2)develop effective means of meeting Toronto's Ontario Works program objectives; and

(3)minimize the financial risks to the City of Toronto government associated with the case transfer.

A draft Case Integration Business Plan has been developed based on the best information available, in compliance with the Planning Guidelines and Directives established by the Province. The Plan is also in accordance with several key guiding principles, agreed to by the Planning Implementation Team, which are listed in Appendix 1.

Overall, the Plan describes the integration of single parent and temporary care cases within the Department's overall approach to delivery of the Ontario Works program. It includes detailed plans for transferring files; a service delivery model; a comprehensive communication strategy; a facilities plan assessing infrastructure requirements to accommodate new cases; a description of the technical/information systems and processes required to support the integration plans; human resource plan agreements to support the transfer cases; an implementation timetable; and estimated budgetary requirements. At the time of this report, all of the above areas had been agreed upon by the Province and the Municipality except for the human resource plan and some outstanding budget/program delivery issues. These two areas are discussed in further detail below.

The draft Case Integration Business Plan provides comprehensive information about each of the above areas, and is available from the Clerk's Department for review.

(B)Implementation:

This section updates Committee on the current areas still under negotiation. The finalization of a case transfer implementation plan, and its approval by the Province, hinges on reaching mutually acceptable decisions in each of these areas.

(1)Human Resource Plan:

Additional staff resources required to manage the new single parent cases have been factored into the Division's 1998 budget. Although ongoing caseload reduction means fewer new staff will be required than forecast, there will still be a need for additional staff.

Based on discussions with the Province, a plan is being developed to satisfy both Municipal and Provincial labour relations requirements. Given that Provincial staff will be displaced, efforts will be made, where possible, to provide qualified Provincial staff with positions once the City's obligations are fulfilled.

Resolution of these issues is critical to making decisions related to the staffing necessary to manage additional cases transferred from the Province. The budget anticipates a phasing-in of the staff positions as the transfer of the caseload occurs.

(2)Budget/Program Delivery Model Issues:

The Division has incorporated resources needed to accomplish the transfer into the 1998 budget request, as previously noted. The Division necessarily made assumptions during the budget process, due to an absence of necessary data and information from the Province. Therefore, certain budget and program decisions are being updated as more accurate data is received. Ultimately, the budget will also be affected by the approval of the O.W. Business Plan, which is discussed below. All changes are reported to Council through the regular corporate budget variance reports.

The transfer of F.B.A. cases to the City's Ontario Works program will also significantly affect overall program delivery under O.W. Single parents will now comprise over 40 per cent of the cases, significantly altering the nature of the caseload. New service delivery issues and priorities will arise because of the characteristics and support needs of this population. For example, the average length of stay on social assistance is longer for single parents, compared to other recipients, as is their time out of the labour force. This time away from the labour force can lead to erosion of job skills and inhibit the acquisition of new skills. As a result, single parents often face barriers to employment. Extensive service supports and interventions may therefore be required to assist these clients return to the labour force. In addition, the provision of supports such as child care are essential for single parents who are seeking employment, or who will be participating in the Community Participation or Employment Placement components of O.W.

Toronto Social Services Division has recently completed a survey of sole support parents receiving social assistance in Toronto (winter 1997-1998). A report discussing the key findings will be forwarded to Committee in October, 1998.

(3)Provincial Approval Process:

The draft plan must now go through the Ministry and Corporate Provincial approval process. Only when all remaining issues are satisfactorily resolved, and Provincial approval is granted, will the actual transfer of cases begin.

(4)O.W. Business Plan:

Ultimately, overall staffing levels, program targets, and funding are dependent on Provincial approval of the O.W. 1998 Business Plan, which in turn impacts upon the Division's ability to manage the additional cases to be transferred from the Province. At this time, Provincial approval of the Department's 1998 Business Plan is still pending. Realistically, the transfer process cannot proceed until Provincial approval for the O.W. Business Plan is obtained.

Overall, the F.B.A. caseload transfer is taking place in the context of wholesale changes to all facets of the social services delivery system. This includes the implementation of the new O.W.A. and O.D.S.P.A. legislation, regulations and directives, the introduction of the National Child Benefit Supplement, and the ongoing implementation of the Ontario Works program, all of which have been discussed in recent reports to Council. Over the next several months, the Division will also be required to make substantial changes to the basic technology systems used to manage the caseload. This includes not only upgrades to the Caseworker Technology (C.W.T.) and Ontario Works Technology (O.W.T.) systems but also migration from the MAIN mainframe system to the CIMS mainframe system in order to be year 2000 compliant. Taken together, there will be significant workload implications, affecting a host of administrative and service delivery functions.

Section II: Transfer of Responsibility for Managing Child Care Delivery:

The joint planning process for the transfer of system management responsibility for the additional child care programs was carried out in accordance with the Ministry's "Child Care Implementation Planning Directive." The content of the jointly negotiated transfer plan for child care is described in a report, entitled "Transfer Plan for Child Care Services and Adjustments to Child Care Support for Ontario Works," also on this Committee's agenda. In preparation for the imminent transfer of the additional child care programs, the Children's Services Division has been meeting with current service providers from the family resource centres and the special needs service sector to assure a seamless transfer for both clients and operators. In accordance with Provincial requirements, funding and service levels for these programs will be maintained during 1999. They will also be integrated into the City's Child Care Service Planning process.

The Children's Services Division has already received Provincial assurance of one time transitional funding support in the amount of $338,000.00 for technological activities identified in the child care transfer plan. Ongoing administrative support for the programs being transferred is still under discussion with the Province.

Conclusion:

The Joint Implementation Plan developed by the Community and Neighbourhood Services Department of the City and the Provincial Ministry of Community and Social Services Toronto Area Office reflects co-operative work and planning which will ensure a smooth transfer of the new program responsibilities from the Province to the City. The actual timing of the F.B.A. caseload transfer will depend on the successful negotiation of outstanding human resource and budget/program delivery issues. The Department will update Council as required.

Contact Name:

Heather MacVicar

General Manager, Social Services Division

Tel: 392-8952

Marna Ramsden

General Manager, Children's Services Division

Tel: 392-8128

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Appendix 1

Draft Case Integration Plan

Guiding Principles

(a)The development of a transition process which minimizes potential service disruption to clients, and ensures that the needs of people who rely on these services are met in a timely manner.

( b)Provincial and Municipal staff will be treated in a dignified and respectful manner.

(c)Program integrity will be safeguarded and maintained throughout the transfer process.

(d)Comprehensive communication strategies for key stakeholders will be timely, informative, and ongoing throughout the process.

(e)Costs related to the transfer process will be managed in a cost-effective and efficient manner.

(f)Opportunities to enhance service delivery and maximize cost-effectiveness will be explored and maximized throughout the planning process.

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The Community and Neighbourhood Services Committee reports, for the information of Council, also having had before it a communication (October 7, 1998) from Ms. Anne Dubas, President, Canadian Union of Public Employees, Local 79, outlining the Union's concerns with respect to the Operational Review; and attaching a copy of their letter to the Minister of Community and Social Services outlining their objections to the review's Terms of Reference.

The following persons appeared before the Community and Neighbourhood Services Committee in connection with the foregoing matter:

-Ms. Heather MacVicar, General Manager, Social Services Division, Community and Neighbourhood Services Department; and provided an overhead presentation on the Provincial-Municipal Caseload Transfer;

-Ms. Marna Ramsden, General Manager, Children's Services Division, Community and Neighbourhood Services Department; and provided an overhead presentation on the Child Care Transfer Plan/Ontario Works Child Care; and

-Councillor Pam McConnell, Don River.

(A copy of each of the Appendices 1 and 2, referred to in the foregoing report dated September29,1998, from the Commissioner of Community and Neighbourhood Services, was forwarded to all Members of Council with the agenda of the Community and Neighbourhood Services Committee for its meeting on October 8, 1998, and a copy thereof is on file in the office of the City Clerk.)

7

Appointment to the Advisory Committee

on Homes for the Aged

(City Council on October 28, 29 and 30, 1998, adopted this Clause, without amendment.)

The Community and Neighbourhood Services Committee recommends the adoption of the recommendation of the Advisory Committee on Homes for the Aged embodied in the following communication (September 18, 1998) from the City Clerk:

Recommendation:

The Advisory Committee on Homes for the Aged on September 18, 1998, recommended to the Community and Neighbourhood Services Committee the adoption of a report (September 11, 1998) from the General Manager, Homes for the Aged, wherein she recommended that Mrs.MargaretWilmot be appointed to the membership of the Advisory Committee on Homes for the Aged for a period of three years, with the provision for an extension of an additional term, as outlined in the terms of reference.

(Report dated September 11, 1998, addressed to the

Advisory Committee on Homes for the Aged, from the

General Manager, Homes for the Aged)

Purpose:

To fill the current vacancy for a resident representative on the Advisory Committee on Homes for the Aged.

Recommendations:

It is recommended that:

(1)Mrs. Margaret Wilmot be appointed to the membership of the Advisory Committee on Homes for the Aged for a period of three years, with the provision for an extension of an additional term, as outlined in the terms of reference; and

(2)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Background:

On May 1, 1998, the Advisory Committee on Homes for the Aged amended the membership in the terms of reference. The terms of reference for the Advisory Committee on Homes for the Aged now requires that one of its members be a representative of the Inter-Home Residents' Council. The Inter-Home Residents' Council can select as its representative a resident/family member.

Comments:

Mrs. Margaret Wilmot is a resident on the 4th Unit at True Davidson Acres Home for the Aged, and has been a resident of the Home since December 24, 1994. Margaret and her husband have been long-standing members of the East York community and participate on community boards and activities. Margaret is a valued resident as she has been active on the 4th Unit Residents Committee and has recently been elected the President of the True Davidson Acres Residents' Council.

Conclusion:

Mrs. Wilmot has indicated a strong interest in being considered for membership on the Advisory Committee on Homes for the Aged. There is evidence that she would act as a strong advocate and excellent spokesperson for the residents in the Homes for the Aged.

Contact Name:

Sylvia Moreland,

Administrator, True Davidson Acres

Tel: 397-0354/Fax: 397-0401

E-mail: sylvia_moreland@metrodesk.metrotor.on.ca

8

Other Items Considered by the Committee

(City Council on October 28, 29 and 30, 1998, received this Clause, for information.)

(a)Federal Funds Available Through the Settlement Renewal Initiative.

The Community and Neighbourhood Services Committee reports having withdrawn the following report and communications at the request of the Ontario Council of Agencies Serving Immigrants:

(i)(September 18, 1998) from the Commissioner of Community and Neighbourhood Services responding to a communication received from the Ontario Council of Agencies Serving Immigrants regarding the Federal Settlement Renewal Initiative and the availability of Federal funds in this regard;

(ii)(September 8, 1998) from Ms. Sharmini Peries, Executive Director, Ontario Council of Agencies Serving Immigrants, requesting the opportunity to appear before the Committee to request support of recommendations to the Federal Government with respect to the Federal funds available through the Settlement Renewal Initiative; and

(iii)(October 6, 1998) from Ms. Betty Joe, OCASI, withdrawing their request to appear before the Community and Neighbourhood Services Committee and requesting the removal of their name from any communications/reports in this regard.

(b)Progress Report on the Restructuring of Seaton House.

The Community and Neighbourhood Services Committee reports having received the following report; and having directed that its appreciation be expressed to staff and panel members for their work on the restructuring process:

(September 21, 1998) from the Commissioner of Community and Neighbourhood Services providing an update on the progress being made on the restructuring of Seaton House, specifically in the area of architectural plans, program redesign and human resource planning; and recommending that the report be received for information.

(c)Revised Social Assistance Caseload Report.

The Community and Neighbourhood Services Committee reports having received the following reports:

(i)(September 23, 1998) from the Commissioner of Community and Neighbourhood Services providing, for information, a revised reporting format for depicting the Ontario Works caseload in Toronto; and outlining the distinct features of the report; and

(ii)(Undated) from the Commissioner of Community and Neighbourhood Services forwarding a copy of the Ontario Works Report for the month of August,1998, as revised, and a copy of the Ontario Works Report for the month of September, 1998.

(d)Social Development Strategy - Elements, Timeless, Process and Preliminary Budget.

The Community and Neighbourhood Services Committee reports having recommended to the Budget Committee the adoption of the following report:

(September 24, 1998) from the Commissioner of Community and Neighbourhood Services outlining the proposed elements, timelines, processes and preliminary budget for the Social Development Strategy, and its relationship to the City's Strategic Plan; and recommending that:

(1)Council approve the development of a Social Development Strategy and the process and timelines as outlined in this report;

(2)the Department provide in its 1999 budget request an amount of $70,000.00 for developing the Social Development Strategy;

(3)this report be referred to the Budget Committee for consideration in the 1999 budget process;

(4)Council adopt the Social Development Strategy objectives, as follows:

(a)to set the direction for social and community development in the new City of Toronto by establishing a set of clearly articulated goals and monitoring systems;

(b)to involve communities, clients, funders and policy makers in defining community social needs and priorities;

(c)to channel the results productively into a comprehensive and coherent vision for the future;

(d)to improve service co-ordination and linkages and to rationalize the provision of social and community services across the new City of Toronto; and

(e)to maintain and enhance the reputation of Toronto as the best city in the world to live through the development of dynamic, responsive social policy and the provision of effective services and programs; and

(5)the appropriate City officials be authorized to take the necessary action to give effect thereto.

(e)Castleview Wychwood Towers - Accreditation Award.

The Community and Neighbourhood Services Committee reports having received the following communication; and having directed that the Chair of the Community and Neighbourhood Services Committee extend congratulations to Castleview Wychwood Towers Home for the Aged:

(September 18, 1998) from the City Clerk advising that the Advisory Committee on Homes for the Aged on September 18, 1998, had before it a report dated August 20, 1998, from the General Manager, Homes for the Aged, indicating that the Accreditation Survey for Castleview Wychwood Towers by the Canadian Council on Health Services Accreditation was carried out from May 10-13, 1998; and that the Advisory Committee directed that the aforementioned report be forwarded to the Community and Neighbourhood Services Committee for information.

(f)Seven Oaks - Accreditation Award.

The Community and Neighbourhood Services Committee reports having received the following communication; and having directed that the Chair of the Community and Neighbourhood Services Committee extend congratulations to Seven Oaks Home for the Aged.

(September 18, 1998) from the City Clerk advising that the Advisory Committee on Homes for the Aged on September 18, 1998, had before it a report dated August 20, 1998, from the General Manager, Homes for the Aged, indicating that the Accreditation Survey for Seven Oaks by the Canadian Council on Health Services Accreditation was carried out from May6-8, 1998; and that the Advisory Committee directed that the aforementioned report be forwarded to the Community and Neighbourhood Services Committee for information.

(g)1999 International Year of Older Persons - Proposed Projects.

The Community and Neighbourhood Services Committee reports having received the following communication:

(September 25, 1998) from the City Clerk advising that the Seniors' Task Force on September 15, 1998, had before it a report (September 1, 1998) from Ms. Edna Beange, Ms.Ruth Brown, Mr. Bill Campbell and Ms.Dorothy MacKinnon respecting proposed projects for the 1999 International Year of Older Persons, and adopted the aforementioned report, wherein it recommended:

(1)an effective system of street signage for the entire City of Toronto;

(2)a walking program with kick-off walk to be held at 1:30 p.m. on October 4, 1998, from the St. Lawrence Centre to the McKenzie House, guided by members of the Toronto Historical Society; and

(3)involving all media sources to seek out retired seniors in order to identify and publicize seniors' activities, needs, and to develop and utilize effective lobbying techniques on behalf of seniors.

(h)Outstanding Items - Community and Neighbourhood Services Committee.

The Community and Neighbourhood Services Committee reports having:

(1)received the following communication from the City Clerk; and

(2)referred the following communication from Councillor Chow to the Commissioner of Community and Neighbourhood Services and Commissioner of Economic Development, Culture and Tourism for a joint report thereon to the appropriate Committee:

(i)(September 28, 1998) from the City Clerk submitting, for information, the list of outstanding items of the Community and Neighbourhood Services Committee as of July 31, 1998; and

(ii)(undated) from Councillor Olivia Chow, Downtown, recommending that:

(1)the Commissioner of Community and Neighbourhood Services and Commissioner of Economic Development, Culture and Tourism assist the Commissioner of Urban Planning and Development Services to:

(i)report on the impact of closing up to 200 schools;

(ii)provide support to the School Boards' review in determining which schools are destined to close; and

(iii)participate in bringing local residents to the Area Review Committees; and

(2)future reports relating to school closings be sent to the Community and Neighbourhood Services Committee and Economic Development Committee for information and action.

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Councillor Pam McConnell, Don River, appeared before the Community and Neighbourhood Services Committee in connection with the school closings referred to in the communication from CouncillorChow.

Respectfully submitted,

CHRIS KORWIN-KUCZYNSKI,

Chair

Toronto, October 8, 1998

(Report No. 10 of The Community and Neighbourhood Services Committee, including additions thereto, was adopted, as amended, by City Council on October 28, 29 and 30, 1998.)