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George Street Revitalization ­ Recommended Scope and Approach

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George Street Revitalization ­ Recommended Scope and Approach Item Tracking Status City Council adopted this item on November 3, 2015 with amendments. This item was considered by the Executive Committee on October 20, 2015 and adopted without amendment. It will be considered by City Council on November 3, 2015. City Council consideration on November 3, 2015 EX9.6 ACTION Amended Ward:All George Street Revitalization ­ Recommended Scope and Approach City Council Decision City Council on November 3 and 4, 2015, adopted the following: 1. City Council endorse the project scope for the George Street Revitalization as outlined in Attachment 1 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, and the Seaton House transition plan Option Two as outlined in Attachment 3 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, and forward Attachments 1 and 3 to the City Manager for consideration with other City priorities as part of the 2016 budget process. 2. City Council authorize the Chief Corporate Officer to retain procurement option consultants at an estimated cost of $100,000 (net of all taxes and charges) to conduct an analysis of project procurement and delivery options. 3. City Council direct the Chief Corporate Officer to report back by June 2016 on the recommended delivery model, the implementation funding needed and the resulting refined capital cost estimates for the George Street Revitalization as outlined in Attachment 1 and the Seaton House transition plan Option Two as outlined in Attachment 3 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer. 4. City Council authorize the Chief Corporate Officer to enter into an amending agreement with PRISM Partners Incorporated, to extend the term and add additional services for Project Stage One (i.e. due diligence stage) to the current agreement, subject to the following conditions: a. that the agreement include an extension term of October 1, 2015 to February 29, 2016; b. that those additional services as generally set out in Attachment 2 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, which can be performed within the timeframe indicated in Part 4.a. above, be added to the current agreement upon such other terms and conditions as satisfactory to the Chief Corporate Officer; c. that the total cost of the additional services for October 1, 2015 to February 29, 2016 is $244,444 (net of all taxes and charges), increasing the value of the contract from $618,000 (net of all taxes and charges) to $862,444 (net of all taxes and charges); and d. that the agreement be on terms and conditions satisfactory to the Chief Corporate Office and in a form satisfactory to the City Solicitor. 5. City Council authorize the Chief Corporate Officer to enter into an amending agreement with Montgomery Sisam Architects Inc., to extend the term and add additional services for Project Stage One (i.e. due diligence stage) to the current agreement, subject to the following conditions: a. that the agreement include an extension term of October 1, 2015 to February 29, 2016; b. that those additional services as generally set out in Attachment 2 to the report (October 5, 2015) from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer, which can be performed within the timeframe indicated in Part 5.a. above, be added to the current agreement upon such other terms and conditions as satisfactory to the Chief Corporate Officer; c. that the total cost of the additional services for October 1, 2015 to February 29, 2016 is $500,000 (net of all taxes and charges), increasing the total value of the contract from $1,095,650 (net of all taxes and charges) to $1,595,650 (net of all taxes and charges); and d. that the agreement be on terms and conditions satisfactory to the Chief Corporate Office and in a form satisfactory to the City Solicitor. 6. Subject to approval of the project as part of the City's annual budget processes, City Council authorize the General Manager, Long­Term Care Homes and Services to enter into an agreement with the Ministry of Health and Long­Term Care for the development of a long­term care home as part of the George Street Revitalization. 7. Subject to approval of the project as part of the City's annual budget processes, City Council authorize the General Manager, Long­Term Care Homes and Services to reduce the number of preferred accommodation beds at the George Street Revitalization long­term care home and apply for the provincial basic accommodation premium. 8. City Council authorize the Chief Corporate Officer to negotiate with the Province of Ontario for the terms of possible rights to acquire the property and buildings at 311 Jarvis Street and 354 George Street ("Family Court Buildings and Detention Centre") for the construction of affordable housing and other uses, to report back on negotiations, and to explore with Infrastructure Ontario a partnership for project management services under an Alternative Financing and Procurement delivery model for those lands. 9. City Council direct the General Manager, Long­Term Care Homes and Services and the General Manager, Shelter, Support and Housing Administration to continue working with both the Ministry of Municipal Affairs and Housing and the Ministry of Health and Long­Term Care to enable the George Street Revitalization model to be implemented and to maximize opportunities for increased funding and coordination of services for vulnerable people with complex health care needs. 10. City Council ​direct the General Manager, Shelter Support, Housing and Administration to work with Manager, Hostel Services, clients of Seaton House and Schoolhouse Shelter, and key service stakeholders on developing a comprehensive transition plan for clients during demolition and construction of the revitalized Seaton House, utilizing established best practices in transitioning vulnerable populations, including, but not restricted to, giving clients choices and involving them in decision making, identifying and offering health and other forms of needed support as early in the process as possible, and re­locating clients in areas with adequate support services. 11. City Council direct the General Manager, Shelter Support, Housing and Administration to report to the January 28, 2016 Executive Committee meeting on the impacts of the George Street Revitalization to overall shelter capacity, and strategies for meeting Council's directive from July 2013 that changes to emergency shelter beds at the George Street site is consistent with the direction provided by City Council on Item CD19.1 "Update on Emergency Shelter Services" to aim for a shelter occupancy rate no higher than 90 percent in the short term and a shelter occupancy rate policy that ensures that all homeless persons seeking a bed can be accommodated. Background Information (Committee) (October 5, 2015) Report and Attachments 1 to 5 from the Deputy City Manager, Cluster A and the Deputy City Manager and Chief Financial Officer on George Street Revitalization ­ Recommended Scope and Approach (http://www.toronto.ca/legdocs/mmis/2015/ex/bgrd/backgroundfile­84497.pdf) Attachment 6 ­ George Street Revitalization ­ Project Overview October 2015 (http://www.toronto.ca/legdocs/mmis/2015/ex/bgrd/backgroundfile­84498.pdf) Communications (Committee) (October 19, 2015) Letter from Tim Maguire, President, Canadian Union of Public Employees (CUPE) Local 79 (EX.Supp.EX9.6.1) (http://www.toronto.ca/legdocs/mmis/2015/ex/comm/communicationfile­56789.pdf) (October 19, 2015) E­mail from Doris Grinspun, Chief Executive Officer, Registered Nurses' Association of Ontario (EX.Supp.EX9.6.2) (http://www.toronto.ca/legdocs/mmis/2015/ex/comm/communicationfile­56795.pdf) (October 20, 2015) Letter from Richard L. Hudler, Chair, Queer Ontario (EX.New.EX9.6.3) (http://www.toronto.ca/legdocs/mmis/2015/ex/comm/communicationfile­56826.pdf) Communications (City Council) (October 20, 2015) Submission from Dr. Michaela Beder (CC.Main.EX9.6.4) (http://www.toronto.ca/legdocs/mmis/2015/cc/comm/communicationfile­56915.pdf) (October 20, 2015) Submission from Dr. Leslie Shanks, Medical Director, Inner City Health Associates (CC.Supp.EX9.6.5) (http://www.toronto.ca/legdocs/mmis/2015/cc/comm/communicationfile­56996.pdf) (October 30, 2015) Letter from Mark Aston, Chair, Toronto Alliance to End Homelessness (CC.Supp.EX9.6.6) (http://www.toronto.ca/legdocs/mmis/2015/cc/comm/communicationfile­57007.pdf) (November 2, 2015) E­mail from Michaela Beder and Ritika Goel, on behalf of 18 communication organizations and 113 healthcare providers (CC.New.EX9.6.7) (http://www.toronto.ca/legdocs/mmis/2015/cc/comm/communicationfile­57043.pdf) Motions (City Council) 1 ­ Motion to Amend Item (Additional) moved by Councillor Kristyn Wong­Tam (Carried) That: 1. City Council ​direct the General Manager, Shelter Support, Housing and Administration to work with Manager, Hostel Services, clients of Seaton House and Schoolhouse Shelter, and key service stakeholders on developing a comprehensive transition plan for clients during demolition and construction of the revitalized Seaton House, utilizing established best practices in transitioning vulnerable populations, including, but not restricted to, giving clients choices and involving them in decision making, identifying and offering health
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