Council Meeting Supplemental Materials

The Corporation of the Town of Ajax COUNCIL MEETING

Monday, March 22, 2021 at 7:00 p.m. Electronic Meeting 65 Harwood Avenue South

SUPPLEMENTAL MATERIALS Alternative formats available upon request by contacting: [email protected] or 905-619-2529 ext. 3347 ______Electronic Meeting: Due to the COVID-19 emergency and requirements for physical distancing, in-person attendance is not permitted at this meeting of Council. This meeting will be live streamed for viewing at ajax.ca/live. Electronic participation is permitted pursuant to Council's Procedure By-law

Online Agendas Anything in blue denotes an attachment/link. By clicking the links on the agenda page, you can jump directly to that section of the agenda.

5. Delegations and Presentations

5.1 Presentation: Ajax Anti-Black Racsim (AABR) Task Force Update Mariska Thomas, Chair and Dane Lawrence, Vice-Chair, AABR Task Force

5.2 Presentation: PARA Marine Search & Rescue: 2021 Community, Government & Corporate Awareness Colin Thomson, Commodore and Clint Scott, Community Development, PARA Marine SAR

5.3 Presentation: Economic Development Action Plan Lauren Millier, MDB Insights

6. Correspondence

6.17 Ontario’s Big City Mayors – COVID Business Restrictions ~Rules of procedure suspended to add an item of correspondence Ajax Anti-Black Racism Taskforce Update

Council Presentation March 22, 2021 Presented by Mariska Thomas (Chair) & Dane Lawrence (Vice-Chair)

2 1 United Nation International Decade for People of African Descent

Goal 1: To Encourage the Town of Ajax council, staff, management and community to learn, acknowledge and participate in the United Nations International Decade for People of African Descent.

The members who worked on this goal are: Sonia Ellis-Seguin, Nickidia Thompson & Danielle James

3 2 What is the UN Declaration of the Decade of People of African Descent?

• Around 200 million people, who identify themselves as being of African descent, live in the Americas. Many millions more live in other parts of the world outside of the African continent. • In proclaiming this International Year, the international community is recognizing that people of African descent represent a distinct group whose human rights must be promoted and protected. • There are three main pillars – Recognition, Justice, and Development – these pillars were established for promotion and protection of the human rights of People of African Descent. • These pillars provide the foundation for short and long-term initiatives set out by the AABR Task Force and will be used as a road map towards achieving equity for the Black community within the Town of Ajax (TOA).

4 3 Recommendations

1. That Town of Ajax acknowledges the UN International Decade for People of African Descent. The Decade and the pillars are the foundation from which the AABR taskforce intends to anchor their goals. Therefore, acknowledging the Decade also assists TOA with a more fulsome understanding of the goals of the taskforce. 2. That Town of Ajax and AABR taskforce collaboratively develop a communication strategy that highlights the support of the UN Declaration and connects the goals and initiatives of the Task Force for presentation to the residents of Ajax, Staff and stakeholders. Communication formats could include: Website/ Social media recognition, Community newspaper, Letters of endorsement to all stakeholders. 3. That a resource document is created for distribution at Town of Ajax facilities, outlining the International Decade for People of African Descent and the relationship to the AABR Task force initiatives.

5 4 Paid Internships

Goal 2: To engage Ajax business leaders to review their policies and practices to reduce barriers in hiring, internal promotion practices; leadership development, workplace skill training and connecting to the UN Declaration Pillars of Justice and Development. Recommendation: That Town of Ajax implement paid internship programs for Ajax residents from the Black community and other racialized groups. The member’s workings on this goal are: Keirah Van Dusen, Pauline Vassell, Kevin Vieneer, Monica Edwards and Mariska Thomas.

6 5 Benefits of a Paid Internship Program

Benefits to the Employer Benefits to the Interns • Employers help produce highly productive and potential • Providing students the opportunity to apply the future leaders by complementing and enhancing a student’s knowledge they’ve learned in the classroom. academic study through meaningful work experience. • Internship experience contributes to marketability, • Students are available for specific long-term projects or for a series of short-term projects. increasing the student’s likelihood of receiving future opportunities by developing necessary skills in the • The student and the employer both benefit from professional environment. participation in the Internship program. The employer gains an energetic, enthusiastic and creative addition to their • Opportunity to work in different departments for staff. career development.

• As mentioned previously - The Town of Ajax would be seen • Fosters a spirit of mentorship and will encourage the as Ambassadors, Leaders and Champions by providing opportunities for Black and other racialized youth. students to be future mentors in the community.

7 6 Black Owned Business Directory

Goal 3: Collection of Black owned businesses for the Town of Ajax. • Learning from Black owned business the support that is needed while working under the effects of Anti-Black racism and COVID-19. • Work to develop supports and incentives by identifying and partnering with diverse organizations to support Black owned businesses or other racialized groups. The group members who worked on this goal are: Dane Lawrence, Camille Perry, Keirah Van Dusen, Janelle Benjamin, Talisa Boland

8 7 3 Phased Approach to Implementation

Phase 1 Phase 2 The AABR Task Force to circulate a survey to Black-owned business Analysis of responses to the survey by the AABR task force: entities over a specific period. • This may require follow up if answers are ambiguous/unclear. • All answers to survey must be kept in a secure format and the The development a Black owned business directory that will be used establishment of the appropriate retention schedule for the survey as a two folded process: results. • It will require consent from the business owner to publish their business on the TOA website to promote these business entities. Research and investigate the available support that can assist these • Sharing of their information with the goal of the required business entities: departments with the TOA or other key community partners that • Identify key partners who would be able to provide assistance for Black may be able to plan programs support (e.g. strategic planning) to owned businesses within the Town of Ajax. these business entities. • Black-owned business Directory is published on TOA website, with the • Future integration with the region of Durham for a central understanding an ongoing schedule for continual maintenance. repository of Black-owned Business Directory.

Phase 3 AABR task force will provide recommendation(s) that the TOA can remedy to support these Black owned businesses.

9 8 Speaker Series

Goal 4: The final goal is connected to the UN Declaration pillar of Justice. This goal is implementing a Speaker Series to educate the public on Anti-Black, Systemic and institutional racism using multiple modalities including a panel discussion. This speaker’s series will be presented through the Town of Ajax Diversity X Change Program in partnership with the Ajax Anti-Black Racism Task Force. The members who worked on this goal are: Keisha Facey, Sonia Ellis Seguin, Pauline Vassell, Monica Edwards, Janelle Benjamin and Nickidia Thompson This Speaker Series is set to consist of 5 sessions and the group members are currently collaborating with the D&I Coordinator for implementation.

10 9 Initiatives Since the official launch of the AABR Task Force in September 2020, the Task Force has: 1. Supported the Body Worn Camera (BWC) Program being recommended for implementation in 2021 by Durham Regional Police Service (DRPS). 2. Delegated at the DRPS Board Meeting to provide feedback and recommendations on the DRPS Action Plan for Enhancing Trust and Confidence in Policing in Durham Region. 3. Provided feedback and recommendations to the Town on anti-Black racism training for Council. 4. Provided comments to the D&I Coordinator on the Ajax Shining Star Bursary Program. 5. Coordinated a Black History Month Live Event discussing why it’s important to celebrate Black history.

11 10 Thank you! Questions or Comments?

12 11 PARA Marine Search & Rescue PARA Marine Search & Rescue 2021 Community,2021 Community, Government Government & Corporate Awareness& Corporate Awareness

13 50+ Years of Service

Commodores (Unit Leaders)

Keith Warner (1967-1985) Tony Buckley (1985 – 2003) PARA Marine Search & Rescue Gary Endicott (2003-2008, 2011-2016) Rob Anderson (2009-2011) 2021 Community, Government & Corporate Awareness Chris Webb (2016) 14 Colin Thomson (2016 – present) 2021 – 2025 Strategic & Business Plan

Vision: Volunteers providing excellence in marine search & rescue Mission: It is what we do for the person in the water Values: Safety | Teamwork | Professionalism | Community

Strengthen the Develop our Ensure SAR Planning for organization crews by instilling readiness in the future through a strong nautical order to maintain to ensure improved knowledge base operational a sustainable communications resiliency and future agility PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

15 Management Transparency via the Board of Directors direction and oversight

Recent Changes Current Board members • Expanded Board membership • Bill Mclean, Regional Councillor for City of Pickering – Chairman • Shaun Collier, Mayor Town of Ajax – Member • Invited the towns of Whitby and Ajax • Rhonda Mulcahy*, Regional Councillor for Town of Whitby for representation • Keenan Watters, Manager Port Whitby Marina, Member • John Rycroft, Business community member • Focused efforts on community • Gary Endicott, Past Unit Commodore presence and support over the past • Rob Anderson, Unit Member at large few years. • Mark Poray*, Unit Member at large • Colin Thomson, Current Unit Commodore

NOTE: * demotes pending AGM approval

PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

16 Ensure SAR Readiness through Training with Partners

Develop our crews Broaden SAR Partnerships • CCGA Phase training for new • Police – Durham, Toronto members • Fire Services – Pickering, • SME Development for personal Ajax, Whitby growth for experienced members • EMS – Durham Region • Practical progression signoffs • Royal Canadian Air Force (RCAF) – 424 squadron Validate SAR Readiness • Canadian Coast Guard • Consistency between crews (CCG) Assets • Annual Crew readiness evaluations • CCGA 5-year ride checks

PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

17 2020 Durham Region Report Highlights

Operational Metrics Vessel Operations 2020 Taskings: 38 (2019 -15, 2018 – 27, 2017 - 14) a. Delayed start and no patrols i. In service from mid May through mid November. Key Performance Indicators ii. The unit was on call 7x24 for the in-service period a. Safety: 0 medically treated injuries; 0 COVID-19 related iii. No 2020 patrols. Typically, patrols from Victoria Day issues. weekend to Thanksgiving weekend b. Vessel availability 99.39% (2019 - 93.75%. 2018 – 95.75%, 2017 - b. CCGA COVID-19 protocols evolved over 2020: 96.66%). i. Restricted units from operating patrols this year. c. Response time: 23.18 minutes (2019 - 12.53min, 2018 - 21.37min, ii. Restricted the number of personnel onboard. 2017 – 11.00min) iii. Delayed the start of any training till mid summer. d. Community Service Level: iv. Required to have dedicated and segregated crews to minimize potential cross contamination. Ensure SAR i. Provided over 3,039 hours in 2020 to the community v. Outlined the use of required PPE. readiness in (2019 - 8,200 hrs, 2018 - 7,705 hrs, 2017 – 8,300 hours) order to maintain ii. SAR Missions: 38 taskings (over 401 hours) General Observations operational resiliency iii. Patrols: 0 hours. and agility a. Response time was increased as our crews were not on iv. Maintenance: 305 hours patrols during active boating hours. v. Training: 1,171 hours b. Increased calls originating from local fire and police vi. Administration: 468 hours departments for water-based support and capability. c. Increased number of people participating in water-based vii. Community Development: 387 hours. activities with all types of watercraft. PARA Marine Search & Rescue d. The notable overall increase in taskings has not been seen 2021 Community, Government & Corporate Awareness since the 1980s.

18 SAR Readiness demonstrated by Historical Taskings (by year)

SAR Types and Actions vs Population Growth

50 800000

45 700000

40 600000 35

500000 30

25 400000

20 300000

15 200000 10

100000 5

0 0 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 PARASearch Marine SearchRescue & Rescue Recover Tow Refloat Assist 2021Medical Community, GovernmentEscort & CorporateInvestigate AwarenessOther None Turn Back Monitor Transit Only Stood Down Durham Region Population 19 SAR Readiness demonstrated by Tasking location

PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

20 Example Taskings - "It is what we (volunteers) do for the person in the water"

Overdue Sailboat; Lost fisherman; Common Single Sailor Not Found Events

• Sailor transiting from Niagara to • Sport fisherman off Pickering • Vessels with mechanical issues Oakville area marina falls overboard near shore • Vessels out of fuel • Working on tender; knocked • Extensive 24-hour search • Vessels hitting logs and other overboard by rogue wave involving multi-vessels (CCGA, debris CCG, Police, RCAF, fire • Vacant sailboat was discovered near • Inflatables blown offshore Rouge River and towed to Bluffer’s services) • Smaller vessels including kite marina • Person not found. surfers, PWC, kayaks, canoes • Extensive multi-unit search • Search eventually called off. that get in trouble due to • Sailor was found in the water by the weather, waves or other issues RCAF and rescued by CCG out of • Vessels or persons identified Port Weller from shore in perceived trouble • Lines around propellers

PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

21 Community Awareness explaining the Brand Story

Prior to 2013 • Uniform: unit adopted the CCGA uniform • Logos: various unit branding and the CCGA logo • Vessel: used both CCGA logo and various unit logos.

2013 • Brand: • to support fund raising activities • to raise awareness of the brand in the community • Uniform: moved to the distinct PARA uniforms • Logos: PARA specific • Vessel: PARA–RESCUE.org was added to the vessel.

2020 • Brand: • no longer use PARA as an acronym. • formally adopts PARA Marine Search & Rescue to be more inclusive of the 3 communities: Whitby, Ajax, and Pickering. • completed a legal name change. • Uniform: New branding with colours including SAR orange. • Vessel: • new boat paint scheme • Future actions include a potential new vessel name www.paramarinesar.ca [email protected]

PARA Marine SAR PARA Marine Search & Rescue @para_rescue 2021 Community, Government & Corporate Awareness facebook.com/para.marine.rescue

22 Community Awareness New event trailer for 2021

1. Purpose: promoting boating safety at community events 2. Advertisement: will be stored at Port Whitby Marina

PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

23 Asset Management for Vessel Replacement with Near Shore capability

The Requirements Primary Examples Light weight, durable in heavy seas; capable Hull & Machinery of self righting Power Plant & Emerging technologies such as electric/hybrid Propulsion power plant & jet propulsion

The Background Electronics and Current state of the art radar, GPS, chart plotters, Navigation AIS, RDF, FLIR Current vessel was put in service in the mid 1990s. A former Internal and external communications via VHF dive tender converted to SAR requirements. Volvo engines Communications and emergency service bands were replaced in 2013. Latest hull and equipment in 2017 - 2020. Electronics upgrade in 2021. Either primary vessel can operate near shore or Near Shore capability capable of carrying & deploying small dingy or The Vision PWC Secondary Examples To replace the current vessel in the 2025 to 2030 timeframe Transportation & Trailer Trailer and designed for road transportation. with state-of-the-art vessel leveraging the current latest Addresses sponsorships and funding but clearly technologies and including near shore operating capability Exterior Branding identified as a RESCUE vessel SAR & Safety Latest technology in safety and SAR equipment Equipment

The Financials and Timelines Timeframe 2025 to 2030 Vessel cost and equipment Estimated $1M to $2M PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

24 Maintain Financial Strength and Sustainability

HOW WE ARE FUNDED (to operate and maintain vessel) Current Operating Budget • Durham Region Typical Grants applied for targeted purchases • Municipal grant programs & Corporate grants Other Income for Services • Municipalities, Corporate or Foundations • Coast Guard and Coast Guard Auxiliary Donations in kind • Local Corporations, Companies & Private donors

OUR MISSION IS TO FUND A NEW VESSEL (large capital acquisition) Objective to raise funds: Raise $1.5M to $2M for new replacement SAR built vessel Initiative Savings Status: Replacement vessel savings: $~150K

PARA Marine Search & Rescue Continued help to identify 2021 Community, Government & Corporate Awareness or refer potential sponsors! 25 THANK YOU for your continued support

It will take all of us to make PARA Marine SAR a success through Safety, Teamwork, Professionalism and a sense of Community [email protected] | [email protected]

PARA Marine Search & Rescue 2021 Community, Government & Corporate Awareness

26 27 Contents

. Project Team . Importance of Economic Development . EDAP Development Process . Pre-COVID Action Plan Goals & Actions . Innovation . TOA BIAs . COVID-specific Action Items . Rollout and Next Steps . Discussion

28 Project Team

. Town of Ajax . Don Terry, Manager, Economic Development (interim) . Andrew Poray, Senior Economic Development Officer . Nadia Sukovski, Senior Economic Development Officer . Meina Lutfi, Economic Development Associate . Geoff Romanowski, Director, Planning & Development Services . MDB Insight – Lead Consultant . Lauren Millier, EVP, Project Lead . Queens Executive Decision Centre – Focus Group Facilitation . Metroeconomics – Population and Employment Projections

29 Ajax EcD Action Plan Development Process

Where are we now?

Document Review Socio-economic Indicators Business and Industry Analysis Market Trends

Where do we want to go? Stakeholder Public Information Business Satisfaction Stakeholder Community Survey SOARR Assessment Interviews Session Survey Workshops

How do we get there?

Best Practice Review Economic Vision Action Plan and Implementation Formal Presentation to Council

30 Ajax EcD Action Plan Development Process

31 Ajax EcD Action Plan Goals & Actions

A 5-year action plan that supports business, workforce and place development through 4 Goals and related objectives:

1. Leaders in Business Retention, Expansion and Attraction • SME Support and Development and Attraction • SME Attraction • Tourism Development 2. Innovators in Business Incubation and Workforce Development • An Innovation Hub as a Catalyst for Partnerships • Ensuring Access to Technology, Training and Talent • A Go To Place for Talent and Young Professionals 3. Supporters of Attractive Place Development • Downtown Ajax is Developed as a Place to Live, Work and Play • Connecting ‘communities’ within the Town • Creating Spaces for Professionals, Tech Talent and Creatives to Converge 4. Champions of Organizational Readiness to Support Growth and Development • Marketing, promotion (i.e., Ajax Advantage, VisitAjax) • PriorityPath™ and other process improvements • Application of ‘SmartCities’ lens to technology and project implementation 32 Ajax EcD Action Plan Department Interaction

. Business relations . Facility usage . Tenant/Lease agreements . Real Estate/Construction projects Assets . Marketing/promotion

. Infrastructure . Lease Agreements . Facility usage . Facility usage Project/ . Partnerships . Internal tech/tools Tec . External Investment h Events . External tech/tools projects . JV/Partnerships . Internal Working Groups . Demos/promotion

Marketing . Council engagement . Investment promotion . EcD activities . Events/Audiences/Relations . Marketing channels 33 COVID-19 Economic Recovery

COVID-19 continues to impact the makeup of the local business community. The EDAP reflects a range of specific actions to support business, workforce and place development during and past the recovery phase, and connected to the goals:

Leaders in Business Retention, Expansion and Attraction • Conduct a business impact survey in conjunction with BR+E outreach to understand the impact of COVID-19 on the local business community • Profile and highlight businesses that have adapted their operations to minimize the impact of COVID-19. • Connect innovators with businesses struggling to adapt to e-commerce and alternative forms of delivering products and services • Ensure Ajax businesses continue to have access to financial support and recovery program information from governments and financial institutions • Advocate for an expedited process for the Pickering Airport lands as an economic recovery project for provincial/federal post COVID-19 infrastructure funding

34 COVID-19 Economic Recovery

Innovators in Business Start-Ups and Workforce Development • Continue to address connectivity challenges due to increased bandwidth usage due to COVID-19 and communicate with service providers • Work with local businesses and industry to address acute worker shortages as a way to uncover potential labour needs • Network and connect with returning/displaced postsecondary students with local opportunities to work and study

35 COVID-19 Economic Recovery

Supporters of Place Development • Build resiliency through the use of innovative economic development tools in the downtown during intensification and recovery efforts. • Identify potential eligible projects (with a focus on shovel-readiness) for any federal/provincial infrastructure funding as part of the post-COVID recovery • Work with commercial landlords and realtors to identify alternative/short term tenancy

36 options to fill vacancies left by COVID-19 COVID-19 Economic Recovery

Champions of Organizational Readiness to Support Growth and Development • Identify organization-wide innovations implemented during COVID-19 that can be carried forward as an Ajax Advantage and competitive differentiator

37 Q+A

Ontario’s Big City Mayors urge Federal and Provincial governments to emphasize supportive housing and small business in restarting the economy.

March 19, 2021 – As vaccines begin to roll out more steadily, the Ontario’s Big City Mayors (OBCM) caucus is calling for the federal and provincial governments to work together to develop a flexible plan to re-open that supports small business, increases well-being, and allows for a gradual return to normalcy.

OBCM recognizes the importance of public health measures in keeping Ontarians safe throughout the pandemic and is grateful for the supports from the Federal and Provincial governments thus far. As we mark the one-year anniversary of the pandemic, it is time to take stock and rethink our approach to public health restrictions so that small business owners can rebuild their businesses.

“Our locally owned businesses and restaurants are vital to the fabric of our communities. We must begin examining lessons learned and safe adjustments to the restrictive lockdown measures that were necessary at the start of the pandemic,” said Mayor Jeff Lehman, OBCM Chair. “We look forward to continuing our work with both levels of government in finding more ways to support small businesses while continuing to support vaccination and recovery efforts.”

At its caucus meeting, OBCM also discussed the importance of the Rapid Housing Initiative that has allowed municipalities to provide much needed housing for vulnerable residents. Compared to the need, this program is woefully underfunded. OBCM members are grateful for the support to housing projects in our cities, and would like to encourage the Federal government to consider additional funding as we move towards recovery.

Below is a list of motions passed at the March 19, 2021 OBCM meeting.

1. Rapid Housing Initiative Funding

Whereas: The Government of Canada, through CMHC, launched the Rapid Housing Initiative (RHI) to invest $1 billion to help address urgent housing needs of vulnerable Canadians, especially in the context of COVID-19, through the rapid construction of affordable housing;

Whereas: This program allowed municipalities to create, develop and enhance important partnerships and new opportunities for more successful investment outcomes;

Mayor Jeff Lehman, Chair 70 Collier Street, Barrie ON L4M 4T5 [email protected] ● 705-792-7900 ontariobigcitymayors.ca @ONBigCityMayors 39

Whereas: The RHI program was extremely successful in attracting proposals and created opportunities for projects in many communities across Ontario, so much so that the initial $1Bn investment falls well short of what is required;

Whereas: Without additional funding, there will be missed opportunities to support vulnerable populations and address the growing housing crisis in Ontario’s cities;

Now Therefore Be it Resolved That Ontario’s Big City Mayors support an immediate additional investment in RHI funding to allow more projects to be approved, and encourage the Minister of Finance, Minister of Families, Children and Social Development to continue to advocate for further funding for an expanded RHI program for similar projects in the future.

And further that as the program was underfunded relative to the overwhelming need for this program, that OBCM ensure funding envelopes in future reflect the demand.

2. Supportive Housing Funding

Whereas an effective solution for many of those experiencing homelessness is represented by supportive housing.

And whereas the government of Canada has allocated capital funding for supportive housing and has been requested by OBCM to allocate further funding to accommodate additional applications.

And whereas historically the operating funds needed to finance the actual supports offered in supportive housing units has come from the province specifically the Ministries of Health and Municipal Affairs.

And whereas the province has not yet committed to finance these operating expenses for a number of more recent supportive housing projects and those future projects where the capital is financed by the federal government.

Mayor Jeff Lehman, Chair 70 Collier Street, Barrie ON L4M 4T5 [email protected] ● 705-792-7900 ontariobigcitymayors.ca @ONBigCityMayors 40

Therefore OBCM requests that the government of Ontario take advantage of this unprecedented opportunity for all three orders of government to join together and significantly increase the supply of supportive housing across the province by committing to the operating funding which will accompany capital funding coming from the government of Canada, and which will be necessary to operate these supportive housing units which will benefit some of our most vulnerable residents in communities across Ontario.

3. Safe Restart Agreement Phase 2

That Ontario’s Big City Mayors supports the request by the Ontario Public Transit Association to have unused (provincial) funds currently slated to expire on March 31, 2021 remain within the transit program and be allocated as needs arise later this year to help keep systems whole and able to serve the Ontarians who depend on them each day.

4. COVID Business Restrictions

Whereas: When the Province of Ontario went into lockdown and enforced a Stay-at-Home order on December 26, 2020, all restaurants across the province were forced to close in person dining for over 7 weeks;

Whereas: the Provincial COVID-19 Response Framework: Keeping Ontario Safe and Open placed hard cap restrictions on in person dining regardless of the size of the restaurants. Feedback from restauranteurs continues to be that in most cases the hard cap does not make reopening their businesses viable;

Whereas: Restaurants and the hospitality sector continue to be one of the most impacted sectors by COVID-19 public health measures and according to the latest Canadian Federation of Independent Businesses (CFIB) data, will take 8 plus years to recover from the impacts of COVID-19. The industry requires specific short and long term supports to remain viable;

Therefore, Be It Resolved That Ontario’s Big City Mayors call on the Federal and Provincial governments to provide the following supports and address the issues identified by Ontario’s restaurant community:

• Address the key fixed costs facing the restaurant industry while they face steep revenue declines including the following actions:

Mayor Jeff Lehman, Chair 70 Collier Street, Barrie ON L4M 4T5 [email protected] ● 705-792-7900 ontariobigcitymayors.ca @ONBigCityMayors 41

1. Expand small business relief measures including the Small Business Relief Grant and Property Tax and Energy Cost Rebates to the hardest hit sectors including restaurants beyond the period when they are placed under grey/lockdown level;

2. Provide wholesale pricing from the LCBO to restaurants to help increase margins on alcohol sales;

3. Investigate and potentially legislate for the significant increases that restaurants and other businesses have seen (up to 30%) in insurance premiums despite no significant changes to the risks that are being insured;

• Establish capacity limits based on the safe, socially-distanced customer floor area of restaurants, rather than a fixed number of patrons

• Provide supports and guidance to the restaurant industry and the public to increase consumer confidence and make it clear what is permitted/safe to do for residents and consumers to support the local restaurant industry while ensuring we stop the spread of COVID-19;

• That the Provincial and Federal governments develop a long-term strategy of a minimum of three and up to five plus years that outlines what recovery is expected to look like for the Hospitality industry and long-term supports of one plus years that will be available to the industry to support their long-term survival and recovery.

5. COVID Business Restrictions

That the Province be urged to amend business restrictions to consistently apply a floor-area based approach to capacity restrictions across business sectors and organizations, when able to open safely.

About Ontario’s Big City Mayors

Ontario’s Big City Mayors (OBCM), formerly known as the Large Urban Mayors’ Caucus of Ontario, includes mayors of 29 single and lower-tier cities with a population of 100,000 or more, who collectively represent nearly 70 per cent of Ontario’s population. OBCM advocates for issues and policies important to Ontario’s largest cities.

Media Contact:

Mayor Jeff Lehman, Chair [email protected] 705-792-7900

Mayor Jeff Lehman, Chair 70 Collier Street, Barrie ON L4M 4T5 [email protected] ● 705-792-7900 ontariobigcitymayors.ca @ONBigCityMayors 42