This report presents the real estate strategy and recommendations to implement the new Homelessness Services Capital Infrastructure Strategy. The Homelessness Services Capital Infrastructure Strategy was approved by City Council in November 2023 and recommended a long-term, proactive approach for Toronto Shelter and Support Services to improve the stability and recovery of the shelter system and address the unprecedented demand for shelter beds. The Homelessness Services Capital Infrastructure Strategy focuses on developing purpose-built shelters, and a gradual transition out of COVID-19 shelter hotels. This real estate strategy was developed in collaboration with Corporate Real Estate Management, and is a companion report to the Homelessness Services Capital Infrastructure Strategy that seeks authorities from City Council required for the real estate and construction activities to implement the Homelessness Services Capital Infrastructure Strategy. The report also reports back on City Council direction to assess opportunities for property acquisition of currently leased sites, including motels that form part of the family and refugee shelter program, and to leverage sites for the dual purpose of shelter and transitional or permanent housing. The real estate strategy focuses on three streams. The first is to obtain City Council authority to expedite the redevelopment of existing City-owned sites or acquiring new sites for permanent, purpose-built shelters with the goal of securing at least five (5) new shelter opportunities in 2024. The new permanent shelters will focus on addressing specific groups including youth, families, and Indigenous populations with program models tailored to help clients meet their goals and create capacity to transition out of temporary sites. The second stream is the carefully managed transition plan for the COVID-19 shelter sites, with a focus on renewing existing leases and contracts to ensure stability until the new permanent shelter sites are operational. The extension of leases and contracts will focus on providing multi-year stability to shelter capacity, and to realize cost savings or cost avoidance. The third stream is the continued coordination with the Housing Secretariat on the HousingTO 2020-2030 Action Plan as a mechanism to manage the demand for shelter by providing affordable and supportive housing outcomes to transition people out of the shelter system, or to avoid entry into homelessness all together. This report also requests authority to amend ten (10) non-competitive blanket contracts and two (2) competitive blanket contracts, established to support temporary shelter operations in hotels. This includes contracts for Infection Prevention and Control, custodial, and catering services.
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