This presentation is Toronto Pearson's annual update to the City of Toronto's Economic and Community Development Committee. The presentation will include an update on the airport's performance, LIFT progress, and broad economic impact.
","aiMeetingNumber":29,"aiOrderNumber":1,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","staffReport":{"staffReportId":105311,"srOrigin":"the Greater Toronto Airports Authority"},"communicationTypeDesc":"Presentation","considerTypeDesc":"Presentation","itemStatusDesc":"Received","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213812,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213812.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287460,"mimeTypeId":106,"fileTitle":"Presentation on Toronto Pearson Annual Update","braPublicCd":"Y","fileName":"EC29 .1 - Toronto Pearson Annual Update - Presentation.pdf","bgrdAttachmentDisplayOrder":1,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287460.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Received","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147099,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"Toronto Arts Council 2025 Annual Report","referenceNumber":"2026.EC29.2","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The General Manager, Economic Development and Culture, recommends that:
\r\n\r\n
1. Economic and Community Development Committee receive this report for information.
","financialImpactWep":"There are no financial implications resulting from the adoption of the recommendations in this report.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact section.
","agendaItemSummary":"The Toronto Arts Council (\"TAC\") is an independent non-profit organization that delivers grants to artists and arts organizations on behalf of the City of Toronto based on the terms of a Multi-Year Agreement. The purpose of this report is to transmit a copy of TAC's 2025 annual report to the Economic and Community Development Committee, which is required per the terms of the Multi-Year Agreement.
\r\n\r\n
The annual report highlights TAC's use of over $29 million in City funding to deliver 954 grants supporting 438 individual artists and 516 organizations and collectives, creating opportunities for residents to engage with culture, and for artists and cultural organizations to share their work with the community.
\r\n\r\n
The report also details how TAC applied a $2 million funding increase and a 2.5% inflationary increase to begin delivering on key actions identified in Culture Connects: An Action Plan for Culture in Toronto (2025-2035), with increased investments in operating grant programs, individual artist programs, as well as the Black Arts, Indigenous Arts, Newcomer and Refugee, and Animating programs which focus on communities outside of the downtown core. To build on this progress, the City will continue to work strategically with TAC to ensure that City funding is directed toward priority areas that address key challenges facing Toronto’s culture sector, while supporting broad and equitable access to arts engagement for all residents.
","aiMeetingNumber":29,"aiOrderNumber":2,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","staffReport":{"staffReportId":105341,"staffReportDate":1779336000000,"srOrigin":"the General Manager, Economic Development and Culture"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Adopted","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213848,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213848.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287209,"mimeTypeId":106,"fileTitle":"Report from the General Manager, Economic Development and Culture on Toronto Arts Council 2025 Annual Report\r\n","braPublicCd":"Y","fileName":"EC29. - TAC 2025 Annual Rpt.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1779336000000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287209.pdf"},"2-READ":{"backgroundAttachmentId":287210,"mimeTypeId":106,"fileTitle":"Attachment 1: Toronto Arts Council 2025 Report to the Economic and Community Development Committee","braPublicCd":"Y","fileName":"EC29. - TAC 2025 Annual Rpt - Att1.pdf","bgrdAttachmentDisplayOrder":2,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287210.pdf"},"3-READ":{"backgroundAttachmentId":287845,"mimeTypeId":106,"fileTitle":"Presentation on Toronto Arts Council 2025 Annual Report","braPublicCd":"Y","fileName":"EC29.2 - TAC 2025 - Presentation.pdf","bgrdAttachmentDisplayOrder":3,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287845.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Adopted","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147137,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"First Annual Report on the Implementation of Culture Connects: An Action Plan for Culture in Toronto (2025-2035)","referenceNumber":"2026.EC29.3","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The General Manager, Economic Development and Culture, recommends that:
\r\n\r\n
1. Economic and Community Development Committee receive this report for information.
","financialImpactWep":"There are no immediate financial impacts resulting from the adoption of recommendations contained within this report. Economic Development and Culture will continue to implement the actions in Culture Connects: An Action Plan for Culture in Toronto that can be advanced within the division's annual budget in 2026.
\r\n\r\n
For 2027 and future budget processes, EDC will continue to advise Council of resource requirements including staffing impacts, to advance recommended actions that are currently unfunded.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact section.
","agendaItemSummary":"In November 2024, Toronto City Council adopted Culture Connects: An Action Plan for Culture in Toronto (2025-2035) following a city-wide engagement process involving over 4,000 residents, comprehensive research on the state of the Toronto cultural sector and a review of best practices from leading cities across the world. The Action Plan sets out to strengthen Toronto's cultural sector by identifying four priorities - Culture Everywhere, Culture for All, Culture for the Future and Culture Beyond Our Borders.
\r\n\r\n
Each priority identified in Culture Connects includes urgent actions to address the pressing challenges facing culture today, and longer-term actions to drive systemic change. In total, there are 28 actions, where 15 urgent actions are to be initiated between 2025 and 2027. Key investments and tactics for Year One (2025) were outlined to protect, retain, and build up culture and creative industries and to connect communities to culture and to each other. The Action Plan complements sector-specific strategies and is closely aligned with the Reconciliation Action Plan, the Toronto Action Plan to Confront Anti-Black Racism, and other Council-approved plans and strategies.
\r\n\r\n
As directed by City Council, this report provides an annual update on the implementation of Culture Connects, with an overview of the work in 2025 and early 2026 towards achieving urgent actions through Year One commitments to investment and connection, highlighting key accomplishments and milestones. One year into implementation, over 82 percent of the plan's original 28 actions are in progress, with significant key accomplishments. Attachment 1 provides details of the status and an update for all actions within Culture Connects. Additionally, sections of this report include responses to Council directions since Culture Connects was adopted. While not necessarily directly related to the plan's original actions, emerging challenges and opportunities continue to arise with an impact on Culture Connects' four priorities and the specific actions and targets set.
","aiMeetingNumber":29,"aiOrderNumber":3,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","staffReport":{"staffReportId":105372,"staffReportDate":1779768000000,"srOrigin":"the General Manager, Economic Development and Culture"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Adopted","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213849,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213849.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287266,"mimeTypeId":106,"fileTitle":"Report from the General Manager, Economic Development and Culture on First Annual Report on the Implementation of Culture Connects: An Action Plan for Culture in Toronto (2025-2035)","braPublicCd":"Y","fileName":"EC29. - Action Plan for Culture.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1779768000000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287266.pdf"},"2-READ":{"backgroundAttachmentId":287267,"mimeTypeId":106,"fileTitle":"Attachment 1: Culture Connects - Year One Implementation Status\r\n","braPublicCd":"Y","fileName":"EC29.3 - Action Plan for Culture - Att1.pdf","bgrdAttachmentDisplayOrder":2,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287267.pdf"},"3-READ":{"backgroundAttachmentId":287268,"mimeTypeId":106,"fileTitle":"Attachment 2: Enhanced notification measures for filming with “high impact” pyrotechnic events \r\n","braPublicCd":"Y","fileName":"EC29. - Action Plan for Culture - Att2.pdf","bgrdAttachmentDisplayOrder":3,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287268.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Adopted","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147182,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"AMENDED","statutory":"N","agendaItemTitle":"Establishing Toronto's Cultural Districts Program","referenceNumber":"2026.EC29.4","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The General Manager, Economic Development and Culture, recommends that:
\r\n\r\n
1. City Council direct the General Manager, Economic Development and Culture, in consultation with the Chief Planner and Executive Director, City Planning, the Executive Director, Development Review, the Executive Director, Corporate Real Estate Management, and the Executive Director, Social Development, to implement the Cultural Districts Program for Toronto using a phased approach, beginning with formal recognition of Cultural Districts and local capacity building initiatives.
\r\n\r\n
2. City Council recognize the area shown in Attachment 1 as the Little Jamaica Cultural District.
\r\n\r\n
3. City Council recognize the area shown in Attachment 2 as the West Chinatown Cultural District.
\r\n\r\n
4. City Council recognize the area shown in Attachment 3 as the Church-Wellesley Village Cultural District.
\r\n\r\n
5. City Council recognize the area shown in Attachment 4 as the Little Iran Cultural District.
\r\n\r\n
6. City Council recognize the area shown in Attachment 5 as the Banglatown Cultural District.
","financialImpactWep":"This report recommends a phased framework for Toronto’s Cultural Districts Program. The initial phase identifies near-term actions, including formal recognition of Cultural Districts and local capacity-building to support community-led placemaking, inclusive economic development, and land stewardship. Subsequent phases outline scalable supports such as grants to non-profit organizations and financial incentives to directly support culturally significant businesses, enabled by Community Improvement Plans (CIPs), subject to Council approval and future funding.
\r\n\r\n
Through 2026.MM39.83, City Council has directed staff to report through the 2027 Budget Process on any elements of the Cultural Districts Program that would require additional funding. As outlined in this report, while initial program components can be delivered within existing resources, the implementation of expanded targeted supports to address commercial displacement will require new funding, subject to Council approval.
\r\n\r\n
The initial components of the proposed Cultural Districts Program, including the formal recognition of five (5) Cultural Districts and the delivery of local capacity-building initiatives, can be implemented within the Approved 2026 Operating Budget for the Economic Development and Culture (EDC) Division.
\r\n\r\n
The associated financial impacts of subsequent phases of the program will be brought forward for consideration as part of the 2027 Budget Process and will be aligned with available funding. Preliminary estimates indicate that a grant program could require approximately $300,000 per Cultural District, in addition to any resources required to deliver financial incentives to support culturally significant businesses. The scope and cost of any financial incentives enabled through CIPs would be determined as part of additional research and consultation recommended through this report.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.
","agendaItemSummary":"This report presents a framework to establish a Cultural Districts Program for Toronto, which would recognize and celebrate distinct cultural areas across the city, while offering supports to respond to displacement and subsequent loss of cultural identity that some areas are facing.
\r\n\r\n
Cultural Districts are defined as culturally distinct mixed-use areas that feature a significant concentration of cultural spaces and institutions, culturally significant businesses, and community spaces. Cultural Districts are widely recognized as areas of shared history and identity that offer a sense of belonging. They not only serve the local area but also draw people from across the city and beyond.
\r\n\r\n
The Cultural Districts Program will include two core components:
\r\n\r\n
- Recognition of Cultural Districts: Formal recognition of Cultural Districts by City Council is an important first step toward safeguarding their cultural heritage. This report recommends that Little Jamaica, Church-Wellesley Village, West Chinatown, Little Iran and Banglatown be recognized as the City's initial Cultural Districts, in response to direction from Council. Recognition of other communities as Cultural Districts may be considered in future years through an application-based process.
\r\n\r\n
- Responding to Commercial Displacement: Despite their significance, Cultural Districts can face ongoing threats of displacement, impacting the businesses, community organizations, buildings and landmarks that anchor their neighbourhood identity and vitality. These issues are particularly acute in Little Jamaica, Church-Wellesley Village, and West Chinatown. The proposed Cultural Districts Program offers an opportunity to respond to these challenges by introducing targeted policy and program tools to stabilize culturally significant businesses against commercial displacement. Culturally significant businesses provide culturally relevant goods and/or services that are meaningful to Black, Indigenous and equity-deserving communities as having special cultural significance to their history, identity, and ability to thrive.
\r\n\r\n
This report proposes a phased framework for Toronto’s Cultural Districts Program, combining immediate actions that can be delivered within existing resources in 2026 with a suite of additional targeted supports that could be implemented through the 2027 Budget Process and future years, subject to Council approval. The initial phase focuses on formally recognizing Cultural Districts and launching local capacity-building initiatives to support community-led placemaking, inclusive economic development, and land stewardship. Building on this foundation, the report also outlines scalable targeted supports to respond to commercial displacement in qualifying Cultural Districts contingent on the availability of additional funding, including grants to non-profit organizations and financial incentives to directly support culturally significant businesses, enabled by Community Improvement Plans (CIPs).
\r\n\r\n
This report also outlines the steps required to initiate CIPs in qualifying Cultural Districts. A CIP is a tool under the Planning Act that enables municipalities to provide financial incentives to for-profit businesses to support community improvement. In this context, CIPs could be used to introduce new incentives for culturally significant businesses in Cultural Districts to help mitigate commercial displacement.
\r\n\r\n
Additional research and consultation are required before initiating CIPs in eligible Cultural Districts. Moreover, funding will be needed to implement any such incentives. Subject to consideration through the 2027 budget process, staff will conduct an analysis of local economic activity in Little Jamaica, West Chinatown, Church-Wellesley, Little Iran, and Banglatown to assess the applicability of CIPs in each district. This analysis will be followed by consultations with community stakeholders to define the scope of targeted supports that could be delivered through CIPs to address commercial displacement. Draft CIPs must also be circulated to the Ministry of Municipal Affairs and Housing for review and comment. Based on the results of the economic analysis and consultations, staff will report to the Planning and Housing Committee by the end of Q2 2027 with recommendations on implementing CIPs, where appropriate, to support these targeted initiatives.
","aiMeetingNumber":29,"aiOrderNumber":4,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","councilConsiderDate":1782273600000,"staffReport":{"staffReportId":105414,"staffReportDate":1779768000000,"srOrigin":"the General Manager, Economic Development and Culture"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Amended","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213826,"mimeTypeId":106,"communicationDate":1780891200000,"communicationFrom":"Brenda Joy Lem","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213826.pdf"},"2-READ":{"communicationId":213830,"mimeTypeId":106,"communicationDate":1780804800000,"communicationFrom":"Tim Maxwell","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":2,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213830.pdf"},"3-READ":{"communicationId":213829,"mimeTypeId":106,"communicationDate":1780804800000,"communicationFrom":"Rick Wong","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":3,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213829.pdf"},"4-READ":{"communicationId":213831,"mimeTypeId":106,"communicationDate":1780891200000,"communicationFrom":"Sandy Yep","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":4,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213831.pdf"},"5-READ":{"communicationId":213807,"mimeTypeId":106,"communicationDate":1780891200000,"communicationFrom":"Anyika Mark, Managing Director, Little Jamaica Community Land Trust","communicationTypeCd":"EMAIL","comPublicCd":"Y","communicationDisplayOrder":5,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213807.pdf"},"6-READ":{"communicationId":213850,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":6,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213850.pdf"},"7-READ":{"communicationId":213856,"mimeTypeId":106,"communicationDate":1780891200000,"communicationFrom":"Kai Wong and Sara Constant, Co-Chairs, Toronto Chinatown Land Trust","communicationTypeCd":"LETTER","comPublicCd":"Y","communicationDisplayOrder":7,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"Letter","publishTypeDesc":"New","webpostFileName":"communicationfile-213856.pdf"},"8-READ":{"communicationId":213857,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Mike Chong","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":8,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213857.pdf"},"9-READ":{"communicationId":213886,"mimeTypeId":106,"communicationDate":1780891200000,"communicationFrom":"Kwoi Gin","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":9,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213886.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287384,"mimeTypeId":106,"fileTitle":"Report and Attachments 1 to 5 from the General Manager, Economic Development and Culture on Establishing Toronto's Cultural Districts Program","braPublicCd":"Y","fileName":"Cultural Districts Rpt&Att1-5.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1779768000000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287384.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Amended","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":146804,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"Changes to Business Improvement Area Board of Management","referenceNumber":"2026.EC29.5","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The General Manager, Economic Development and Culture recommends that:
\r\n\r\n
1. City Council remove the following directors from the Business Improvement Area Boards of Management set out below:
\r\n\r\n
The Eglinton Way:
\r\nLongo, Tara
","financialImpactWep":"There are no current or known future year financial implications resulting from the adoption of the recommendation contained in this report.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.
","agendaItemSummary":"The purpose of this report is to make changes to The Eglinton Way Business Improvement Area Boards of Management, in accordance with the requirements of the City of Toronto Municipal Code Chapter 19, Business Improvement Areas. The Eglinton Way Business Improvement Area falls within two Community Council boundaries.
","aiMeetingNumber":29,"aiOrderNumber":5,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"8 - Eglinton - Lawrence, 12 - Toronto - St. Paul's","preMeetingEventInd":"N","councilConsiderDate":1782273600000,"staffReport":{"staffReportId":105189,"staffReportDate":1778126400000,"srOrigin":"the General Manager, Economic Development and Culture"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Adopted","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213851,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213851.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":286840,"mimeTypeId":106,"fileTitle":"Report from the General Manager, Economic Development and Culture on Changes to Business Improvement Area Boards of Management","braPublicCd":"Y","fileName":"EC29. - BIA Board Changes.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1778126400000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-286840.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Adopted","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":146800,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"Proposed Humber Bay Shores Business Improvement Area Poll Results","referenceNumber":"2026.EC29.6","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The General Manager, Economic Development and Culture recommends that:
\r\n\r\n
1. City Council designate, based on the poll results respecting the intention to designate the Humber Bay Shores Business Improvement Area, the area described by Attachment 1 as the Humber Bay Shores Business Improvement Area, under the Toronto Municipal Code, Chapter 19, Business Improvement Areas.
\r\n\r\n
2. City Council direct the City Solicitor to submit a by-law to designate the area described in Attachment 1, as the Humber Bay Shores Business Improvement Area.
\r\n\r\n
3. City Council approve those amendments necessary to Schedule A of the Toronto Municipal Code, Chapter 19, Business Improvement Areas, to include the Humber Bay Shores Business Improvement Area.
","financialImpactWep":"There are no current year financial implications resulting from the adoption of the recommendations contained in this report.
\r\n\r\n
Capital budgets may be impacted in future years should streetscape or other capital improvements be undertaken by the new Business Improvement Area. Capital improvements are generally cost-shared equally between the Business Improvement Area and the City. Additional resources, if necessary, will be included in future budget processes for consideration, subject to the City's financial and resources capacity.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial impact information.
","agendaItemSummary":"The purpose of this report is to recommend that the area shown in Attachment 1 be designated as the Humber Bay Shores Business Improvement Area.
\r\n\r\n
In accordance with the Toronto Municipal Code, Chapter 19, Business Improvement Areas, the City Clerk conducted a poll to determine if there is sufficient support to designate the area as the Humber Bay Shores Business Improvement Area (BIA). The proposed BIA is the area Southeast from the CN Rail Corridor from Mimico Creek to Humber Bay River and connecting with Humber Bay Park East and West side areas.
\r\n\r\n
The City received the required benchmark number of ballots to validate the poll, and the majority of accepted ballots were in favour of establishing a Business Improvement Area. Accordingly, it is recommended that City Council pass a by-law to designate the area described in Attachment 1 as the Humber Bay Shores Business Improvement Area.
","aiMeetingNumber":29,"aiOrderNumber":6,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"3 - Etobicoke - Lakeshore","preMeetingEventInd":"N","councilConsiderDate":1782273600000,"staffReport":{"staffReportId":105165,"staffReportDate":1778212800000,"srOrigin":"the General Manager, Economic Development and Culture"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Adopted","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213852,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213852.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":286829,"mimeTypeId":106,"fileTitle":"Report and Attachment 1 from the General Manager, Economic Development and Culture on Proposed Humber Bay Shores Business Improvement Area Poll Results","braPublicCd":"Y","fileName":"EC29. - Proposed Humber Bay Shores BIA Poll Rpt&Att1.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1778212800000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-286829.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Adopted","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147140,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"Toronto Licensing Tribunal 2025 Annual Report","referenceNumber":"2026.EC29.7","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The Executive Director, Court Services recommends that:
\r\n\r\n
1. The Economic and Community Development Committee receive this report for information.
","financialImpactWep":"There is no financial impact arising from the recommendation contained in this report.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the financial Impact Section.
","agendaItemSummary":"In accordance with the Relationship Framework approved by City Council for the Toronto Licensing Tribunal (TLT), the Chair's 2025 Annual Report is being communicated to the Economic and Community Development Committee for information. Court Services provides administrative support to the TLT and is bringing this report forward for the first time. The decision to have Court Services submit this report was made jointly by Court Services and Municipal Licensing and Standards (MLS).
\r\n\r\n
The TLT is an independent quasi-judicial body that makes decisions about business licensing matters brought forward by MLS, or at the request of a licence holder or applicant, in accordance with Toronto Municipal Code Chapter 545, Licensing, Chapter 546, Licensing of Vehicles-for-Hire, and for short-term rental companies, Chapter 547, Licensing and Registration of Short-term Rentals.
\r\n\r\n
The TLT is comprised of seven members inclusive of the Chair, appointed by City Council for a four-year term, and it receives administrative support from the City of Toronto's Court Services Division. The Tribunal operated with five active members in 2025. The decision to continue to operate with two vacancies was based on manageable caseload. Training and development for members continued throughout the year, and all member training and onboarding requirements were met.
\r\n\r\n
In 2025, the TLT scheduled 117 appearances before a hearing panel, reflecting a 41% increase compared to 83 appearances in 2024. There was a total of 44 scheduled hearing dates, and 1 request for an in-person hearing date. The panel members were seized on the in-person matter that was heard over the course of 4 days. In 2025, the top licence types that appeared before the Tribunal were:
\r\n\r\n
- Taxicab Owner's Licence
\r\n- Vehicle-For-Hire Driver’s Licence
\r\n- Eating Establishments Licence
","aiMeetingNumber":29,"aiOrderNumber":7,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","staffReport":{"staffReportId":105375,"staffReportDate":1779768000000,"srOrigin":"the Executive Director, Court Services"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Adopted","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213813,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213813.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287272,"mimeTypeId":106,"fileTitle":"Report from the Executive Director, Court Services on Toronto Licensing Tribunal 2025 Annual Report","braPublicCd":"Y","fileName":"EC29. - Toronto Licensing Tribunal 2025 Chair's Report.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1779768000000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287272.pdf"},"2-READ":{"backgroundAttachmentId":287273,"mimeTypeId":106,"fileTitle":"Attachment 1: Toronto Licensing Tribunal Chair's 2025 Annual Report","braPublicCd":"Y","fileName":"EC29. - Toronto Licensing Tribunal 2025 Chair's Report -Att 1.pdf","bgrdAttachmentDisplayOrder":2,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287273.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Adopted","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147139,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"AMENDED","statutory":"N","agendaItemTitle":"Dangerous Dog Review Tribunal 2025 Annual Report","referenceNumber":"2026.EC29.8","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The Executive Director, Court Services recommends that:
\r\n\r\n
1.The Economic and Community Development Committee receive this report for information.
","financialImpactWep":"There is no financial impact arising from the recommendation contained in this report.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.
","agendaItemSummary":"The Dangerous Dog Review Tribunal (DDRT) is a local board under the authority of the City of Toronto Act, 2006 and carries out an adjudicative function in accordance with Chapter 349, Animals and Section 107 of the City of Toronto Act, 2006. DDRT hearings are conducted in accordance with the Statutory Powers Procedure Act and the Tribunal's rules of procedure.
\r\n\r\n
The Tribunal provides an independent review of appeals to Dangerous Dog Orders issued by Municipal Licensing and Standards (MLS) under the authority of Section 349-15 of Toronto Municipal Code Chapter 349, Animals. It is comprised of five members of the public appointed by Toronto City Council for a four-year term. The current Tribunal Chair was appointed in May 2023.
\r\n\r\n
The DDRT has the authority to either confirm the determination of a Dangerous Dog Order; or rescind the determination of a Dangerous Dog Order and exempt the owner from compliance with Section 349-15.1 of Toronto Municipal Code Chapter 349, Animals (Dangerous Dog Order requirements).
\r\n\r\n
On October 2025 City Council adopted EX26.9 - Transferring Secretary Role for Dangerous Dog Review Tribunal and Property Standards Committee to Court Services. City Council re-assigned the appointment of Secretary of the Dangerous Dog Review Tribunal from the City Clerk to the Executive Director, Court Services, effective January 1, 2026. Court Services is bringing forward this report for the first time.
\r\n\r\n
The Chair of the Dangerous Dog Review Tribunal submits an annual report on its activities to the Economic and Community Development Committee.
","aiMeetingNumber":29,"aiOrderNumber":8,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","councilConsiderDate":1782273600000,"staffReport":{"staffReportId":105374,"staffReportDate":1779768000000,"srOrigin":"the Executive Director, Court Services"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Amended","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213883,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213883.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287271,"mimeTypeId":106,"fileTitle":"Report from the Executive Director, Court Services on Dangerous Dog Review Tribunal 2025 Annual Report","braPublicCd":"Y","fileName":"Dangerous Dog Review 2025.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1779768000000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287271.pdf"},"2-READ":{"backgroundAttachmentId":287270,"mimeTypeId":106,"fileTitle":"Attachment 1: Dangerous Dog Review Tribunal Chair’s 2025 Annual Report","braPublicCd":"Y","fileName":"Dangerous Dog Review 2025-Att1.pdf","bgrdAttachmentDisplayOrder":2,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287270.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Amended","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147150,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"Progress Update on Drop-In Sector Stabilization Efforts","referenceNumber":"2026.EC29.9","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The General Manager, Toronto Shelter and Support Services recommends that:
\r\n\r\n
1. Economic and Community Development Committee receive this report for information.
","financialImpactWep":"There are no immediate financial impacts resulting from the recommendation in this report.
\r\n\r\n
The 2026 Operating Budget for Toronto Shelter and Support Services (TSSS) includes daytime drop-in grant funding of $8.2 million, $1.3 million for Creating Health Plus, and one-time funding of $0.5 million for enhanced harm reduction support for daytime drop-ins. Grant funding to daytime drop-ins was expanded in the 2026 budget through a two per cent cost of living adjustment increase and a four per cent funding enhancement across daytime drop-in grants. A new investment of $0.100 million was also made to fund bulk purchases of winter and hygiene supplies to be distributed to all drop-ins through the Toronto Drop-In Network.
\r\n\r\n
TSSS will continue to work collaboratively with the Toronto Drop-In Network and the sector working group to develop recommendations to inform a drop-in sector stabilization plan. Any financial impacts arising from the implementation of these recommendations will be submitted through the 2027 and/or future budget processes for TSSS, as required, for consideration along with other City priorities, subject to the City's financial and resource capacity.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agree with the information as presented in the Financial Impact Section.
","agendaItemSummary":"Daytime drop-in programs are a key component of the housing and homelessness service continuum, providing low-barrier access to essential supports for individuals experiencing or at risk of experiencing homelessness and contributing to stronger and more cohesive communities. Services may include meals, hygiene facilities (e.g., showers and laundry), social and recreational programming, and information and referrals, including to health services. Daytime drop-ins function as a critical access point for homelessness response, prevention and shelter diversion. Through Toronto Shelter and Support Services (TSSS), the City of Toronto directly funds 23 daytime drop-in programs.
\r\n\r\n
The daytime drop-in sector is under increasing pressure due to the affordability crisis, demands for social and recreational programming, growing food insecurity, and reduced access to community and clinical services with the closure of supervised consumption service sites, including two additional closures expected in June 2026. In this context, the stabilization efforts outlined in this report focus on sustaining the current drop-in service model.
\r\n\r\n
In February 2026, City Council directed TSSS to work with the drop-in sector to establish a working group to review core wage principles, adequate resourcing and overall sector stabilization (CC38.1). TSSS partnered with the Toronto Drop-In Network (TDIN) to convene the working group, which began meeting in March 2026 to identify and prioritize actions to advance sector stabilization.
\r\n\r\n
This report provides an update on the progress to date, including the launch of the working group, development of a structured engagement plan, key discussion themes from initial sessions, and preliminary findings.
\r\n\r\n
Next steps include continued collaboration between TSSS, TDIN, and the working group to develop a prioritized set of draft recommendations and a stabilization plan aligned with City-wide priorities.
","aiMeetingNumber":29,"aiOrderNumber":9,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","staffReport":{"staffReportId":105395,"staffReportDate":1779681600000,"srOrigin":"the General Manager, Toronto Shelter and Support Services"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Adopted","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213860,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Leslie Gash, Executive Director, Toronto Shelter Network","communicationTypeCd":"LETTER","comPublicCd":"Y","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"Letter","publishTypeDesc":"New","webpostFileName":"communicationfile-213860.pdf"},"2-READ":{"communicationId":213881,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":2,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213881.pdf"},"3-READ":{"communicationId":213890,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Gabriel Ermatinger","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":3,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213890.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287299,"mimeTypeId":106,"fileTitle":"Report and Attachment 1 and 2 from the General Manager, Toronto Shelter and Support Services on Progress Update on Drop-In Sector Stabilization Efforts","braPublicCd":"Y","fileName":"EC29. - Progress on Drop-In Sector Stabilization Efforts Rpt&Att1&2.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1779681600000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287299.pdf"},"2-READ":{"backgroundAttachmentId":287880,"mimeTypeId":106,"fileTitle":"Presentation on Progress Update on Drop-In Sector Stabilization Efforts","braPublicCd":"Y","fileName":"EC29.9 - Presentation.pdf","bgrdAttachmentDisplayOrder":2,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287880.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Adopted","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147142,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"Update on Reducing Barriers to Youth Employment and the Diversity Youth Fellowship Program","referenceNumber":"2026.EC29.10","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The Executive Director, Social Development recommends that:
\r\n\r\n
1. The Economic and Community Development Committee receive this report for information.
","financialImpactWep":"There are no financial implications resulting from the adoption of the recommendation in this report.
\r\n\r\n
While the report identifies the need for additional analysis to assess costs, operational implications, and delivery approaches for expanding the Diversity Youth Fellowship Program to include a cohort focused on persons with disabilities, strengthening accessibility within the existing program model has been identified as a more feasible approach at this time.
\r\n\r\n
Any financial impacts arising from enhancements to, or the expansion of, youth employment initiatives or from the continued development of the Diversity Youth Fellowship Program will be submitted through future budget processes for the relevant City divisions or agencies, as required, for consideration along with other City priorities, subject to the City’s financial and resource capacity.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.
","agendaItemSummary":"This report provides an update on the implementation of City Council direction for Item EC25.7 – Reducing Barriers to Youth Employment, including actions to address barriers to youth employment and an assessment of the feasibility of expanding the Diversity Youth Fellowship Program to include a cohort for youth with disabilities.
\r\n\r\n
Youth unemployment in Toronto remains a significant challenge, particularly for equity-deserving youth who continue to face systemic barriers to employment. In April 2026, the unemployment rate for youth aged 15 to 24 in Toronto was 16.8 percent, nearly double the rate for adults aged 35 to 44, and significantly higher than the pre-pandemic youth unemployment rate of 9.8 percent in April 2019.
\r\n\r\n
The City is the largest employer of youth, aged 15 to 29, per capita than any other Canadian municipality. As highlighted in staff report EC25.7, more than 16,000 youth are employed across the City system each year. Building on this strong foundation, the City is advancing a more coordinated and equity focused approach to youth employment by strengthening partnerships, expanding workforce development opportunities, and creating clearer pathways from skills development to meaningful, long-term careers. These efforts align with City Council direction for item EC27.3, City of Toronto's Inclusive Economic Development Framework and its two core pathways: Inclusive Employment and Sector Pathways, and Inclusive Entrepreneurship and Ownership.
\r\n\r\n
Key actions highlighted in this report include:
\r\n\r\n
- The establishment of the Youth Employment Table, co-chaired by the City and United Way Greater Toronto, which has supported the identification of a projected 2,800 new youth employment, training, entrepreneurship, and workforce development opportunities across the City and Table partners.
\r\n\r\n
- Improved workforce navigation supports for youth, including a dedicated youth employment website and chatbot in collaboration with Findhelp 211, United Way Greater Toronto, and The Neighbourhood Group.
\r\n\r\n
- The delivery of 11 career activation and job fair events between January and May 2026, that engaged 1,085 youth and provided 250 job opportunities and employment and pre-employment supports to 180 youth.
\r\n\r\n
- Progress on workforce development initiatives that connect youth, particularly from Indigenous, Black and equity-deserving communities to opportunities on major-city building initiatives and large-scale events, such as the FIFA World Cup 2026™, CityServe summer expansion, Community Youth Academy, and the 2026 Municipal Elections.
\r\n\r\n
- Continued development of the Diversity Youth Fellowship Program, which supports pathways into public service and civic leadership for equity-deserving youth through paid placements in Council Members’ offices, including exploration of accessibility enhancements and a potential disability-focused cohort.
\r\n\r\n
This report introduces a Youth Employment Pathways framework to support a more coordinated approach to youth employment and workforce development across City initiatives. In addition, the report outlines initial accessibility and program design considerations related to a potential disability-focused cohort within the Diversity Youth Fellowship Program, as well as next steps for engagement with accessibility advocates, community partners, and youth with lived experience.
","aiMeetingNumber":29,"aiOrderNumber":10,"dbPublishLabelCd":"CMMTTEE","agendaCd":"EC","wards":"All","preMeetingEventInd":"N","staffReport":{"staffReportId":105377,"staffReportDate":1779768000000,"srOrigin":"the Executive Director, Social Development\t"},"communicationTypeDesc":"Report","considerTypeDesc":"ACTION","itemStatusDesc":"Adopted","publishTypeDesc":"Main","decisionBodyPublishLabel":"Committee","speakerInterestedPersons":[],"committeeCommunications":{"1-READ":{"communicationId":213884,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Nicole Corrado","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":1,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213884.pdf"},"2-READ":{"communicationId":213888,"mimeTypeId":106,"communicationDate":1780977600000,"communicationFrom":"Ikran Ali","communicationTypeCd":"EMAIL","comPublicCd":"N","communicationDisplayOrder":2,"publishTypeCd":"NEW","agendaCd":"EC","termYear":2026,"communicationTypeDesc":"E-mail","publishTypeDesc":"New","webpostFileName":"communicationfile-213888.pdf"}},"councilCommunications":{},"committeeAttachments":{"1-READ":{"backgroundAttachmentId":287323,"mimeTypeId":106,"fileTitle":"Report from the Executive Director, Social Development\ton Update on Reducing Barriers to Youth Employment and the Diversity Youth Fellowship Program","braPublicCd":"Y","fileName":"EC29. - Reducing Barriers to Youth.pdf","bgrdAttachmentDisplayOrder":1,"backgroundAttachmentDate":1779768000000,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287323.pdf"},"2-READ":{"backgroundAttachmentId":287324,"mimeTypeId":106,"fileTitle":"Attachment 1: Youth Employment Table Membership List\r\n\r\n","braPublicCd":"Y","fileName":"EC29. - Reducing Barriers to Youth Att1.pdf","bgrdAttachmentDisplayOrder":2,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287324.pdf"},"3-READ":{"backgroundAttachmentId":287325,"mimeTypeId":106,"fileTitle":"Attachment 2: Youth Employment Pathways Model \r\n\r\n","braPublicCd":"Y","fileName":"EC29. - Reducing Barriers to Youth Att2.pdf","bgrdAttachmentDisplayOrder":3,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287325.pdf"},"4-READ":{"backgroundAttachmentId":287872,"mimeTypeId":106,"fileTitle":"Presentation on Update on Reducing Barriers to Youth Employment and the Diversity Youth Fellowship Program","braPublicCd":"Y","fileName":"EC29.10 - Presentation.pdf","bgrdAttachmentDisplayOrder":4,"publishTypeCd":"MAIN","agendaCd":"EC","termYear":2026,"webpostFileName":"backgroundfile-287872.pdf"}},"councilAttachments":{},"committeeMotions":[],"councilMotions":[],"committeeRulings":[],"councilRulings":[],"committeeDeclaredInterests":[],"councilDeclaredInterests":[],"decisionTypeDesc":"Decision information not found","hasDecisonInformation":false,"consentItemStatusDesc":"Adopted","preMeetingSpeakersList":[],"preMeetingInterestedPersons":[],"postMeetingSpeakersList":[],"postMeetingInterestedPersons":[]},{"agendaItemId":147175,"communicationTypeCd":"REPORT","urgent":"N","inCamera":"N","publishTypeCd":"MAIN","considerTypeCd":"ACTION","itemStatusCd":"ADOPTED","statutory":"N","agendaItemTitle":"Establishing the Lawrence Heights Neighbourhood Centre in the Association of Community Centres","referenceNumber":"2026.EC29.11","publishDecisionInd":"Y","publishMotionInd":"Y","publishVoteInd":"Y","publishRulingInd":"Y","recommendationWep":"The Executive Director, Social Development, and the General Manager, Parks and Recreation, recommend that:
\r\n\r\n
1. City Council establish the Board of Management for the Lawrence Heights Neighbourhood Centre as a new local and city board comprised of 12 total members (11 public members and the Councillor for Ward 8 - Eglinton-Lawrence) operating in accordance with former City of Toronto Municipal Code Chapter 25, Community and Recreation Centres, and the Relationship Framework for the City of Toronto and Association of Community Centre Boards of Management, each as amended, for the property at 5 Leila Lane and 2A Flemington Road (Lawrence Heights Neighbourhood Centre), effective on the date of Community Council's appointment of public members by:
\r\n\r\n
a. Amending former City of Toronto Municipal Code Chapter 25, Community and Recreation Centres, to add a new section 25-36, 5 Leila Lane and 2A Flemington Road (Lawrence Heights Neighbourhood Centre), as outlined in Attachment 1 to the report (May 26, 2026) from the Executive Director, Social Development and General Manager, Parks and Recreation; and
\r\n\r\n
b. Amending the Relationship Framework for the City of Toronto and Association of Community Centre Boards of Management to add a new Schedule 11, Lawrence Heights Neighbourhood Centre, as outlined in Attachment 2 to the report (May 26, 2026) from the Executive Director, Social Development and General Manager, Parks and Recreation.
\r\n\r\n
2. City Council direct the Executive Director, Social Development, in consultation with the City Clerk, to conduct the recruitment and screening of members of the inaugural Board of Management in accordance with the City’s Public Appointments Policy, and to make recommendations to Community Council for approval in 2027.
\r\n\r\n
3. City Council direct the City Manager, in consultation with the City Solicitor and Social Development, to make any needed technical or stylistic changes necessary to update the Relationship Framework for the City of Toronto and Association of Community Centre Boards of Management, including to update and correct bylaw and statutory references, and titles of City officials in the first quarter of 2027.
\r\n\r\n
4. City Council direct the Executive Director, Social Development and General Manager, Parks and Recreation, to report back in the first quarter of 2027 with amendments to the former City of Toronto Municipal Code Chapter 25, Community and Recreation Centres, to update references to statutory authorities, City staff positions and notice and appointment requirements.
","financialImpactWep":"There is no immediate financial impact from the adoption of the recommendations contained in this report.
\r\n\r\n
Capital Investment:
\r\n\r\n
The Lawrence Heights Neighbourhood Centre will be co‑located within the redeveloped Lawrence Heights Community Recreation and Child Care Centre, a significant civic investment delivered through the Toronto Community Housing‑led Lawrence Heights Revitalization. This facility will integrate community development, recreation, and child care services. It will be the first Association of Community Centres (AOCCs) to leverage a city-redevelopment and operate under the Integrated Facility Model endorsed by City Council through the Strategic Expansion of the Association of Community Centres report.
\r\n\r\n
The new Lawrence Heights Community Recreation and Child Care Centre will replace the existing Lawrence Heights Community Centre, which will remain operational until construction of the new facility is complete. Capital funding for the development will be administered by Parks and Recreation, which retains responsibility for delivering the co-located AOCC and recreation centre project.
\r\n\r\n
Funding for the final phases of the Lawrence Heights Community Centre redevelopment is included in the 2026–2035 Capital Budget and Plan, including capital funding required to construct the child care centre, the recreation facilities and AOCC-related space, with construction anticipated to begin in 2027. The AOCC will be fully developed into the Lawrence Heights Community Centre and represents an immaterial percentage of the Centre's total square footage, allowing for the co-location of the AOCC.
\r\n\r\n
Ongoing Operating Budget Impact:
\r\n\r\n
The establishment of a volunteer Board of Management in 2027 will not result in incremental impact on the 2027 and 2028 operating budgets. The creation of a new AOCC will result in material operating impacts in future years. The establishment and sustainability of the AOCC will be a multi‑year initiative, requiring ongoing funding to support core administrative and governance functions in accordance with the relationship framework between the City of Toronto and the AOCC.
\r\n\r\n
Operational planning will be addressed through the forthcoming AOCC Facilities and Operations Plan. This plan will serve as the primary mechanism for defining multi‑year operating requirements, transition resources, and implementation timelines to support the phased establishment and ongoing operation of AOCCs.
\r\n\r\n
For the Lawrence Heights Neighbourhood Centre, core administrative funding is proposed to be phased in gradually, subject to annual Board requests and City Council approval in future budget processes. The projected Core Operating Phasing (EC24.2) aligns funding with governance activation, staffing ramp‑up, and the expansion of operational responsibilities.
\r\n\r\n
Incremental budget pressure would begin in 2028 at $0.1 million to support basic startup needs, including hiring the Executive Director, activating governance, and establishing essential administrative systems. As the Centre transitions to full operations, incremental budget pressure is projected to reach approximately $1.9 million annually, reflecting mature operations and sustained service demand.
\r\n\r\n
Further assessment and due diligence are required to fully define the scope, costs, and delivery approach. Any proposed funding commitments will be subject to the City’s affordability metrics and capital prioritization framework, and approval through the applicable future budget process.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact section.
","agendaItemSummary":"The City of Toronto operates ten community centres, known as the Association of Community Centres (AOCCs), managed by volunteer Boards of Management appointed by City Council. These multi-purpose facilities serve as catalysts for neighbourhood transformation—providing inclusive spaces that strengthen civic engagement, build local leadership capacity, and advance equity-focused outcomes. All Board-approved programming is carried out by AOCC staff, who operate as City employees within the AOCC Relationship Framework, ensuring operational accountability and alignment with City standards. The Council-adopted AOCC Expansion Framework and Implementation Strategy affirm the AOCC model as essential social infrastructure that advances equity, social cohesion, and neighbourhood resilience.
\r\n\r\n
This report seeks City Council approval to establish the Lawrence Heights Neighbourhood Centre as a new Board of Management under the former City of Toronto Municipal Code Chapter 25, Recreation and Community Centres, and the AOCC Relationship Framework. Early approval reflects the lead-time required to operationalize an AOCC, providing sufficient time to form the Board, recruit an Executive Director, develop governance policies, onboard staff, and advance critical financial planning and grant development.
\r\n\r\n
The Lawrence Heights Neighbourhood Centre marks the first expansion of the AOCC portfolio in over 30 years, a generational milestone for the model. The Centre will be co-located within the redeveloped Lawrence Heights Community Recreation Centre and Child Care Centre, a major civic investment delivered as part of the Toronto Community Housing-led Lawrence Heights Revitalization. This integrated, co-located approach aligns community development, recreation, and child care services within a single neighbourhood hub, strengthening service coordination, improving access, and maximizing the public value of City-owned infrastructure.
\r\n\r\n
A demographic and service analysis confirms that Lawrence Heights and the surrounding neighbourhoods exhibit elevated community need, limited access to stable community spaces, and significant population growth linked to ongoing redevelopment.
\r\n\r\n
A phased approach to activating governance, staffing, and resourcing is proposed and aligns with the AOCC Expansion Implementation Strategy. Operational costs will be incorporated into the forthcoming AOCC Facilities and Operations Plan, with an update to be reported to the Economic and Community Development Committee in 2028, including associated funding requirements for consideration through the City Budget process.
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\r\n\r\n
1. City Council request the General Manager, Parks and Recreation to continue to review the Echoes proposal brought forward by AIDS Service Organizations and explore the feasibility of incorporating all, or parts, of the proposed elements in the final design of Barbara Hall Park.
\r\n\r\n
2. City Council request the General Manager, Parks and Recreation to undertake a community engagement process to assess local community support for the nighttime closure of Barbara Hall Park, and to consult with relevant Divisions on any operational considerations, and to report back to the Economic and Community Development Committee by the second quarter of 2027 on findings and next steps.
","financialImpactWep":"","agendaItemSummary":"City Council on April 22 and 23, 2026, referred Motion MM40.25 to the Economic and Community Development Committee for consideration.
\r\n\r\n
Barbara Hall Park is a critical urban green space in the Church-Wellesley Village, home to two memorials of profound importance: the AIDS Memorial and the Trans Memorial. The park has experienced persistent health and safety concerns, significantly intensified by the COVID-19 pandemic and a rise in opioid-related incidents. These issues, particularly pronounced during overnight hours, include vandalism, violence and lateral violence, and maintenance challenges – especially around the Memorials which are in secluded areas in the park. These memorials are central to the 2SLGBTQ+ community and are located in sections of the park that make them particularly vulnerable to damage and misuse.
\r\n\r\n
In response to ongoing issues, the City of Toronto established the Barbara Hall Park Response Team, comprised of municipal staff, local agencies, and community partners, to pursue sustainable solutions. This work aligns with the Downtown East Action Plan (adopted July 24, 2024, 2024.EC14.8), which emphasizes the need to balance public safety with support for community members and businesses.
\r\n\r\n
Current mitigation measures include:
\r\n\r\n
a. Routine Maintenance: is serviced for litter and maintenance three times per day;
\r\n\r\n
b. Needle Collection: twice daily visits to remove sharps, hazards and debris;
\r\n\r\n
c. Crisis Outreach and Support Team Patrols: daily multidisciplinary crisis intervention and de-escalation;
\r\n\r\n
d. Here to Help (H2H): is a mutli-service, community-based mobile team that responds to immediate concerns in the community to assist with conflict resolution, crisis intervention and de-escalation. This program is funded through the Downtown East Action Plan; and
\r\n\r\n
e. Security Presence: mobile contracted guards as part of the Interdivisional Protocol for Encampments in Toronto.
\r\n\r\n
Despite these efforts, overnight safety challenges persist. The Community Response Unit in Toronto Police Service 51 Division conducts regular bike patrols and responds to high-priority incidents in the park, including violent behaviour, threats to public safety, and medical emergencies. However, due to the high volume of priority calls in the area, officers must prioritize urgent responses, limiting their ability to consistently address ongoing lower-priority nuisance and quality-of-life issues in the park.
\r\n\r\n
Residents and community members have called for stronger interventions to address late-night activity through public feedback, meetings, and direct communications to staff and 311.
\r\n\r\n
As part of the ongoing Barbara Hall Park Master Plan project, there is an opportunity to consult the broader public and stakeholders on the potential nighttime closure and other safety enhancements to determine public support and identify potential mitigation measures. The Master Plan’s extensive process of stakeholder and public engagement to date has identified safety and vandalism concerns from the community members, specifically late-night crowding.
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\r\n\r\n
1. City Council authorize the City Manager to negotiate and enter a Long-Term Care Home Development Agreement with the Government of Ontario, and any other agreement with the Government of Ontario that is required for the funding and development of a long-term care home at 4610 Finch Avenue East, in accordance with Seniors Services and Long-Term Care's Capital Budget and Plan, on terms and conditions satisfactory to the General Manager, Seniors Services and Long-Term Care and Executive Director, Corporate Real Estate Management, and in a form satisfactory to the Chief Financial Officer and Treasurer and City Solicitor.
","financialImpactWep":"The development of the long-term care home at 4610 Finch Avenue East will be supported through Ontario’s Long-Term Care Capital Funding Program, with up to $226.8 million in provincial funding.
\r\n\r\n
This funding includes:
\r\nThis provincial funding has been included in the 2026-2035 Capital Budget and Plan for Seniors Services and Long-Term Care and is consistent with the terms of the provincial program. There are no financial impact to the City beyond those previously approved.
\r\n\r\n
The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact section.
","agendaItemSummary":"This report recommends that City Council authorize the City Manager to enter into an agreement with the Ministry of Long-Term Care for the funding and development of a long-term care home at 4610 Finch Avenue East.
\r\n\r\n
This agreement is required to access provincial funding under the 2025 Long-Term Care Home Capital Funding Program for the construction of a long-term care home at 4610 Finch Avenue East. As a multi-year agreement with significant financial and legal obligations for the City, Council authorization is required. The Ministry has requested timely execution of the agreement to ensure that key project milestones are met.
\r\n\r\n
The new long-term care home at 4610 Finch Avenue East will have 378 beds and is expected to be completed in 2030. 4610 Finch Avenue East will replace existing City-run long-term care beds in City homes that do not currently meet provincial design standards.
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\r\n\r\n
Councillor Alejandra Bravo (Chair), Councillor Shelley Carroll (Vice Chair), Councillor Parthi Kandavel, Deputy Mayor Ausma Malik, Councillor Nick Mantas, Councillor Chris Moise, and Councillor Neethan Shan
\r\n\r\n
Members of the public are invited to submit written comments or register to speak on any item listed on the agenda. For detailed information on how to participate in the Economic and Community Development Committee meeting, including procedures for submitting comments or requesting to speak, please visit: Have Your Say at Council & Committee Meetings (https://www.toronto.ca/city-government/council/council-committee-meetings/have-your-say/)
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