| 135046 | REPORT | N | N | MAIN | ACTION | REFERRED | N | A Framework to Advance Inclusive Economic Development in Toronto | 2024.EC14.1 | Y | Y | Y | Y | <p>This report proposes the endorsement and application of a three-pillar framework to advance city-wide inclusive economic development (IED) and neighbourhood / area focused community economic development (CED) in Toronto. The three pillars of the proposed inclusive economic development framework are (a) inclusive workforce development and sector pathways; (b) inclusive entrepreneurship and asset ownership; and (c) research, monitoring and equity impact.</p>
<p> </p>
<p>This framework posits that inclusive economic development occurs when economic opportunities and outcomes improve across Toronto's population and neighbourhoods - including its Indigenous, Black and equity-deserving communities - in parallel to overall growth of the city and regional economy. Inclusive economic development refers specifically to municipal touchpoints with the labour market and Toronto business sectors, particularly focussed on supports for employment pathways, entrepreneurship and business development.</p>
<p> </p>
<p>This framework provides definitions of key terms that can be consistently used by City divisions and agencies. Further, it clarifies how existing initiatives being led by different divisions complement each other but also what gaps remain and what tools may not be available to municipal government. Finally, the report positions inclusive economic development as a necessary objective of the City's forthcoming Action Plan for Toronto’s Economy (APTE), where further inclusive economic development actions will be specified.</p> | 14 | 1 | CMMTTEE | EC | All | N | … | Report | ACTION | Referred | Main | Committee | … | … | … | … | … | … | … | … | … | … | … | … | … | … | … | … | ACTION | true | Referred | — | — | — |
| 135047 | LETTER | N | N | MAIN | ACTION | DEFERIND | N | Night Economy Manifesto | 2024.EC14.2 | Y | Y | Y | Y | <p>City Council on March 20 and 21, 2024, referred Motion MM16.4 to the Economic and Community Development Committee for consideration. </p>
<p> </p>
<p>As the Night Economy Champion, I am working with Economic Development and Culture to ensure the City of Toronto fulfills its mandate to modernize and clarify the rules to provide flexibility and support for businesses at night, while ensuring an appropriate level of regulatory oversight to mitigate any potential community nuisance and public safety issues.</p>
<p> </p>
<p>As we move the directive forward, it is important that the City of Toronto join other cities worldwide in signing the Nighttime Manifesto, symbolizing a global commitment to raising the awareness around the importance of nightlife.</p>
<p> </p>
<p>The Nighttime Manifesto is an expression of intent to support a nighttime that is safe, resilient, sustainable, responsible, inclusive, and creative. It is aligned with existing Council direction for the City’s support of the Night Economy, including:</p>
<p> </p>
<p><a href="https://secure.toronto.ca/council/agenda-item.do?item=2023.EC8.14">EC8.14 headed “Supporting the Growth of the Night Economy”</a>;</p>
<p><a href="https://secure.toronto.ca/council/agenda-item.do?item=2023.EC8.13">EC8.13 headed “Recommended Amendments to Chapter 545, Licensing for Bars, Restaurants, and Entertainment Venues as part of the Night Economy Review”</a>; and</p>
<p><a href="https://secure.toronto.ca/council/agenda-item.do?item=2023.PH8.2">PH8.2 headed “Recommended Amendments to Zoning By-laws for Bars, Restaurants and Entertainment Venues as part of the Night Economy Review - Final Report</a>”.</p>
<p> </p>
<p>There are no financial implications, and the Nighttime Manifesto is not legally binding. Some of the supporting cities include, Antwerp, Bangkok, Belfast, Berlin, Durban, Johannesburg, Mälmo, Montreal, New York, São Paulo, and Singapore. </p>
<p> </p>
<p>The Manifesto outlines objectives to “Involve different partners and stakeholders to bridge gaps, raise awareness, and build stronger representation for nighttime communities.”</p> |
| 135422 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Supporting Diverse and Inclusive Theatre Performances | 2024.EC14.3 | Y | Y | Y | Y | <p>This report responds to direction from the Economic and Community Development Committee to report on how the City and its agencies ensure that theatre performances in City-owned spaces adhere to policies related to inclusivity and equity, and current levels of funding and access to theatre space for performances by Indigenous, Black, and racialized artists and organizations.</p>
<p> </p>
<p>The City of Toronto supports a diverse and inclusive theatre sector by providing access to City-owned venues for affordable rentals and performances. This includes renting City-owned theatres to eligible non-profit organizations through the Community Space Tenancy program, and short-term rentals in theatres and performance halls administered by TO Live and the Economic Development and Culture (EDC) Division. In addition, a limited number of theatre spaces operate through license agreements or permits with Parks, Forestry and Recreation (PFR). All users of City spaces are required to comply with the City's Human Rights and Anti-Harassment and Discrimination Policies. While it is not the role of the City to review and approve the content of individual performances, the City works with theatre artists and organizations to inform them of their obligations under the Human Rights and Anti-Harassment and Discrimination Policies. Users are required to submit declarations of compliance with the policies to the City, and regular reporting requirements are in place for longer-term tenants. </p>
<p> </p>
<p>The City also supports theatre artists and organizations through funding programs delivered by the Toronto Arts Council (TAC). In 2023, Toronto Arts Council provided over $5 million in funding to more than 120 theatre artists, organizations, and projects. A growing portion of this funding is directed to initiatives led by Indigenous, Black, and racialized artists and organizations, in keeping with Toronto Arts Council's Equity Framework. While important progress has been made to ensure that Indigenous, Black, and racialized theatre artists, organizations, and audiences have equitable access to resources and programming, both the City and Toronto Arts Council recognize the need for further action to address longstanding barriers in the theatre sector, as well as the arts more broadly. Additional strategies to improve equity and inclusion in arts and culture, such as improvements to the distribution of funding, programming opportunities, and access to space, will be included in the forthcoming Action Plan for Toronto's Culture Sector, which will be presented to City Council for consideration in the fall of 2024.</p> |
| 135371 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Application to the Imagination, Manufacturing, Innovation and Technology Property Tax Incentive Program | 2024.EC14.4 | Y | Y | Y | Y | <p>This report provides recommendations on an Imagination, Manufacturing, Innovation and Technology Program application for a film studio complex known as Basin Media Studios in the Port Lands, an area in Ward 14 (Toronto – Danforth). <br /><br />The application was submitted by Hackman Capital Partners and CreateTO on May 24, 2023, and is subject to the City-Wide Community Improvement Plan, By-law 1207-2018, which was the bylaw in effect at the time of application. The applicant has also applied for the Brownfield Remediation Tax Assistance incentive.<br /><br />By-law 1207-2018 states that City Council approval is required in cases where an application for Development Grants has an estimated construction value for the development exceeding $150 million. Due to the potential financial implications to the City of approving an Imagination, Manufacturing, Innovation and Technology Program application for a project of this size, the City contracted with Hemson Consulting Limited. to provide a third-party review and detailed analysis of the subject applications (Attachment 2). <br /><br />For the reasons detailed in this report, staff recommends the approval of the application for 29, 35, 41 and 75 Basin Street.</p>
<p><br />In the fourth quarter of 2024, a new City-wide Community Improvement Plan for a Financial Incentive Program consisting of development grants will be brought forward to City Council. Until any new City-Wide Community Improvement Plan by-law is approved and in force, applications received under the existing program will continue to be considered and processed under the applicable in-force by-law at the date of the application’s receipt.</p>
<p><br />This report was prepared by Economic Development and Culture division in consultation with City Planning, Finance and Treasury Services, and Social Development, Finance and Administration.</p> |
| 135121 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Intention to Designate the Upper Avenue Business Improvement Area | 2024.EC14.5 | Y | Y | Y | Y | <p>This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to designate the area along Avenue Road from Lawrence Avenue West to Joicey Boulevard and connecting side streets as the Upper Avenue Business Improvement Area.</p>
<p> </p>
<p>Upon completion of the poll, the General Manager, Economic Development and Culture will report on the results to City Council through the Economic and Community Development Committee. Subject to a positive poll result, staff shall prepare the necessary by-laws and bills to give effect thereto.</p> | 14 | 5 | CMMTTEE | EC | 8 - Eglinton - Lawrence | N | … | Report | ACTION | Adopted | Main | Committee | … | … | … | … | … |
| 135370 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Changes to Business Improvement Area Boards of Management | 2024.EC14.6 | Y | Y | Y | Y | <p>The purpose of this report is to make changes to the The Eglinton Way and Upper Village 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 and Upper Village Business Improvement Areas falls within two Community Council boundaries.</p> | 14 | 6 | CMMTTEE | EC | 8 - Eglinton - Lawrence, 12 - Toronto - St. Paul's | N | … | Report | ACTION | Adopted | Main | Committee | … | … | … | … | … | … | … | … |
| 135421 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Targeted Expansion of the Association of Community Centres to Support Community Development in Toronto | 2024.EC14.7 | Y | Y | Y | Y | <p>Community and social service organizations provide critical social infrastructure that is essential in the development of complete communities. As the City of Toronto undergoes continued growth and development, the need for additional community-based social infrastructure becomes increasingly important. The City can help meet this need through a renewed approach to developing City-owned, community-operated service spaces through a policy framework to facilitate the expansion of the Association of Community Centres (AOCCs) model. The purpose of this report is to put forward an Association of Community Centres (AOCCs) Expansion Framework.</p>
<p> </p>
<p>Currently, the City of Toronto has ten centres that are operated and maintained by volunteer Boards of Management appointed by the City, which is collectively referred to as the Association of Community Centres. The Centres are multi-purpose facilities that provide public space, programs, and services to meet the social and recreational and needs of local communities. The ten centres are managed, operated, and maintained by Council-approved volunteer Boards of Management. The City of Toronto provides each Centre with access to a City-owned or City-leased facility and core administrative funding. Programming funds are raised through membership and program fees, as well as donations and grants. The Association of Community Centres portfolio has not been expanded in more than 30 years. Although the Centres are designated as part of an association, they operate independently as ten separate local and City boards under the City of Toronto Act, 2006. A Relationship Framework sets out Council’s delegation of authority, expectations and requirements for the Boards of Management.</p>
<p> </p>
<p>These ten Centres are distinct from the City’s 126 Community Recreation Centres, operated by Parks, Forestry and Recreation, as well as centres that are operated by other nonprofit agencies, such as the YMCA. AOCCs aim to achieve the following community development outcomes:</p>
<p> </p>
<p>· Social Connectedness and Cohesion, contributing to fostering social connectedness and cohesion among community members through the promotion of cross-cultural understanding, access to barrier-free spaces, diverse programming, volunteer opportunities and local community engagement.</p>
<p>· Community Resilience, including increasing access to health-related resources and services, engaging and prioritizing vulnerable or marginalized groups, and maintaining long-term, often local staff to build enduring relationships with residents.</p>
<p>· Local Leadership and Collaboration, focusing on partnerships with local agencies, grassroots groups, educational institutions, BIAs, and various City divisions to provide locally relevant opportunities and supports.</p>
<p>· Improved Health and Well-being, offering a range of tailored and responsive programs, services, and support networks that address the physical, social, emotional, and educational needs of meet the needs of vulnerable populations, such as seniors, low-income families, and individuals with disabilities.</p>
<p> </p>
<p>The report outlines an equitable, location-based methodology to guide expansion, including alignment with the advancement of Complete Communities, use of equity metrics, geographic distribution, as well as community leadership and resident activation and the alignment with planning frameworks and area-based plans. Procedural, financial and legal considerations for expanding the Association of Community Centres are included, and the framework will place priority on understanding programming requirements, identifying existing space and locating potential development opportunities, formulating a capital resourcing strategy, and establishing a local Program Advisory Body.</p>
<p> </p>
<p>Social Development, Finance and Administration will coordinate a City of Toronto Association of Community Centres Interdivisional Working Group to provide continuous input, references, and leadership to implement the Association of Community Centres Expansion Framework. The Interdivisional Working Group will develop an Implementation Plan and Resourcing Strategy including shortlisted areas and sites for expansion, by Q3 2025, for potential consideration as part of the 2026 budget process. The Working Group will explore the potential application of the Framework to existing development projects as well as new opportunities. A multi-stakeholder, city-wide Expansion Advisory Group will also be developed to guide the expansion of the Association of Community Centre model.</p> |
| 135453 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Downtown East Action Plan - Implementation Update and 2025-2030 Action Plan | 2024.EC14.8 | Y | Y | Y | Y | <p>The Downtown East area is defined as Bloor Street to the north, Front Street to the south, Bay Street to the west, and the Don Valley Parkway to the east. Many distinct neighbourhoods are in this area, including Moss Park, St. James Town, Church-Wellesley Village, Regent Park and Cabbagetown. These neighbourhoods have resilient social networks, a history of community involvement, and local identities. Alongside being a destination for people across the city for jobs, services, entertainment and tourism, Downtown East also faces a multitude of complex social challenges amidst its vibrancy and economic activity. The 2020-2024 Downtown East Action Plan was developed to address these entrenched issues, ranging from poverty and homelessness to mental health and substance use crises. Despite the onset of the COVID-19 pandemic impacting implementation, significant progress has been made through multi-sectoral collaboration and targeted initiatives.</p>
<p> </p>
<p>The Action Plan, guided by extensive stakeholder collaboration, has delivered tangible outcomes in community safety, housing strategy advancement, and the provision of support services to meet urgent and emerging needs. Piloted initiatives and citywide strategies have evolved to amplify impact. Notwithstanding concerted efforts, significant ongoing challenges persist; most notably, housing affordability, healthcare access, and sustainable funding for initiatives that support the outcomes of the Action Plan.</p>
<p> </p>
<p>Key lessons from the implementation of the first phase emphasized the importance of collaborative partnership building, enhanced community engagement, and strategic alignment to maximize impact. Addressing systemic challenges such as service gaps and sustainable program funding remains crucial for long-term success. The 2025-2030 Downtown East Action Plan will continue to prioritize safe, inclusive communities, cross-sector collaboration, stability for those experiencing marginalization, and a model for City responses to complex issues.</p>
<p> </p>
<p>Staged implementation strategies, ongoing communication, sustained funding, and enhanced monitoring and evaluation mechanisms are outlined as critical components for effective implementation of the next phase of the Action Plan. Continued partnership between stakeholders and the City of Toronto, coupled with proactive community engagement, will be essential to address the evolving needs of the Downtown East and foster a more resilient and inclusive community.</p> |
| 135388 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Toronto Fire Services Career Pathways for Toronto Community Housing Residents | 2024.EC14.9 | Y | Y | Y | Y | <p>This report responds to direction from City Council to report to the Economic and Community Development Committee on steps that could be taken to ensure Toronto Community Housing tenants have access to a career in firefighting.</p>
<p> </p>
<p>Toronto Fire Services (TFS) has five entry level positions that are recruited with external applicants, including Operations Firefighter, each of which require specialized qualifications. Currently, TFS hires approximately 208 Operations Firefighters annually.</p>
<p> </p>
<p>In the last few years, TFS has made several changes to remove barriers for applicants, by adjusting requirements including removing expiry dates from certain stages of the Candidate Testing Service (CTS) process. Changes have also been made to the screening process, and interview process with a special program that ensures all qualified Toronto residents and/or members of equity deserving groups are invited to an interview.</p>
<p> </p>
<p>In partnership with Toronto Community Housing Corporation (TCHC), TFS has also enhanced opportunities to build tenant awareness about pathways to a career in the fire service. This includes dedicated outreach activities, attending TCHC job fairs, and the implementation of a new "Day in the Life" event for TCHC youth in their Youthworx program.</p>
<p> </p>
<p>Finally, in consultation with TFS, TCHC is developing a new career readiness program, that will provide approximately 90 interested TCHC tenants with wrap-around and capacity-building supports to enter the workforce. Twenty tenants will also receive partial funding to obtain pre-qualifications to support their pursuit of meaningful work as a TFS Operations firefighter. This program will operate within the TCHC Community Economic Development Team that works to create and facilitate economic opportunities for tenants.</p>
<p> </p>
<p>This program, intended to commence in 2025, is contingent on a request in the TCHC operating budget through the 2025 budget process. </p>
<p> </p>
<p>Building on enhanced outreach activities and the new career readiness program, TFS and TCHC will continue collaborating closely to support qualified TCHC tenants to secure careers in the fire service.</p> |
| 135392 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Toronto Fire Services 2023 Annual Report | 2024.EC14.10 | Y | Y | Y | Y | <p>The Toronto Fire Services (TFS) 2023 Annual Report provides an overview of the fire protection services provided to Toronto's residents and visitors, along with a clear and transparent reporting of outcomes and service level performance. Toronto Fire Services provides Toronto residents, visitors, and businesses with world-class fire protection services, through public education, fire prevention and all-hazards emergency response services.</p>
<p> </p>
<p>Toronto Municipal Code Chapter 79, Fire Services, requires the Fire Chief to prepare and present an annual report to Council. This report fulfills that requirement and provides Council with an update on fire protection service levels, service level performance, and an overview of the numerous achievements and accomplishments in 2023.</p> | 14 | 10 | CMMTTEE | EC | All | N | … | Report | ACTION | Adopted | Main | Committee | … | … | … |
| 135315 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Adding Bahn Thai School Thai Massage Alumni Association to Toronto Municipal Code Chapter 545, Licensing, Appendix L, List of Professional Holistic Associations | 2024.EC14.11 | Y | Y | Y | Y | <p>This report responds to a directive from City Council requesting a recommendation from staff on whether to add ITM Thai Massage Alumni Association to Appendix L to Municipal Code Chapter 545, Licensing (the Licensing By-law), List of Professional Holistic Associations, for the purposes of licensing holistic practitioners and owners based on the requirements outlined in the Licensing By-law.</p>
<p> </p>
<p>After receiving all application requirements from the applicant as listed in the By-law, staff recommend amending Appendix L of Chapter 545, Licensing to include ITM Thai Massage Alumni Association.</p> | 14 | 11 | CMMTTEE | EC | All | N | … | Report | ACTION | Adopted | Main | Committee | … | … | … | … |
| 135368 | LETTER | N | N | MAIN | ACTION | AMENDED | N | Canada-wide Early Learning and Child Care Implementation Roundtable: Update | 2024.EC14.12 | Y | Y | Y | Y | <p>Maintaining and growing our child care system in Toronto is a key priority, as outlined in our Licensed Child Care Growth Strategy. Since the introduction of the Canada-Wide Early Learning and Child Care Agreement, Toronto Children’s Services has been working with operators to implement the program despite the challenges created by the program’s guidelines. </p>
<p> </p>
<p>During the implementation of the Canada-Wide Early Learning and Child Care Agreement, the childcare sector has faced a number of challenges. Operators have faced uncertainty on both operating and capital funding, while disparities in workers’ wages have caused recruitment and retention challenges. Sector expansion is stalled due to inadequate investment, and a lack of clarity on the provincial funding formula has made it hard to plan for the future. It is clear that much more work is needed in order for our child care system to be accessible and inclusive for everyone. </p>
<p> </p>
<p>The City of Toronto’s Economy and Community Development Committee called for a roundtable of Toronto’s child care sector to be convened to discuss these challenges, identify opportunities, and talk about how we can move forward together to build the best possible future for child care in Toronto. In this report, you’ll see the key themes identified through the roundtable’s discussions and the collective wisdom of those who are on the frontlines. </p>
<p> </p>
<p>Affordable and accessible child care helps us build a more fair city and grows our economy. The Canada-wide Early Learning and Child Care agreement also needs to be implemented in a way that is fair, sustainable, and promotes growth. This isn’t feasible without additional support from the provincial and federal governments. </p>
<p> </p>
<p>I extend my sincere thanks to all those who joined us for the roundtable, and to everyone else who has reached out in the past few months to speak up for child care in Toronto.</p> |
| 135391 | LETTER | N | N | MAIN | ACTION | ADOPTED | N | Use of City Parks by Schools in Scarborough North (Ward 23) | 2024.EC14.13 | Y | Y | Y | Y | <p>At the heart of Scarborough North’s neighbourhoods lie our schools—both Catholic and Public—and our parks, side by side. In Ward 23 each of our parks is adjacent to one or two schools. Goldhawk Park hosts four - Banting and Best Public School, Prince of Peace Catholic School, Laure-Riese Elementary School and Agnes Macphail Public School.</p>
<p> </p>
<p>So, while we understandably might think and act in terms of our land boundaries and property requirements at times, our youth just see paths, grass, swing sets, trees, fields - and future possibilities. During the pandemic, the City of Toronto supported the resilience and health of our school communities by enabling our school communities to use their adjacent parks during school hours. Apart from restoring that practical precedent, we would like to:</p>
<p> </p>
<p>· Cultivate further cooperation by exploring joint climate resilient greening projects;</p>
<p> </p>
<p>· Expand possibilities for year-round programming that supports lifelong learning and healthy communities; and,</p>
<p> </p>
<p>· Explore strategic opportunities to use public lands to their full potential.</p> | 14 | 13 | CMMTTEE | EC | 23 - Scarborough North | N | … | Letter | ACTION | Adopted |
| 135678 | LETTER | N | N | NEW | ACTION | ADOPTED | N | Making Business Licence and Permit Applications Easier | 2024.EC14.14 | Y | Y | Y | Y | <p>One of the most common ways that Torontonians interact with municipal government is by applying for a licence or permit. People in our city, including many in my own ward of Davenport, have shared that the current application processes can be inconsistent, unclear, and confusing.</p>
<p> </p>
<p>Torontonians want to follow the rules and apply for permits and licences to open new small businesses and over 120 other licence and permit types. It should be easy to apply for a permit or licence, but years of compounding changes and adjustments have made it harder.</p>
<p> </p>
<p>In recent years, we’ve made some good progress on improving our business licence system including through the introduction of online applications, modernizing regulations for bars, restaurants and entertainment venues, and streamlining some requirements. We can build on that progress to make it even easier for Torontonians.</p>
<p> </p>
<p>It’s time to accelerate and make visible improvements to how applications are received, processed, and issued, and to look more broadly at the requirements in our Licensing By-law to make sure that we’re only asking for the information we need and reducing administrative burden on residents and small business owners/operators. Together, let’s make it easier to get a business licence or permit in Toronto.</p> | 14 | 14 | CMMTTEE | EC | All | N | … | Letter |
| 135684 | REPORT | N | N | NEW | ACTION | ADOPTED | N | Bridging the Gap: Bringing Context to Discussions on a Fixed Link | 2024.EC14.15 | Y | Y | Y | Y | <p>Dear Chair and Members of the Economic and Community Development Committee,</p>
<p> </p>
<p>Toronto’s Waterfront is undergoing a sustained period of intense change.</p>
<p> </p>
<p>As we develop the Eastern Waterfront the City has been focused on ensuring that the balance between the Port uses, residential, and natural environment continues to support the varied and important different uses on the Waterfront.</p>
<p> </p>
<p>With discussion about the potential for a fixed link between Toronto Islands and the Port Lands over the Eastern Gap, the many different uses in the Port Lands must be considered.</p>
<p> </p>
<p>The proposed fixed link exists in a context broader than much of the discussion that’s happened so far and I hope you can support my motion to start bringing all the stakeholder into the conversation.</p> | 14 | 15 | CMMTTEE | EC | All | N | … | Report | ACTION | Adopted | New | Committee | … | … |