| 143903 | REPORT | N | N | MAIN | ACTION | AMENDED | N | 4050 Chesswood Drive - Designation of a Portion of the Property Used by North York Harvest Food Bank Toronto as a Municipal Capital Facility | 2025.EC25.1 | Y | Y | Y | Y | <p>This report responds to <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.MM31.12">MM31.12</a> and will support the North York Harvest Food Bank in meeting rising food scarcity needs in Toronto. This report seeks City Council's authority for the adoption of the necessary By-law to designate a portion of the property owned by TK Group Limited and leased to North York Harvest Food Bank as a Municipal Capital Facility and to provide an exemption for municipal taxes and education taxes. The Municipal Capital Facility Agreement authorized by the By-law will provide an exemption for approximately 31,830 square feet plus ancillary parking at 4050 Chesswood Drive. This property is eligible to be deemed as a Municipal Capital Facility due to the provision of social and health services.</p> | 25 | 1 | CMMTTEE | EC | All | N | 1765861200000 | … | Report | ACTION | Amended | Main | Committee | … | … | … | … | … | … | … | … | … | … | … | … | … | … | … | … | ACTION | true | Amended | — | — |
| 143874 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Establishing a Toronto Community Crisis Service Training Centre to Strengthen Toronto’s Fourth Emergency Service | 2025.EC25.2 | Y | Y | Y | Y | <p>Toronto is advancing its commitment to non-police-led mental health crisis response by establishing a dedicated Toronto Community Crisis Service (TCCS) Training Centre.</p>
<p>This investment marks a critical step in expanding the City’s emergency response system and advances SafeTO, Toronto’s ten-year community safety plan’s vision to prioritize prevention, equity, and community wellbeing.</p>
<p> </p>
<p>The establishment of the TCCS Training Centre marks a critical step in embedding TCCS as a permanent and professionalized component of the City’s emergency response system, alongside the Toronto Police Service, Toronto Fire Services, and Toronto Paramedics Services, each of which operates its own dedicated training facility.</p>
<p> </p>
<p>The TCCS Training Centre establishes Toronto as a national leader in equity-focused crisis response, reducing reliance on enforcement-led models and addressing the disproportionate impacts of traditional emergency services on Indigenous, Black, racialized, and other equity-deserving communities. To be operated by Gerstein Crisis Centre in partnership with TAIBU Community Health Centre, 2-Spirited People of the 1st Nations, Canadian Mental Health Association Toronto Branch, and Findhelp 211, the Centre will build sector-wide capacity by extending training to City staff, community partners and residents and embedding equity, collaboration, and consistency at the heart of Toronto’s emergency response system.</p>
<p> </p>
<p>This report seeks City Council authority to:</p>
<p> </p>
<p>- negotiate and execute a nominal, long-term lease agreement (the “Lease”) with Family Service Toronto, as landlord, for the fourth floor at 355 Church Street (the “Leased Premises”) to establish the TCCS Training Centre; </p>
<p>- negotiate and execute a funding agreement with Family Service Toronto, as owner and landlord, for the construction and fit-out of the Leased Premises to make the space fully functional for occupancy and use as the TCCS Training Centre;</p>
<p>- negotiate and execute funding agreements with the Toronto Community Crisis Service training delivery partners for the provision of services for the TCCS Training Centre;</p>
<p>- designate the Leased Premises as a Municipal Capital Facility; and,</p>
<p>- negotiate and enter into a service agreement with Gerstein Crisis Centre and other partners to lead the training delivery and provide operational oversight of the TCCS Training Centre.</p>
<p> </p>
<p>These measures will enable immediate construction and support a Q4 2026 launch of a dedicated TCCS Training Centre that embeds excellence and strengthens Toronto’s emergency response system.</p> |
| 143896 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Emergency Response on the TTC - Update | 2025.EC25.3 | Y | Y | Y | Y | <p>At its October 2025 meeting, Toronto City Council requested information about emergency response activity on the Toronto Transit Commission (TTC). Specifically, City Council requested data on: </p>
<p> </p>
<p>- the total number of emergency calls related to TTC stations and vehicles, </p>
<p>- the proportion of calls that could have been addressed by the Toronto Community Crisis Service (TCCS),</p>
<p>- and the proportion of calls that required police or TTC Special Constables. </p>
<p> </p>
<p>This report responds to that request and outlines emergency response activity across the TTC system in 2025. It examines calls attended by the Toronto Police Service (TPS) and TTC Special Constables, with a focus on incidents aligned with the crisis service mandate. It also incorporates TTC safety and wellbeing data to present a more comprehensive picture of crisis response on the TTC. While available data do not fully capture potential demand for TCCS within the TTC, the crisis service on transit pilot, launched on November 15, 2025, is expected to generate greater insights that will guide the safe and effective deployment of community crisis teams in the transit environment.</p> | 25 | 3 | CMMTTEE | EC | All | N | — | … | Report | ACTION |
| 143907 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Mount Dennis Community For All Action Plan | 2025.EC25.4 | Y | Y | Y | Y | <p><span style="font-family: arial, helvetica, sans-serif;">The Mount Dennis community is a neighbourhood that is undergoing transformation. New development and transit investments will soon make the Mount Dennis area one of the most transit accessible locations in the city. Currently, Mount Dennis is among the few Toronto communities where families and individuals can secure affordable housing. It has also historically been an affordable and diverse neighbourhood for a diverse population and is home to many new immigrants, Black residents, low-income households, vulnerable seniors, and youth.</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">The increased development and transit investments will bring much needed connectivity and housing supply to the city, but may also bring pressures of displacement, increasing housing costs, and physical, social, and economic changes that will impact current Mount Dennis residents. Without targeted and system-wide strategies and supports, residents of historically underinvested neighbourhoods, such as Mount Dennis, face greater risk of disruption and harm from rising development pressure. As such, there is a need for the City to introduce measures to guide growth in ways that benefit current and future Mount Dennis residents.</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">City Council adopted the Mount Dennis Secondary Plan in July 2022, as a result of the Picture Mount Dennis Planning Framework Study completed in 2022. City Council also directed staff to establish a community development plan using an anti-displacement lens and to require future development applications to respond to its City Council-adopted recommendations. The community development plan is also intended to support implementation of the policies of the Mount Dennis Secondary Plan and also introduce anti-displacement measures for the Mount Dennis community.</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">This report responds to Council's requests and recommends Council adopt the Mount Dennis Community for All Action Plan (the Action Plan) proposed in this report as the community development plan. This report also recommends that Council request staff to establish a City of Toronto interdivisional working group to implement immediate and longer-term measures introduced in the Action Plan. The development of the Action Plan is a community-led and community-focused process that reflects the voices of Mount Dennis residents.</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">The City has worked closely with the Learning Enrichment Foundation (LEF), a community agency in Mount Dennis, to support community engagement in development of the action plan. The City provided funding of $50,000 to LEF for the delivery of the People’s Summit focused on anti-displacement strategies and priorities for the Action Plan. LEF contracted Untitled Planning to assist with the design and implementation of the summit and completion of a final report on the summit activities and findings. LEF also convened a stakeholder working group to collaborate on the design of the People's Summit and co-development of recommendations.</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">The Action Plan (Attachment 1) introduces a number of actions that are aimed at:</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">- Preserving housing and commercial affordability, including the launch of a community-led land trust and development of an equity scorecard to measure the impact of development on the community;</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">- Promoting anti-displacement measures for businesses and residents, including the establishment of a community-led Anti-Displacement Education Fund, with investments from the City to support anti-displacement initiatives led by community groups and non-profits;</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">- Enhancing public spaces for community use, including initiating the return of the Mount Dennis Community Hall to community; and</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">- Establishing a pro-active strategy to implement and monitor the delivery of the Mount Dennis Community for All Action Plan, including the establishment of a Mount Dennis community partnership table and engagement with Indigenous and Black communities. </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">In addition, the report recommends the establishment of a collaborative framework between the City of Toronto and the Mount Dennis community to deliver the action plan for the residents of Mount Dennis over the next ten years.</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;">This report and the Action Plan have been developed in consultation with the Action Plan interdivisional working group members from Social Development, Economic Development & Culture, City Planning, Development Review, and Parks & Recreation, in addition to consultation with Transportation Services and the Indigenous Affairs Office. </span></p> |
| 143897 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Progress Update on the Implementation of the Reconciliation Action Plan | 2025.EC25.5 | Y | Y | Y | Y | <p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;">In April 2022, City Council adopted the <a href="https://secure.toronto.ca/council/agenda-item.do?item=2022.EX31.1#:~:text=1%20%2D%20Actions%20to%20Advance%20Truth,Reconciliation%20Action%20Plan%202022%2D2032">Reconciliation Action Plan</a> (the Plan) to guide future discussions and Council recommendations that advance truth, justice, and Reconciliation with Indigenous peoples, inspired by the Truth and Reconciliation Commission Calls to Action, the United Nations Declaration of the Rights of Indigenous People, and the City’s <a href="https://www.toronto.ca/city-government/accessibility-human-rights/indigenous-affairs-office/commitments-to-indigenous-peoples/">Commitments to Indigenous Peoples</a>. The Plan includes 28 actions and 141 sub-actions to guide City staff.</span></p>
<p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12pt;">Over the past three years, the Plan has guided City divisions, agencies, and corporations to take unprecedented and bold steps toward Reconciliation with Indigenous communities. The City has seen the most impactful outcomes when initiatives are rooted in strong community partnerships and a commitment to co-creating</span><span style="font-size: 10pt;"><sup><a href="#_ftn1" name="_ftnref1"><span style="color: windowtext;">[1]</span></a></sup></span> <span style="font-size: 12pt;">solutions with Indigenous communities.</span></span></p>
<p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;">This report reflects on the first four years of implementation, highlighting progress, challenges, and opportunities. It showcases strong and authentic collaborations between City divisions and Indigenous communities that created programs anchored by the principles of self-determination and co-creation, offering transformative support for urban Indigenous people. The report also acknowledges key lessons learned in the engagement, design, implementation and monitoring of the Plan which has led some community partners to view their collaborations with City divisions as separate from the Plan.</span></p>
<p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;">Since 2022, 103 of the 141 sub-actions have started and are in progress; 3 are completed. While internally focused work has advanced some of the actions outlined in the Plan, the City has more work to do to ensure that co-creation with urban Indigenous communities is consistent and foundational to further Reconciliation efforts. In doing so, Reconciliation efforts will be community-centred, effective and meaningful.</span></p>
<p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-size: 12pt; font-family: arial, helvetica, sans-serif;">With the recent restructure of the Community and Social Services portfolio, the Indigenous Affairs Office, along with oversight and support for the Reconciliation Action Plan now fall under the leadership of the Deputy City Manager, Community Development and Social Services. This move offers an opportunity for reflection on the City's community development approaches to Reconciliation, and to continue to rebuild trust with First Nations, Inuit, and Métis communities in Toronto so that the next leg of our Reconciliation journey is grounded in mutual understanding and meaningful relationships.</span></p>
<p><span style="font-family: arial, helvetica, sans-serif;"> </span></p>
<p><span style="font-size: 10pt; font-family: arial, helvetica, sans-serif;"><a href="#_ftnref1" name="_ftn1"><span style="color: windowtext;">[1]</span></a> Co-created initiatives are recommended to Council for approval before implementation.</span></p> |
| 143873 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Advancing Reconciliation and Equity via Community Funding | 2025.EC25.6 | Y | Y | Y | Y | <p>The City remains steadfast in its commitment to advancing reconciliation and equity through sustained funding for Indigenous, Black, and other equity-deserving communities across Toronto. Guided by strong partnerships, strategic investments, and community-informed frameworks that address systemic barriers and historical underinvestment, the Community Funding Unit administers responsive funding that enables community-led, culturally grounded organizations to deliver high-quality and accessible programs and services. This report outlines the City’s ongoing efforts to strengthen fairness, transparency, and responsiveness in its funding approach and provides updates on three major funding programs:</p>
<p> </p>
<p>- Indigenous Funding Framework (IFF): Supports Indigenous organizations through a flexible, self-determined funding model.</p>
<p>- Black Mandated Funding Framework (BMFF): Provides targeted funding and capacity-building for Black-led organizations.</p>
<p>- Community Service Partnerships (CSP): Social Development’s largest funding stream, now updated to enhance equity-focused goals and accountability practices.</p>
<p> </p>
<p>The Indigenous Funding Framework (IFF), approved by City Council in December 2024, sets out how the City supports Indigenous organizations. It uses a flexible funding model called “take what you need, leave what you don’t,” which allowed 24 Indigenous groups to share $1.95 million in funding. This Framework is rooted on principles of self-determination and mutual respect and includes an implementation plan that focuses on evaluation and strengthening of granting processes for Indigenous communities. In May 2025, the Toronto Aboriginal Support Service Council (TASSC) hosted a celebration feast to officially launch the Framework and a deepening of the City’s relationship with Indigenous communities.</p>
<p> </p>
<p>The Black Mandated Funding Framework (BMFF), adopted in November 2023, continues to shape an ecosystem of support for Toronto’s diverse Black communities. In 2024-2025, $2.125 million in funding was distributed across 49 organizations which included Black Francophone, newcomers, 2SLGBTQ+ and youth serving groups. Social Development also expanded enhanced organizational mentorship and trusteeship supports, improved access to funding application and capacity building supports through an eligibility self-assessment tool, and deepened engagement with sector and community partners. </p>
<p> </p>
<p>The Community Service Partnerships (CSP) program, Social Development’s largest and longest standing funding stream, supported over 2.6 million Toronto residents in 2024. This report details the recent updates to this funding program. As part of phase 1, it introduces an updated model that incorporates new grant pillars, equity-focused measures and an enhanced monitoring and evaluation framework. These changes are designed to keep programs stable while laying the groundwork for a more equitable, transparent and impact-driven grant process that is responsive to community needs and rooted in strong sectoral partnerships.</p>
<p> </p>
<p>The 2025 Operating Budget of $32.197 million gross and $31.314 million net for the Community Partnership Investment Program in Social Development ensures the timely delivery of social services by not-for-profit, grassroots and resident-led groups. This report includes an overview of all grants created and approved with delegated authority between October 2024 and September 2025. These grants supported a variety of projects that included resident led initiatives that supported local, place-based activities, youth violence prevention, programs created by youth for youth, and community healing efforts after violence incidents. </p> |
| 143875 | REPORT | N | N | MAIN | ACTION | AMENDED | N | Reducing Barriers to Youth Employment | 2025.EC25.7 | Y | Y | Y | Y | <p>Toronto faces one of the highest youth unemployment rates in Ontario, at 19.7%, highlighting the ongoing challenges many young people are facing in accessing stable and meaningful employment. Indigenous, Black, newcomer, and 2SLGBTQ+ youth experience the greatest barriers, including limited access to networks, training opportunities, and pathways into stable work.</p>
<p> </p>
<p>The City of Toronto employs more youth, aged 15 to 29, per capita, than any other Canadian municipality. Each year, over 16,000 youth are employed across the City system. Building on this strength, the City is taking steps to improve equitable youth employment and create clearer pathways from skill development to lasting careers, guided by Council direction and aligned with key Council-approved strategies.</p>
<p> </p>
<p>This report provides an overview of the City’s youth employment programs. Attachment 1, City of Toronto Youth Jobs Inventory, provides a comprehensive inventory of 40 youth-specific employment programs offered across 10 City divisions, agencies, and corporations. Attachment 2, Case Studies of Toronto Youth Employment Pathways, provides case studies of how youth move through training, work experience, mentorship, and into careers through these programs.</p>
<p> </p>
<p>While Toronto is a leading municipal youth employer, stronger coordination and investment across governments is needed. Limited provincial funding, and the seasonal nature of federal programs like the Canada Summer Jobs, highlight the need for a more aligned, multi-government approach to meet the needs of Toronto’s youth labour market.</p>
<p> </p>
<p>In 2026, the City will focus on key actions to improve youth employment:</p>
<p> </p>
<p>- Address barriers in hiring by reviewing and reforming practices like police reference checks, simplifying qualifications, and making job postings clearer, accessible, and more inclusive.</p>
<p>- Modernize recruitment systems with digital tools, data insights, and plain language for better transparency, and efficiency.</p>
<p>- Strengthen entry pathways through internships, and early talent programs to support smoother transitions into public service careers.</p>
<p>- Expand partnerships through the Youth Employment Table and the upcoming Toronto Youth Employment Charter.</p>
<p>- Create local jobs through major events like FIFA World Cup 2026™ and the municipal election.</p>
<p> </p>
<p>These steps aim to build a more equitable system and call for stronger collaboration across governments and sectors to advance youth employment opportunities.</p> |
| 143905 | PRESENT | N | N | MAIN | PRESENT | RECEIVED | N | Toronto's Visitor Economy: 2025 Market Performance and Forward Growth Opportunities | 2025.EC25.8 | Y | Y | Y | Y | <p>Destination Toronto will provide an overview of 2025 market performance and economic impact for tourism and meetings in the city. A status update on the development of the Tourism Destination Master Plan and maximizing Toronto's FIFA World Cup moment will also be shared.</p> | 25 | 8 | CMMTTEE | EC | All | N | — | — | Presentation | Presentation | Received | Main | Committee | … | … | … | … | … | … | … | … |
| 144125 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Shelter Pressures and Access Initiatives - Updates | 2025.EC25.9 | Y | Y | Y | Y | <p>Toronto Shelter and Support Services (TSSS) continues to manage the largest municipal shelter system in Canada amidst unprecedented demand, driven by the housing affordability crisis, limited income supports, and the continued arrival of refugee claimants seeking shelter supports. In response to operational pressures City Council directed TSSS to enhance transparency, equity, and accountability in shelter access through <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.CC28.2">CC28.2 - Identifying and Addressing Pressures in the Refugee and Emergency Shelter System</a>.</p>
<p> </p>
<p>This report responds to City Council’s direction to provide a status update on the implementation of all recommendations in the fourth quarter of 2025. As of November 2025, 15 of the 24 directives under CC28.2 have been completed, 4 are in progress and will be completed upon adoption of this report, and 5 remain in progress or represent ongoing work.</p>
<p> </p>
<p>This report also provides updates on key initiatives related to the refugee-serving and base shelter systems, including:</p>
<p> </p>
<p>- Access to Shelter Framework – A structured, transparent process guiding future decisions on shelter eligibility, aligned with the Toronto Housing Charter, human rights obligations, and equity principles. The framework was reviewed by the Confronting Anti-Black Racism Unit (CABR), the Toronto Newcomer Office (TNO), and the City's Human Rights Office, and included formal engagement with the Housing Rights Advisory Committee's (HRAC) Supporting Unhoused Rights Holders Working Group.</p>
<p> </p>
<p>- Operational measures aimed at advancing establishment of a dedicated refugee service system and addressing financial pressures.</p>
<p> </p>
<p>- Emergency Family Shelter Support (EFSS) Program – Short-term accommodation support for families during periods of high shelter demand to ensure children are not left unsheltered.</p>
<p> </p>
<p>- Additional Council-directed Actions through <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.CC28.2">CC28.2</a> and <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.EC22.12">EC22.12</a> – Progress on data and outcome tracking, training, capacity building, refugee sector engagement, equity initiatives, human rights-based learning sessions, the renewal of AccessTO public education campaign for undocumented residents, and partnerships with hospitals and health care providers.</p>
<p> </p>
<p>- Research and Data Sharing Partnerships – Establishing agreements with individuals, external organizations and research institutions to conduct evaluation and research to inform and develop best practices to support people experiencing homelessness. </p>
<p> </p>
<p>The report outlines next steps to implement the Framework, refine EFSS program operations, reduce pressures in the refugee service system, strengthen data-informed decision-making, continue equity-focused training, and continue advancing other recommendations under CC28.2. Together, these measures aim to improve fairness, transparency, and equitable access to shelter and housing for all Torontonians.</p> |
| 143883 | REPORT | N | N | MAIN | ACTION | NO_ACTN | N | Shelter Pressures and Access Initiatives - Updates | 2025.EC25.9a | Y | Y | Y | Y | <p>Toronto Shelter and Support Services (TSSS) continues to manage the largest municipal shelter system in Canada amidst unprecedented demand, driven by the housing affordability crisis, limited income supports, and continued high refugee claimant shelter demand. In response to operational pressures and the Toronto Ombudsman’s 2024 recommendations, City Council directed TSSS to enhance transparency, equity, and accountability in shelter access through CC28.2 - Identifying and Addressing Pressures in the Refugee and Emergency Shelter System.</p>
<p> </p>
<p>This report responds to City Council’s direction to provide a status update on the implementation of all recommendations in the fourth quarter of 2025. It includes an overview of the progress made to date.</p>
<p> </p>
<p>This report provides updates on key initiatives, including:</p>
<p> </p>
<p>- Access to Shelter Framework</p>
<p>- Emergency Family Shelter Support (EFSS)</p>
<p>- Operational measures aimed at advancing establishment of a dedicated refugee service system</p>
<p>- Additional Council-directed Actions through CC28.2 and EC22.12</p>
<p>- Research and Data Sharing Partnerships</p>
<p> </p>
<p>The report also outlines next steps to implement initiatives noted above.</p> | 25 | 9 | CMMTTEE | EC | All | N | 1765861200000 | … | Report |
| 143912 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Municipal Code Chapter 608, Parks - Update | 2025.EC25.10 | Y | Y | Y | Y | <p>This report responds to City Council direction in <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.MM29.8">2025.MM29.8</a> to review Toronto Municipal Code Chapter 608, Parks, to remove outdated, burdensome or unnecessary provisions. Toronto Municipal Code Chapter 608 (the "Parks By-law") is the governing by-law for City of Toronto parkland. It regulates park activities so that parks are protected, safe and enjoyable for everyone. The by-law aims for a balanced approach to enable a broad range of park activities while also ensuring public safety and protection of City property and the natural environment.</p>
<p> </p>
<p>This report recommends 25 immediate updates to the Parks By-law. These include amendments to: i) address evolving conditions, circumstances, technologies and activities affecting the use or protection of parks; ii) align the by-law with other City by-laws and policies; and iii) reflect federal and provincial legislation.</p>
<p> </p>
<p>The report also identifies by-law topics and areas where Council-directed policy work is currently in progress that may result in by-law amendments in the near future (e.g., Food and Beverage Strategy for parks; rules for micromobility devices), as well as other topics that require more extensive future policy work to ensure the by-law remains reflective of evolving community and user needs (e.g., regulations for boating and mooring, social gathering size, and use of barbecues). In most cases, the policy development process for these topics will include community engagement and dedicated project work, with the level of effort tailored to the scope of each topic.</p>
<p> </p>
<p>Some issues raised in 2025.MM29.8 relate to outdated park signage that is not reflective of the by-law. This report also describes a park sign audit that is in progress to identify and remove outdated and unnecessary park signs.</p>
<p> </p>
<p>Finally, the report recommends a plan for the by-law to undergo regular reviews every five years, or as required based on changes to the policy environment, to ensure that it is consistently kept up to date going forward. These reviews will include public engagement to increase public awareness of the by-law and to identify public priorities related to parks policy and governance.</p>
<p> </p>
<p>Parks and Recreation consulted with Legal Services, Municipal Licensing and Standards, Toronto Public Health, Transportation Services, and Environment, Climate and Forestry in the development of this report.</p> |
| 143830 | REPORT | N | N | MAIN | ACTION | ADOPTED | N | Bloor Annex Business Improvement Area Minor Boundary Expansion | 2025.EC25.11 | Y | Y | Y | Y | <p>The purpose of this report is to recommend a minor expansion of the Bloor Annex Business Improvement Area (BIA) boundary to include Seaton Park, located north of Bloor Street West on the east side of Albany Street.</p> | 25 | 11 | CMMTTEE | EC | 11 - University - Rosedale | N | 1765861200000 | … | Report | ACTION | Adopted | Main | Committee | … | … | … | … | … | … | … | … | … |
| 143837 | LETTER | N | N | MAIN | ACTION | ADOPTED | N | Creating More Accessible and Disability Inclusive Events | 2025.EC25.12 | Y | Y | Y | Y | <p>At its meeting on October 24, 2025, the Toronto Accessibility Advisory Committee considered <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.DI14.7">Item DI14.7</a> and made a recommendation to City Council. </p>
<p> </p>
<p>Toronto is a vibrant city known for its festivals, cultural events, and community gatherings that bring residents together and celebrate our diversity. However, for many people with disabilities, participation in these events can be limited by barriers in physical spaces, communication, and program design. Ensuring that all Torontonians can fully engage in public life is essential to building an equitable and inclusive city.</p>
<p> </p>
<p>This motion calls on the City of Toronto to develop an Accessibility Handbook for Event Organizers — a practical resource to guide event organizer seeking to host events at City facilities that are welcoming and accessible to people with disabilities. The handbook would provide clear standards in plain and easy to understand language, best practices, and checklists to promote inclusive events and event spaces that meet or exceed accessibility requirements while not requiring the expenditure of significant additional funds. By equipping event organizers with the right tools and knowledge, the City can help foster environments where everyone, regardless of ability, can participate, contribute, and feel a genuine sense of belonging.</p> | 25 | 12 | CMMTTEE | EC | All | N | 1765861200000 |
| 143954 | LETTER | N | N | MAIN | ACTION | ADOPTED | N | Expanding the Diversity Youth Fellowship Program | 2025.EC25.13 | Y | Y | Y | Y | <p>At its meeting on October 24, 2025, the Toronto Accessibility Advisory Committee considered Item <a href="https://secure.toronto.ca/council/agenda-item.do?item=2025.DI14.6">D14.6</a> and made a recommendation to City Council.</p>
<p> </p>
<p><strong>Summary from the Toronto Accessibility Advisory Committee:</strong><br /><br /></p>
<p>The City of Toronto has demonstrated strong leadership in promoting equity and inclusion through initiatives such as the Indigenous, Black, and Muslim Youth Fellowships — programs that empower young people to engage directly in civic leadership and policymaking. Youth with disabilities would bring vital lived experience and insight into accessibility and inclusion within our city.</p>
<p> </p>
<p>Creating a Fellowship for Youth with Disabilities would extend the City’s commitment to representation and accessibility by providing meaningful mentorship, professional development, and hands-on experience in municipal government. This program would help ensure that Toronto’s future leaders include the voices and perspectives of people with disabilities, strengthening our collective work toward a truly inclusive city.</p> | 25 | 13 | CMMTTEE | EC | All | N | 1765861200000 | … | Letter | ACTION |
| 143884 | LETTER | N | N | MAIN | ACTION | RECEIVED | N | Toronto Community Housing Tenant Engagement System and Implementation Plan | 2025.EC25.14 | Y | Y | Y | Y | <p>At its meeting of March 26 and 27, 2025, City Council adopted the following:<br /><br />1. City Council request the Toronto Community Housing Corporation board to work with the Executive Director, Housing Secretariat to establish a Youth Tenant Advisory Committee in the similar manner that Tenant Advisory Committee members were recruited through Tenants First, and report back to the Economic and Community Development Committee once completed.</p>
<p><br />In accordance with Council’s direction, the Board of Directors of Toronto Community Housing Corporation (the “Board”) considered a report at its meeting of October 17, 2025, entitled, “Implementation of the Youth Tenant Advisory Committee” (TCHC Report TCHC:2025-70).</p>
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<p>The Board adopted the following recommendation made in the report:<br /><br />1. The Board of Directors receive this report for information and forward it to the City of Toronto Economic and Community Development Committee.”<br />The Report through which TCHC’s Board of Directors adopted the above-noted resolution is attached to this transmittal letter.</p> | 25 | 14 | CMMTTEE | EC | All | N | — | … | Letter | ACTION | Received |