Item - 2024.EC14.7

The Economic and Community Development Committee recommends that:

1. City Council adopt the Association of Community Centres Expansion Framework shown in Attachment 1 to the report (June 19, 2024) from the Executive Director, Social Development, Finance and Administration, as amended by Part "a" below, and direct City staff to apply it when considering space development opportunities.

a. Amend “Application” section, Part  3 by adding “while maintaining the opportunity for Wards that have existing AOCCs to experience expansions“ so that it now reads as follows:

"Geographic Distribution: Equitable geographic distribution of community services and facilities across Toronto will be considered when assessing potential Association of Community Centres expansion opportunities to ensure access to essential programs, services, and facilities, while maintaining the opportunity for Wards that have existing AOCCs to experience expansions."

2. City Council direct the Executive Director, Social Development, Finance and Administration, the Chief Planner and Executive Director, City Planning, the Chief People Officer, People and Equity, the Executive Director, Financial Planning Division, the Executive Director, Corporate Real Estate Management Services, the General Manager, Parks, Forestry and Recreation and Chief Executive Officer, CreateTO, in consultation with the City Manager's Office, the City solicitor and other relevant divisions and agencies, to develop an Implementation Plan and Resourcing Strategy and report back in the third quarter of 2025 with recommendations to advance the City of Toronto's Association of Community Centres Expansion Framework, including shortlisted areas for expansion, and indication of the required resources.

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.

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.

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:

· 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.

· 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.

·  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.

·  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.

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.

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.