Agenda

This meeting of the Economic and Community Development Committee will be conducted with members participating in person and remotely.

Members of Council, City Officials, and members of the public who register to speak will be provided with the video conference details closer to the meeting date.

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This agenda and any supplementary materials submitted to the City Clerk can be found online at toronto.ca/council. Visit the website for access to all agendas, reports, decisions, and minutes of City Council and its Committees and Boards.

Declarations of Interest under the Municipal Conflict of Interest Act

Confirmation of Minutes – March 28, 2024

Speakers/Presentations – The speakers list will be posted online at 8:30 a.m. on April 30, 2024

Communications/Reports

The General Manager, Economic Development and Culture, the Executive Director, Social Development, Finance and Administration, the Executive Director, Employment and Social Services, and the Interim Chief Planner and Executive Director, City Planning recommend that:

1. City Council adopt the three-pillar framework to advance inclusive economic development, shown in Appendix A, and direct City staff to apply it as the basis for relevant program development and service reviews, plans and strategies related to Toronto’s economic development, including the forthcoming Action Plan for Toronto's Economy.

2. City Council direct the General Manager, Economic Development and Culture, the Executive Director, Social Development, Finance and Administration and the General Manager, Employment and Social Services, in collaboration with other relevant divisions and agencies including the Toronto Public Library, to identify available metrics of economic inclusion/polarization across Toronto and include these in the City’s Economic Dashboard and other reports to Council on city and regional economic development trends.

3. City Council direct the Interim Chief Planner and Executive Director, City Planning, when commencing new or updated Secondary Plans and associated community engagement processes, to consult with the General Manager, Economic Development and Culture, the Executive Director, Social Development, Finance and Administration, and the General Manager, Employment and Social Services on ways to integrate inclusive economic development and mitigation of commercial displacement into the area-based planning process and whether a parallel Community Development Plan process should be initiated jointly.

4. City Council direct the General Manager, Employment and Social Services and the General Manager, Economic Development and Culture, in consultation with the Executive Director, Social Development, Finance and Administration, and Chief Librarian, Toronto Public Library to formally align previous Council directions provided on workforce development with the inclusive economic development framework shown in Appendix A and report back in Q1 2025 on opportunities to better coordinate City-led workforce development initiatives in addition to collaborating with other orders of government with a focus on improving economic outcomes for low-income residents, social assistance clients and equity-deserving communities.

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.

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.

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.

There are no additional current year financial implications resulting from the adoption of the recommendations contained in this report. The staffing resources required to implement the recommendations in the report can be accommodated within the 2024 Council Approved divisional operating budgets. Any new program or policy areas will be included in the forthcoming Action Plan for Toronto's Economy to be considered as part of future budget processes, subject to the City's financial and resource capacity against other critical City-wide impacts.  

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as identified in the Financial Impact section.

The Executive Director, Social Development, Finance and Administration and the General Manager, Economic Development and Culture recommend that:

1. City Council adopt the Downsview Community Development Plan and the Downsview Community Development Action Plan, included as Attachment A and B.

2. City Council request the Chief Planner and Executive Director, City Planning to consider the response to the Downsview Community Development Plan, Attachment A – Downsview Community Development Plan, in the evaluation of District Plans and associated development applications within the Secondary Plan Area.

3. City Council request that the Executive Director, Social Development, Finance and Administration and the General Manager, Economic Development and Culture work with the relevant City Divisions and Agencies, including City Planning, Parks, Forestry and Recreation, Children’s Services, Transportation Services, Toronto Employment and Social Services, Environment and Climate and the Housing Secretariat to form an interdivisional team to ensure ongoing collaboration, for the implementation of the Downsview Community Development Plan (Attachment A - Downsview Community Development Plan).

4. City Council request that the Executive Director, Social Development, Finance and Administration and the General Manager, Economic Development and Culture and other relevant City Divisions and Agencies, in partnership with property owners, local Community Resource Group, First Nations Rights Holders and Indigenous communities, Black communities, and other equity-deserving groups, including residents, artists, community groups, not-for-profit organizations, foundations, as well as, business interest associations, and other private sector partners, implement and monitor the Downsview Community Development Plan, commencing with a comprehensive implementation structure to be developed within Year 1 to support the 5-year action plan: 

a. Design and implement an Engagement and Communication Strategy to ensure ongoing city-wide engagement with the Indigenous and Black communities and local engagement with other equity-deserving communities.

b. Develop an integrated Community Advisory Structure – leveraging and realigning the existing Community Resource Group, establishing the community ambassador program, as well as maintaining regular community meetings, Indigenous Sharing Circles and Rights Holders meetings to support the ongoing implementation of the Community Development Plan actions.

c. Develop a results-based monitoring and evaluation system to track outcomes of the Community Development Plan, support the implementation and produce reports for the Downsview community and City Council.

d. Develop a Community Impact Table in collaboration with property owners, foundations, funders, City Divisions and Agencies, business partners and other institutional partners to support the resourcing of actions identified in the Community Development Plan.

5. City Council request the General Manager of Children’s Services in collaboration with the Chief Planner and Executive Director, City Planning and the Executive Director, Social Development, Finance and Administration to work with Indigenous not-for-profit organizations to establish an Indigenous childcare centre within Phase 1 (as defined by phasing policy of the Downsview Secondary Plan).

6. City Council request the Executive Director, Social Development, Finance and Administration, the General Manager, Economic Development and Culture the Chief Planner and the Executive Director, City Planning and the General Manager of the Corporate Real Estate Management to collaborate on delivering City-owned community space under the Community Space Tenancy Policy for not-for-profit organizations delivering health, food, social and arts-based programs, and other services to the community.

7. City Council request the Executive Director, Social Development, Finance and Administration, and the General Manager, Economic Development and Culture to work with City Divisions and Agencies, property owners, the local Community Resource Group, First Nations Rights Holders and Indigenous communities, Black communities, and other equity-deserving groups, including residents, artists, community groups, not-for-profit organizations, foundations, as well as, business interest associations, and other private sector partners to update the Downsview Community Development Plan every 5 years through in-depth engagement with the aforementioned groups, and to report back to City Council on progress made towards implementing actions as outlined in Attachment B.

The Downsview lands present a unique opportunity for the public and private sector to collaborate closely with community partners to build Canada’s largest development project. Over 30+ years and at full build-out, it is estimated that the Downsview Secondary Plan Area will accommodate approximately 115,000 new residents (63,000 units) and 52,000 workers, representing one of the largest city-building efforts in the history of Toronto. This is a transformative opportunity to stitch existing and new communities together, enabling the development of more resilient, equitable and connected communities.  As an outcome of the Update Downsview Study, a comprehensive planning framework for the Downsview Area will be brought forward for Council approval. The Update Downsview Study deliverables include:

• Downsview Secondary Plan;
• Downsview Community Development Plan;
• Downsview Urban Design Guidelines;
• Zoning By-law for Meanwhile Uses; and
• Master Environmental Servicing Plan.

With the exception of the Community Development Plan, the Study deliverables are proceeding through Planning and Housing Committee during the same Council cycle as the Community Development Plan.

Growing evidence suggests that without focused investments in reconciliation, equity and systems-wide strategies and supports, neighbourhoods undergoing intensified development and new investments may undermine broader City commitments to promoting a more just and equitable Toronto. For new investments to positively impact current and future Downsview residents, workers and visitors, holistic supports and policy frameworks must be put in place that reflect the rich engagement with various groups, such as First Nations Rights Holders with rights in Canada under s. 35 of the Constitution (“First Nations Rights Holders”), residents, grassroots groups, not-for-profit organizations, artists, and businesses who may be potentially impacted and/or demonstrate interest for greater presence in the Downsview area. New policies, programs and partnerships must focus where the need is greatest and address the inequities that shape the lives of residents, with priority given to Indigenous and Black residents and communities of Toronto. Downsview’s Secondary Plan undergoing an update triggered the need for a Community Development Plan to support this focused and targeted approach to investing in reconciliation, equity, and systems-wide change. The authority of the Community Development Plan is derived from the Secondary Plan’s enforcement and City Council’s approval. 

The purpose of this report is to present the Downsview Community Development Plan for approval, outlining an outcome-driven action plan that is rooted in collaboration between property owners, City divisions, and the community. This report lays out the implementation of the Community Development Plan.

The Downsview Community Development Plan 2024-2029 seizes the opportunity presented by the anticipation of significant growth to centre equity as the basis for Downsview’s redevelopment, reflects in-depth engagement and outlines clear commitments to meet the needs of Indigenous, Black and equity-deserving communities. This process was convened by Social Development, Finance and Administration and Economic Development and Culture in close partnership with City Planning. This has been a unique process and can serve as a model for future Community Development Plans. The Community Development Plan is a 30+ year plan that will be renewed every five years with the first iteration beginning in 2024 and ending in 2029.  The Downsview Community Development Plan accompanies the Downsview Secondary Plan, with both aiming to ensure that future residents, visitors, and workers as well as community groups, not-for-profit organizations and businesses are supported as the area is developed over time. To this end, the Downsview Community Development Plan sets out a 5-year implementation plan, as well as direction for the next 30+ years through an Action Plan (subject to future updates).  

While the Downsview Secondary Plan, Zoning By-law for Meanwhile Uses, and Urban Design Guidelines will provide direction for interim and future development, the Community Development Plan is focused on Indigenous and Black place-keeping and establishing communities that serve and benefit Indigenous, Black, and equity-deserving communities. Actions to support existing and future Downsview communities under these priorities will continue to evolve through ongoing partnerships and discussions between multiple parties including the City of Toronto, property owners, the local Community Resource Group, First Nations Rights Holders and Indigenous communities, Black communities, and other equity-deserving groups, including residents, artists, community groups, not-for-profit organizations, foundations, as well as, business interest associations, and other private sector partners.  

The focus and content of the Community Development Plan are the result of a 2-year community engagement process led by the City through the Update Downsview Study and intensive collaboration between participating City Divisions and Agencies (including CreateTO), and property owners with active development applications (i.e. Northcrest Developments, Canada Lands Company). The Community Development Plan engagement built upon the comprehensive “id8 Downsview” engagement process undertaken by Northcrest Developments and Canada Lands Company in the three years prior to the Update Downsview Study to inform and raise awareness about their Official Plan Amendment Application. Through the engagement process, the Downsview Community Development Plan has identified the following eight priority areas:  

• Access to Housing
• Access to Healthy and Affordable Food
• Arts, Heritage and Education
• Access to Recreation and Community Spaces
• Access to Employment Opportunities
• Establishing an Inclusive Economy
• Community Safety, Health, and Wellbeing
• Environment and Climate 

The Community Development Plan will advance actions across the eight priority areas. The actions will be guided by principles that reflect the City of Toronto's commitments to Indigenous, Black, and equity-deserving groups through the City's Reconciliation Action Plan, Action Plan to Confront Anti-Black Racism and broader equity-driven strategies, initiatives, and programs. In so doing, it is an important demonstration of the City’s approach to inclusive economic development. 

In the process of developing the Downsview Community Development Plan, the City has established a strong interdivisional collaboration and community partnership approach that will serve as a strong foundation to support successful implementation. The lessons learned through the engagement and development process and through interdivisional collaboration will continue to inform ongoing monitoring and implementation.

This report recommends the adoption of the proposed Downsview Community Development Plan by City Council and outlines the community led and inter-divisional approach taken to prepare the proposed plan.

Contingent on City Council’s approval of the Downsview Community Development Plan, the implementation structure to support the action plan will be developed in year 1 following Council approval, including the formalization of the community advisory structure, the Community Impact Table, an Engagement and Communications Strategy and a results-based monitoring and evaluation system. Funding of $25,000 (gross and net) has been included within 2024 Operating Budget for Social Development, Finance and Administration, to fund resident engagement actions for the implementation of this Downsview Community Development Plan. There are no additional resources included in the 2024 Operating Budget for Economic Development and Culture for this initiative. Should any other immediate costs arise from implementation of the Plan, they would be accommodated by Social Development, Finance and Administration and Economic Development and Culture within their 2024 Operating Budgets.

For 2025, if necessary, additional resources for Economic Development and Culture and for Social Development, Finance and Administration, will be included in the 2025 Budget Process for consideration, subject to the City's financial and resources capacity.

The Downsview Community Development Plan is a 30+ year plan and will have significant future year financial implications. Therefore, the full implementation of the plan will require longer-term reviews, more strategic planning among City Divisions and Agencies, public and stakeholder engagement, and collaborative efforts with other orders of government for inter-governmental funding opportunities. Alongside City Divisions and Agencies, the Community Development Plan currently has clear commitments for the property owners (with active or prospective development applications).

As it relates to community services and facilities that are needed to support the estimated growth, it is anticipated to be provided, in part, as in-kind Community Benefits Charge (CBC) contributions.  Additional funding for community service facilities is planned to be provided through the City’s capital budget, federal and provincial funding opportunities, and partnerships and philanthropy.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as presented in the Financial Impact section.

The General Manager, Economic Development and Culture recommends that:  

1. City Council delegate authority to the General Manager, Economic Development and Culture, to allocate directed grants in a manner consistent with criteria defined in the report, to eligible third party non-profit organizations, educational institutions, registered charities or any other such eligible organizations for up to a value of $500,000 each out of its annual Operating Budget, and to negotiate, enter into and execute any funding agreements, including any amendment, renewal or extension agreements, on such content, terms and conditions deemed necessary by the General Manager, Economic Development and Culture and in a form satisfactory to the City Solicitor.

2. City Council delegate authority to the General Manager, Economic Development and Culture, to negotiate, enter into and execute any agreements, including any amendment, renewal or extension, of event sponsorships to eligible third parties including businesses, festivals, non-profit corporations, registered charities and educational institutions for up to a value of $500,000 each, subject to the Economic Development and Culture's annual Operating Budget and on such content, terms and conditions deemed necessary by the General Manager, Economic Development and Culture and in a form satisfactory to the City Solicitor. 

The City of Toronto invests in the vibrancy and diversity of the arts and culture sector and the business community through various Economic Development and Culture (EDC) division's program grants, directed grants and event sponsorships. These investments are guided by the City of Toronto's key strategic goal of investing in people and neighbourhoods and EDC's divisional strategic goals to promote Toronto's cultural vibrancy by enhancing supports for arts and culture and to increase Toronto's global competitiveness by supporting businesses, entrepreneurship and sector development.  

In accordance with the City's Community Grants Policy and in alignment with City Council direction, this report provides information of EDC's funding allocations in 2022 and 2023, including program grants, directed grants and event sponsorships funding. This report also recommends that the General Manager of Economic Development and Culture continue to be authorized to make targeted investments in the form of directed grants and event sponsorships to respond to emerging needs of the community and to advance activities aligned with the City of Toronto strategic goals.

As part of EDC's efforts to continuously improve transparency and accountability of its grants in alignment with EDC's grant reform initiatives, this report will be brought forth on an annual basis, providing an overview of EDC's annual grant allocations. 

There are no current year financial implications resulting from the adoption of the recommendations contained in this report. Any future year financial impacts arising from the recommendations in this report will be accommodated within the Operating Budget of the Economic Development and Culture Division.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.

The General Manager, Economic Development and Culture recommends that:

1. City Council approve the Economic Development and Culture Division's 2024 funding allocations, totalling $1,897,494 to the six Local Arts Service Organizations as follows:

Local Arts Service Organizations (LASOs) are independent, not-for-profit, community arts organizations that deliver customized and responsive arts and culture programs, events and services at a local level in outside-the-core neighbourhoods across the city. There are six Local Arts Service Organizations and they advance Economic Development and Culture (EDC)'s divisional strategic direction of promoting cultural vibrancy, offering low-barrier, free and low-cost arts participation opportunities to communities across the city. The Local Arts Service Organizations also provide critical support and capacity-building opportunities to local artists and arts organizations.

Through EDC, the City of Toronto, provides financial support to the six Local Arts Service Organizations, subject to annual contribution agreements. The 2024 Operating Budget for Economic Development and Culture includes a total of $1,817,494 to fund the six Local Arts Service Organizations: Arts Etobicoke, East End Arts, Lakeshore Arts, North York Arts, Scarborough Arts and UrbanArts. The Local Arts Service Organizations received an additional $80,000 inflationary increase through the budget process, bringing the 2024 budget to $1,897,494.

In accordance with Council direction, the purpose of this report is to provide the recommended funding allocation for the Local Arts Service Organizations for 2024. This funding recommendation is based on the Local Arts Service Organizations' 2023 financial and performance reports, reviewed by Economic Development and Culture staff, and is aligned with the City's Community Grant Policy and Economic Development and Culture's grant reform efforts to make Economic Development and Culture's grant process more equitable, inclusive and transparent.

Funding to the Local Arts Service Organizations is a critical component of the City's support for arts and culture in communities outside of the core. Local Arts Service Organizations play a key role in providing essential arts services, working to meet identified community needs and deliver programs to serve artists, children and youth, seniors, newcomers, 2SLGBTQIA+, Indigenous, Black, Persons of Colour and equity-deserving community members.

There are no current year financial implications resulting from the recommendations contained in this report. The base funding of $1,817,494 for Local Arts Service Organization grants is included in the 2024 Operating Budget for the Economic Development and Culture Division. The Local Arts Service Organizations received an additional $80,000 inflationary increase through the budget process, bringing the 2024 budget for Local Arts Service Organization grants to $1,897,494.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the information as presented in the Financial Impact Section.

The General Manager, Economic Development and Culture recommends that:

1. City Council state its intention to designate the area described by Attachment 1 as the Cedarbrae Markham Lawrence Village Business Improvement Area (BIA) under Chapter 19 of the City of Toronto Municipal Code.

2. City Council direct the City Clerk to send out a notice of City Council’s intention to pass a by-law designating the area described by Attachment 1 as a Business Improvement Area (BIA), in accordance with Chapter 19 of the City of Toronto Municipal Code.

3. City Council direct the General Manager, Economic Development and Culture to prepare designation by-law maps of the area as described by Attachment 1 and submit them to the City Solicitor.

This report recommends that the City Clerk conduct a poll to determine if there is sufficient support to designate the area along Lawrence Avenue East bounded by Bellamy Road to the west, Greenholm Court to the east, Markham Road from Lawrence to the south and Painted Post Drive to the north, as the Cedarbrae Markham Lawrence Village Business Improvement Area (BIA).

Upon completion of the poll, the General Manager of 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.

There are no current year financial implications resulting from the adoption of the recommendations contained in this report.

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 cost-shared between the Business Improvement Area and the City. Additional resources, if necessary, will be included in the 2025 Budget Process for consideration, subject to the City's financial and resources capacity.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as presented in the Financial Impact section.

The General Manager, Economic Development and Culture and the General Manager, Parks, Forestry and Recreation recommend that:

1. Economic and Community Development Committee receives this staff report for information.

The purpose of this report is to respond to Council direction (2024.MM16.16) which requested a review of all City-run and funded Canada Day events across the city, including a review of their equitable distribution in terms of population and geography and report to the April 30, 2024 meeting of the Economic and Community Development Committee. The report provides an overview of Canada Day events across the city and supported by the City of Toronto. It outlines the current funding for each of the events, the process by which funding is allocated, and includes a review of data relating to population and geography. The report also includes information on the plans for 2024 and opportunities to participate in City- and non-City run Canada Day activities throughout Toronto.

There are no current year financial implications arising from the actions contained in this report. Funding of $436,641 to support the 2024 planned activities for Canada Day will be accommodated through federal funding of $250,000 received from the Canadian Heritage Celebrate Canada grant program and $186,641 from the 2024 Operating Budgets of Economic Development and Culture (EDC) and Parks, Forestry and Recreation (PFR).

Future Canada Day events will have future year financial implications. Additional funding, particularly federal funding, would be required to increase activities beyond current 2024 levels.

Additional resources, if necessary, will be included in future year budget processes for consideration, subject to the City’s financial resource capacity. 

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as presented in the Financial Impact section.

The Executive Director, Municipal Licensing and Standards recommends that: 

1. The Economic and Community Development Committee receive this report for information.

This report responds to Council directives related to regulating the unsolicited delivery of graphic flyers to residences and the feasibility of prohibiting and regulating temporary signs with graphic or disturbing images. This report also responds to Council direction to review whether an owner or occupant of a property should be authorized to erect advocacy signs in common areas or on the public boulevard without the consent of other owners and occupants of the same property.

Some residents receiving flyers with graphic images without their consent have reported that such flyers are harmful and distressing to view, especially for young children or people who have had miscarriages or abortions. When placing restrictions around content, however, staff are mindful of balancing the protection of persons’ health, safety and well-being with enforcement considerations including Charter rights. Assessing what constitutes a “graphic” or “disturbing” image on a flyer or on a temporary sign such that it would be subject to enforcement action would be challenging and would vary based on the person viewing the image. As such, staff do not feel it is feasible to recommend by-law changes at this time.

Staff's recommendation considers mechanisms already available to residents to prevent the unsolicited delivery of graphic flyers. Further, the City's newly amended Chapter 693, Signs, Election, and Temporary regulates advocacy signs in a content-neutral manner, with requirements regarding the number, size, physical dimensions, and location. These new regulations attempt to strike a balance between residents' desire to express themselves, while minimizing clutter and preventing safety hazards.

Legal Services and Transportation Services have been consulted in the preparation of this report.

There are no current or known future year financial impacts arising from the

recommendations contained in this report.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the

financial implications as identified in the Financial Impact section.

Councillor James Pasternak, seconded by Councillor Brad Bradford, recommends that:

1. City Council direct the City Manager and the Executive Director, Municipal Licensing and Standards to review and clarify the policy for affixing and removing community posters, placed on utility poles, kiosks and other structures and report back to the Economic and Community Development Committee by July 2024.

City Council on March 20 and 21, 2024, referred Motion MM16.15 to the Economic and Community Development Committee for consideration.

Article IV Posters on Public Property in Chapter 693 of Toronto Municipal Code defines the regulations that are required for placing community posters on public property. Sections 693-29 to 693-33 describes various restrictions and guidelines that are outlined in this policy. Posters from persons, charities, religious organizations, community organizations and schools may attach community posters on utility poles.

However, even if a community poster complies with all these criteria, Section 693-34 implies that the Executive Director, Municipal Licensing and Standards is permitted to remove community posters at any time and without notice. There is a lack of clarity for how long a poster can remain on one site, who can remove it, and the policy reach on which matters of concern (such as missing persons, property, pets, or community event) are eligible content. It seems that if the flyers posted on utility poles are not community flyers, residents are encouraged to contact 311. Municipal Licensing and Standards will investigate and take appropriate enforcement action and undertake to have illegally placed poster(s) removed. Municipal Licensing and Standards will initiate removal of unauthorized posters by contacting the appropriate division/external agency. Other than the original sponsor of the poster, can any citizen remove a poster as a form of enforcement? What is the process for review of those posters that are seen by some as hate inspired?

The Executive Director, Municipal Licensing and Standards recommends that:  

1. The Economic and Community Development Committee receive this report for information.

This report responds to the Council directive for the City Manager and the Executive Director, Municipal Licensing and Standards (MLS) to review and clarify the regulations under Chapter 693, Signs, Article IV Posters on Public Property, and process for affixing and removing posters on utility poles, kiosks, and other structures. 

There are no current or known future year financial impacts arising from the recommendations contained in the report.

The Chief Financial Officer and Treasurer has reviewed this report and agrees with the financial implications as identified in the Financial Impact Statement.

Councillor Paul Ainslie, seconded by Councillor Jennifer McKelvie, recommends that:

1. City Council express its support for the Nighttime Manifesto and request the Mayor to sign the Manifesto on behalf of the City of Toronto.

City Council on March 20 and 21, 2024, referred Motion MM16.4 to the Economic and Community Development Committee for consideration.

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.

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.

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:

EC8.14 headed “Supporting the Growth of the Night Economy”;

EC8.13 headed “Recommended Amendments to Chapter 545, Licensing for Bars, Restaurants, and Entertainment Venues as part of the Night Economy Review”; and

PH8.2 headed “Recommended Amendments to Zoning By-laws for Bars, Restaurants and Entertainment Venues as part of the Night Economy Review - Final Report”.

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. 

The Manifesto outlines objectives to “Involve different partners and stakeholders to bridge gaps, raise awareness, and build stronger representation for nighttime communities.”

Councillor Mike Colle, seconded by Councillor Frances Nunziata, recommends that:

1. City Council request the Premier of Ontario and the Provincial Minister of Transportation to impose lifetime bans on the issuance of Driver’s Licenses for anyone convicted of motor vehicle theft under section 333.1 of the Criminal Code.

2. City Council request the Prime Minister of Canada and the Federal Minister of Transportation to introduce a ban on the export of all used automobiles out of Canadian ports, such as the Port of Montreal and the Port of Vancouver.

City Council on March 20 and 21, 2024, referred Motion MM16.48 to the April 30, 2024 meeting of the Economic and Community Development Committee for consideration.

Carjackings and automobile thefts have more than doubled year to date in 2024.

Toronto Police Services have reported that there have been 68 carjackings so far this year - an alarming 106 per cent increase over the same time period in 2023.

Auto thefts in 2023 topped 12,200 vehicles, an increase from 9,821 cars stolen in 2022.

As the increase in car jackings demonstrates, auto thefts have become increasingly brazen and violent including break-and-enters related to auto theft that are on the rise and have already climbed to 34 incidents so far this year, eclipsing the 22 reported for all of 2023.

There is more that needs to be done to combat this urgent and escalating crisis. After unacceptable delays in action, the Provincial and Federal governments have finally begun the process to end this epidemic – but we must act swiftly and decisively.

It is clear to all levels of government that these thefts are part of a network of organized crime, with vehicles being stolen and shipped internationally. In addition to actions addressing the vulnerabilities at our shipping ports and in the antiquated anti-theft technologies that are offered by automobile manufacturers; more effective legislative action is required to act as a deterrent at the source – the criminals stealing the cars in the first place.

This motion should be deemed urgent due to the need for immediate action at all levels of government, and the need for stiffer penalties to crack down on these crimes.

The Toronto Francophone Affairs Advisory Committee recommends that the Economic and Community Development Committee:

1. Request the General Manager, Economic Development and Culture, to explore ways to include support for the development of additional French language resources for City-owned and operated Museums and Cultural Centres in future applications for relevant programs with the Federal Government.

2. Request the General Manager, Economic Development and Culture to explore a plan for a French language pilot at one City-owned and operated Museum and/or Culture Centre, which includes translated materials and resources for visitors including students and report back to the October 17, 2024 meeting of the Toronto Francophone Affairs Advisory Committee.

At its meeting on April 8, 2024, the Toronto Francophone Affairs Advisory Committee considered item FA2.1 and made recommendations to the Economic and Community Development Committee.

Summary from the Item at the April 8, 2024 meeting of the Toronto Francophone Affairs Advisory Committee:

As invited by the Chair, Toronto Francophone Affairs Advisory Committee, the Director of La Societe d'histoire de Toronto (La SHT) will give a presentation on French Services at Municipal Museums.

The Francophone Affairs Advisory Committee recommends that the Economic and Community Development Committee:

1. Request the General Manager, Economic Development and Culture to arrange a presentation from the French Language Services Commissioner to the Toronto Francophone Affairs Advisory Committee.

At its meeting on April 8, 2024, the Toronto Francophone Affairs Advisory Committee considered item FA2.6 and made recommendations to the Economic and Community Development Committee.

Summary from the report (March 12, 2024) from the General Manager, Economic Development and Culture:

A Draft Work Plan for the Toronto Francophone Affairs Advisory Committee was developed based on feedback received from the December 7, 2023 Committee meeting.

Councillor Alejandra Bravo recommends that:

1. The Economic and Community Development Committee consider the presentation from the General Manager, Toronto Shelter and Support Services, at the meeting on April 30, 2024.

The City of Toronto’s Toronto Shelter and Support Services division has worked in partnership with the Centre for Addictions and Mental Health (CAMH) to commission and support a multi-methods study on shelter safety. The resulting report will be publicly released by CAMH, and includes an examination of use of service restrictions and safety issues for shelter users and staff.

The General Manager, Toronto Shelter and Support Services, has prepared an urgent presentation on this report for the Committee’s consideration.

Councillor Josh Matlow recommends that:

1. Economic and Community Development Committee request that the General Manager, Economic Development & Culture, in consultation with the Chief Financial Officer and Treasurer and the Chief Planner and Executive Director, City Planning to report back to the appropriate Committee prior to City Council’s consideration of the Mayor’s proposed 2025 budget with recommendations on the feasibility of economic development initiatives, including grants for commercial businesses and commercial community land trusts, and acquiring below market space through the development process to support culturally and historically significant businesses in Little Jamaica, as part of the Cultural Districts Program and Little Jamaica Cultural District Program report.

I am writing to request your support for small businesses in the Little Jamaica community.

The Eglinton West corridor is a commercial main street that has been of great cultural heritage  significance to the City of Toronto as a distinct ethnic and cultural hub for Caribbean and African immigrants for many decades. Commonly known as both “Little Jamaica” and “Eglinton”, the area is recognized for the clusters of Black-owned businesses of cultural relevance including barber shops, restaurants specializing in Caribbean cuisine, Black aesthetics and hair shops, recording studios, and music stores. The corridor plays an important role as a commercial and cultural destination for both local residents and visitors from other parts of the city and the surrounding GTA.

Economic challenges have grown with the start of the LRT construction in 2011, with historic small Black businesses having closed, or are at risk of shutting their doors due to rising affordability challenges in the area. As part of the Little Jamaica Cultural District Study, residents have continued to voice concerns regarding issues of displacement, affordability and cultural importance of the businesses along Eglinton Avenue West. To support the area, City Council adopted two separate motions at their meeting on September 30, 2020 that direct staff, amongst other tasks, to develop economic measures to help businesses experiencing challenges in Little Jamaica, using an equity lens that recognizes the cultural heritage of the area.

Establishing commercial community land trusts could support communities and address their challenges, helping ensure long-term/permanent community ownership of commercial spaces to mitigate displacement and strengthen access to affordable, culturally relevant retail. However, the City of Toronto Act limits the City’s ability to sell or lease lands at below market values/rents due to the anti-bonusing provisions in Section 82. One of the exceptions to this principle is the establishment and administering of a Community Improvement Plan, a mechanism enabled by Section 28 of the Planning Act that allows municipalities to provide direct support to property owners and businesses within a specified geography. 

Community Improvement Plans are intended to encourage revitalization initiatives and/or stimulate development and redevelopment. Once implemented, they allow municipalities to provide tax assistance, grants or loans to assist in the revitalization of lands and/or buildings within the defined Community Improvement Project Area. They also allow Council to sell, lease or otherwise dispose of any land acquired or held by it in the Community Improvement Project Area to any person or governmental authority for use in conformity with the Community Improvement Plan. The City currently uses Community Improvement Plans to encourage brownfield redevelopment, incentivizing the construction of new job-generating space, and to revitalize retail businesses.

Aligned with the draft Framework to Advance Inclusive Economic Development in Toronto approach, the attached motion advances a Community Improvement Plan, and other potential measures, in Little Jamaica. This would help create a framework to support the area’s equity deserving entrepreneurs. This measure is also aligned with previous Council direction, such as EC29.8 - Commercial Property Ownership Mechanisms in Little Jamaica and EX12.4 - Long-Term Financial Plan Update: Leveraging City-Wide Real Estate Opportunities for Affordable Housing, Complete Communities and Financial Sustainability.

Thank you for your consideration.