Minutes Confirmed on July 4, 2024

The Economic and Community Development Committee:

1. Requested the Executive Director, Municipal Licensing and Standards in consultation with the City Solicitor to report back to the Economic and Community Development Committee in the fourth quarter of 2024 on the definition of severity as discussed in the Dangerous Dog Review Tribunal 2023 Annual Report.

The Chair of the Dangerous Dog Review Tribunal (Tribunal) must submit an annual report on its activities to the appropriate standing committee in accordance with its governance structure. Attached to this report is the Tribunal Chair's 2023 Annual Report.

The Tribunal is an adjudicative board and city and local board of the City of Toronto and is established under the authority of the City of Toronto Act, 2006. Tribunal hearings are conducted in accordance with the Statutory Powers Procedure Act and the Tribunal's rules of procedure. The Tribunal provides an independent review of appeals to Dangerous Dog Orders that are issued by Municipal Licensing and Standards (MLS) under the authority of Section 349-15 of Toronto Municipal Code Chapter 349, Animals. The Tribunal has the authority to either confirm the dangerous dog designation or rescind the dangerous dog designation and exempt the owner from compliance with the requirements of a Dangerous Dog Order.

In 2023, MLS responded to 2,726 service requests related to a potentially dangerous act by a dog and issued 137 Dangerous Dog Orders, with 11 Dangerous Dog Orders appealed to the Tribunal.

In 2023 the Tribunal heard 31 cases (the majority of these were carried over from 2022) and four cases were deferred to 2024. Of the matters heard, 25 Dangerous Dog Orders were upheld, four were rescinded, and two appeals were withdrawn. The Tribunal also approved one request for reconsideration of its earlier decisions, which has yet to be scheduled.

This report also responds to six issues for consideration in the Chair's 2023 Annual Report. MLS is already working to address many of the identified issues, including proactive enforcement and public education of Dangerous Dog Orders and off-leash dogs. Staff are not recommending bylaw amendments as part of this report.

MLS will report back to the Economic and Community Development Committee by October 2024 in response to Council directives as part of Item 2024.EC10.2. The report will also address some of the identified issues in the Chair's 2023 Annual Report.

This report was developed in consultation with Legal Services.

The Economic and Community Development Committee:

1. Received the report (May 14, 2024) from the Executive Director, Municipal Licensing and Standards, for information.

In accordance with the Relationship Framework approved by City Council for the

Toronto Licensing Tribunal, the Chair's 2023 Annual Report is being communicated to the Economic and Community Development Committee for information.

The Toronto Licensing Tribunal (the Tribunal) is an independent quasi-judicial body that  makes decisions about business licensing matters brought forward by Municipal Licensing and Standards (MLS), or at the request of a licence holder or applicant, in accordance with Toronto Municipal Code Chapter 545, Licensing, Chapter 546, Licensing of Vehicles-for-Hire, and, for short-term rental companies, Chapter 547, Licensing and Registration of Short-term Rentals. The Tribunal is comprised of seven citizens chosen by City Council for a four-year term, and it receives administrative support from the City of Toronto's Court Services Division. Between January to April 2023, the Tribunal operated with a complement of six members, after which more members were onboarded.

In 2023, the Toronto Licensing Tribunal scheduled 185 appearances before a hearing panel. There were a total of 49 electronic hearing dates. There were no hearing dates in-person. In 2023, the top licence types that appeared before the Tribunal were: Taxicab Owner’s Licences, Tow Truck Driver’s Licences, and Vehicle for Hire Driver’s Licences.

As indicated in the Toronto Municipal Code and the Relationship Framework for the

Toronto Licensing Tribunal, the Annual Report contains recommendations of the Chair for improvements or changes to the Toronto Licensing Tribunal policies and procedures. In the 2023 Annual Report, the Chair made recommendations to:

1.    Change the layout of hearing submissions to ensure that all parties can fully participate in electronic hearings using various devices;

2.    Return to the previous practice of scheduling interpreters in advance of hearing dates to support parties who require interpretation services; and

3.    Formalize the Rules of Procedure for the management of Business Meetings.

The Economic and Community Development Committee:

1. Received the report (May 14, 2024) from the Executive Director, Municipal Licensing and Standards, for information.

This report responds to a directive from City Council to explore the feasibility of piloting an operational base in North York for Municipal Licensing and Standards (MLS) By-Law Enforcement Officers.

MLS By-Law Enforcement Officers are based out of one of three locations: 1530 Markham Road, 433 Eastern Avenue, and 399 The West Mall. Each location contains  teams of By-Law Enforcement Officers that investigate and enforce the various by-laws under MLS' jurisdiction. This includes both multi-disciplinary teams that have responsibility for a number of by-laws in a defined geographic area (known as a district), and dedicated enforcement teams, such as RentSafeTO or Noise, that provide city-wide service for a specific by-law or program. Service requests in North York are responded to by staff operating at each of these three locations, depending on the specific location and nature of the request.

In consultation with Corporate Real Estate Management, staff have not identified a site in North York that would optimally support the needs of an operational base of by-law enforcement officers, making a pilot not feasible at this time. However, MLS' growth has necessitated a review of long-term space planning needs for the division, aimed at identifying permanent solutions for increased space. MLS will continue to work closely with Corporate Real Estate Management to review MLS' space requirements city-wide, including options to locate MLS By-Law Enforcement Officers at appropriate facilities in North York.

The Economic and Community Development Committee recommends that:

1. City Council adopt the approach to community consultation outlined in the report (May 10, 2024) from the General Manager, Seniors Services and Long-Term Care and direct the General Manager, Seniors Services and Long-Term Care to implement the planned consultation approach.

2. City Council request the General Manager, Seniors Services and Long-Term Care to develop the third Toronto Seniors Strategy.

This report provides a response to City Council's request for a plan to develop the third Toronto Seniors Strategy.

Toronto’s senior population is growing, with increasing diversity and evolving priorities for aging in place. Building on the first (2013-18) and second (2018-22) Toronto Seniors Strategies, the third Toronto Seniors Strategy will continue to develop and adapt City programs, policies, and strategic initiatives to better support aging in place, particularly for seniors who are Indigenous, Black, and those who belong to equity-deserving groups.

SSLTC has developed a community consultation process to identify the priorities of seniors in Toronto. The multi-modal community consultation plan was developed based on City engagement practices, best practices for engaging with seniors, and principles of equity and accessibility. The consultation methods are informed by leading practices for the engagement of seniors, as identified in the literature. This community consultation process will enhance the City's understanding of the concerns and experiences of seniors in Toronto, with a focus on equity-informed priorities for aging in place. The consultation results will be combined with sociodemographic data and input from key stakeholders to develop the third Toronto Seniors Strategy.

The Economic and Community Development Committee recommends that:

1. City Council approve the updated structure for Toronto's International Alliance Program (IAP) detailed in Attachment 1 to the report (May 14, 2024) from the General Manager, Economic Development and Culture, and the City Clerk, including definitions for the two main relationship agreement categories of Partnership City and International Project.

2. City Council approve the eligibility criteria and policies for establishing new International Alliance Program Partnership City and International Project agreements detailed, respectively, in Attachment 2 and Attachment 3 to the report (May 14, 2024) from the General Manager, Economic Development and Culture, and the City Clerk.

3. City Council, authorize the Mayor or their designate, or the City Manager, to execute International Alliance Program Partnership City agreements on behalf of the City, provided that the applicable criteria and policy for establishing a new Partnership Agreement has been followed and the agreement is in a form satisfactory to the City Solicitor, as detailed in Attachments 1 and 2 to the report (May 14, 2024) from the General Manager, Economic Development and Culture, and the City Clerk.

4. City Council, authorize the City Manager, Deputy City Managers and Division Heads to execute, on behalf of the City, International Alliance Program International Project agreements with an anticipated project cost not exceeding their respective financial signing authority, provided that the applicable criteria and policy for establishing a new International Project has been followed and the agreement is in a form satisfactory to the City Solicitor, as detailed in Attachments 1 and 3 to the report (May 14, 2024) from the General Manager, Economic Development and Culture, and the City Clerk.

5. City Council, authorize the Mayor or their designate to represent the City at ceremonial functions held in conjunction with an International Alliance Program Partnership City or International Project agreement.

6. City Council assign existing Partnership City, Friendship City and Memorandum of Understanding (MOUs) to the updated International Alliance Program relationship agreement categories, as indicated in Table 1, and authorize the City Clerk to advise these cities of their status and, where feasible, amend these agreements to align with updated International Alliance Program requirements or terminate and enter into new agreements with these cities.

7. City Council approve an in-year 2024 Operating Budget transfer of $150,000 gross and net from the Economic Development and Culture division to the City Clerk’s Office, reflecting the expanded corporate role of the City Clerks Office - Strategic Protocol and External Relations unit for the International Alliance Program and related activities.

8. City Council authorize the City Clerk and General Manager, Economic Development and Culture to periodically review and, as needed, report to City Council on any recommended updates to the goals, structure, or associated policies of the International Alliance Program.

The General Manager, Economic Development and Culture and the Chief of Protocol gave a presentation on the International Alliance Program Review.

Toronto’s international activities are guided by an International Policy Framework (IPF) adopted by City Council in 2002. The purpose of the IPF is to position Toronto as a diverse, economically dynamic, creative and caring global urban centre which respects human rights and champions local democratic government.

Toronto has maintained formal bi-lateral relationships with other cities around the world for decades, under the auspices of its International Alliance Program (IAP). Through its city-to-city IAP relationships, Toronto advances several goals of the IPF, including facilitating international business development and investment; exchanging information and best practices; and supporting cultural development, expression and engagement.

The IAP’s goals, structure, resourcing and relationships were last reviewed and updated by City Council in 2005.

This report presents the findings of a review of the IAP, as directed by City Council. Among other elements, this review included a jurisdictional scan of effective practices used by cities engaged in international business development and para-diplomacy, an assessment of how Toronto’s relationships within and alongside the IAP have evolved over time, a survey of organizations which are part of Toronto’s international business development eco-system, and related research.

Drawing on this information and analysis, this report recommends: 

• changes to provide a more accountable, flexible and effective structure for the IAP, including the use of two main relationship categories – (i) long-term Partnership City agreements and (ii) short-term International Project agreements; and 
• updated eligibility criteria, assessment processes, approval and signing authorities for the establishment of any new IAP relationship agreements, including identification of the financial resources needed to deliver activities associated with the agreement and, as appropriate, consultation with other levels of government as key components of the assessment process. 

Finally, as requested by Council, this report advises whether Toronto’s ten existing IAP relationships (including four Partnership City and six Friendship City agreements) and nineteen Memorandum of Understanding (MOU) should be continued, modified or concluded in view of the City’s international engagement objectives and the IAP’s structure and requirements, as proposed to be updated.

The Economic and Community Development Committee recommends that:

1. City Council designate the areas described in Attachment 1 to the report (May 27, 2024) from the General Manager, Economic Development and Culture, as the amended Dupont by the Castle, Historic Queen East, Old Town Toronto, St. Clair Gardens, Trinity Bellwoods, Uptown Yonge, Wilson Village, and Yonge and St. Clair Business Improvement Areas under Chapter 19 of the City of Toronto Municipal Code.

2. City Council direct the City Solicitor to submit a by-law to designate the areas described in Attachment 1 to the report (May 27, 2024) from the General Manager, Economic Development and Culture, as amended Business Improvement Areas in accordance with Chapter 19 of the City of Toronto Municipal Code.

3. City Council amend Schedule A of the Toronto Municipal Code, Chapter 19, Business Improvement Areas, to reflect the amended boundaries of the Dupont by the Castle, Historic Queen East, Old Town Toronto, St. Clair Gardens, Trinity Bellwoods, Uptown Yonge, Wilson Village, and Yonge and St. Clair Business Improvement Areas.

The purpose of this report is to recommend technical amendments to the boundaries of eight (8) Business Improvement Areas (BIAs) to address properties for which a portion of the lands are included in the Business Improvement Area and a portion excluded, as the result of merging formerly separate properties or subdivision of single properties.

The Economic and Community Development Committee:

1. Received the report (May 14, 2024) from the City Manager, for information.

The purpose of this report is to respond to direction from the Economic and Community Development Committee for the City Manager to report to the May 29, 2024 meeting on the reporting pathway of the Provincial French Language Services Commissioner.

The Economic and Community Development Committee recommends that: 

1. City Council adopt the updated City of Toronto Interdivisional Protocol for Encampments in Toronto (IDP) in Attachment 3 to the report (May 14, 2024) from the General Manager, Toronto Shelter and Support Services, and direct City staff to implement the IDP immediately.

2. City Council authorize the General Manager, Toronto Shelter and Support Services to make any necessary clarifications, refinements, minor modifications, technical amendments to the City of Toronto Interdivisional Protocol for Encampments in Toronto (IDP) in Attachment 3 to the report (May 10, 2024) from the General Manager, Seniors Services and Long-Term Care.

3. City Council direct the General Manager Toronto Shelter and Support Services to report back on the development of a coordinated, multi-sectoral approach to supporting individuals experiencing homelessness with complex needs, in collaboration with other relevant City Divisions, health care partners and community partners. 

4. City Council reiterate its requests to the Government of Canada and Government of Ontario to establish and implement an intergovernmental and cross-departmental strategy for large scale asylum seeker arrivals and the immediate opening of a regional reception centre and interim housing strategy.

5. City Council request the Government of Ontario to fulfill the cost-matching requirement to secure 2024 federal budget funding to address the urgent issue of encampments and unsheltered homelessness.

6. City Council request the Government of Canada and Government of Ontario to provide the City of Toronto with a Canada-Ontario Housing Benefit allocation in 2024/25 of $54 million to enable 300 households to move out of homelessness each month into permanent housing and relieve pressure on the City's emergency shelter system.

7. City Council request the Government of Canada to create a dedicated Housing Benefit for refugees and asylum claimants, funded by immigration ministries allowing for quick access to housing and preventing homelessness for asylum seekers.

8. City Council request the Government of Ontario to develop a regional approach to homelessness in the Greater Toronto Area including ensuring that local governments can provide adequate and accessible shelter space for their residents.

9. City Council request the Government of Ontario to improve the adequacy of social assistance by increasing social assistance rates so that recipients are better able to meet their basic needs, including the cost of living (and housing) in Toronto.

10. City Council reiterate the Board of Health’s request to the Government of Ontario to fund low-barrier crisis stabilization spaces for people with mental health and/or substance use related issues that operate 24 hours per day, seven days per week across the city as part of a full continuum of evidence-based services, treatment and wrap around supports.

11. City Council request the Government of Ontario to provide ongoing and sustainable funding for shelter services to support individuals experiencing homelessness.

12. City Council reiterate its request to the Government of Ontario to expand on its recent commitment to partner with the City of Toronto and create new supportive homes for people experiencing or at risk of homelessness, to meet the City’s HousingTO Action Plan target of creating 18,000 new supportive homes by 2030.

13. City Council urge the Government of Canada to establish a National Encampment Response Plan as recommended in the Federal Housing Advocate's February 2024 final report.

14. City Council direct the General Manager, Toronto Shelter and Support Services to report back through the 2025 Budget process on the costs for:

a. Up to three concurrent 24/7 Community Safety Teams for large encampments; and

b.  Increasing shelter and respite capacity across the City, including temporary modular and micro-shelter options, required to fully accommodate everyone living in an encampment.

15. City Council direct the General Manager, Toronto Shelter and Support Services, to develop and implement key actions to increase access to safe, secure housing and shelter for people who are living outdoors, and respond to the unique housing needs of shelter-seekers, including:

a. Convening a roundtable meeting with refugee-serving organizations and agencies to develop a work plan to build out shelter and housing options for refugee claimants arriving in Toronto that meets their unique shelter and support needs; and,

b. Providing recommendations for a pilot program of enhanced, multi-sectoral case management support for people living outdoors with complex mental and physical health needs, including working in partnership with the Medical Officer of Health, Gerstein Crisis Centre, Family Service Toronto, and other health organizations, hospitals, and community agencies; and reporting back to the Economic and Community Development Committee in the third quarter of 2024.

16. City Council request the Government of Ontario to immediately allocate $54 million to the City of Toronto for the Year 5 administration of the Canada-Ontario Housing Benefit program, to meet demand and continue to support transitions for people living outdoors and in our shelter system to permanent housing.

The General Manager, Toronto Shelter and Support Services gave a presentation on the City's Encampment Approach and Strategy.

Toronto is experiencing a housing and homelessness crisis. Communities across Canada continue to see increases in unsheltered homelessness and encampments since the beginning of the COVID-19 pandemic. Encampments are a symptom of the housing crisis, shelter demand that exceeds availability, increasing costs of living, inadequate income supports, and other social crises such as the drug toxicity and mental health crisis.

The City believes that permanent, adequate, affordable, and supportive housing is the solution to homelessness and is committed to advancing the progressive realization of the right to adequate housing as set out in the Toronto Housing Charter. Encampments do not meet the human right to housing and are not a long-term solution to homelessness. While the City continues to work towards permanent housing solutions, it is critical that we continue to support people living in encampments, who are among the most vulnerable in our city.

The purpose of this report is to present the City’s strategic approach to encampments that is grounded in a human rights approach while supporting the safety and well-being of people living in encampments and surrounding communities. Key components of this approach include:

a. Expanding the enhanced housing-focused outreach and support mode

b. Exploring new service models for people in encampments

c. Enhancing safety in the shelter system for staff and clients

d. Increasing permanent housing opportunities and shelter system flow

This report also provides an update on the City’s implementation of recommendations in the Ombudsman Toronto’s interim and final reports on encampments and seeks City Council approval of the attached City of Toronto Interdivisional Protocol for Encampments in Toronto, updated based on extensive engagement with people with lived experience of homelessness in encampments, and City and community stakeholders and partners.

From a human rights-based approach, and consistent with what we heard from extensive stakeholder engagement, addressing the urgent issue of encampments requires a multi-divisional and sectoral approach and the commitment of all levels of government, community, and other stakeholders to invest in comprehensive public, social and health-related supports.

Announcements

The Chair acknowledged that the Economic and Community Development Committee was meeting on the traditional territory of many nations including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many diverse First Nations, Inuit and Métis peoples. The Chair also acknowledged that Toronto is covered by Treaty 13 with the Mississaugas of the Credit.

The Committee recognized a minute of silence in honour of Councillor Jaye Robinson.

The Chair advised the Committee that Mayoral Decision 14-2024 was issued that morning by the Mayor.  The Mayoral Decision reduces the composition of the Economic and Community Development Committee to five members, resulting in a quorum requirement of three members, rather than four. 

Where the Members of the Economic and Community Development Committee listed in the attendance for this meeting participated remotely, they were counted for quorum as permitted by Section 189(4.2) of the City of Toronto Act, 2006, and City Council's Procedures.